Document Salem_doc_256253741e

FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 1 CITY OF SALEM MASSACHUSETTS FY 2025 Operating Budget & Capital Plan 2025 - 2029 Mayor Dominick Pangallo Anna Freedman, Finance Director ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 2 City of Salem, Massachusetts Fiscal Year 2025 Annual Operating Budget & Capital Plan 2025 - 2029 General Fund & Enterprise Funds July 1, 2024 to June 30, 2025 Presented By: Mayor Dominick Pangallo ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 3 To City Council: Ty Hapworth, Council President Jeff Cohen Kyle Alexander Davis John C. Harvey A. Jerzylo Alice Rose Merkl Patricia Morsillo Conrad J. Prosniewski Megan Stott Andrew W. Varela Caroline E. Watson-Felt Reviewed By: City Council – Administration & Finance Sub-Committee Alice Rose Merkl, Chairman A. Jerzylo Conrad J. Prosniewski Megan Stott Andrew W. Varela Prepared By: Anna Freedman, Finance Director A special thanks to the City Finance Team, in particular: James LeBlanc, Justin MacCutcheon, Elizabeth Smith, & Michael Walsh for all their efforts assembling the proposed budget. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 4 ---PAGE BREAK--- City of Salem, MA FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 5 Table of Contents 1. General Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Budget Message From the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Long and Short Term Strategic Plan Summary FY 2025 . . . . . . . . 15 2. City Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 City Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Map of Salem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Organizational Chart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Organizational Summary - Department Heads. . . . . . . . . . . . . . . . 38 At-A-Glance Report for Salem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Salem's Top Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Salem's Top Taxpayers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 3. Budget Overview All Funds . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Budget Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Fiscal Year 2025 Budget Overview & Timeline. . . . . . . . . . . . . . . . . 47 Property Tax "101" - A Taxpayers Guide FY 2025. . . . . . . . . . . . . . . 48 What is Voted By City Council - Budget vs RECAP-FY 2025 . . . . . . 50 Tax Rate Recapitulation (RECAP) Sheet . . . . . . . . . . . . . . . . . . . . . . 51 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year. . . . . . . 53 Revenue Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 FY 2025 Estimated Revenues - All Funds . . . . . . . . . . . . . . . . . . . . . 56 FY 2025 Estimated Revenues - General Fund . . . . . . . . . . . . . . . . . 57 General Fund Revenue Detail & Graphs . . . . . . . . . . . . . . . . . . . . . . 58 Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet) . . . . . . . . . . . 73 FY 2025 Operating Budget Summary & Graphs . . . . . . . . . . . . . . . 74 FY 2025 Proposed Operating Budget - All Funds . . . . . . . . . . . . . . 81 FY 2025 Proposed Operating Budget - General Fund. . . . . . . . . . . 81 FY 2025 Proposed Operating Budget - General Fund Personnel and Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Other Budgeted Items Voted by Council. . . . . . . . . . . . . . . . . . . . . . 82 Revolving Funds - Overview & Detail . . . . . . . . . . . . . . . . . . . . . . . . 83 Revolving Funds FY 2025 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 4. Budget Overview-School . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87 Salem Public Schools - FY 2025 Budget. . . . . . . . . . . . . . . . . . . . . . 88 5. Budget Overview-Enterprise Funds. . . . . . . . . . . . . . . . . . . 201 Enterprise Fund Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Water & Sewer Five Year Financial Forecast . . . . . . . . . . . . . . . . . 203 Enterprise Fund A2 Summary & Graphs. . . . . . . . . . . . . . . . . . . . . 205 Enterprise Fund Schedule A-2's - Sewer, Water, Trash . . . . . . . . . 206 FY 2025 Estimated Revenues - Enterprise Funds . . . . . . . . . . . . . 210 Enterprise Fund Revenue Detail & Graphs. . . . . . . . . . . . . . . . . . . 211 Sewer Enterprise Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 Water Enterprise Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212 Solid Waste Enterprise Revenue . . . . . . . . . . . . . . . . . . . . . . . 212 General Fund Subsidy to Solid Waste Enterprise Fund. . . . . 212 FY 2025 Estimated Revenues - Sewer . . . . . . . . . . . . . . . . . . . . . . 213 FY 2025 Estimated Revenues - Water. . . . . . . . . . . . . . . . . . . . . . . 213 FY 2025 Estimated Revenues - Trash . . . . . . . . . . . . . . . . . . . . . . . 214 Enterprise Fund FY 2025 Operating Budget Summary . . . . . . . . 215 FY 2025 Proposed Budget - Enterprise Funds. . . . . . . . . . . . . . . . 216 FY 2025 Proposed Budget - Sewer. . . . . . . . . . . . . . . . . . . . . . . . . 216 FY 2025 Proposed Budget - Water . . . . . . . . . . . . . . . . . . . . . . . . . 217 FY 2025 Proposed Budget - Trash. . . . . . . . . . . . . . . . . . . . . . . . . . 217 Water & Sewer Rate Comparisons . . . . . . . . . . . . . . . . . . . . . . . . . 218 6. Financial Forecasts, Policies and Debt. . . . . . . . . . . . . . . . . 219 Five Year Financial Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 Projection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 224 Long Term Debt Service By Month . . . . . . . . . . . . . . . . . . . . . . . . . 226 Debt Policies & Aggregate Debt Service . . . . . . . . . . . . . . . . . . . . 234 Financial Reserve Policies & Graphs. . . . . . . . . . . . . . . . . . . . . . . . 239 Stabilization Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239 Retirement Stabilization Fund (Budgeted) . . . . . . . . . . . . . . 239 Other Post-Employment Benefits (OPEB) Fund. . . . . . . . . . . 240 Capital Project Fund - Short Term . . . . . . . . . . . . . . . . . . . . . . 241 Free Cash. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241 Water-Sewer Retained Earnings . . . . . . . . . . . . . . . . . . . . . . . 242 Trash Retained Earnings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243 Investment Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 244 Debt Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247 Anti-Fraud Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 City of Salem, MA 6 7. Capital Improvement Program. . . . . . . . . . . . . . . . . . . . . . .251 Capital Improvement Program Mayor's Message . . . . . . . . . . . . . 252 Capital Improvement Program Overview. . . . . . . . . . . . . . . . . . . . 253 FY 2025 CIP Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . 254 Five-Year Capital Plan - All Funds . . . . . . . . . . . . . . . . . . . . . . . . . . 256 Capital Plan by Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261 Capital Plan by Funding Source. . . . . . . . . . . . . . . . . . . . . . . . . . . . 265 Capital Improvement Projects - Highlights . . . . . . . . . . . . . . . . . . 270 Impact of Capital Improvement Plan on Operating Budget . . . . 286 Capital Improvement Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 289 8. Departmental Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291 Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293 City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303 City Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311 Assessor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325 Collector. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333 Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 339 Purchasing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347 Treasurer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 355 Department of Transportation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 Information Technology Services & GIS . . . . . . . . . . . . . . . . . . . . . 387 Legal Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397 Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 405 Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421 Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 433 Harbormaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 Public Property/Inspectional Services . . . . . . . . . . . . . . . . . . . . . . 455 Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 487 Sustainability & Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 529 Public Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 Engineering. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 555 Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 563 Council on Aging. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 601 Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 609 Veterans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 619 Education - Salem Public Schools. . . . . . . . . . . . . . . . . . . . . . . . . . 625 Budget Transfer Out of General Fund. . . . . . . . . . . . . . . . . . . . . . . 627 Sewer Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 629 Water Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 649 Trash/Solid Waste Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 669 PEG Access Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 677 Full-Time Equivalent Employees (FTE's) . . . . . . . . . . . . . . . . . . . . 679 Full-Time Equivalent Employee Comparisons . . . . . . . . . . . . 680 9. Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 681 The Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 682 Budgeting & Accounting Practices. . . . . . . . . . . . . . . . . . . . . . . . . 684 Major & Non-Major Funds Overview . . . . . . . . . . . . . . . . . . . . . . . 688 Departmental Fund Relationships . . . . . . . . . . . . . . . . . . . . . . . . . 690 Performance Management & Measures . . . . . . . . . . . . . . . . . . . . 693 10. Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 695 ---PAGE BREAK--- General Overview ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 8 Budget Message From the Mayor CITY OF SALEM, MASSACHUSETTS Dominick Pangallo Mayor Office of the Mayor May 9, 2024 Salem City Council 93 Washington Street Salem, MA 01970 Dear Councillors, I am proud to submit for your consideration the proposed FY2025 City budget and the associated ordinances and orders necessary to implement it. Budgets reflect the values and priorities of a community, and Salem’s is no exception. In developing the coming year’s budget our focus was on advancing the three pillars of the FY2025 Strategic Plan: livability, improving services, and transparency. Focusing on affordability, sustainability and resilience, and equity will help us ensure a more livable and vibrant community for all. We want to provide municipal services, policies, and projects that are forward-looking, open to innovation and new approaches, and delivered efficiently and effectively. And City actions should be open, honest, evidence-based, and inclusive. The FY2025 proposed budget is $204,106,637, an increase of 4.1% over the previous year’s budget. Most of the budgetary increase is due to increases in fixed costs. Fixed costs on the City side of the budget are increasing in FY2025 by $3,383,766, exceeding the historical average: excepting the FY2021 pandemic-impacted budget the average increase in fixed costs on the City portion of the budget over the last decade was $2,612,920. In other words, fixed costs on the City budget are nearly 30% more than the historical average. Fixed costs include health and retirement benefits for employees, debt payments, charges by the state, costs obligated by prior contracts, and utility costs. Many fixed costs have been driven up substantially by inflationary impacts from earlier in FY2024 and while our energy services contract and related sustainability work for City buildings and vehicles have lessened the impact of energy cost spikes (and will hopefully continue to do so), those overall costs have increased. Our largest single fixed-cost increase, however, is in health insurance for our employees, which will go up in FY2025 by $1,655,721, almost 10% over FY2024. On the School side of the budget, fixed costs are increasing by $3,156,472. Combined with the City amount, the total increase in fixed costs is $6,540,238, which represents 81.4% of total budget increase. Put another way, for every dollar the budget increases, around 81-cents of that are from costs that are fixed and must be paid. ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 9 This is no doubt a challenging year for Salem and for many communities across Massachusetts. Balanced against these increases in fixed costs, the impacts of inflation, and rapidly increasing cost of personnel to ensure competitive wages and benefits, one-time revenues derived from federal funding related to the pandemic are ending. Salem wisely took steps earlier in FY2024 to mitigate the effects of that to an extent, but we will continue to feel some consequences from it into FY2025, particularly related to pandemic funding for public schools. The proposed FY2025 budget accounts for and manages these changes strategically and without compromising our focus on critical services and programs for our community and for our schools. While the pressures are significant in this coming fiscal year, along with uncertainties related to local aid from the state – which is not finalized by the legislature at the time this budget is being filed – and the on-going negotiations for new contracts with five of our City’s eight public employee unions, there are reasons for optimism. A strong local economy has bolstered revenue projections for a number of our local receipts and receipts reserved categories, and we are estimating a conservative, but positive, change in new growth for FY2025. Growth of our tax base is critical to mitigating the impact on existing property taxpayers and must remain a shared priority for City government. For context, our anticipated new growth is just less than the increase in our health insurance costs alone. Without growth, fixed cost increases such as that will fall to existing property taxpayers. The combination of high interest rates and large federal allocations in City accounts generated healthy levels of investment income in FY2024; while this is not a recurring revenue source, it is aiding us in reducing the impact that would come from abruptly ceasing ARPA and ESSER funded programs as those federal funding sources conclude. Lastly, a debt analysis exercise by the Finance Department has identified opportunities to redirect unused bond authorizations and remaining ARPA dollars to shovel-ready capital projects. That will greatly reduce the amount of borrowing necessary for the FY2025 capital program, helping the City avoid the impact of higher interest rates for debt (even with our record bond rating from Standard & Poor’s reaffirmed earlier this year, overall interest rates remain challenging), reduce future years’ debt payments, and potentially favorably impact water/sewer rates in the years ahead. The proposed FY2025 budget includes a number of changes and additions worth highlighting. With changes in leadership in three departments – Public Services, Engineering, and Information Technology – those three departments are undertaking minor internal reorganizations. Those new structures are reflected in the Public Services and IT department budgets, but Engineering is still underway and will be revised in the coming months. Public Services and Engineering are accomplishing their reorganizations without any net increase in their personnel costs; IT is shifting some personnel costs to their expense budget through their restructuring. In other words, none of these administrative changes will bring a net increase in the overall City budget. We are proposing a total addition of four new full-time positions (an increase in full-time personnel of 1.0%) and two new part-time positions an increase in part-time personnel of 1.2%) on the City (non-School) portion of the budget. To ensure we are meeting our goal of delivering services equitably, affordably, and efficiently, all of these positions are funded through the ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 10 proposed changes to local fees reflected in ordinances filed with this budget or previously filed with you this year, or through anticipated grants. Department Position Revenue Off-Set Health Code Enforcement Officer (FT) Short-term rental fee adjustment (previously filed) Inspectional Services Local Building/Code Enforcement Compliance Inspector (FT) Permit fee adjustment (enclosed) Electrical Journeyman Electrician (FT) Permit fee adjustment (enclosed) Finance Grants Coordinator/Budget Analyst (FT) Anticipated grants Solicitor 40U Hearing Officer (PT) MGL 40U fines Solicitor Enforcement Officer (PT) Public guide fee adjustment (previously filed) As mentioned above, we are currently negotiating successor contracts with five of our collective bargaining units. As such, there may be additional FY2025 personnel costs that will require a future City Council vote to appropriate. Funding to manage those future costs is being budgeted within the City’s existing Salary Reserve account. That account also carries funds for a forthcoming accomplishment-based salary exercise for exempt employees. There are approximately 166 exempt (that is, non-union) City positions, including department heads. To more objectively ensure we are fairly compensating the employees in these positions, earlier this fiscal year we began a formal compensation study with an outside consultant. The FY2025 budget builds on the early results of that study, which is still on-going, by providing a cost-of- living adjustment and an added incremental adjustment to certain positions to begin moving them closer to a competitive salary range. The final report will outline a long-term classification plan to provide a roadmap for future adjustments to ensure a competitive workforce and improve employee retention, as well as a structure for accomplishment-based increases for exemplary employees. For FY2025, those merit-based increases will be funded out of the Salary Reserve, subject to City Council appropriation in early FY2025. For future years, exempt employee salary adjustments will be structured based on a COLA, the classification plan, and an accomplishment-based review conducted by department heads and the Mayor starting in February, so those changes can be fully reflected in the budget filed with the City Council in May. Also new in the FY2025 proposed budget is funding to carry out the newly issued Language Access Policy. This policy sets standards for City departments for the translation of public- facing documents into Spanish, which was supported initially by an allocation from our ARPA funding. On an on-going basis, we are proposing to provide stipends to bilingual employees who pass a certification test and provide bilingual translation and interpretation to those contacting departments. This is similar to a policy utilized successfully by Salem Public Schools and we are ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 11 proud to be able to extend it to municipal departments now, as well. Our schools’ budget is $74,592,616, an increase of $3,438,474 or 4.83%, over the FY2024 school budget. This does not include school-related costs that appear elsewhere in the budget, such as school employee health insurance increases, unemployment costs, and debt for school building projects. It also does not include charter school tuition assessments or our assessment for the Essex North Shore Agricultural and Vocational Technical High School, which are also education-related expenditures by the City. When those factors are included, a substantial amount of Salem’s budget is tied to our schools and our students, easily the largest single area of spending. The direct appropriation increase proposed for FY2025, however, $3,438,474, is 72% more than the average increase over the past decade. The 4.83% boost to the City’s appropriation to our schools exceeds the average increase of 3.26% of the previous decade and reflects our commitment to our public schools, our educators, and, most importantly, our students. The enterprise fund budgets will increase by $382,654, or 1.88%, over the FY2024 enterprise funds budget, due to increases in assessments for these services and the need for ongoing infrastructure maintenance and upgrades. Ordinances have been submitted to you establishing the water and sewer rates necessary to fund these budgets. The FY2025 Capital Improvement Plan (CIP) is also included as part of this budget, as are the associated bond orders to fund these capital investments. I am proud that we continue to a offer forward-looking capital plan in our budget each year, as a responsible and transparent way of planning for future obligations while meeting present-day needs to best serve Salem residents. The CIP reflects projects across most City departments and our public schools, and is funded through a wide diversity of funding sources, including bonds, short-term capital, grants and rebates, receipts, retained earnings, and more. As outlined above, for FY2025, we have sought to minimize debt costs by leveraging other funding sources for capital projects, in order to reduce future debt payment amounts and ease rate increases for water and sewer users. For example, the proposed FY2025 CIP derives $8,028,761 from general fund and enterprise fund bonding, which is $15,353,239 less than the total derived from bonding for the FY2024 CIP. The FY2025 CIP additionally aligns with our on-going energy service plan implementation to improve the sustainability of City facilities. These facts reflect the City’s goal of investing in our critical capital needs to ensure a vibrant, resilient, and accessible community, but doing so in a strategic, thoughtful, and efficient manner. The FY2025 CIP includes a multitude of important new projects, but to highlight just a few:  Continuation of the smart traffic signal installations at Congress Street, Derby Street, and Hawthorne Boulevard ($100,000).  $2,132,548 in both local and state funds for road paving and sidewalks.  Continuation of the Boston Street corridor project to advance the design from the current 75% to 100% ($625,000).  Efficiency and accessibility projects and repairs to fire stations ($110,305).  Replacement of police and fire vehicles ($426,000).  An overhaul of the City website to provide easier and more accessible public engagement to critical information ($70,000). ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 12  $434,365 for substantial upgrades to wireless and internet service at Collins Middle School and Salem High School.  New and more efficient lighting and control system in the Salem Public Library ($54,135).  New electric vehicle charging stations at the Community Life Center ($258,000).  Three new vans for the Council on Aging, including two electric ones ($65,619).  Final phase of local funding of $500,844 for the Salem Willows Pier signature park project.  $1,010,000 for the Jefferson Avenue/Willson Street intersection safety project.  $325,000 to design safety improvements for the Essex Street/Cambridge Street intersection.  Improvements and repairs to public property adjacent to Salem Wharf on Blaney Street and the City’s deep-water berth, and design phase for the new Ferry Terminal building ($511,410).  Phase 2 of the Salem Willows Signature Park Project ($421,750).  Phases 2-4 of the Dickson Chapel historic preservation and restoration project ($350,000).  Creation of a preservation and management plan for Fort Lee ($32,000).  Begin design of a multi-use path network along Highland Avenue ($40,000).  Finalize design for the Curtis Park improvement project ($90,813).  Advance development goals for Church Street parking lots through public engagement and technical analysis ($25,000).  Artist Row roof replacements ($222,500).  Phase 2 of the Old Town Hall restoration and renovation project, focused on exterior preservation and improvement work, including additional accessibility and sustainability elements ($2,000,000).  $200,000 for replacement of the emergency backup generator at the Salem Police Department and $170,000 to replace the one at Heights Elementary School.  Installation of a Level 1 fast charger for the Salem Police Department’s increasing number of electric vehicles ($217,608) and a second one for other municipal departments utilizing electric vehicles ($250,000).  Installation of an emergency speaker system downtown ($100,000).  Efficiency and accessibility projects and repairs at the police station ($360,801).  Begin installation of permanent street sweeping signage ($25,000).  Begin Citywide sidewalk small repair initiative ($750,000).  $500,000 to repair and refresh the Bates Elementary School pre-K playground.  $1,764,328 for a variety of efficiency and improvement projects at Salem Public Schools buildings aligned with the City’s energy services plan.  Continuation of public engagement and outreach work related to Resilient Together: El Punto ($50,000).  Update to the City’s Hazard Mitigation Plan ($50,000). Salem should be proud of our record stabilization levels, bond rating, and considerable levy capacity. We have also enjoyed a low average tax bill increase relative to our region. In our budgeting practices, the taxpayers of Salem should be foremost in mind. This budget recognizes ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 13 and respects the impact of property taxes on residents. Salem’s average tax bill change over the last decade has been well below the average for our region and bolstered by the adoption of as many exemptions and abatements as practical, particularly focused on our neediest taxpayers, including lower income residents, seniors, veterans, and those living with disabilities, as well as through increasing the share of the cost burden being exported to visitors and non-residents through fees and excises. We continue to tax below our allowable levy limit; for FY2025, we will continue to maintain excess levy capacity – in the amount of $7,816,157 – a further demonstration of our prudence and care with taxpayer dollars. The financial challenges presented by fixed cost centers and the many externalities pressuring our fiscal conditions are very real and have a very real effect on our budget. Despite those pressures, I am proud that the FY2025 budget maintains our dedication to fiscal responsibility while making important investments to strengthen our community. Our fiscal practices have resulted in not only affirmation of our historic high AA bond rating for the last eleven years in a row, but also our regular receipt – for sixteen years in a row – of recognitions and awards from the Government Finance Officers’ Association, a national agency that provides professional guidelines for government budgets and fiscal practices. In its affirmation of the AA bond rating, S&P Global Ratings specifically cited Salem’s “strong financial management environment with a focus on long-term financial and capital planning…to support stable finances.” Lastly, another key factor in enhancing our local economy and contributing to new revenues to help meet our budgetary needs are the public and private investments we continue to see in our community. These projects enhance our short- and long-term economic growth, create much needed housing, add to our tax base, and generate jobs. We are projecting the value increase of new growth for FY2025 at $1 million. That is $1 million less burden on existing Salem taxpayers. Without responsible new growth we cannot provide the services and improvements that our constituents demand and deserve. Given the reliable increase in fixed costs to the City and the financial challenges of the past year, a reflexively anti-growth position is equivalent to endorsing substantial tax increases on Salem homeowners and reduction in critical City services like public safety, public schools, and public works. With appropriate new growth comes much needed housing, commercial enterprises with jobs, and new revenues to support the needs of Salem taxpayers and the ability of local government to deliver critical services. In FY2025 we will continue to strive to exceed the service level expectations of our constituents, while simultaneously ensuring fiscal prudency in all expenditures. The mission of City government in Salem is to provide open, honest, and pro-active services effectively and efficiently, focusing on the needs of today, with a vision for the future. To accomplish this, the proposed budget aligns operations with strategic goals and objectives, while maintaining necessary fiscal controls and careful attention to our financial forecasts in our budgeting. I appreciate the hard work and cooperation our department heads have put into the preparation of this year’s budget. I cannot say enough about the efforts made by our Finance Department especially. The department’s work ensured that the budget was ready for submission and in compliance with the high standards we set for ourselves pursuant to GFOA Distinguished Budget guidelines. This year the department was tasked with having the budget prepared earlier in May than usual, to afford Councillors as much time as possible to review this important ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 14 document. This goal, which the department achieved, put added pressure on the staff in that office and they stepped up to the challenge with incredible professionalism and dedication. Salem is one of only a handful of Massachusetts communities who annually qualify for both a Certificate of Excellence for our Comprehensive Annual Financial Report and a Distinguished Budget Presentation Award from the GFOA. In furtherance of the GFOA’s prioritization of improving transparency in public budgets, we are proud to offer a “Budget in Brief” summary that quickly highlights the most important parts of the FY2025 City budget. The proposed FY2025 budget represents a strong commitment to the people we are fortunate enough to have been elected to serve. It continues our balanced and responsible approach to City finances. It invests in the critical services that make Salem a vibrant city and one with schools in which we can all take pride – in short, a livable, equitable, and vibrant city, with excellent municipal services and a commitment to transparency. I recommend adoption of the proposed FY2025 budget, CIP, and other associated budgetary measures and I look forward to working with you in the coming days to enact this proposed spending plan to continue ensuring that Salem is a financially strong and professionally administered community. Sincerely, Dominick Pangallo Mayor City of Salem CC: Department heads Salem School Committee members State Senator Joan Lovely ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Long and Short Term Strategic Plan Summary FY 2025 City of Salem FY2025 Strategic Plan Pillars The three Pillars of the FY2025 Strategic Plan provide the foundation upon which City initiatives, operations, programs, policies, and projects are based. They are shaped by goals identified through other existing plans, surveys, and sources of feedback. At their core, the Pillars are critical to ensuring that Salem is forward-looking and a City that works for and welcomes everyone, where we build on the achievements of the past to create an even more vibrant and successful future. First Pillar: Livability By focusing on affordability, sustainability and resilience, and equity, Salem can be a livable community for all. Second Pillar: Improving Services Municipal services, policies, and projects should be forward- looking, open to innovation and new approaches, and delivered effectively and efficiently. Third Pillar: Transparency City actions should be open, honest, evidence-based, and inclusive. Within the Pillars there are unpinning values that are the core reason driving the Strategic Plan goals. Those values are affordability, equity, safety, sustainability and resilience, and vibrancy. The FY2025 Strategic Plan for the City of Salem builds on the foundation of previous plans and refocuses efforts toward the City's shared vision as articulated by those plans and the City's mission statement. In 2015 City leadership created the following mission statement, which continues to serve as a core principle in the provision of municipal services and pursuing policy: the mission of Salem City government is to provide open, honest, and pro-active services effectively and efficiently, focusing on the needs of today, with a vision for the future. The goals of the FY2025 Strategic Plan Summary are outlined with the following: Pillar - one of the key themes or values upon which the long-term objectives and the shorter-term intiatives and tactics of the City are all built: livability; improving services; and transparency. Value - a series of core values unpinning the objectives of the City's activities, including affordability, sustainability/resilience, equity, safety, and vibrancy. Scope - goals are either "broad" in scope, meaning other smaller departmental projects or initiatives might align within it, or they are "specific" in scope, meaning they are a more discrete priority or objective. Division - the broad category of municipal government within which the goal falls. Goal Number - a number by which departments can refer to the goal in a more abbreviated fashion. Goal Numbers appear in the narrative sections of departmental and capital budgets to illustrate alignment with the Strategic Plan. Goals are numbered in order by Division, Lead Department, Pillar, Timeline, Status, and (alphabetical) Goal Purpose. Goal Description - a summary of the strategic goal, usually outlined as an achievable/measurable outcome or a more broad, ongoing goal. Goal Purpose - why the City is pursuing the stated goal. Timeline - short, medium, and long term timeframes generally refer to, respectively, goals that can be accomplished or achieved within the current fiscal year, the next two to three fiscal years, or ongoing/perpetual. ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 16 Plan Alignments - to ensure consistency in City actions, this section indicates where goals are in alignment with or reflective of other City plans, if any. Departmental and capital budgets should also indicate explicitly where budget items are reflective of City plans. Lead Department - the department, division, or office of the City responsible for implementation to achieve the stated goal. Other Key Partners/Stakeholders - entities that intersect with the stated goal or are impacted by its implementation/achievement, but are not directly responsible for it. Status - the current state toward achieving the stated goal at the time this Strategic Plan Summary is published. Preliminary status are at the most conceptual stage; in planning status means some degree of planning has been started. A status of underway indicates some degree of implementation has begun, but the goal has not been ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 17 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Improving Services Equity Specific Community Services CS.1 Pilot holding some COA programs off-site in select locations. Bring City services into the community and increase participation and diversity of participation in COA programs. Short Salem for All Ages Council on Aging Preliminary Improving Services Equity Specific Community Services CS.2 Add a bilingual social worker to the COA staff. Better meet the social service needs for non- English speaking older adult residents. Short Salem for All Ages Council on Aging Human Resources Underway Improving Services Equity Specific Community Services CS.3 Enable online registration for COA programs. Ensure all residents have equitable access to City programs and services. Short Salem for All Ages Council on Aging Underway Transparency Equity Specific Community Services CS.4 Expand distribution areas for Senior Power. Ensure all residents have equitable access to City programs and services and increase awareness of and participation in programs. Short Salem for All Ages Council on Aging Mayor's Office In planning Improving Services Equity Specific Community Services CS.5 Automatic/opt-out library cards for Salem residents. Increase resident utilization of the public library. Medium Library Board of Library Trustees Preliminary Livability Vibrancy Broad Community Services CS.6 Continue implementation of the Signature Parks program for Salem Willows, Winter Island, Pioneer Village/Camp Naumkeag, Palmer Cove, Forest River Park, and Salem Common. Medium Mayor's Office Parks, Recreation, and Community Services; Park and Recreation Commission; Planning and Community Development Underway Improving Services Vibrancy Specific Community Services CS.7 Study Park Wardens and Park Caretakers programs for reform/re- establishment. Improve public safety, oversight, management, and maintainence of City parks Medium Open Space and Recreation Plan Parks, Recreation, and Community Services Legal Preliminary Improving Services Equity Specific Community Services CS.8 Develop a Salem "Kid Card" for easier access to recreation programs and other events Increase youth participation in programs and activities. Medium Open Space and Recreation Plan Parks, Recreation, and Community Services Preliminary Improving Services Equity Specific Community Services CS.9 Complete upgrades to Community Life Center kitchen facility. To better meet building user's food needs, provide greater ability to conduct classes and programs. Short Salem for All Ages Parks, Recreation, and Community Services Capital Underway Livability Equity Specific Community Services CS.10 Install older adult recreational amenities in parks, including exercise equipment, bocce court, and similar installations. Increase recreational utilization of parks by older adults, improving health outcomes. Medium Salem for All Ages Parks, Recreation, and Community Services Planning and Community Development; Capital In planning Livability Vibrancy Specific Community Services CS.11 Pilot off-leash seasonal sites for dogs. Enhance quality of life for residents. Short Open Space and Recreation Plan Parks, Recreation, and Community Services Police Department; Park and Recreation Commission Preliminary Livability Sustainability/Resilience Specific Community Services CS.12 Complete Winter Island Resiliency project. Ensure long-term access to Winter Island Park amenities. Medium Resilient Together; Open Space and Recreation Plan Parks, Recreation, and Community Services; Sustainability Department Public Services Department Underway Improving Services Equity Specific Community Services CS.13 Increase the number of Salem veterans accessing benefits. Ensure Salem veterans are receiving all supports to which they are entitled. Long Veterans Services Underway Improving Services Vibrancy Specific Community Services CS.14 Increase access to and awareness of the Salem Woods. Improve outdoor recreation and ecological awareness. Medium Open Space and Recreation Plan Parks, Recreation, and Community Services Friends of Salem Woods; Capital Preliminary Improving Services Vibrancy Specific Education E.1 Begin braiding Salem Public Schools' career and technical education offerings with future offshore wind industry needs Create pathways for economic success for students and for the industry. Medium Salem Public Schools Strategic Plan Salem Public Schools In planning Improving Services Equity Specific Education E.2 Expand access to mental health support services for more students. Help students achieve social/emotional needs and succeed academically. Medium Salem Public Schools Strategic Plan Salem Public Schools Preliminary Improving Services Equity Specific Education E.3 Begin to apply successes from Middle School Pilot to more middle school classrooms in the district Advance student success and contribute to teacher retention. Short Salem Public Schools Strategic Plan Salem Public Schools In planning Livability Equity Specific Education E.4 Identify opportunities to enrich the school day, move start times later in the morning, and add additional lunch/recess time at the elementary grades especially Create more equity across the district in the school day and allow more time for essential play/exercise and eating during formative years. Medium Salem Public Schools Strategic Plan Salem Public Schools Preliminary Livability Vibrancy Specific Education E.5 Continue forward progress of Salem High School building project. Create the best learning environment possible for future generations of Salem students Medium Salem Public Schools Facility Master Plan Salem Public Schools Finance; Capital; Sustainability; Purchasing Underway Livability Equity Specific Education E.6 Maintain and, if possible, expand the Pre-K Partnership. Increase access to high-quality pre-K to create foundation for future student success, improve educator retention, and create greater economic mobility for working families Medium Salem Public Schools Strategic Plan Salem Public Schools Mayor's Office; Children's Cabinet; Pre- K Partners; School Committee Underway Livability Vibrancy Specific Education E.7 Implement the 2023 Salem Public School Strategic Plan. Meet the shared goals for Salem's students over the next five years Medium Salem Public Schools Strategic Plan Salem Public Schools School Committee Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 18 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Safety Specific Education E.8 School safety measures including, but not limited to, radios, cameras, vestibules, and other measures as recommended Protect Salem students and educators. Medium Salem Public Schools Safety Analysis Salem Public Schools Police Department; Fire Department; School Committee Underway Livability Safety Specific Education E.9 Institute an anonymous school safety tip line. Protect Salem students and educators. Short Salem Public Schools Safety Analysis Salem Public Schools Police Department Preliminary Livability Equity Specific Education E.10 Secure new location for alternative high school programs. Better serve students in those programs and help address costs. Short Salem Public Schools Strategic Plan Salem Public Schools Mayor's Office; tenant facility Underway Improving Services Equity Specific Education E.11 Complete renovations of former OnPoint Center and relocate Family Engagement Center to the building. Bring school services into the community and increase utilization of the Family Engagement Center by families in need. Medium Salem Public Schools Master Plan Salem Public Schools; Parks, Recreation, and Community Services Mayor's Office; Capital; Finance; Police Department; Sustainability Department; Inspectional Services Department In planning Livability Vibrancy Specific Education E.12 Grow participation in Early College and advanced coursework. Increase academic rigor and success for students. Medium Salem Public Schools Master Plan Salem Public Schools Underway Livability Equity Specific Education E.13 Reduce chronic absenteeism and disparate discipline metrics Improve equity and academic outcomes. Short Salem Public Schools Master Plan Salem Public Schools Underway Livability Vibrancy Specific Education E.14 Strengthen educator workforce through diversity efforts, retention, professional development, and "grow your own" local educator pipeline. Increase teacher retention and effectiveness in meeting student needs. Medium Salem Public Schools Master Plan Salem Public Schools Salem Teachers Union; Salem State University In planning Improving Services Vibrancy Specific Economic Growth EG.1 Pending development of state regulations, create local regulations regarding social consumption of cannabis establishments. Regulate development of new business to manage impacts and comply with state regulations. Medium Legal Department Police Department; Planning and Community Development; City Council Preliminary Livability Vibrancy Specific Economic Growth EG.2 Permit all restaurants in B1 zones. Encourage economic growth and vitality. Short Legal Department Mayor's Office; Planning and Community Development; City Council In planning Improving Services Vibrancy Specific Economic Growth EG.3 Implement the calendar, permitting/fee, and ordinance changes recommended in the 2023 Main Streets report. Facilitate easier processes for bringing festivals and special events to Salem, stimulating the local economy and supporting arts and cultural programming. Short Salem Main Streets Special Events in Salem Mayor's Office Department heads; Salem Main Streets; partner organizations Preliminary Livability Sustainability/Resilience Broad Economic Growth EG.4 Collaborate with project partners on implementation of the Salem Offshore Wind Terminal to create green jobs, support alternative/renewable energy, and grow the local economy and tax base, while managing impacts on the surrounding neighborhoods. Long Mayor's Office Planning and Community Development; Legal; Harbormaster; Salem Harbor Port Authority; Inspectional Services; Police; Fire/Emergency Management Underway Livability Vibrancy Broad Economic Growth EG.5 Continue revitilization of Salem Habor and the waterfront. Long Mayor's Office Planning and Community Development; Legal; Harbormaster; Salem Harbor Port Authority Underway Livability Vibrancy Broad Economic Growth EG.6 Encourage responsible private development and new growth opportunities. Long Mayor's Office Planning and Community Development; Finance; Legal Underway Livability Vibrancy Broad Economic Growth EG.7 Support the growth of new and existing private businesses, including enhanced recruitment efforts Long Mayor's Office Planning and Community Development; Finance; Legal Underway Livability Vibrancy Specific Economic Growth EG.8 Complete the Salem Wind Terminal project agreements, break ground, and complete the construction phase of the project. Grow Salem's commercial tax base, create jobs, manage construction impacts on neighbors, and meet our climate goals Medium Salem Harbor Master Plan Mayor's Office Planning and Community Development; Harbormaster; Legal Department; neighbors; Crowley Wind Services; community and labor partners; Salem Public Schools Underway Livability Equity Specific Economic Growth EG.9 Reform zoning to allow for grocery uses in more locations. Grow the commercial tax base and meet food access needs. Short Salem Food for All Mayor's Office Health Department; Legal Department; Planning and Community Development Preliminary Livability Equity Specific Economic Growth EG.10 Create program for seasonal food truck siting in selected locations. Create incubator for food service entrepreneurs and fill gaps in local dining needs Short Mayor's Office; Legal Planning and Community Development; business community; Health Department In planning Livability Vibrancy Specific Economic Growth EG.11 Work toward a plan for seasonal open streets. Activate public ways to spur economic activity during shoulder seasons Medium Mayor's Office; Transportation Police Department; Fire Department; Public Services Department; business community Preliminary Livability Equity Specific Economic Growth EG.12 Begin planning for a BIPOC business incubator. Grow BIPOC entrepreneurship and access to economic success Medium Race Equity Report Planning and Community Development Diversity, Equity, and Inclusion; Race Equity Commission Preliminary Livability Equity Specific Economic Growth EG.13 Enhance distribution and use of the North Shore Diversity Catalog. Grow economic power for women and BIPOC owned businesses in the region. Short Race Equity Plan Planning and Community Development Diversity, Equity, and Inclusion Underway Improving Services Vibrancy Specific Economic Growth EG.14 Design and construction of an upgraded Port Terminal Building. Improve Ferry passenger quality and provide facilities for the Harbor Port Authority Medium Harbor Master Plan Salem Harbor Port Authority Harbormaster; Planning and Community Development Preliminary Transparency Vibrancy Broad Finance and Administration FA.1 Continue five year forecasting of capital improvement projects and needs Long Capital Finance Department; Mayor's Office Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 19 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Equity Broad Finance and Administration FA.2 Carry out Equity Audit Meet the goals of the plan and publish results as achieved. Long Equity Audit Diversity, Equity, and Inclusion Underway Improving Services Equity Specific Finance and Administration FA.3 Review process for approving overtime and create policy for its use. Ensure consistency and efficiency in use of overtime across departments, for cost and equity purposes Short Finance Mayor's Office; Human Resources; Diversity, Equity, and Inclusion In planning Improving Services Affordability Specific Finance and Administration FA.4 Adopt a payment plan ordinance. Ensure more consistency and structure to payment plans offered by the City Short Finance Legal; City Council In planning Improving Services Vibrancy Specific Finance and Administration FA.5 Implement travel and reimbursement policy. Ensure approved travel is reimbursed appropriately. Short Finance Mayor's Office; Legal Underway Transparency Affordability Specific Finance and Administration FA.6 Comprehensive review of all fixed costs in the annual budget Ensure accuracy for cost and financial forecasting purposes. Medium Finance Technology; Human Resources; Inspectional Services Preliminary Transparency Vibrancy Specific Finance and Administration FA.7 Delineate all school- related costs in the annual City budget document. Provide greater transparency and understanding of school and education costs in the budget. Short Finance In planning Improving Services Affordability Broad Finance and Administration FA.8 Re-evaluate existing PILOT/SILOT and other agreements as they expire and implement existing tax agreements, CBAs, and HCAs Long Finance Department Mayor's Office; Legal Department Underway Improving Services Vibrancy Broad Finance and Administration FA.9 Limit long-term liability through the City's continued commitment to build reserve funds. Long Finance Department Mayor's Office Underway Transparency Vibrancy Broad Finance and Administration FA.10 Continue to attain GFOA designation by maintaining the highest level of budgetary practices and finance policies Long Finance Department Mayor's Office Underway Transparency Affordability Broad Finance and Administration FA.11 Continue conservative budgeting policies to limit the impact on property tax levels. Long Finance Department Capital; Mayor's Office Underway Improving Services Vibrancy Specific Finance and Administration FA.12 Conduct a comprehensive on-call contractor review. Identify any opportunities to increase efficiency by bringing services in- house Medium Finance Division Department heads Preliminary Improving Services Vibrancy Specific Finance and Administration FA.13 Conduct a comprehensive fee study, including feasibility of tiered re- inspection fees Verify where fees are not reflective of the cost of service provision and correct them Short Finance Division Mayor's Office; department heads Underway Livability Equity Specific Finance and Administration FA.14 Student Opportunity Act reform in partnership with other minimum aid/impacted communities. Ensure minimum aid Gateway Cities are not penalized by in advertant errors in the Student Opportunity Act formula. Medium Finance Division Mayor's Office; legislative delegation; Salem Public Schools Underway Transparency Equity Specific Finance and Administration FA.15 Publish proposed budget earlier in the year, reformat to make more readable, and include summary document Make the City budget more accessible. Short Finance Division Mayor's Office; City Council; all Departments Underway Livability Sustainability/Resilience Specific Finance and Administration FA.16 Study establishment of a stormwater utility. Address increasing costs for stormwater impacts and encourage greater sustainability in developments Medium Resilient Together Finance Division; Engineering Capital; Legal; Mayor's Office In planning Improving Services Equity Specific Finance and Administration FA.17 Performance evaluation system for merit-based compensation increases Create an objective and consistent method for adjusting employee salaries. Medium Human Resources Mayor's Office; Legal; Finance Preliminary Improving Services Equity Specific Finance and Administration FA.18 Expand where and how job opportunities are advertised. Increase recruitment and applicant pools for vacancies. Short Equity Audit Human Resources Diversity, Equity, and Inclusion In planning Improving Services Vibrancy Specific Finance and Administration FA.19 Acquire and implement software for intaking and responding to job applications in a systematic manner Improve employee recruitment and retention efforts. Short Equity Audit Human Resources Legal Department; Technology Preliminary Improving Services Equity Specific Finance and Administration FA.20 Modify and make permanent the City's remote work and flexible schedule policies. Broaden public hours for City offices while providing an employee benefit to more competitive attract and retain staff. Short Human Resources Mayor's Office; Legal Department; Diversity, Equity, and Inclusion Underway Improving Services Equity Specific Finance and Administration FA.21 Conduct a comprehensive compensation study. Ensure there are objective salary goals to improve employee recruitment and retention efforts. Short Human Resources Mayor's Office; Finance; Legal Department Underway Transparency Vibrancy Specific Finance and Administration FA.22 Create policy requiring consistent use of the Employee Self Service portal for requesting and managing time off applications. Ensure all staff are treated fairly in time off applications and that requests are appropriately reflected in weekly payroll and accruals Short Human Resources Technology; Legal; Diversity, Equity, and Inclusion In planning Transparency Equity Specific Finance and Administration FA.23 Develop an Employee Handbook and library of instructional employee videos on the Employee Self Service portal. Ensure all staff are familiar with the policies, practices, and benefits that relate to their work for the City. Short Human Resources Technology; Legal; Diversity, Equity, and Inclusion Preliminary ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 20 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Improving Services Vibrancy Specific Finance and Administration FA.24 Comprehensive space review of all City owned and leased office space compared against department needs Identify future opportunities to effectively meet space needs at minimal expense. Medium Inspectional Services Capital Preliminary Improving Services Equity Specific Finance and Administration FA.25 Work on reverting to local authority in lieu of civil service control over public safety departments Allow for greater flexibility in hiring and managing public safety personnel. Medium Legal Department Mayor's Office; Police Department; Fire Department; Human Resources; impacted collective bargaining units Preliminary Improving Services Vibrancy Specific Finance and Administration FA.26 Home rule petition to increase local lodging excise rate. Utilize visitor dollars to fund impacts from the visitor economy. Medium Haunted Happenings After- Action Review Mayor's Office Legal; Finance Preliminary Improving Services Vibrancy Specific Finance and Administration FA.27 Create policy for documentation about job functions and projects/initiatives Ensure continuity of services and projects in the event of a change in personnel Short Mayor's Office Human Resources; Legal Preliminary Improving Services Equity Specific Finance and Administration FA.28 Conduct All Staff meetings, launch an Employee Newsletter, create opportunities for employee socializing, expand professional development offerings, and establish Employee Affinity Groups. Cultivate a positive working environment to recruit and retain staff, and help them grow in their careers with the City. Short Mayor's Office Human Resources; Diversity, Equity, and Inclusion; Legal Department Underway Transparency Equity Specific Finance and Administration FA.29 Publish City finance and human resource policies online. Provide greater public access to critical municipal policies. Short Mayor's Office Finance; Human Resources In planning Livability Equity Specific Finance and Administration FA.30 Work toward more diversity in City board membership and workforce demographics Create a municipal government more reflective of the population it serves. Medium Equity Audit Mayor's Office; Diversity, Equity, and Inclusion Human Resources; Legal; Race Equity Commission Underway Improving Services Vibrancy Specific Finance and Administration FA.31 Adopt an increased local cannabis excise via home rule petition. Provide additional revenues from visitors to support City services utilized by visitors Short Mayor's Office; Legal Department Finance; legislative delegation Preliminary Improving Services Equity Specific Finance and Administration FA.32 Continue implementatino of the "Massport Model" to diversity City procurement Support BIPOC businesses. Short Race Equity Report Purchasing Diversity, Equity, and Inclusion; Finance Underway Improving Services Sustainability/Resilience Specific Finance and Administration FA.33 Implement energy services contract. Reduce municipal energy costs and carbon emissions from City buildings Medium Resilient Together Sustainability Capital; Inspectional Services; Finance; Salem Public Schools; impacted department heads Underway Livability Sustainability/Resilience Specific Finance and Administration FA.34 Create a policy to leverage Direct Pay in all applicable municipal projects Save money while advancing green energy goals. Short Resilient Together Sustainability Finance; Capital; Legal Underway Transparency Equity Specific Finance and Administration FA.35 Establish a municipal Language Access Policy. Provide greater translation and interpretive services to expand access to City documents and services to more residents Short Equity Audit Diversity, Equity, and Inclusion; Mayor's Office Finance; Human Resources; Legal; Race Equity Commission Underway Improving Services Sustainability/Resilience Specific Finance and Administration FA.36 Prepare for conclusion of current solid waste contract and work to minimize cost increases and maximize diversion/recycling opportunities Manage cost increases while meeting service and sustainability goals. Medium Engineering Sustainability; Legal; Finance In planning Improving Services Affordability Specific Finance and Administration FA.37 Improve leveraging of Inflation Reduction Act, Infrastructure and Jobs Act, and other federal funding opportunities to match to existing municipal program and project needs Reduce costs to taxpayers for funding critical local needs and increase the capacity of the City to complete projects. Long Finance Capital; Sustainability; Mayor's Office; relevant department heads Underway Transparency Affordability Specific Finance and Administration FA.38 Work to gradually wind down ARPA program with final allocations and reporting. Reduce abrupt cost impacts for ARPA- sustained programs while utilizing 100% of allocated ARPA funds before the Treasury deadline Medium Finance Capital; Mayor's Office; relevant department heads; funded organizations and entities Underway Improving Services Vibrancy Specific Finance and Administration FA.39 Carry out relocation of Technology and Health Departments. Improve working environment for employees and more effectively and efficiently deliver services to the public and other departments Medium Inspectional Services Health Department; Technology Department; Finance In planning Improving Services Vibrancy Broad Finance and Administration FA.40 Deliver City services more efficiently and effectively through the use of technology and performance management Long Mayor's Office Finance; Technology; department heads Underway Improving Services Affordability Broad Finance and Administration FA.41 Implement regionalized services where applicable in order to better utilize tax dollars Long Mayor's Office Finance; Legal Underway Improving Services Vibrancy Broad Finance and Administration FA.42 Expand implementation of performance improvement programs Long Mayor's Office Human Resources; Technology; Finance Underway Improving Services Vibrancy Specific Finance and Administration FA.43 Revamp and relaunch the SalemStat program. Create a data-driven approach to identifying issues regarding service delivery and operations. Short Mayor's Office Technology; Inspectional Services Department; Health Department; Public Services Department; Engineering; Police Department; Fire/Emergency Management Department In planning ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 21 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Improving Services Vibrancy Specific Finance and Administration FA.44 Retitle and reorganize IT Department as the Department of Technology and Innovation and reorganize to focus on municipal and public safety IT and performance improvement and innovations. Refocus technology support and increase autonomy of SPS IT, while providing a new emphasis on innovation in government through technology and process improvement. Short Mayor's Office Technology; Human Resources; Legal; Finance Preliminary Improving Services Vibrancy Specific Finance and Administration FA.45 Complete renovation of City Hall Room 2 conference room. Provide added capacity for constituent services meetings Short Mayor's Office Technology; Inspectional Services Underway Transparency Equity Specific Finance and Administration FA.46 Establish a policy to include a plain- language Fact Sheet with proposed ordinances and standardize a process for internal and public workshops to develop major ordinances. Increase understanding of ordinances as they developed and access to shape them by impacted stakeholders, before the City Council process. Short Mayor's Office Planning and Community Development; Legal; other department heads as necessary; City Council In planning Transparency Equity Specific Finance and Administration FA.47 Ordinance specifying one-year term for all board chairs unless otherwise specified in statute or code Create more opportunities for leadership development on municipal boards Short Mayor's Office Legal Preliminary Transparency Vibrancy Specific Finance and Administration FA.48 Rename the Department of Traffic and Parking as the Department of Transportation, and the Traffic and Parking Commission as the Transportation Commission More fully reflect the total scope of the department's portfolio of work and all modes of transportation. Short Mayor's Office Transportation; Traffic and Parking Commission; City Council Preliminary Transparency Equity Specific Finance and Administration FA.49 Create a City Style Guide. Ensure consistent and transparent language and formatting in documents intended for the public. Short ADA Transition Plan Mayor's Office Diversity, Equity, and Inclusion Underway Transparency Equity Specific Finance and Administration FA.50 Develop a new system for tracking board memberships, record board training video, broaden advertisement of board vacancies, and update Board web pages to include the board's purpose and list of current vacancies and how to l Increase applications for, diversity of, and capacity of board memberships. Short Equity Audit Mayor's Office Diversity, Equity, and Inclusion; Legal Underway Improving Services Equity Specific Finance and Administration FA.51 Implement pilot of Spanish-language interpretation program and carry out first phase of foundational document translations. Provide greater translation and interpretive services to expand access to City documents and services to more residents. Short Equity Audit Diversity, Equity, and Inclusion Mayor's Office; Human Resources; Legal Department; Finance Underway Improving Services Vibrancy Specific Finance and Administration FA.52 Establish an Organizational Structure Task Force to review and report on proposed changes to administrative and departmental structures. Ensure an evidence- based and fully- informed approach to requested or contemplated changes to the structure of departments. Short Mayor's Office Human Resources; Finance; Legal In planning Improving Services Equity Specific General Government GG.1 Establish an Elections Commission and continue study of rank choice voting. Improve transparency and representativeness of local elections. Medium City Council Legal Department; City Clerk; Mayor's Office Underway Transparency Equity Specific General Government GG.2 Complete launch of online platform for Council business. Expand public access to Council items, agendas, minutes, and more Short City Council City Clerk; Technology In planning Improving Services Vibrancy Broad General Government GG.3 Maintain high level of responsiveness and accessibility for community members with City departments. Ensure timely response to issues and inquiries. Long Department heads Underway Livability Equity Broad General Government GG.4 Carry out Race Equity Plan Meet the goals of the plan and publish results as achieved. Long Race Equity Plan Diversity, Equity, and Inclusion Mayor's Office; Finance; Human Resources; Legal Department Underway Livability Equity Specific General Government GG.5 Amend non- discrimination ordinance to include citizenship status and home or housing status Ensure all residents have equitable access to City programs and services. Medium Diversity, Equity, and Inclusion; Mayor's Office Legal Preliminary Improving Services Vibrancy Specific General Government GG.6 Study Parking Benefits District, District Improvement Financing, and Business Improvement District opportunities. Provide additional revenues from visitors to support City services utilized by visitors. Medium Mayor's Office Planning and Community Development; Transportation; Legal; Finance; business community; Traffic and Parking Commission In planning Livability Affordability Broad General Government GG.7 Carry out Imagine Salem plan Meet the goals of the plan and publish results as achieved. Long Imagine Salem plan Mayor's Office Planning and Community Development Underway Livability Equity Broad General Government GG.8 Carry out Salem for All Ages Plan Meet the goals of the plan and publish results as achieved. Long Salem for All Ages Plan Mayor's Office Council on Aging Underway Livability Equity Broad General Government GG.9 Strengthening City's reputation as a welcoming, accessible, and inclusive community for all Long Race Equity Plan; Equity Audit Mayor's Office Diversity, Equity, and Inclusion; department heads Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 22 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Affordability Broad General Government GG.10 Advance policies and other measures to help Salem realize its community housing goals, including right- sizing supply and improving affordability and access. Long Mayor's Office Planning and Community Development Underway Livability Vibrancy Broad General Government GG.11 Continue to improve upon management of Haunted Happenings and other communty events Long Haunted Happenings After- Action Review Mayor's Office Department heads; partner organizations Underway Livability Vibrancy Broad General Government GG.12 Expand implementation of SeeClickFix sevice request and work order system, and maintain integratration with Salem 311. Long Mayor's Office Technology; Public Services; Human Resources Underway Livability Vibrancy Specific General Government GG.13 Use planned road closures and curated performance zones through October weekends. Mitigate noise and impacts, enable commuters to plan travel accordingly, and elevate quality of offerings for those downtown Medium Haunted Happenings After- Action Review Mayor's Office Police Department; Transportation Department; Licensing; Public Services Department In planning Livability Vibrancy Specific General Government GG.14 Develop a plan for and install/construct a COVID memorial. Honor the lives of Salem residents lost to the pandemic. Medium Mayor's Office Planning and Community Development; Parks, Recreation, and Community Services Preliminary Livability Vibrancy Specific General Government GG.15 Continue preparing for Salem 400+. Celebrate the city's quadracentennial. Medium Mayor's Office Salem 400+ stakeholders; department heads Underway Livability Equity Specific General Government GG.16 Achieve certification from Welcoming America. Ensure Salem is a welcoming community to all. Medium Race Equity Plan Mayor's Office Diversity, Equity, and Inclusion; Legal; community partners Underway Livability Vibrancy Specific General Government GG.17 Revise configuration of activities on Salem Common in October. Better disperse crowds and minimize impacts Short Haunted Happenings After- Action Review Mayor's Office Parks, Recreation, and Community Services; Park and Recreation Commission; Legal; Public Services; surrounding residents and businesses; Common-using entities In planning Livability Vibrancy Specific General Government GG.18 Move Mayor's Night Out to final Friday of September. Revert the event to a more resident-focused occasion, instead of visitor attended. Short Haunted Happenings After- Action Review Mayor's Office In planning Livability Affordability Specific General Government GG.19 Establish a Human Services Task Force. Coordinate service delivery and ensure residents most in need are getting access to services for which they are eligible. Short Mayor's Office Planning and Community Development; Council on Aging; Health Department; Police Department; Assessor's Office Underway Livability Equity Specific General Government GG.20 Continue to achieve 100 on the HRC Municipal Equality Index Ensure a welcoming and safe community for all residents. Short Mayor's Office Diversity, Equity, and Inclusion; Human Rights Coalition Underway Livability Affordability Specific General Government GG.21 Conduct a Universal Basic Income micro- pilot. Identify tactics to help alleviate extreme poverty. Short Mayor's Office Planning and Community Development; Diversity, Equity, and Inclusion; Human Rights Coalition Underway Livability Vibrancy Specific General Government GG.22 Create a City Laureates program. To celebrate all forms of public art and enrich the community. Short Public Art Master Plan Mayor's Office Planning and Community Development; local artists community and arts organizations; Salem Public Schools Underway Transparency Equity Broad General Government GG.23 Improve communication and transparency with residents. Increase community members' awareness of City programs, services, and policies, and resident engagement in their creation Long Mayor's Office Department heads Underway Transparency Equity Broad General Government GG.24 Improve resident access to services and information. Long Mayor's Office Underway Transparency Vibrancy Specific General Government GG.25 Launch the Salem At Work public dashboard of key SalemStat data. Increase public awareness of City operations and services, and hold the City accountable for achieving goals Medium Mayor's Office Technology In planning Transparency Equity Specific General Government GG.26 Establish Mobile Mayor's Office. Bring City services into the community. Short Mayor's Office Underway Transparency Equity Specific General Government GG.27 Expand City Hall to Go. Bring City services into the community. Short Mayor's Office Department heads Underway Transparency Equity Specific General Government GG.28 Broaden distribution of New Resident guide to renters. Ensure all residents are aware of City programs and services available to them Short Mayor's Office Underway Transparency Equity Specific General Government GG.29 Extend required abutter notifications to include tenants. Increase resident awareness of projects and activities that may impact them, whether or not they are homeowners. Short Mayor's Office Planning and Community Development; Inspectional Services; Engineering; Public Services; Legal; Technology Underway Improving Services Equity Specific General Government GG.30 Continue advocacy for reforming SESD PILOT. Provide fair compensation to an environmental justice community hosting a regional sewage treatment plant Medium Mayor's Office Finance; legislative delegation Underway Improving Services Equity Specific General Government GG.31 Begin to offer Citizenship Application support services. Create pathways for citizenship, residency, and economic success Medium Equity Audit Mayor's Office; Diversity, Equity, and Inclusion Legal Preliminary Livability Vibrancy Specific General Government GG.32 Reform public guide ordinance and increase enforcement of walking tours and street performers/vendors. Provide better management and mitigation of impacts from walking tours, street performers, and temporary vendors. Short Haunted Happenings After- Action Review Mayor's Office; Legal; City Clerk Destination Salem; Salem Chamber of Commerce; business community; downtown residents Underway Livability Vibrancy Broad General Government GG.33 Carry out Open Space and Recreation Plan Meet the goals of the plan and publish results as achieved. Long Open Space and Recreation Plan Parks, Recreation, and Community Services Mayor's Office; Public Services; Planning and Community Development; Park and Recreation Commission Underway Livability Vibrancy Broad General Government GG.34 Carry out Public Art Master Plan Meet the goals of the plan and publish results as achieved. Long Public Art Master Plan Planning and Community Development Public Art Commission Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 23 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Affordability Broad General Government GG.35 Carry out Housing Roadmap Meet the goals of the plan and publish results as achieved. Long Housing Roadmap Planning and Community Development Affordable Housing Trust Fund Board Underway Livability Vibrancy Broad General Government GG.36 Carry out Community Preservation Plan Meet the goals of the plan and publish results as achieved. Long Community Preservation Plan Planning and Community Development Community Preservation Committee Underway Livability Affordability Broad General Government GG.37 Carry out CDBG Plan Meet the goals of the plan and publish results as achieved. Long CDBG Plan Planning and Community Development Underway Livability Vibrancy Broad General Government GG.38 Carry out Salem Harbor Master Plan Meet the goals of the plan and publish results as achieved. Long Salem Harbor Master Plan Planning and Community Development Salem Harbor Port Authority; harbor stakeholders; Harbormaster Underway Livability Vibrancy Broad General Government GG.39 Carry out CPA projects, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects. Long Historic Preservation Plan Planning and Community Development Mayor's Office; Community Preservation Committee; Historic Commission; Preservation Partners Underway Livability Sustainability/Resilience Specific General Government GG.40 Adopt Flood Hazad Overlay District and Climate Resiliency Overlay District ordinances Raise the bar for resiliency considerations and oversight in development Short Planning and Community Development Engineering; Sustainability; Conservation Commission; City Council Underway Livability Sustainability/Resilience Specific General Government GG.41 Pilot "no mow" designated pollinator areas and include educational signage Support ecological integrity in the community. Medium Public Services Sustainability Preliminary Livability Vibrancy Broad General Government GG.42 Advance reuse options for the Transfer Station site. Medium Public Services Engineering; Legal Underway Transparency Vibrancy Specific General Government GG.43 Launch a Public Services' Residents Academy modeled on the City, Police, and Fire Academies Increase resident awareness of public services' operations. Short Public Services Mayor's Office Preliminary Livability Vibrancy Broad General Government GG.44 Continue development and implementation of port activities and marketing, including revising Port Authority geographic jurisdiction and authority. Long Salem Harbor Master Plan Salem Harbor Port Authority Mayor's Office; Harbormaster; Crowley Wind Services Underway Improving Services Sustainability/Resilience Broad General Government GG.45 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. Long Resilient Together Sustainability Engineering; Sustainability, Energy, and Resilience Committee Underway Livability Sustainability/Resilience Broad General Government GG.46 Carry out Resilient Together plan Meet the goals of the plan and publish results as achieved. Long Resilient Together plan Sustainability Mayor's Office; Engineering; Inspectional Services; Sustainability, Energy, and Resiliency Committee Underway Livability Sustainability/Resilience Specific General Government GG.47 Continue municipal fleet transition, including EV bus conversions, and install additional EV public and municipal facility charging stations Meet Salem's local climate goals and ensure infrastructure is in place for future vehicles. Medium Resilient Together Sustainability; Capital Public Services; Salem Public Schools; Police Department; Fire Department Underway Improving Services Vibrancy Specific General Government GG.48 Re-issue RFP for high- speed fiber internet service to Salem. Provide competition for residents and businesses, better serve students and workers relying on remote connections, increase economic activity, and allow for smart city connections Medium Technology; Engineering Legal; Public Services; Mayor's Office In planning Livability Sustainability/Resilience Specific General Government GG.49 Adopt the specialized opt-in building code. Reduce emissions from buildings and meet the city's climate goals Short Sustainability City Council; Inspectional Services Underway Livability Safety Specific General Government GG.50 Expand participation in older adult lock box program. Improve public safety and wellbeing for older adults and make Salem even more age- friendly Short Salem for All Ages Mayor's Office Police Department; Salem for All Ages Underway Livability Vibrancy Specific General Government GG.51 Update, publish, and distribute the Salem for All Ages Resource Guide and the Health & Wellness Guide, and revise the Salem for All Ages website Connect older adults with key resources and information about aging in place. Short Salem for All Ages Mayor's Office Health Department; Salem for All Ages Underway Livability Equity Specific General Government GG.52 Launch/continue Salem for All Age's public information campaigns related to behavioral health and age discrimination. Make Salem even more age-friendly. Short Salem for All Ages Mayor's Office Salem for All Ages Underway Livability Equity Specific General Government GG.53 Re-launch the Age- Friendly Business Certification program. Make Salem even more age-friendly. Short Salem for All Ages Mayor's Office Salem for All Ages In planning Livability Vibrancy Specific General Government GG.54 Reconvene the Salem for All Ages Leadership Council on an annual basis. Connect key community stakeholders with the ongoing work of Salem for All Ages Short Salem for All Ages Mayor's Office Salem for All Ages; Leadership Council member organizations In planning Transparency Equity Broad General Government GG.55 Carry out ADA Transition Plan Meet the goals of the plan and publish results as achieved. Long ADA Transition Plan Human Resources Mayor's Office; Finance; Legal Department; Capital; Diversity, Equity, and Inclusion; Disablities Commission Underway Livability Vibrancy Specific General Government GG.56 Complete Charlotte Forten statute, shade structures, and park activations Envliven a public space and celebrate Charlotte Forten's life and legacy Short Public Art Master Plan Planning and Community Development Partner organizations; Mayor's Office; Public Art Commission Underway Livability Vibrancy Specific General Government GG.57 Continue activation of Artists Row and Derby Square. Enliven a public space and support local artists and creatives. Short Public Art Master Plan Planning and Community Development Partner organizations; Mayor's Office; Public Art Commission Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 24 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Sustainability/Resilience Specific General Government GG.58 Increase participation in and awareness of Salem PowerChoice community electrical supply aggregation program. Achieve the goal of regional clean energy supplying 100% of our municipal asset operations by 2030 and 100% of community-wide energy by 2040. Medium Resilient Together Sustainability Mayor's Office Underway Livability Sustainability/Resilience Specific General Government GG.59 Advance initiatives to achieve the goal of regional clean energy supplying 100% of our municipal asset operations by 2030 and 100% of community-wide energy by 2040. Reduce carbon emissions as a community. Medium Resilient Together Sustainability Mayor's Office; department heads Underway Improving Services Affordability Specific General Government GG.60 Convene a Funding Partnerships Task Force. Identify and leverage state, federal, and private funding opportunities and grants to the greatest extent feasible; ensure City staff have technical skills to compete for and manage grant li ti Short Finance Police; Fire; Sustainability; Engineering; Transportation; Public Works In planning Livability Affordability Specific Housing H.1 Adopt MGL 40U and make reforms to short- term rental ordinance. Increase enforcement of and compliance with regulations to preserve rental housing stock. Short Housing Roadmap Legal Department Mayor's Office; Health Department; City Council; department heads In planning Livability Affordability Specific Housing H.2 Identify tactics to address unsheltered individuals homelessness in the community with a specific emphasis on developing low- threshold housing site(s) and alternative shelter capacity l ti Reduce the number of residents living without housing. Long Housing Roadmap Mayor's Office Police Department; Lifebridge and housing partner organizations; Essex County Outreach, Healthy Streets, and similar outreach organizations; Health Department; Legal Department Underway Livability Affordability Specific Housing H.3 Identify opportunities for essential workforce housing growth, such as the Salem High School campus, surface parking lots, under-utilized SSU properties, and Salem Hospital parking lots. Create additional affordable housing and meet the city's housing supply needs. Medium Housing Roadmap Mayor's Office Planning and Community Development; Salem State University; Salem Hospital; Salem Public Schools; Sustainability; Salem Redevelopment Authority Preliminary Livability Affordability Specific Housing H.4 Identify opportunities to improve subsidized housing facilities, including utilizing owned but unbuilt property and investing in addressing deferred maintenance. Increase availability of affordable housing and improve quality of subsidized housing. Medium Housing Roadmap Mayor's Office Planning and Community Development; Salem Housing Authority; tenants associations Preliminary Livability Affordability Specific Housing H.5 Review processes for permitting housing projects to identify opportunities for improvements Address housing supply shortage and reduce barriers to creation of needed housing Short Housing Roadmap Mayor's Office Planning and Community Development; Legal; Engineering; Inspectional Services; Fire Department In planning Livability Affordability Specific Housing H.6 Pending passage of Affordable Homes Act, adopt real estate transfer fee Fund affordable housing construction and preservation. Short Housing Roadmap Mayor's Office City Council; Planning and Community Development; Finance In planning Livability Affordability Specific Housing H.7 Pending adoption of special act regarding condo conversions, begin implementation. Preserve existing affordable rental housing. Short Housing Roadmap Mayor's Office Planning and Community Development; Inspectional Services In planning Livability Affordability Specific Housing H.8 Study a Community Land Trust model for Salem. Identify mechanisms to preserve and/or add to affordable housing supply in the community Medium Housing Roadmap Planning and Community Development Mayor's Office; community housing partners; Affordable Housing Trust Fund Board Preliminary Livability Affordability Specific Housing H.9 Study tiny house and started home district options for Salem. Potentially increase the supply of affordable housing for first-time homeownership Medium Housing Roadmap Planning and Community Development Inspectional Services; Engineering; Fire Department Preliminary Livability Affordability Specific Housing H.10 Study the use of property tax abatements to secure deed-restricted affordability in rental units. Preserve existing affordable rental housing and increase the quantity of such housing. Medium Housing Roadmap Planning and Community Development Legal Department; Assessing Department Preliminary Livability Affordability Specific Housing H.11 Complete adaptive reuse projects at 5 Broad Street and Superior Court/County Commissioners building. Preserve iconic historic structures and create new housing and mixed-use spaces. Medium Housing Roadmap; Historic Preservation Plan Planning and Community Development Legal; Mayor's Office Underway Livability Affordability Specific Housing H.12 Study reforms to single occupancy zoning. Reduce the number of residents living without housing. Short Housing Roadmap Planning and Community Development Mayor's Office; City Council; Affordable Housing Trust Fund Board In planning Livability Affordability Specific Housing H.13 Parking ratio study and reform. More appropriately scale parking to need to ensure maximum land possible is available for housing Short Housing Roadmap Planning and Community Development Affordable Housing Trust Fund Board; City Council; Traffic and Parking Commission Underway Livability Affordability Broad Housing H.14 Pursue policies and opportunities to add housing to meet demand, stablize rents and prices, grow the tax base, and address housing insecurity issues Long Mayor's Office Planning and Community Development Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 25 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Affordability Broad Housing H.15 Support the thoughtful advancement of public, private, and public/private projects that will help Salem achieve its housing goals Long Mayor's Office Planning and Community Development Underway Livability Affordability Specific Housing H.16 Expand Right of First Refusal program. Preserve existing affordable rental stock. Short Housing Roadmap Mayor's Office Planning and Community Development Underway Livability Affordability Specific Housing H.17 Continue Landlord Expo and support program. Help landlords better support tenants in need and maintain rental stock Short Housing Roadmap Mayor's Office Department heads; community partners Underway Livability Affordability Specific Housing H.18 Continue Housing Stability Service and increase participation/awarenes s Connect residents in need with housing support services. Short Housing Roadmap Mayor's Office Planning and Community Development Underway Livability Vibrancy Specific Housing H.19 Continue and strengthen work of the Problem Properties Task Force. Improve quality of life for residents and ensure safe housing for all community members Short Mayor's Office Legal Department; Building Department; Fire Department; Police Department Underway Livability Affordability Specific Housing H.20 Reconvene the Mayor's Homelessness Task Force. Reduce homelessness in Salem. Short Imagine Salem plan Mayor's Office Legal Department; Police Department; Health Department; Veterans Agent; Council on Aging In planning Livability Safety Specific Public Infrastructure PI.1 Commence complete streets improvement projects on Peabody Street and Ward Street, and advance proposal for Broad Street improvements Improve conditions for drivers, pedestrians, and cyclists. Medium Complete Streets Engineering Transportation; Traffic and Parking Commission; Bicycling and Shared-Use Path Advisory Committee; City Council; impacted residents and businesses Underway Livability Vibrancy Specific Public Infrastructure PI.2 Carry out improvements to Salem Common including Phase 2 of the bandstand, study more suitable material for fence, repair/replace irrigation and address turf issues, replenish stone dust pathways and re-edge, and improve veterans Ensure Salem Common remains vibrant for future generations to enjoy. Medium Mayor's Office Planning and Community Development; Capital; Public Services Department; community groups and residents; nearby businesses Underway Livability Vibrancy Specific Public Infrastructure PI.3 Advance South Salem Commuter Rail Station and Ocean Avenue connection project toward completion and complete associated rezonings or other necessary land use changes. Reduce vehicle traffic on Jefferson Avenue and Highland Avenue and catalyze growth opportunities. Medium South Salem Commuter Rail Station Planning and Community Development; Salem Partnership Mayor's Office; City Council; legislative delegation; Transportation Underway Improving Services Vibrancy Specific Public Infrastructure PI.4 Install permanent street sweeping signage and increase frequency of sweeping. Reduce staff time spent on posting/removing temporary signage and enhance cleanliness of streets. Medium Public Services In planning Improving Services Safety Specific Public Infrastructure PI.5 Begin thermoplastic striping policy for new roadway striping. Improve durability and visiblity of road markings to increase safety Medium Public Services Engineering Preliminary Improving Services Vibrancy Specific Public Infrastructure PI.6 Adopt a regulation spelling out a specific street opening process (including abutter notifications and date-specific opening permits), and requiring roadway restoration conditions and medallion format following private utility work. Require satisfactory restoration of the public way following private openings. Medium Public Services Engineering; City Council Preliminary Improving Services Vibrancy Specific Public Infrastructure PI.7 Continue planning for Public Works facility relocation. Improve working conditions for employees, ensure a facility better suited to serving the public, and leverage existing property to catalyze growth opporunities Medium South Salem Commuter Rail Station Public Services Planning and Community Development; Capital Underway Livability Vibrancy Specific Public Infrastructure PI.8 Design and install improvements to Lappin Park. Ensure greater durability for a heavily- utilized open space. Medium Open Space and Recreation Plan Public Services Salem Redevelopment Authority/Design Review Board; surrounding businesses; Police Department In planning Livability Sustainability/Resilience Specific Public Infrastructure PI.9 Meet the City's Greening the Gateway Cities tree planting goals and maintain pace of plantings outside the DCR zone. Expand the City's urban canopy. Medium Public Services Engineering; Tree Commission Underway Livability Sustainability/Resilience Specific Public Infrastructure PI.10 Continue the Century Tree program. Plant additional century trees in the lead up to Salem 400+ Medium Public Services Tree Commission Underway Livability Safety Specific Public Infrastructure PI.11 Zero out sidewalk repair requests. Provide safer pedestrian routes to connect community. Medium ADA Transition Plan Public Services City Council; Disabilities Commission; Engineering Underway Livability Vibrancy Specific Public Infrastructure PI.12 Identify alternative snow storage locations. Minimize negative impacts to trees and abutting residential neighborhoods Short Public Services Salem Public Schools; Parks, Recreation, and Community Services Underway Improving Services Sustainability/Resilience Specific Public Infrastrucure PI.13 Expand participation in curbside compost. Reduce tonnage of solid waste. Short Resilient Together Engineering Mayor's Office; Black Earth compost Underway Livability Safety Broad Public Infrastrucure PI.14 Carry out the Pavement Management Plan Meet the goals of the plan and publish results as achieved. Long Pavement Managemnet Plan Engineering Transportation; Public Services Underway Livability Sustainability/Resilience Broad Public Infrastrucure PI.15 Maintain and upgrade City water and sewer systems. Long Engineering Capital; Mayor's Office Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 26 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Livability Safety Broad Public Infrastrucure PI.16 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. Long Pavement Management Plan; Complete Streets Engineering Transportation; Capital; Traffic and Parking Commission; Bicycling and Shared Use Path Advisory Committee; Mayor's Office Underway Livability Safety Specific Public Infrastrucure PI.17 Coordinate with MassDOT on small bridge projects at Leggs Hill Road and Parallel Street Ensure bridges are maintained in good and safe condition. Medium Engineering Transportation; Fire Department In planning Livability Safety Specific Public Infrastrucure PI.18 Improve sidewalk connections missing near parks and schools Provide safer pedestrian routes to schools and parks. Medium ADA Transition Plan Engineering Transportation; Disabilities Commission; City Council In planning Livability Sustainability/Resilience Specific Public Infrastrucure PI.19 Coordinate with MassDOT on planning for North River Canal Culvert project. Ensure the final design addresses flooding and access challenges in the neighborhood. Medium Resilient Together Engineering Sustainability; Transportation Preliminary Livability Sustainability/Resilience Broad Public Infrastrucure PI.20 Develop long-range infrastructure plan for water and sewer infrastructure Medium Engineering Capital Preliminary Livability Safety Specific Public Infrastrucure PI.21 Advance MassDOT corridor projects on Highland Avenue and Boston Street. Improve conditions for drivers, pedestrians, and cyclists. Medium Complete Streets Engineering Transportation; Traffic and Parking Commission; Bicycling and Shared-Use Path Advisory Committee; City Council; impacted residents and businesses Underway Livability Sustainability/Resilience Specific Public Infrastrucure PI.22 Continue to advance the Ocean Avenue pump station and Rosie's Pond projects. Improve stormwater and flood control mitigation for high risk neighborhoods. Medium Resilient Together; Hazard Mitigation Engineering Sustainability; Capital; Finance Underway Livability Sustainability/Resilience Specific Public Infrastrucure PI.23 Construct short-term modifications to Willow Avenue trunk sewer and continue pursuing long-term project funding Protect critical sanitary sewer infrastructure from climate change and ensure its future operability. Medium Resilient Together; Hazard Mitigation Engineering Public Services Department; Harbormaster Underway Transparency Affordability Specific Public Infrastrucure PI.24 Amend regulations to allow for water sub- metering for residential units in mixed-use buildings More fairly assess residential water users for their share of cost. Medium Engineering Legal Department; Finance Preliminary Transparency Vibrancy Specific Public Infrastrucure PI.25 Finalize department's development regulations and present to City Council for adoption Create a consistent and transparent set of fair standards and requirements for development Short Engineering Mayor's Office; Legal Department; City Council In planning Improving Services Vibrancy Specific Public Infrastrucure PI.26 Being planning for City Hall improvement project. Meet sustainability goals and reduce emissions and energy costs, improve accessibility, enhance delivery and availability of services, preserve a historic City structure, and improve workplace environment for employees. Medium Resilient Together; ADA Transition Plan Inspectional Services Mayor's Office; Capital; Sustainability; Disabilities Commission Preliminary Livability Vibrancy Broad Public Infrastrucure PI.27 Improve overall cleanliness of streets, parks and other public areas Long Public Services Beautification Committee Underway Livability Safety Broad Public Infrastrucure PI.28 Carry out the Complete Streets/Safe Streets for All Plan Meet the goals of the plan and publish results as achieved. Long Complete Streets Transportation Engineering; Electrical; Public Services; Police Department; Traffic and Parking Commission; Bicycling and Shared Use Path Advisory Committee Underway Livability Safety Broad Public Infrastrucure PI.29 Continue residential traffic calming program. Long Complete Streets Transportation Public Services; Engineering; Electrical Underway Improving Services Vibrancy Specific Public Infrastructure PI.30 Carry out Greenlawn improvement project. Ensure compliance with state requirements for interment capacity while maintaining aesthetic and ecological value of Greenlawn Medium Greenlawn Master Plan Public Services Historic Preservation; Cemetery Commission; Tree Commission In planning Livability Safety Specific Public Infrastructure PI.31 Carry out implementation of resiliency projects, including Resilient Together El Punto, Collins Cove, and Columbus Avenue Seawall projects Protect Salem against the impacts of the climate crisis. Medium Resilient Together; Hazard Mitigation Engineering Sustainability; Sustainability, Energy, and Resilience Committee In planning Livability Sustainability/Resilience Specific Public Infrastructure PI.32 Complete Forest River Park tree replanting project. Keep the park green for future generations and maintain the urban canopy Short Open Space and Recreation Plan Public Services Parks, Recreation, and Community Services; Tree Commission; Park and Recreation Commission Underway Livability Sustainability/Resilience Specific Public Infrastructure PI.33 Complete the South River drainage culvert upgrade project. Ensure effective stormwater infrastructure reflective of climate change models Medium Hazard Mitigation Plan Engineering Planning and Community Development In planning Livability Safety Specific Public Infrastructure PI.34 Complete Bicycling Master Plan infrastructure network. Ensure safe streets for all users. Medium Bicycling Master Plan Transportation Engineering; Public Works; Police; Fire/Emergency Management Department; Bicycling and Shared Use Path Advisory Committee; Traffic and Parking Commission In planning Livability Sustainability/Resilience Specific Public Infrastructure PI.35 Continue SSES report implementation and elimination of illegal/illicit drain sources citywide. Maintain integrity of City infrastructure and reduce illegal discharge. Long Engineering Underway Livability Vibrancy Specific Public Infrastructure PI.36 Advance remediation and improvement projects at Mansell Field, McGrath Park, and Furlong Park Clean up park sites and make them usable for future generations. Medium Open Space and Recreation Plan Engineering Planning and Community Development; Parks, Recreation, and Community Services; Park and Recreation Commission; Public Services; Legal Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 27 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Improving Services Safety Specific Public Safety PS.1 Ensure all municipal and school facilities have functioning back- up power generators. Ensure continuity of service in the event of an emergency. Medium Hazard Mitigation Plan Fire/Emergency Management Department Salem Public Schools; Electrical; Technology; Police Department Underway Livability Safety Specific Public Safety PS.2 Begin study of Station 4 relocation given changing nature of the City's built environment Most quickly serve all Salem neighborhoods in the event of an emergency. Medium Fire/Emergency Management Department Capital Preliminary Improving Services Safety Broad Public Safety PS.3 Further enhance the City’s public health infrastructure to be responsive to evolving challenges Long Health Department Underway Livability Safety Specific Public Safety PS.4 Establish a consistent policy for cancellations/closures during high heat or extreme cold events. Protect the health and safety of City employees and members of the public and ensure a predictable approach to closures Short Health Department Department heads Preliminary Livability Vibrancy Specific Public Safety PS.5 Adopt an ordinance prohibiting rock crushing. Improve quality of life for residents by reducing noise and dust issues Short Inspection Services Legal Department; City Council Preliminary Improving Services Safety Specific Public Safety PS.6 Expand access control card use, security systems, and weapon restrictions to all City buildings. Protect Salem employees and members of the public accessing City facilities and offices. Short Mayor's Office Legal; Human Resources; Inspectional Services Underway Livability Safety Broad Public Safety PS.7 Carry out Hazard Mitigation plan Meet the goals of the plan and publish results as achieved. Long Hazard Mitigation plan Mayor's Office Fire/Emergency Department; Planning and Community Development; Engineering; Sustainability Underway Livability Safety Specific Public Safety PS.8 Access control and safety improvements to Essex Street Pedestrian Mall and enhancements to damaged surfaces and East India Square. Improve safety conditions and the aesthetics of a key pedestrian area downtown. Medium Mayor's Office Planning and Community Development; Salem Redevelopment Authority/Design Review Board; Police Department; Fire Department; business community; Peabody Essex Museum; National Park Service; Public Services Department In planning Improving Services Safety Specific Public Safety PS.9 Enhanced enforcement to prevent intersection blocking during October Improve roadway safety and lessen traffic congestion. Short Haunted Happenings After- Action Review Police Department Transportation Preliminary Improving Services Safety Specific Public Safety PS.10 Relocate CodeRED for emergency purposes to Police Dispatch/OIC Ensure more immediate broadcast of emergency notifications Short Police Department Mayor's Office Underway Livability Safety Specific Public Safety PS.11 Utilize crossing guards for critical pedestrian crossings during summer and October seasons Ensure greater pedestrian safety during busy traffic times. Short Haunted Happenings After- Action Review Police Department Traffic & Parking Department; Salem Public Schools Preliminary Livability Safety Specific Public Safety PS.12 Adopt an ordinance to make hit and run crossing jurisdictional lines arrestable. Ensure greater traffic safety. Short Police Department Legal; City Council Preliminary Improving Services Safety Broad Public Safety PS.13 Maintain high level of all public safety services. Long Police Department; Fire/Emergency Management Department; Harbormaster Underway Improving Services Safety Broad Public Safety PS.14 Enhance use of technology in public safety. Long Police Department; Fire/Emergency Management Department; Harbormaster Technology; Transportation; Electrical; Salem Public Schools Underway Improving Services Safety Broad Public Safety PS.15 Improve traffic and parking enforcement. Long Transportation; Police Department Underway Improving Services Safety Specific Public Safety PS.16 Complete the Police/Fire radio system upgrade project. Ensure continuity of service, interoperability, and consistent coverage in Salem's public safety radio communications system. Short Fire/Emergency Management Department Police Department;Technology Underway Improving Services Equity Specific Public Safety PS.17 Increase proportion of women and BIPOC members in the Police and Fire Department ranks to be more reflective of the overall community. Improve public safety relationships with the community they serve and achieve equity goals as a city. Medium Equity Audit Police Department; Fire/Emergency Management Department Diversity, Equity, and Inclusion; Human Resources Underway Livability Safety Specific Public Safety PS.18 Utilize opioid settlement funds to address substance use reduction challenges with greater Narcan distribution and outreach efforts Reduce overdoses and deaths. Long Health Department Police Department; Fire Department; Healthy Streets and other outreach organizations; Salem Hospital and medical provider partners Underway Livability Safety Specific Public Safety PS.19 Convene a Climate Resilience Task Force. Improve inter- departmental communication and coordination to prepare for and respond to climate impacts including flooding and extreme weather (heat, cold, percipitation etc ) Short Hazard Mitigation Plan; Resilient Together Mayor's Office Sustainability Department; Fire Department; Engineering Department; Public Works Department; Harbormaster In planning Improving Services Vibrancy Specific Transportation T.1 Demand-based, variable on-street parking rates. Export cost burdens for the visitor economy onto visitors and better reflect/respond to parking demand to increase availability of parking. Medium Comprehensive Parking Plan Transportation Mayor's Office; Traffic and Parking Commission; Finance; Chamber of Commerce; business community and downtown employers Preliminary Improving Services Vibrancy Specific Transportation T.2 Extend Passport parking app functionality in City garages Increase convience for those using the garage. Medium Comprehensive Parking Plan Transportation Technology; Finance Preliminary ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 28 Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Plan Alignments Lead Department Other Key Partners/Stakeholders Status Improving Services Vibrancy Specific Transportation T.3 Phase conversion of on-street single meters to multi-space meters/kiosks. Reduce maintenance costs and improve asthetics of downtown streetscapes. Medium Transportation Electrical Preliminary Improving Services Vibrancy Specific Transportation T.4 Continuation of Garage Restoration project Ensure long-term integrity of parking infrastructure. Medium Transportation Finance; Capital; Traffic and Parking Commission; City Council Underway Improving Services Vibrancy Specific Transportation T.5 Complete Downtown Parking Study. Improve availability of downtown parking and maximize opportunities to better utilize spaces/facilities. Medium Transportation Traffic and Parking Commission; City Council; Police Department; Salem Redevelopment Authority/Design Review Board; business community; downtown residents Underway Improving Services Sustainability/Resilience Specific Transportation T.6 Introduce electric bikes into the Salem Bluebikes system Provide more convenient options for cycling to reduce vehicle traffic Short Bicycling Master Plan Transportation Planning and Community Development; Bicycling and Shared-Use Path Advisory Committee In planning Improving Services Sustainability/Resilience Specific Transportation T.7 Install parking capacity signage. Improve availability of downtown parking and minimize circulating downtown traffic. Short Haunted Happenings After- Action Review Transportation Police Department; Public Services Underway Improving Services Equity Specific Transportation T.8 Continue working for sustainable funding of Skipper, expanding the service where possible and working toward EVs. Provide affordable transportation options for community members and lessen single-passenger vehicle trips. Short Resilient Together Transportation Finance Underway Improving Services Vibrancy Specific Transportation T.9 Finalize implementation of resident parking reforms. Provide objective, fair, and predictable method for controlling on-street parking. Short Comprehensive Parking Plan Transportation Traffic and Parking Commission; City Council; Police Department Underway Improving Services Vibrancy Specific Transportation T.10 Reform October Shuttle program to recover costs and expand as possible, including running on Indigenous Peoples Day Reduce October cost impacts on residents and continue to mitigate October traffic congestion. Short Haunted Happenings After- Action Review Transportation Finance Underway Livability Safety Specific Transportation T.11 Complete construction of Derby Street path connector. Add a safer pedestrian access to Salem Wharf from Derby Street Medium Bicycling Master Plan Transportation Crowley Wind Services; Engineering In planning Livability Safety Specific Transportation T.12 Brown/New Liberty sidewalks and crossings upgrades. Improve pedestrian safety along Brown Street and New Liberty Street at garage ramp areas Medium Complete Streets Transportation Engineering; Peabody Essex Museum In planning Livability Safety Specific Transportation T.13 Improve safety conditions at high crash intersections and crossings (Jefferson/Willson; Tremont/School; Cambridge/Essex; Winter Island/Fort; Congress/Peabody) Achieve Vision Zero. Short Complete Streets Transportation Engineering; Public Works; Police; Traffic & Parking Commission Underway Livability Safety Specific Transportation T.14 Carry out the Safe Streets for All study and begin planning for implementation. Ensure safe streets for all users. Medium Complete Streets Transportation Electrical; Traffic and Parking Commission; Bicycling and Shared Use Path Advisory Committee; Planning and Community Development Underway Livability Vibrancy Specific Transportation T.15 Redesignate October parking to Autumn Parking, increase fines, post permanent signage, and begin implementation in mid- September to run through early November. Preserve the availability of on-street parking in key residents during busy Autumn visitor season. Short Haunted Happenings After- Action Review Transportation City Council; Traffic and Parking Commission In planning Livability Safety Specific Transportation T.16 Create dedicated CIP line for traffic calming installations. Add permanency and predictability to the traffic calming program Short Complete Streets Transportation Finance; Capital; Traffic and Parking Commission; City Council Preliminary Livability Safety Specific Transportation T.17 Transform the existing complete streets policy into an ordinance Ensure safer streets for all users. Short Complete Streets Transportation City Council; Traffic and Parking Commission; Legal; Engineering; Bicycling and Shared Use Path Advisory Committee Preliminary Livability Safety Specific Transportation T.18 Incorporate public art into pavement work for traffic calming installations Increase visibility of calming modification to enhance their safety Short Complete Streets; Public Art Master Plan Transportation Planning and Community Development; Traffic and Parking Commission Preliminary Livability Safety Specific Transportation T.19 Study downtown traffic circulation patterns, particularly on narrow feeder streets like Brown Street, Charter Street/Front Street, and parts of Essex Street. Identify tactics to help alleviate congestion and improve safety conditions. Short Complete Streets Transportation Police Department; Traffic and Parking Commission Underway Livability Safety Specific Transportation T.20 Pedestrian safety through review of leading intervals, turning regulations, and continuation of smart signal network, rapid beacons, and raised crossings Achieve Vision Zero. Short Complete Streets Transportation; Electrical Police Department; Traffic and Parking Commission Underway Improving Services Vibrancy Specific Transportation T.21 Study feasibility of a regional water transportation program Reduce vehicle traffic in the region and on Salem's entrance corridors Medium Harbor Master Plan Transportation; Mayor's Office Harbormaster; Planning and Community Development; legislative delegation Preliminary Livability Safety Specific Transportation T.22 Begin planning for intersection improvements at future targeted locations (North/Essex; Lynde/North; Franklin/North; Webb/Essex) Achieve Vision Zero. Medium Complete Streets Transportation Engineering; Public Works; Police; Traffic & Parking Commission In planning Livability Safety Specific Transportation T.23 Convene a Safe Streets Task Force. Coordinate work related to safe streets and public ways. Short Complete Streets Transportation Engineering; Public Works; Police; Fire In planning ---PAGE BREAK--- City Overview ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 City Overview Profile of the City The City of Salem, which was incorporated as a town in 1630 and became a city on March 23, 1836, is situated on the Massachusetts coast, 16 miles northeast on Boston. The City has a population of approximately 44,722 and occupies a land area of approximately 8 square miles. The second city in the Commonwealth to be incorporated, it is the Shire City of Essex County. Salem has operated under the Plan B form of government, with a mayor and an eleven-person City Council, seven elected from wards, and four at-large, since 1915. Historic Information Salem was originally founded in 1626 by Roger Conant and a group of settlers from the Cape Ann area. In 1630, the area was incorporated into a town; and the name of Salem from “Sholem,“ meaning “peace“ in the Hebrew language, was adopted. Salem is perhaps best remembered as the site of the infamous hysteria that swept the colonies in the late 17th century. Early in the 18th century, Salem was a thriving commercial port. The protected harbor encouraged trade, but industrial development occurred slowly. During this time, shipbuilding and allied industries were well established and trading with the West Indies and European ports was extensive. This commercial expansion brought about a cultural expansion in the life of the town. The depression following the War of 1812 seriously affected the economy of Salem. Thereafter, the opening of the Erie Canal brought serious new trade competition; and with the building of larger vessels, trading was limited because the harbor was not deep enough to accommodate the larger vessels. As the level of commerce decreased, the growth of industry increased. In 1848, a large cotton mill was established; and after the Civil War several tanneries, shoe and paint factories were founded in Salem. A fire destroyed a large part of the industrial district in 1914, but the area was again built up as a thriving industrial center. Among the many sites of historical interest are the Crowninshield-Bentley House, House of Seven Gables, Pierce-Nichols House, Pickering House, Pingree House, The Peabody-Essex Museum, Pioneer Village, Ropes Mansion House, the Witch House, and the Salem Maritime National Historical site which was the first national historic site in the United States. Governmental Structure The Mayor is elected for four years in November of unevenly numbered years. The Mayor is the administrative head of the city and chairman ex-officio of the School Committee, the Board of Library Trustees, and the Board of Trust Fund Commissioners. The Mayor acts with the City Council and School Committee to carry out city business. The Mayor appoints his or her office staff, the City Solicitor, and the Assistant City Solicitor without City Council confirmation. The appointments of most city department heads, and members of the various boards and commissions, however, require City Council confirmation. The Mayor has the right to veto any order, resolution, or ordinance passed by the Council. However, a veto may be overturned by a two-thirds vote of all councilors. After reviewing and revising estimates prepared by department heads, the Mayor submits the budget to the City Council for final action. The Mayor approves all municipal payrolls, vouchers, contracts, and instruments; and recommends bond issues, legislations, and orders to the City Council; and represents the city with other levels of government. As the general administrator of all city departments, the Mayor is consulted by department heads pertaining to the city’s welfare. The City Council is primarily the legislative branch of the city government. As the legislative body, the Council confirms appointments made by the Mayor and appropriates all monies necessary to city operation. It can approve, disapprove, or reduce the amount of appropriations, but not add to the appropriation. The Council receives orders of recommendation by the Mayor and petitions from the public, and acts on them after committee study. The City Council also has the power to enact the Ordinances and other regulations. A majority of the City Council constitutes a quorum, and the affirmative vote of ---PAGE BREAK--- City Overview City Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 31 a majority of all the members of the Council is necessary for the adoption of any motion resolution, or ordinance. In some instance, adoption by a two- thirds vote of the members is required by statute. The City provides general governmental services for the territory within its boundaries, including police and fire protection, disposal of garbage and rubbish (for residential properties); public education, including vocational- technical education at the high school level; street maintenance; certain water services, through the Salem and Beverly Water Supply Board; certain sewerage disposal services, through the South Essex Sewerage District; and parks and recreational facilities. Approximately 95 percent of the City is connected to the sewerage system; the entire area of the City is served by the municipal water system. The Salem Housing Authority is responsible for managing 1,462 units of low-income housing for the City. Buildings are either owned by the Authority or are part of the rental subsidy program or the voucher program. Of the 1,462 units, 715 are included in twelve elderly developments, nine family developments, and one handicapped accessible family developments. These units are owned and operated by the Authority. The principal highways serving the City are state Routes 1A, 107, and 114, all of which provide immediate access to Routes 1 and 128 and other major highways serving the greater Boston area. The City is a member municipality of the Massachusetts Bay Commuter Railroad, which provides passenger and freight service. Within 170 days after the annual organization of the city government (which is ordinarily in early January), the Mayor is required to submit a budget of proposed expenditures for the fiscal year beginning on the next July 1. The City Council may make appropriations for the recommended purposes and may reduce or reject any item. Without recommendation of the Mayor, the City Council may not increase any item or make an appropriation for a purpose not included in the proposed budget (except by a two-thirds vote in case of the failure of the Mayor to recommend an appropriation for such a purpose within 7 days after a request from the City Council, pursuant to state statute). If the Council fails to act on any item of the proposed budget within 45 days, that item takes effect. Cultural and Historical Facilities The City has numerous facilities of continuing cultural and/or historical significance. These facilities contribute to making Salem a unique place that appeals to residents and attracts visitors. The visitor-based economy is important in Salem and contributes jobs and tax revenue for the City of Salem. In 1692, infamous witch hysteria created fear and superstition as the fantasies and allegations of a group of young girls led to accusations of against ordinary citizens. Nineteen people were convicted for the crime of and were put to their deaths. 1992 marked the 300th Anniversary of the now famous Salem Witch Trials. The City of Salem commemorated this event with many special exhibits and events planned by the City’s Salem Witch Trials Tercentenary Committee. The major event of the year long commemoration was the design and construction of the Salem Witch Trials Memorial located adjacent to the CharterStreetCemetery. The Memorial design was chosen through a nation-wide design competition. As part of a living memorial, the City also annually awards the Salem Award for Human Rights and Social Justice. The City has numerous facilities of continuing cultural and/or historical significance: Peabody-Essex Museum: In 2003, the Peabody Essex Museum (“PEM”) undertook the largest museum addition in America. The $125 million expansion allows them to showcase their extensive collection of Oceanic and Asiatic art for the first time. The PEM houses a broad spectrum of artifacts representing centuries of Essex County life and industry, as well as treasures from across the world brought to the region by early navigators. The PEM consists of a downtown campus, four National Historic landmarks and several properties on the National Register of Historic Places, as well as the Yin Yu Tang, the only complete Qing Dynasty house outside China. The PEM enjoys an attendance of approximately 250,000 visitors per year. See the section on Economic Development for overview of PEM’s expansion project. The Salem Maritime National Historic Site and Derby Wharf Lighthouse: This 9.2- acre site, operated by the National Park Service, (“NPS”) is comprised of several buildings, including the original Customs House, as well as several wharves and homes. The NPS has restored the wharves and buildings. The Friendship, a full-size replica of one of Salem’s historic trading ships is berthed at the site. This $6 million project was 75 percent federally funded and has become a major cultural attraction and educational tool. The National Park Service has recently relocated the historic Pedrick’s Warehouse from Marblehead to Derby Wharf and installed a pile supported dock adjacent to the building to facilitate interpretive display of historic maritime functions. El Punto Urban Art Museum: Twenty years ago, North Shore CDC produced two murals which have long been points of pride in the Point neighborhood. In 2015, North Shore CDC worked with the Point Neighborhood Association, the City of Salem and Salem-raised and South Florida-based artist Ruben Ubiera ---PAGE BREAK--- City Overview City Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 32 on a crosswalk mural project. In 2017, North Shore CDC worked with 12 artists to create 15 large-scale outdoor murals and 12 large-scale wall murals within North Shore CDC’s office. In September 2017, the CDC secured permission from National Grid to paint a long wall on Peabody Street and invited 20 local artists to paint small murals. By creating a walkable, curated arts district within three blocks with dozens of murals in the Point Neighborhood, the district will be readily accessible to all that downtown Salem already has to offer to over a million tourists per year. Bringing a fraction of those visitors to the Point neighborhood stands to be a transformative economic development boom to immigrant-owned businesses. It will also begin to break down the invisible barriers between the Point Neighborhood and the rest of Salem by creating a beautiful, walkable destination within the Point Neighborhood for people to visit. The House of the Seven Gables: The House of the Seven Gables was made famous by Nathaniel Hawthorne’s novel of the same name. The site is a complex of the actual house occupied by Hawthorne and several adjacent historic structures. The House of Seven Gables received the prestigious designation of “Museum“ status in 2008 and has been designated a National Historic Landmark District. Salem Witch Museum: The Salem Witch Museum commemorates the famous witch trials that occurred in 1692 through an audio-visual presentation. Life- size stage settings, lighting and historically accurate narration recreate the afflicted girls, the trials, and the executions of the Salem Witch Trials. The Witch House: The Witch House was the home of one of the famous Witch Trial judges, Jonathan Corwin. The Witch House is operated by the City of Salem and is an excellent example of 17th century architecture. The site recently received interior and exterior improvements for handicapped accessibility and historic preservation. Witch Dungeon Museum: The Witch Dungeon Museum provides a live re- enactment of the Witch Trials for visitors to the City. The presentation is adapted from the 1692 transcripts and re-enacted by professional actors. The First Church: The First Church, located on Essex Street, was founded in 1629 and is one of the oldest, continuing Protestant congregations in North America and the first to be governed by congregational polity, a central feature of Unitarian Universalism. Chestnut Street: Chestnut Street is a National Historic Landmark consisting of a group of homes of notable architectural significance. The homes are primarily old mansions built by Salem’s successful sea captains during the early 19th century. Pickering House - The Pickering House is the oldest house in America to be continuously occupied by the same family. Pioneer Village: Pioneer Village, situated in Forest River Park, is a living-history Museum that depicts life in Salem in 1630. Guides in historical costumes show visitors how early Puritans lived. The site contains a thatched cottage, historic gardens, wigwams, and animals. Winter Island Park: Operated by the City of Salem, Winter Island is a former U. S. Coast Guard Air and Sea Rescue Station located on Salem Harbor. The site is a seasonal recreation site with RV and tent spaces. The site also has a beach, boat launch, wind surfing, scuba diving, picnic areas and a snack bar. Historic Fort Pickering and Fort Pickering Light are located within the site. Winter Island is now the home of “Sail Salem”, a community sailing program that provides free sailing lessons to Salem children. Salem Wax Museum of Witches and Seafarers: The Wax Museum, opened in July of 1993, features a multi-media presentation and realistic wax figures depicting pirate and witch stories of Salem’s past. The Wax Museum also offers hands-on children’s activities Salem Witch Trials Memorial: The Salem Witch Trials Memorial was dedicated on August 5, 1992 to commemorate the 300th anniversary of the now famous Salem Witch Trials of 1692. The memorial is located adjacent to the Charter Street Burial Ground. The 20-year old Memorial has now been restored with a rededication ceremony on September 9, 2012. ---PAGE BREAK--- City Overview City Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 33 Heritage Trail: The many cultural and historic facilities in Salem are connected by the Heritage Trail, a 6-inch red line painted on sidewalks and streets. The Heritage Trail leads to world-renowned museums and historic homes, as well as to restaurants offering simple fare to gourmet meals, full-service hotels, inns and bed and breakfasts. Salem Common: Salem Common has been public land since Salem’s early days. Its eight acres were originally a swampy area, with several ponds and small hills. Salem’s military heritage begins in 1636, when the first muster occurred on Salem Common. Today, the National Guard traces its roots to that first muster. Needing a place for regular military drills, it was voted in 1714 by the commoners to be “forever kept as a training field for the use of Salem“. In 2016, the City completed Phase III of the historic fence’s restoration and next phases to continue through 2026. Baker’s Island Lighthouse: The tower is located on the north end of the island. The lighthouse was automated in 1972. The island is closed to the public and is best seen by boat. Fort Lee: This American Revolution fort was built in 1776 and was added to the National Register of Historic Places in 1994. The Phillips House: The Phillips House is the only home on historic Chestnut Street open to the public, and it provides a glimpse into the private world of the Phillips family during the early decades of the twentieth century. Ye Olde Pepper Candy Companie: This is America’s Oldest Candy Company, dating back to 1806, when an English woman, Mrs. Spencer, was shipwrecked and landed in Salem. Mrs. Spencer was assisted financially by residents, and what resulted was the first candy made and sold commercially in America and carried around the world by sea captains and their crew. Proctor’s Ledge: In 2017, the City constructed a memorial to honor the 18 victims of the Salem Witch Trials who were executed at Proctor’s Ledge in 1692. The memorial, designed by Martha Lyon Landscape Architecture and constructed by The Patio Company, includes a landscaped slope down from the ledge where the executions are believed to have taken place and a semi- circular area for quiet contemplation surrounded by a granite block wall. The memorial was dedicated on July 19, 2017 on the 325th anniversary of the second day of executions held at the Ledge. This project was completed in 2017, funded with $179,140 in FY16 Community Preservation Act funds. The tourist attractions described above are included to illustrate the continuously growing tourist economy. These attractions provide jobs, tax revenue and buying power to the City of Salem. Development and Investment Salem Harbor Power Station/Footprint Power: Construction of the new natural gas facility is completed. The new state-of-the-art, 630-megawatt gas-fired plant began operating in June 2018. Site work was completed in 2020. The new plant was developed on one-third of the site, opening the remaining two-thirds of the 63-acre waterfront property to re-development opportunities. In June 2021, the City began collaborating with the Commonwealth of Massachusetts on the role the site could play in offshore ---PAGE BREAK--- City Overview City Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 34 wind. In September 2021, the City announced a public-private partnership with Vineyard Wind and Crowley Maritime Corporation to establish the site as a major offshore wind port. Port of Salem Expansion (Salem Wharf): This $20 million project resulted in the construction of a multi- commercial wharf facility with supporting utilities and amenities for cruise ships, commercial fishing, transient, and charter vessels. A terminal building, harbor walk, dredging, and landside improvements are part of the project. During the project’s first phase undertaken in 2011, the City completed utility installation, seawall construction, base paving, and installation of an interim ferry terminal. In 2012 and 2013 a combination of state and federal Ferry Boat Discretionary (FBD) Funds enabled the City to construct the second phase of the project, which consisted of the first 260 feet of pier, wave fence and a portion of the seawall, install a gangway and ramp system, install utilities and begin dredging. The City has completed Phase 3 which includes final paving, landscaping, lighting, and construction of the harbor walk. In addition, the City has made improvements to the adjoining deep-water dock owned by Footprint Power and constructed a connecting walkway between Footprint’s dock and the City’s Blaney Street pier. Since construction of the cruise port, Salem has received visits from a number of cruise ships. Now that construction of the powerplant is complete, the Port of Salem can host a full schedule of ship visits. In 2017, the City completed dredging and construction of an 11-slip Commercial Marina at Blaney St. The Marina is home to seven marine businesses. It implements an important recommendation and goal of the City’s Municipal Harbor Plan by creating a multi-use commercial wharf facility with deep water access for ocean-going vessels. As a result of its construction, the Port of Salem is now a full service commercial and industrial port.Salem Ferry: The Salem to Boston Ferry is an alternative transportation option connecting two great cities. Named the Nathaniel Bowditch after the founder of modern maritime navigation and Salem’s native son, the ferry is a high- speed catamaran that carries 149 passengers, is entirely ADA accessible and makes the trip from Salem to Boston – where it docks at Long Wharf – in less than 45 minutes. The City of Salem and the Massachusetts Bay Transportation Association (MBTA) have an agreement which allows commuters to purchase a pass that can be used both on the Ferry commuter runs and on the commuter train, strengthening the Ferry’s viability as a transportation choice for daily commuters. Institutional and Commercial Development Salem enjoys a mix of businesses and markets. Markets for Salem businesses include the local population, the large tourist trade of over 1 million visitors, Salem State University, the North Shore Medical Center, and the J. Michael Ruane Judicial Center. Salem State University with its 10,000 students and large employment base generated over $104 million for the City of Salem in direct and indirect spending, which is derived directly from employee salaries and benefits, purchased goods and services, and student spending. The North Shore Medical Center is expanding its facilities in Salem, and in 2017, the Family and Probate Court renovation project was completed marking the completion of the overall court complex on Federal Street. Artists’ Row: Artists’ Row, five stalls originally built as a marketplace, is located across from Old Town Hall and Derby Square. This area is at the heart of the city and continues to be an important public plaza and pedestrian way. In the spring of 2015, the City initiated the Creative Entrepreneur Program to utilize the four stalls as maker/gallery space from May to October. In spring of 2017, a group of graphic design students from Lesley University re-branded Artists’ Row. The scope included changing the paint colors of the stalls, new doors and windows for better visibility and new graphics for signage on the walls to the entrance of Artists’ Row. To further enliven activity on Artists’ Row, in 2017 the Public Art Commission initiated an Artist in Residence Pilot Program which resulted in weekly creative placemaking activities resulting in a community table and planted gardens. Old Town Hall: The Old Town Hall is a beautiful federal style building located in the heart of downtown Salem. Old Town Hall is the crowning jewel of Derby Square and the earliest surviving municipal structure in Salem (dating from 1816-17). Our venue is a two-story, brick structure featuring Palladian windows, carved wood details, antique chandeliers, decorative columns, and wooden floors. The building is owned and managed by the City of Salem which programs both non-profit and private events. Old Town Hall is the summer/fall home to the Salem Museum, presenting hundreds of stories of Salem’s rich past and History Alive, a performance of the re-enactment of the ---PAGE BREAK--- City Overview City Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 35 trial of Bridget Bishop accused of During the winter and spring, the building hosts musical performances, weddings, and civic events such as the Salem Arts Festival art exhibit. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Map of Salem Fort Ave S wa m ps cot t R d Bridge St First St Lee St Orne St M emo rial Dr Highland Ave Sargent St Sgt. James Ayube II Memorial Dr D ov e A v e Irving St Ward St Barstow St Clark Ave Barr St Rob inson Rd Osborne Hill Dr Mall St Harmony Grove R d Clark St Phillips St Ord St Mof fatt R d V i s t a Ave Canal St Kernwood St Briggs St Beaver St Valley St Sa b le Rd Boston St Marlb o ro ugh R d Dell St Willson St F ran c i s R d Oliver St Hersey St Loring Ave Station Rd P ic km a n R d Albion St P ie r ce Rd F i llm o r e Rd Vinnin St Victory Rd G r ove S t Salem St Sa voy Rd Howard St Charles St W h a l ers Ln Union St Jefferson Ave Peabody St Ce d arc r e st Ave Federal St Sumner Rd Appleton St North St W yma n Rd Felt St Wyman Dr Congress St Bemis St P a tto n Rd Brooks St Marion Rd Lovett St March St Jackson St Andrew St Nichols St Pope St Sunset Rd Ra ve n n a Ave Eden St Warren St Flint St Derby St Adams St Am a nd a W a y Broad St Szetela Ln Goodell St Te ch n o l ogy Wa y Cour a geo u s Ct Liberty Hill Ave Elm Ave R o ckd al e Av e Pond St Hazel St Rand Rd Commercial St R Naples Rd Proctor St Brittania Cir C a l a br e se S t Verdon St Herbert St Essex St Rainbow T er Becket St Tremont St Cher r y Hil l A v e Buffum St Maple St Horton St Leach St Commercial St Rice St Inte rva l e Rd Bow St Carlton St Turner St Ugo Rd Northend Ave Webb St Crescent Dr Hardy St C e d a r Rd Barnes Ci r Mason St Orn e S q Upham St Gardner St Fairfield St P ar l e e St Forest Ave Oak St Perkins St Forrester St Laurel St Chandler Rd Linden St Spring St Highland St Cedarcrest Rd Lawrence St Abbott St Sutton Ave Raymond Rd Hodg es Ct Pingree St Fr anklin S t Summit St Ha y e s R d Oakland St Dunlap St Ocean Ave W Lafayette Pl Larkin Ln Planters St Gables Cir Silver St Lafayette St Rockmere St Bradford St Le e F o r t Ter Orchard St Pratt St Chestnut St Verona St Paradise Rd Ocean Ave Church St Allen St Wisteria St Cleveland Rd Dow St Eclipse Ln Story St Green w a y R d Boardman St Salt Wall Ln Maple Ave B e l l ea u Rd Park St Michael Rd Monroe Rd Fos te r Ct L e ggs Hill R d Osgood St May St Ra y m on d Ave Orange St Linden Ave Botts Ct South St Laurent Rd B a rnes Rd Freeman Rd Sylvan St Parallel St Traders Way Beacon St Grant Rd River St Riverbank Rd Walter St Japonica St Washington Sq S Crowdis St Appleby Rd Weatherly Dr Lio n s Ln Lyme St Am e r ic a Way Mooney Rd Hartford St Columbus Ave G ri s wold D r Read St Butler St Cedarview St Cabot St Meadow St Chase St Nurse Way Fowler St Sophia R d Daniels St Winter St Holly St Martin Ln Crombie St Larch Ave Cross St Leval Rd St Peter St Northey St Collins St Pearl St Foster St Pacific St Granite St Varn e y St Roosevelt Rd Cedar St Lily St Manning St Barnes Ave Taft Rd Surrey Rd Wheatland St Old Rd B e ng a l L n Story Rd Hanson St Se t tler s Way Tedesc o Pon d Pl Plymouth St Goodhue St Cliff St S Pine St Burnside St Looney Ave Derby Sq Preston Rd Central St Ober St Putnam S t Bertucc i o A ve Geneva St Glendale St Hill s i d e A ve Vale St English St Hubon St Endicott St Roslyn St Orleans Ave Prince St Harbor St Cherry St Woodside St B a r t on Sq Harris St Lathrop St Summit Ave Ropes St Nursery St Ridgefield Ave Lynde St Larchmont Rd Symonds St Ph elps St Restaurant Row Cressey Ave Washington St Farrell Ct Warner St P i oneer Ter C o n ners Rd Carol Way Charter St Beckford St Arthur St Pleasant St West Cir Celestial Way Puritan Rd Cr o s by S t Skerry St Ames St C i r c l e H i ll Rd Rawlins St Kelley Rd Harrison Rd Lincoln Rd Mt Vernon St Sch o o l St Fairmount St Randall St Ash St Janus Ln Shore Ave Patriot Ln Glover St North Wk Cawley Way Peter Rd Friend St Cain Rd Greenl awn Ave Star Ave Calumet St Carpenter St Pershing Rd Dibiase St Orient Way Summer St Cypress St Belleview Ave A u r o ra Ln Harrod St Powder House Ln Dearborn St Outlook Hl West Ave Webster St Oakview Ave Hilton St Witch Way Lowell St Barcelona Ave Cushing St Conant St St Paul St Cedar Av e St Aborn St Moulton Ave Lemon St Waite St Border St Cedar Hill Rd Clev eland St Cambridge St Paul Ave Cottage St Tybee Ln Ferry St H e r ita ge Dr Scotia St Tanglewood Ln Auburn Rd Willow Ave Margin St Osborne St E Collins St Gallows Hill Rd Henry St Winter Island Rd Wyman Ave F r e e do m Ho llow Tyler Rd Burkinshaw Way Almeda St W Gedney St Witch Hill Rd Carro l lton St Berrywood Ln Mooney Ave Sable Rd W Scenic Pl Beachmont Rd Bedford St Clover St Pyburn Ave Indian Hill Ln Savona St Bryant St Rose St Fairview Rd Lillian Rd W ha r f St Loring Hills Ave Waters St Bay V i e w Cir Dustin St Bradley Rd Dodge St White St Wall St Colonial Rd Kosc i u s k o St Hathorne St Dundee St Balcomb St India St Smith St Sutton Ter Frederick St Winthrop St Prescott St High Ave Harrison Ave Palmer St Pioneer Cir Tulip St Cloverdale Ave Leavitt St Fortune Way Harmony St Orchard Ter Russell Dr Fairview Ave Eleanor Rd Stearns Pl Dipietro Ave Brown St Alba Ave Cauldron Ct Red Jacket Ln Wyman Pl Langdon St Green Ledge St Hayward St Federal Ct Queensberry Dr Bertini Ln Shillaber St Burns Way Nimitz Way Blaney St Wilfred Ter New Derby St Daisy St Malone Dr Jackson Ter Messervy St Eaton Pl Churchill St Cross Street Ct Outlook Ave Highland Ave Memorial Dr Fir s t S t Vinnin St Canal St Highland Ave Loring Ave Mooney Rd Highland Ave Derby St Valley St Linden St Marion Rd Bridge St School St Lafayette St Belle a u Rd Bridge St Highland St Howard St Grove St Highland Ave Lincoln Rd Lib e rty Hill Ave Highland Ave Federal St Hig hl an d Ave Bow St Harbor St Aurora Ln Lafayette St Fairmount St Traders Way Ord St Pickman Rd Crowdis St Bridge St Russell Dr Ord St Derby St Canal St F ort Av e O s b o r n e Hill Dr Flint St Ocean Ave F a i r vi e w Rd North St Wisteria St Flint St Marlborough Rd Washington St Boston St Surrey Rd March St Pierce Rd Loring Ave Appleton St Beaver St Fort Ave Ol d Rd Mason St Proctor St Willow Ave Essex St Orch ard St Proctor St First St Dearborn St Webb St Highland Ave Barr St Canal St Jefferson Ave Canal St Lawrence St Liberty Hill Ave Tremont St First St Win t er St Highland Ave Broad St Highland Ave Ravenna Ave Clark St P i c k m a n Rd E Collins St S w ampsco tt Rd Valley St Orne St Canal St North St Jackson St Willson St Pope St Oak St Pickman Rd North St Derby St Loring Ave Orne St Marl b o r o u g h Rd Abbott St South St Essex St Jefferson Ave Canal St Vinnin St Gallows Hill Rd First St Crowdis St Butler St Willson St Barr St Felt St Kernwood St Valley St Essex St Bertuccio Ave Valley St Margin St Turner St Dow St Highland Ave Bridge St Grove St Salem St Linden St Clark St Szetela Ln First St Lafayette St Leggs Hill Rd Station Rd W illson St I n t e rv ale Rd Leach St B ri dge St Jefferson Ave Tremont St Margin St Derby St Canal St Essex St Lincoln Rd Lafayette St Dunlap St Swampscott Rd Webb St Loring Ave Mason St Grove St Flint St Boston St Bridge St Calumet St R a y mon d R d Lafayette Pl Crescent Dr Bridge St Fort Ave Hig hl an d Ave Loring Ave Federal St Raymond Rd Broad St Robinson Rd Heritage Dr 8 6 9 4 2 7 3 5 1 16 21 32 33 35 37 23 39 13 43 18 28 41 11 26 14 24 10 31 36 34 17 20 22 12 27 29 44 42 25 15 40 30 19 38 45 μ 0 1 Miles For assessment, planning and reference purposes only. Not intended to be used for description, conveyance, authoritative definition of legal boundary, or propertytitle. This is not a survey product. Printed 5/8/2020 Street Listing 2020 Salem, Massachusetts Salem, Ma High Traffic Road Street Centerline Access Road Railroad Abondoned Railroad "Paper Road" Parks City Owned Cemetary City Owned Park National Historic Site Private Park To Marblehead To Beverly ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Organizational Chart Residents of Salem Mayor Engineering Capital Improvement Plan Engineering and Plan Review Recycling and Conservation Salem- Beverly Wtr Board So Essex Sewer District Wtr/Swr Billing Meters Finance Auditing Assessing Collector Information Technology Purchasing Treasurer Fire Civil Defense/ Emergency Preparedness Fire Prevention Fire Protection Human Resources Employee Benefits Hiring Recruitment Labor Relations Switchboard and Telephone Operations Inspectional Services Building Electrical Health Plumbing Weights and Measures Legal Division Claims and Judgments In-house Legal Services Planning and Community Development Community/Planning/ Neighborhood Project Conservation Commission Historical Commission Market and Tourist Commission Planning Board Salem Redevelopment Authority Police Zoning Board of Appeals Animal Control Harbormaster Police Patrol Public Services Cemetery Central Motors Park and Open Space Maintenance Public Property Maintenance Shade Tree Parking Traffic Maintenance/ Sign Painting Water/Sewer Maintenance Recreation and Community Services Council on Aging Golf Course Library Recreation Veterans Affairs Winter Island City Council City Clerk School Committee School Superintendent Licensing Sustainability ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Organizational Summary - Department Heads EXECUTIVE DIVISION Mayor Mayor Dominick Pangallo [PHONE REDACTED] [EMAIL REDACTED] LEGISLATIVE DIVISION City Clerk Ilene Simons [PHONE REDACTED] [EMAIL REDACTED] FINANCE DIVISION Assessors Stephen Cortes [PHONE REDACTED] [EMAIL REDACTED] Collector Bonnie Celi [PHONE REDACTED] [EMAIL REDACTED] IT/GIS (Acting) Roberta Gansenberg [PHONE REDACTED] [EMAIL REDACTED] Finance Anna Freedman [PHONE REDACTED] [EMAIL REDACTED] Parking Department David Kucharsky [PHONE REDACTED] [EMAIL REDACTED] Purchasing Anthony Delaney [PHONE REDACTED] [EMAIL REDACTED] Treasurer Kristen Lindberg [PHONE REDACTED] [EMAIL REDACTED] LEGAL DIVISION Solicitor Elizabeth Rennard [PHONE REDACTED] [EMAIL REDACTED] HUMAN RESOURCE DIVISION Human Resources Lisa Cammarata [PHONE REDACTED] [EMAIL REDACTED] FIRE DIVISION Fire Chief Alan Dionne [PHONE REDACTED] [EMAIL REDACTED] POLICE DIVISION Police Chief Lucas Miller [PHONE REDACTED] [EMAIL REDACTED] Harbormaster Capt. William McHugh [PHONE REDACTED] [EMAIL REDACTED] INSPECTIONAL SERVICES DIVISION Public Property Stavroula Orfanos [PHONE REDACTED] [EMAIL REDACTED] Electrical John Giardi [PHONE REDACTED] [EMAIL REDACTED] Health David Greenbaum [PHONE REDACTED] [EMAIL REDACTED] PLANNING & COMMUNITY DEVELOPMENT DIVISION Planning Tom Daniel [PHONE REDACTED] [EMAIL REDACTED] Sustainability & Resiliency Neal Duffy [PHONE REDACTED] [EMAIL REDACTED] PUBLIC SERVICES DIVISION Public Services - Snow & Ice Ray Jodoin [PHONE REDACTED] [EMAIL REDACTED] Water & Sewer Enterprise ENGINEERING DIVISION Engineering Deb Duhamel [PHONE REDACTED] [EMAIL REDACTED] Water, Sewer & Trash Enterprise RECREATION & COMMUNITY SERVICES DIVISION Recreation Patricia O'Brien [PHONE REDACTED] [EMAIL REDACTED] Council On Aging Teresa Arnold [PHONE REDACTED] [EMAIL REDACTED] Library Tara Mansfield [PHONE REDACTED] [EMAIL REDACTED] Veterans Kim Emerling [PHONE REDACTED] [EMAIL REDACTED] EDUCATION DIVISION School Stephen Zrike, Superintendent [PHONE REDACTED] [EMAIL REDACTED] ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 At-A-Glance Report for Salem City of City of City of City ofSalem Salem Salem Salem Essex Essex Essex EssexCounty County County County Socioeconomic Billing Cycle Quarterly Form of Government Council And Alderman School Structure K-12 Population 44,819 2021 Population Density 5,413 2021 Land Area 8.28 2009 Total Road Miles 100.77 2018 DOR Income Per Capita 35,787 2020 State Average Income Per Capita 52,249 2020 EQV Per Capita 173,656 2022 State Average EQV Per Capita 226,664 2022 FY2023 FY2023 FY2023 FY2023 Tax Rate Data Tax Rate Data Tax Rate Data Tax Rate Data Assessed Value by Class Residential Open Space Commercial Industrial Personal Property Total Assessed Value R/O as a % of Total CIP as a % of Total 6,558,258,053 0 641,590,725 375,963,052 265,961,700 7,841,773,530 83.63% 16.37% Tax Rates by Class Residential Open Space Commercial Industrial Personal Property 12.51 0.00 25.25 25.25 25.25 Tax Levies by Class Residential Open Space Commercial Industrial Personal Property Total Tax Levy R/O Levy as a % of Total CIP Levy as a % of Total 82,043,808 0 16,200,166 9,493,067 6,715,533 114,452,574 71.68% 28.32% Average Single Family Tax Bill Total Single Family Value Single Family Parcel Count Average Single Family Value Residential Tax Rate Average Single Family Tax Bill Average State SFTB 2,590,163,009 5,018 516,174 12.51 6,457 7,056 Commercial, Industrial & Personal Property (CIP) Shift CIP Value Total Value Lowest Residential Factor Allowed Max CIP Shift Residential Factor Selected CIP Shift 1,283,515,477 7,841,773,530 0.85322 1.75 0.857 1.73 Proposition 2½ Levy Capacity New Growth Applied to Levy Limit Override Debt Excluded on the DE-1 Maximum Levy Limit Excess Levy Capacity Excess Levy Capacity as % of Max Levy Levy Ceiling Override Capacity Override Capacity as % of Levy Ceiling 1,828,203 0 0 121,530,005 7,077,431 5.82% 196,044,338 74,514,333 38.01% Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables R/E 2023 Outstanding Receivables R/E 2022 Outstanding Receivables R/E 2021 Outstanding Receivables R/E 2020 All Other Outstanding Receivables R/E Deferred Property Taxes Taxes in Litigation Tax Liens/ Tax Title Tax Foreclosures/ Possessions 1,018,235 446 2,706 5,346 0 347,360 0 1,237,354 0 FY2023 FY2023 FY2023 FY2023 Revenues Revenues Revenues Revenues Revenues by Source Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other Total Budget 114,452,574 37,017,614 17,384,061 18,658,961 1,157,048 22,090,890 210,761,148 Revenues as a Percent of Total Budget Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 54.30% 17.56% 8.25% 8.85% 0.55% 10.48% Revenues Per Capita Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 2,554 826 388 416 26 493 ---PAGE BREAK--- City Overview At-A-Glance Report for Salem FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 40 General Fund Spending By Function General Government Police Fire Other Public Safety Education Public Works Human Services Culture and Recreation Fixed Costs Inter- Government Other Expenses Debt Service Total Expenditure 8,720,703 10,898,260 9,667,263 1,813,692 66,280,303 7,241,830 1,594,035 3,141,921 30,449,986 9,490,288 0 6,391,821 155,690,102 General Fund Spending as % of Total General Government Police Fire Other Public Safety Education Public Works Human Services Culture and Recreation Fixed Costs Inter- Government Other Expenses Debt Service 5.60% 7.00% 6.21% 1.16% 42.57% 4.65% 1.02% 2.02% 19.56% 6.10% 0.00% 4.11% General Fund Spending Per Capita General Government Police Fire Other Public Safety Education Public Works Human Services Culture and Recreation Fixed Costs Inter- Government Other Expenses Debt Service 195 243 216 40 1,479 162 36 70 679 212 0 143 Other Financial Indicators Other Financial Indicators Other Financial Indicators Other Financial Indicators Reserve Funds Free Cash Amount as of 7/1/2022 FY2022 Stabilization Fund FY2022 Special Purpose Stabilization Fund 16,293,365 14,617,845 453,295 Debt FY2022 GF Debt Service FY2022 Outsanding Debt FY2022 GF Debt Service as % of Budget 6,391,821 108,208,898 3.71% Bond Ratings Moodys Bond Rating Standard & Poors Bond Rating  AA ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Demographics Profile of General Demographic Charcteristics Geographic Area: Salem, Massachusetts Subject Number Percent Number Percent Total Population 41,340 100.0% 43,033 100.0% 1,693 Sex and Age Male 19,233 46.5% 19,561 45.5% 328 -1.07% Female 22,107 53.5% 23,472 54.5% 1,365 1.07% Median Age (years) 37.6 37.0 1 18 years and over 33,612 81.3% 36,023 83.7% 2,411 2.40% Male 15,299 37.0% 16,183 37.6% 884 0.60% Female 18,313 44.3% 19,840 46.1% 1,527 1.81% 21 years and over 31,131 75.3% 33,763 78.5% 2,632 3.15% 62 years and over 6,754 16.3% 8,327 19.4% 1,573 3.01% 65 years and over 5,342 12.9% 6,917 16.1% 1,575 3.15% Male 2,135 5.2% 2,630 6.1% 495 0.95% Female 3,207 7.8% 4,287 10.0% 1,080 2.20% Race alone or in combination with one or more other races. White 34,826 84.2% 35,538 82.6% 712 -1.66% Black or African American 2,694 6.5% 3,684 8.6% 990 2.04% American Indian and Alaska native 434 1.0% 437 1.0% 3 -0.03% Asian 1,344 3.3% 1,474 3.4% 130 0.17% Native Hawaiia and other Pacific Islander 97 0.2% 236 0.5% 139 0.31% Some other race 3,455 8.4% 3,565 8.3% 110 -0.07% Hispanic or Latino (of any race) 6,465 15.6% 7,710 17.9% 1,245 2.28% Not Hispanic or Latino 34,875 84.4% 35,323 82.1% 448 -2.28% White alone 33,694 81.5% 30,955 71.9% -2,739 -9.57% Source: US Census Bureau, Census 2010, Census 2020 Change 2010 2020 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Salem's Top Employers 1 1 1 North Shore Medical Center Health Care 4,572 Salem Hospital, Mass General for Childrens, Salem Charter Professional Services, Outpatient Mental Health 2 2 2 City of Salem Municipal Government 1,836 City Offices, School, Fire, Police - Full, Part and permanent 3 3 3 Salem State University Higher Education 1,310 Full-time and part-time 4 4 4 Commonwealth of Massachusetts Offices State Government 787 Dept of Social Services, Essex County Registry of Deeds, Committee for Public Housing, Dept of Mental Health, Dept of Children and Families, Facilities and Security, Probate and Family Court, Essex Sheriff's Department, Essex South Registry of Deeds, Sex Offender Registry, Dept of Trans Assistance, Eastern Essex DA, Office of Labor and Workforce Development, Executive Office of Public Safety, Mass Rehab Commission, Dept of Housing and Community Development, Salem District Court, Department of State Police, Superior Court, Children and Family Law, Youth Advocacy Department 5 5 5 Market Basket Food Market 425 6 6 6 Salem Five Savings Bank Banking 365 10 7 North Shore YMCA Community/Education 263 8 7 8 Peabody Essex Museum Cultural/tourism 243 7 8 9 Home Depot Retail 206 9 11 10 Rich's Products (formerly Jacqueline's Gourmet) Manufacturer 180 Full-time and part-time 10 9 11 Excelitas Technologies Technology 178 Full-time and part-time 11 13 12 Walmart Retail 160 Full-time and part-time 12 12 13 Target Retail 150 14 14 14 Shaw's Supermarket Food Market 105 NR NR 15 Amazon Retail 90 Source: Planning Department - March 2024 Comment Rank 2022 Company Name Nature of Business Total Employees Rank 2023 Rank 2024 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Salem's Top Taxpayers Rank 2023 Rank 2024 Company Name Nature of Business Total Assessed Valuation Fiscal Year 2023 Total Taxes Paid %Total Levy 1 Salem Harbor Power Development Power Plant-Industrial 211,773,822 $5,347,289.01 4.672 2 New England Power Co Personal Property 75,577,600 $1,908,334.40 1.667 3 National Grid Personal Property 59,561,890 $1,503,937.72 1.314 4 Prime Storage Shetland, LLC Industrial & Commercial 59,534,600 $1,503,248.65 1.313 5 Mass Electric Personal Property 59,478,180 $1,501,824.05 1.312 6 PMI Salem LLC (was Bell Fund V) Apartments 81,135,300 $1,015,002.60 0.887 7 Highlander Plaza Realty Trust Commercial Property 32,495,500 $820,511.38 0.717 8 Algonquin Gas Transmission Co Personal Property 31,813,600 $803,293.40 0.702 9 Princeton Crossing Apts Apartments 59,723,100 $751,264.38 0.656 10 MIREF Hawthorne LLC Apartments 58,807,800 $735,685.58 0.643 11 Traders Way Residential Holdings Mixed Use 50,695,900 $643,775.24 0.562 12 Bell Fund VI Apartments 47,154,500 $589,902.80 0.515 13 RCG, total properties Mixed Use 28,702,709 $536,700.82 0.469 14 Second Pickwick Trust Commercial Property 19,528,900 $493,104.73 0.431 15 Dodge Area LLC/Maine Course Hospitality Mixed Use 24,599,000 $449,855.13 0.393 16 DSF Salem Flint LLC Apartments 33,973,200 $425,004.73 0.371 17 HD Salem-GP LLC/Home Depot Commercial Property 15,582,400 $393,455.60 0.344 18 Pequot-Salem Limited Partnership Apartments 24,683,400 $308,789.33 0.270 19 New Creek II LLC/Ballard Group Commercial Property 11,673,600 $294,758.40 0.258 20 Route 107 Salem Assoc-Walmart bld Commercial Property 9,490,600 $239,637.65 0.209 995,985,601 20,265,375.59 17.71 ---PAGE BREAK--- ---PAGE BREAK--- Budget Overview All Funds ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Budget Calendar Mayor & City Finance Start Date End Date Mayor & School Committee Start Date End Date Finance Director send out CIP requests to Departments. 12/19/2023 Finance Director send out CIP requests to Departments. 12/19/2023 Departments submit completed CIP requests to Finance Department 1/19/2024 CIP Review - Superintendent, SBM, Principals, Directors December March Mayor & Finance Director review CIP requests. January April Finance Director, SBM & Super review CIP requests. December March Finance Director prepares initial Revenue/Expenditure (FY25 RECAP) figures December Superintendent & SBM give Budgets to Principals December Mayor issues BUDGET requests to departments with budget instructions, and City's long/short term goals 12/14/2023 Budget workshops with SBM, Principals & Directors. January Budget salary workshops with Finance & Depts. 12/14/2023 to 1/17/2024 Principals compile budget & submit to School Business Office January to March Departments compile BUDGETS & submit to Finance 12/14/2023 to 1/17/2024 Budget & CIP Review - Super, SBM, Principals, Directors February to March Budgets Entered in MUNIS 12/14/2023 to 1/17/2024 Budge/CIP Review - Super, SBM, City Finance February March Budget Review-Mayor, Finance, Department Heads 2/1/2024 to April School Budget Submitted to School Committee & CIP Budget Submitted to Finance Director March Budge & CIP Review By Mayor & Finance Director 2/1/2024 to April School Committee Budget Review Meetings March to April School Committee Approves School Budget April School Committee Approves School Budget April School Budget to City Finance Department for processing for City Council April School Budget To City Finance Dept April Finance Director Finalizes FY25 Revenue/Expenditures - Balanced Budget to Mayor April Finance Department Prepares Final Budget for City Council 4/1/2024 to 5/7/2024 Capital Improvement Plan sumbitted to City Council 5/9/2024 Budget Submitted to City Council 5/9/2024 City Council Administration & Finance budget review process 5/9/2024 to June City Council Vote on FY 2025 Capital Improvement Plan 6/13/2024 and 6/27/2024 City Council Vote on FY 2025 City Budget 6/13/2024 City Council ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Fiscal Year 2025 Budget Overview & Timeline In December the Finance Department sent out budget packages to each non- school department requesting that they prepare a FY 2025 budget based on the following: Level funded non-personnel budget - utilities should be funded to reflect any anticipated increase or decrease in charges or use a 3-year average. Level service personnel budget should be funded to include contractual increases. AFSCME 1818, Police Patrol Union, Police Superiors, and Firefighters contracts have not been settled for FY2025. The Mayor requested that the School Department submit a level service budget. The departments were required to complete their FY 2025 Mission Statement and Goals, Budget Detail Reports, Revolving Fund budgets (if applicable) and Capital Requests. Pictures are submitted each year by departments which are put in the Mission Statements and throughout the budget. The FY 2025 budget requests were entered into the cities computerized system by each department and reviewed by the finance department. A complete copy of the proposed budgets was prepared for the Mayor, Chief of Staff, and Finance Director. The Finance Director prepared the five-year forecast, capital improvement plan for FY 2025, as well as a preliminary FY 2025 budget using the Governor proposed state aid figures, estimated local revenue, Real Estate & Personal Property tax revenue estimates, and the budget figures submitted by the departments. During February, March and April, the Mayor, Chief of Staff, and Finance Director met with each department head to discuss their budgets and their capital improvement needs. Once the budget was balanced, the Finance Department then prepared the proposed FY 2025 budget for the City Council. All information is reviewed carefully for accuracy and consistency to ensure that the budget contained all of the information that was necessary for the City Council to make an informed decision regarding the finances and the budget of the City of Salem for the FY 2025. In March and April the School Committee met with the School Superintendent, School Business Manager and School Department Heads to review and approve the School budget for submission to the City Council. The final vote of the school committee was held in April. In late May, the FY 2025 budget was submitted to the City Council for their review and approval along with the FY 2025 Capital Improvement Projects. The budget will be sent to the Committee of Administration and Finance for their review and approval. During the months of June, the City Council subcommittee on Administration and Finance met with each department head, Mayor, Chief of Staff, and Finance Director to review each departmental budget. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Property Tax "101" - A Taxpayers Guide FY 2025 Introduction This information about real estate taxation is designed to explain the process leading to a tax bill and attempts to dispel many of the common misconceptions associated with this often-misunderstood subject. over half the money needed to fund Salem’s City Government must be raised through property taxation. The remainder of the revenue comes from other sources such a State aid and local receipts. Massachusetts’s municipal law permits two types of local property taxation – real estate and personal property. Since it affects the greatest number of residents, most public attention is focused on the real estate tax. The following information pertains to the real estate tax. Assessed Value & Tax Rate Every year the Assessing Department adjusts all of the City’s taxable property according to a procedure outlined in Massachusetts General Law. The new “assessed value” is designed to reflect the property’s “full and fair cash value” on the first day of January prior to the December bill on which it first appears. It is important to note, that your assessed value is a year old when it appears on your bill and is not intended to be a reflection of the property’s current value. The assessors then “add up” the total assessed value of all of the City’s taxable property. The City’s Finance Department provides the assessors with exactly how much revenue must be raised through property taxation. It is this revenue figure, divided into the total assessed value of the City’s taxable property that determines the basic “equalized” tax rate per $1000 of assessed value. Some communities use this rate to tax all classes of property – Salem does not. Since Salem has opted to tax residential taxpayers at a different rate than commercial/industrial taxpayers, the equalized rate information is submitted to the City Council, with a recommendation by the Mayor, and at the “annual classification hearing” it is decided how the tax burden will be apportioned. The two new rates, when applied to the new property values, produce the required total revenue figure and become the tax rates for that fiscal year. Now on a five-year basis and undertaken for 2021, subject to the dictates of the Commissioner of Revenue, the City is required to undergo a “recertification” procedure. This is commonly known as a “revaluation year”. In past years, it was at this time that property owners usually saw the greatest change in their property assessments. With the use of computerized mass appraisal systems, most communities, including Salem, now adjust their property assessments on a yearly basis. These assessments closely follow the fluctuations in the marketplace and reflect a property value on the 1st of January prior to the bill on which the new assessed value first appears. How is Property Value Determined? The average residential dwelling in Salem gets its new assessment each year from the Assessing Department’s analysis of the property market. You could correctly say that the amount your “new neighbors” paid your “old neighbors” for the houses in your area provided the Assessors with the basis for your new assessment. The Assessors program the mass appraisal system with relevant sales information and it generates new values for similar property that did not sell. In periods when residential property sales information indicates an increase in property value, it is important to understand that your fiscal year assessment is based on sales information that took place more than a year before the new assessment appears on your bill. For instance, the FY2025 assessments are meant to reflect the value of your property on January 1st, 2024 and were derived from sales information obtained in calendar year 2023. They do not reflect the property’s current value. The influence of the market place is always a year behind your annual property assessment. Unlike many “appraisals” that are meant to reflect current value, “assessments” are retrospective and look back in time to “arms length sales” that have already taken place. Income producing property, such as multi-unit residences or commercial/ industrial property is also valued by the mass appraisal system only by a different methodology. Each year the Assessors request “income and expense” information from owners of “income” producing property and develop values based on the “return on investment”. Sales and cost aspects of this methodology are important factors but the greatest emphasis is based on income. What Makes a Tax Bill Go Up or Down? Many factors can affect the total amount of your property tax bill and often many influences are at work at the same time. Historically, the yearly cost of running a City increases each year much in the same way the cost of maintaining a household increases each year. If nothing else changed, this increase would more than likely cause your tax bill to go up. These factors could also contribute to an increase: Improvement to a property in the form of an addition, finished base- ment of attic or other alteration that would increase the property’s mar- ket value. A disproportionate increase in the market value of a particular section of the City when compared to another section. The discovery by the assessors of incorrect property information such as an additional apartment unit, bathroom or finished basement that was not recorded on the previous assessment. In the case of income producing property, the increase of income versus the cost of doing business. Loss of taxable property to tax exempt status thereby diminishing the tax base. Loss of commercial/industrial property causing a shift in the tax burden to the residential taxpayer. These factors could contribute to a decrease: ---PAGE BREAK--- Budget Overview All Funds Property Tax "101" - A Taxpayers Guide FY 2025 FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 49 A disproportionate decrease in the market value of a particular section of the City when compared to another section. The reduction in the value of the property as a result of an alteration made to the structure. The deterioration of the property as a result of neglect, disaster or acci- dent. In the case of income producing property, either the loss of income or a change in the income expense ratio. Reduction of a form of revenue consuming municipal service(s). The addition to the tax base of taxable property Other forms of budget reduction. As you can see from the above, there are many dynamics to each tax bill. Any single factor, but usually a combination of factors, will influence the amount of your bill. Although an “average” tax bill can be statistically produced, very few bills would actually reflect the statistical average. What about Proposition 2 ¾? Simply stated, Proposition 2 ¾ says that a community cannot collect any more than 2 ¾ % more than the maximum amount it was legally allowed to collect through property taxation in the previous year. This refers to the “total” amount that the City collects from the community and not the “individual” amount it collects from a taxpayer. What is “Growth” and Why is it Important “Growth,” when referred to by municipal officials, means property eligible for taxation this year that was not there last year. The reason why so much importance is attributable to the “growth figures” is that this infusion of this newfound revenue assists in defraying the impact of budget increases on the tax bill. Large capital building projects normally contribute to the bulk of the growth figures, but the simple addition of a deck to the back of a house is also part of the calculation. The cumulative effect of growth on the City’s economy can often reduce a tax bill by a couple of percent over what it would have been had this “growth” not occurred. What is the “Power Plant” Agreement In 1997 as a result of the uncertainties surrounding the deregulation of the electricity generating industry, the City entered into a financial agreement with the operators of the power plant on Fort Avenue. Designed to allow both sides a degree of future financial planning, the agreement outlines a yearly schedule of payments in lieu of calculated tax assessments. Salem had an agreement with Dominion lasting from 1997 until 2014 with yearly reduction in payments down to $4,75 million and further reduced with the closure of the power plant on June 30, 2014. In the fall of 2011, the Mayor negotiated a “Hold Harmless Agreement” with the Department of Energy Resources (DOER), the group that oversees pollution control for the energy industry in Massachusetts, to keep the remittance for the Power Plant site at $4.75 million through fiscal 2019. In September 2012 Footprint Power Salem became the new owner of the Salem Power Plant, continuing the use of the old plant until it’s closure on July 1, 2014. Footprint Power Salem started construction for a new power plant in 2015 and has now completed the new plant which is now fully operational. In December 2014, the Mayor, City Council and Footprint negotiated an 18 year agreement that started in 2015. In accordance with the “Hold Harmless Agreement”, the Commonwealth will be making up any balance below the $4.75 million paid through the Department of Energy Resources until fiscal 2020 when the new gas fired facility will be fully operational and on an increasing taxable plan established via the PILOT agreement. Starting in July 2019, (the start of FY 2020) the plant will pay $5,002,000 to the city for Real Estate taxes. The tax amount will escalate 2.25% from 2020 to 2023, 2.50% from 2024 to 2027 and 2.75% 2028 to 2032 which is the end of the negotiated current PILOT with Footprint Power Salem. Summary Although a community’s tax rate or rates are often a measure of comparison by one city to another, your actual tax bill consists of not one but two parts – the tax rate and the property’s value assessment. The better comparison would be to compare a similar home, in a like neighborhood and the “bottom line” of an actual tax bill. Remember, the city’s budget and what part of those funds come from property taxation, determine the amount property owners are asked to contribute in the form of their tax bills. The property assessment and tax rate are the mathematical way in which that sum is realized. The City maintains a “state of the art” computerized mass appraisal system and periodically reviews, through various processes, all its taxable property. The resulting citywide adjustments made to property database assure taxpayers the most equitable distribution of the tax burden Salem tax assessors can provide. Internet access to this information offers Salem’s citizens and taxpayers a clear look at the statistical component of their property assessment and a way to track any discrepancies that might warrant correction now and into the future. Visit www.salem.com for more information. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 What is Voted By City Council - Budget vs RECAP-FY 2025 DATE VOTED Budget Meetings General Fund Budget Appropriations Submitted by Mayor City - Includes Charter School Transfers Out 107,274,426 School 74,592,616 Total General Fund Appropriations: 181,867,042 Enterprise Fund Appropriations Submitted by Mayor: Sewer 8,419,114 Water 7,435,140 Trash 4,243,768 Peg Access 691,250 Total Enterprise Fund Appropriations: 20,789,272 Total Budget to be voted - June (Submitted by Mayor) 202,656,314 June Tax Rate Meeting Cherry Sheet Offsets 600,323 Snow & Ice Deficit - Estimated - Overlay - Allowance for Abatements - Estimated 850,000 Other Total Other Items on RECAP voted - December 1,450,322 Total RECAP Expenditures 204,106,637 November/December Regular Council Meetings Revolving Funds 1,992,000 June Capital Improvement Projects - General Fund - Capital Outlay & OFS/Bonding 9,272,124 June Capital Improvement Projects - Enterprise Funds - Retained Earnings & OFS/Bonding 2,700,155 June Total Operating Budget, Capital and Debt Service 214,628,593 Other Votes By Council - Major & Non-Major Funds WHAT IS VOTED BY CITY COUNCIL - BUDGET vs RECAP- FY 2025 Breakdown of Tax Recapitulation Report FY 2025 BUDGET - MAJOR FUNDS Other RECAP Items Voted at Tax Rate Setting - December ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Tax Rate Recapitulation (RECAP) Sheet RECAP PROJECTION Change % change FY2024 FY2025 FY24-25 FY24-25 REVENUES PROPERTY TAXES PRIOR FISCAL YEAR LEVY LIMIT 121,530,005 125,749,807 4,219,802 3.47% 2 1/2% Increase 3,038,250 3,143,745 105,495 3.47% Current New Growth (Value increases from new building) 1,181,552 1,000,000 (181,552) -15.37% LEVY LIMIT Subtotal (from DOR levy limit sheet) 125,749,807 129,893,552 4,143,745 3.30% TAX LEVY Real & Personal Actual RECAP - Estimates on Current FY 117,433,650 122,077,395 4,643,745 3.95% Excess Levy Capacity 8,316,157 7,816,157 (500,000) -6.01% LOCAL RECEIPTS Motor Vehicle 4,550,000 4,550,000 - 0.00% Hotel Motel Tax 1,775,000 2,000,000 225,000 12.68% Meals Tax (Local Options) 1,278,500 1,428,500 150,000 11.73% Boat Excise Tax 30,000 30,000 - 0.00% Cannabis Excise 850,000 850,000 - 0.00% Interest On Taxes 525,000 535,637 10,637 2.03% Urb Rev CH121A 500,000 500,000 - 0.00% In Lieu Of Taxes 785,000 803,200 18,200 2.32% Marijuana Dispensary 0 0 - 0.00% Short-Term Rental Impact Fee 0 75,000 75,000 - Charges For Services/Fees 1,100,000 1,170,000 70,000 6.36% Parking Fees 3,235,000 3,396,750 161,750 5.00% Licenses And Permits 1,700,000 1,850,000 150,000 8.82% Fines And Forfeits 900,000 975,000 75,000 8.33% Investment Income 640,000 875,000 235,000 36.72% Medicaid 750,000 650,000 (100,000) -13.33% Miscellaneous Recurring Income 255,000 500,000 245,000 96.08% Miscellaneous Non-Recurring Income 0 0 - #DIV/0! Local Receipt Revenue Subtotal (pg. 2 recap lllb. 1) 18,873,500 20,189,087 1,315,587 6.97% ENTERPRISE FUNDS REVENUE Sewer 10,788,897 10,879,949 91,052 0.84% Water 6,358,068 6,532,873 174,805 2.75% Trash 935,251 1,054,758 119,507 12.78% Peg Access Cable 691,250 691,250 - 0.00% Enterprise Funds Revenue Subtotal (pg. 2 recap lllb. 3) 18,773,466 19,158,829 385,364 2.05% OTHER REVENUES AND FINANCING SOURCES Cherry Sheet Revenue (Pg. 2 Recap Llla. 1) 37,745,626 40,185,714 2,440,088 6.46% Massachusetts Sba Payments (Pg. 2 Recap Llla. 2) - Free Cash Used For: Level The Tax Rate (Pg. 2 Recap Llld. 1B.) 1,250,000 500,000 (750,000) -60.00% Overlay Surplus Ofs-To Reduce Tax Rate (Pg. 2 Recap Llld. 4) R/Res - Witch House 700,000 800,000 100,000 14.29% R/Res - Golf Course 803,611 853,611 50,000 6.22% R/Res - Harbormaster 230,000 230,000 - 0.00% R/Res - Charter Street Cemetery 250,000 100,000 (150,000) -60.00% R/Res - Forest River Pool 12,000 12,000 - 0.00% Estimated State + Other Revenue Subtotal 40,991,237 42,681,325 1,690,088 4.12% TOTAL REVENUES 196,071,853 204,106,637 8,034,784 4.10% ---PAGE BREAK--- Budget Overview All Funds Tax Rate Recapitulation (RECAP) Sheet FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 52 RECAP PROJECTION Change % change FY2024 FY2025 FY24-25 FY24-25 EXPENDITURES General Government 10,175,114 10,963,574 788,460 7.75% Public Safety 25,402,507 25,916,698 514,191 2.02% Public Works And Facilities 4,454,120 4,426,945 (27,175) -0.61% Human Services 1,951,383 1,986,892 35,509 1.82% Cultural And Recreational 4,146,913 4,286,818 139,905 3.37% Debt Service - General Fund Including Schools 8,841,331 9,007,261 165,930 1.88% Assessment-Essex Ns Agricultural & Vocational Tech 2,565,518 2,430,076 (135,442) -5.28% Assessment-Cherry Sheet 10,468,416 10,883,575 415,159 3.97% Employee Benefits: Salem Retirement Board Assessment 14,930,794 15,734,481 803,687 5.38% Non-Contributory Pensions 10,625 10,625 - 0.00% Worker's Compensation 556,660 410,806 (145,854) -26.20% Unemployment Compensation 200,000 220,000 20,000 10.00% Group Insurance - City, School & Retired Teachers 16,949,561 18,605,282 1,655,721 9.77% Medicare 1,382,574 1,465,528 82,954 6.00% P&C Insurance - City Only (School In Edu. Bdgt.) 335,397 345,865 10,468 3.12% Budget Transfers Out: Retirement Anticipation Fund 8311 (City And School) 600,000 500,000 (100,000) -16.67% Salem 2026 Fund 50,000 80,000 30,000 60.00% City Expenditure Subtotal 103,020,913 107,274,426 4,253,513 4.13% Education - Public Schools 71,154,142 74,592,616 3,438,474 4.83% Education Subtotal 71,154,142 74,592,616 3,438,474 4.83% GENERAL FUND SUBTOTAL 174,175,055 181,867,042 7,691,987 4.42% Sewer Enterprise Fund Budget (Net- Indirect Costs) 8,444,461 8,419,114 (25,347) -0.30% Water Enterprise Fund Budget (Net-Indirect Costs) 7,146,646 7,435,140 288,494 4.04% Trash - Enterprise Fund Budget 4,124,261 4,243,768 119,507 2.90% Peg Access Cable 691,250 691,250 - 0.00% ENTERPRISE SUBTOTAL 20,406,618 20,789,272 382,654 1.88% SUBTOTAL - GENERAL FUND + ENTERPRISE FUND 194,581,673 202,656,314 8,074,641 4.15% ADD - OTHER EXPENDITURES: OTHER - Cherry Sheet Offset (pg. 2 llb5 of recap) 573,048 600,323 27,275 4.76% Snow and Ice Deficit (pg. 2 llb9 of recap) 0 0 - 0.00% Overlay (Allowance For Abatements) 878,750 850,000 (28,750) -3.27% Deficits to be raised 38,382 0 (38,382) -100.00% SUBTOTAL - OTHER EXPENDITURES 1,490,180 1,450,323 (39,857) -2.67% TOTAL EXPENDITURES 196,071,853 204,106,637 8,034,784 4.10% Revenue vs Expenditures (Negative represents revenue deficit) 0 0 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Est. Total Estimated Receipts and other revenue from RECAP 63,823,509 68,788,229 69,263,807 75,296,544 74,431,631 70,424,621 66,031,160 71,774,297 74,016,211 78,610,688 82,029,242 Tax Levy 79,058,306 81,200,463 85,600,551 89,868,125 95,083,826 103,616,867 107,301,006 110,173,970 114,452,574 117,433,650.10 122,077,395 . . . . . . . Total Amt Raised on RECAP 142,881,816 149,988,692 154,864,358 165,164,669 169,515,457 174,041,488 173,332,166 181,948,267 188,468,785 196,044,338 204,106,637 Prior FY Levy Limit 80,587,732 83,270,410 86,548,205 90,563,116 95,321,556 99,208,798 107,591,472 111,930,861 116,782,246 121,530,005 125,749,807 Amended Growth 3,204 2.5% allowable Increase 2,014,693 2,081,760 2,163,705 2,264,078 2,383,119 2,480,220 2,689,787 2,798,272 2,919,556 3,038,250 3,143,745 New Growth 667,984 1,196,035 1,851,206 2,494,362 1,500,919 5,902,454 1,649,602 2,053,113 1,828,203 1,181,552 1,000,000 FY Levy Limit 83,270,410 86,548,205 90,563,116 95,321,556 99,208,798 107,591,472 111,930,861 116,782,246 121,530,005 125,749,807 129,893,552 RE & PP Total Value 4,208,675,856 4,534,079,631 4,710,256,289 5,067,583,077 5,470,468,285 6,125,184,869 6,608,838,388 7,118,656,790 7,841,773,530 8,675,689,947 - Levy Ceiling (2.5% Total Value) 105,216,896 113,351,991 117,756,407 126,689,577 136,761,707 153,129,622 165,220,960 177,966,420 196,044,338 216,892,249 - Equalized Value (EQV) as of 1/1 4,256,808,900 4,232,985,800 4,232,985,800 4,790,270,400 4,790,270,400 4,790,270,400 5,405,036,100 5,405,036,100 6,641,110,700 6,641,110,700 7,783,083,000 TAX RATE RECAPITULATION (RECAP) SUMMARY BY FISCAL YEAR - 50,000,000.00 100,000,000.00 150,000,000.00 200,000,000.00 250,000,000.00 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Total Amount Raised on RECAP ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Revenue Overview General Fund Budget Summary A key component of the budget development process is the identification of revenue assumptions and projections to determine the range of choices that the Mayor can make in allocating resources. The City’s revenue plans attempt to balance the desire to reduce the impact of government cost on the taxpayer, to provide for a relatively stable and diversified revenue portfolio that is not highly subject to economic fluctuations, and to equate the cost of services to the revenues received. Because of the critical nature of this information the revenue analysis and the revenue projections are monitored, updated and presented to the Mayor on a basis. If significant changes in revenue streams were to present the potential for shortfalls, this process would allow for the action(s) to be made in time to maintain fiscal stability. The City does not have the statutory ability to change rates and formulas for many of its revenue sources. The rates and/or formulas for property tax and certain fines, for example, are set by the State. The City may set user fees, permits and licenses. In 1980, the voters approved a statewide property tax initiative, Proposition 2 1/2. Prop. 2 1/2 established, among several restrictions, a “2 ¾ percent cap“ on property taxes increases in all local taxing districts in the State. City revenues are divided into six basic categories recommended by the National Committee on Governmental Accounting. The categories are taxes, charges for services, licenses and permits, fines and forfeits, intergovernmental revenue, and miscellaneous revenue. The following pages discuss in detail the City’s projections for those categories in the upcoming fiscal years. Some of the taxation terminology used throughout the revenue section can be confusing to the average taxpayer. Below are descriptions of a few of those terms. More information can be found in the glossary section in the back of this book. Levy - The amount of taxes, special assessments, or service charges imposed by a governmental unit. Levy Ceiling - The limit imposed by Proposition 2 ¾ that equals 2 ¾ % of the total full and fair cash value of all taxable property. Levy Limit - The amount that a municipality may raise in taxes each year which is based on the prior year’s limit plus 2 ¾% increases on that amount plus the amount certified by the State that results from “new growth”. New Growth – The additional tax revenue generated by new construction, renovations, and other increases in the property tax base during a calendar year. Proposition 2 ¾ - Is the law which became effective on December 4, 1980. The two main components of the tax law relating to property taxes are: 1) the tax levy cannot exceed 2 ¾ % of the full and fair cash value, and 2) for cities and towns at or below the above limit, the tax levy cannot exceed the maximum tax levy allowed for the prior by more than 2 ¾ % (except in cases of property added to the tax rolls and for valuation increases of at least 50% other than as part of a general revaluation). Equalized Valuations (EQV) – The commissioner or Revenue, in accordance with MGL CH. 58 Section 10C, is charged with the responsibility of biannually determining an equalized valuation for each city and town in the Commonwealth. EQVs present an estimate of fair cash value of all taxable property in each city and town as of January 1 of each year (MGL CH. 58, Sections 9 & 10C). The EQV is a measure of the relative property wealth in each municipality. Its purpose is to allow for comparisons of municipal property values at one point in time, adjusting for differences in local assessing practices and revaluation schedules. EQVs have historically been used as a variable in the allocation of certain state aid distributions, the calculation of various state and county assessments to municipalities, and the determination of municipal debt limits. EQVs are used in some distribution formulas so that communities with lower property values receive proportionately more aid than those with higher property values. In some assessment formulas they are used so that those with lower property values assume proportionately less of the cost than communities with higher property values. The local aid receipt programs using EQV are: Public Libraries, Chapter 70, and School Construction Aid. The assessments using EQV are: Boston’s Metropolitan Transit Districts, the Count Tax, Mosquito Control Projects and Air Pollution Control Districts. A municipality’s annual EQV is the summon f estimated fair market value for each property class plus an estimate of new growth, resulting in values indicative of January 1. Tax Rate - The amount of tax stated in terms of a unit of the tax base. Prior to a 1978 amendment to the Massachusetts Constitution, a single tax rate applied to all of the taxable real and personal property in a City or town. The 1978 amendment allowed the legislature to create three classes of taxable property: 1) residential real property, 2) open space land, and 3) all other (commercial, industrial, and personal property). Within limits, cities and towns are given the option of determining the share of the levy to be borne by the different classes of property. The share borne by residential real property must be at least 65% of the full rate. The share of commercial, industrial, and personal property must not exceed 150% of the full rate. Property may not be classified until the State Department of Revenue has certified that all property has been assessed at its full value. The following chart is a summary of the EQV, Tax Levy, Levy Ceiling, Levy Limit, 2 ¾% increase, and New Growth by fiscal year. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Revenue Summary CITY OF SALEM REVENUE SUMMARY - GENERAL & ENTERPRISE FUNDS Actual Actual Actual Actual Recap Budgeted Increase % Increase $ FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY25 vs. FY24 FY25 vs. FY24 GENERAL FUND REAL AND PERSONAL Tax Levy 103,616,867 107,207,389 110,173,970 114,458,526 117,433,650 122,077,395 4.0% 4,643,745 MOTOR VEHICLE 4,379,374 4,638,752 4,544,784 4,515,000 4,550,000 4,550,000 0.0% 0 HOTEL EXCISE 978,595 553,706 1,836,111 1,290,000 1,775,000 2,000,000 12.7% 225,000 MEALS TAXES 1,074,851 889,035 1,344,412 1,000,000 1,278,500 1,428,500 11.7% 150,000 VESSEL EXCISE 573,595 31,049 30,000 30,000 30,000 30,000 0.0% 0 CANNABIS EXCISE 742,899 1,084,324 1,233,984 978,500 850,000 850,000 0.0% 0 INTEREST ON TAXES 527,615 712,224 570,755 550,000 525,000 535,637 2.0% 10,637 IN LIEU OF TAXES & CH 121A 1,294,385 1,412,210 1,070,755 1,285,000 1,285,000 1,303,200 1.4% 18,200 MARIJUANA DISPENSARY 1,288,454 1,437,950 1,958,624 194,000 - - 0 SHORT-TERM RENTAL IMPACT FEE - - - - - 75,000 75,000 CHARGES FOR SERVICES 2,405,034 3,026,130 1,607,437 1,500,000 1,100,000 1,170,000 70,000 PARKING FEES 2,913,363 2,664,368 3,643,446 2,880,000 3,235,000 3,396,750 5.0% 161,750 LICENSES AND PERMITS 500,935 364,074 1,504,769 1,170,000 1,700,000 1,850,000 8.8% 150,000 FINES AND FORFEITS 1,092,649 1,043,048 1,336,984 800,000 900,000 975,000 8.3% 75,000 INVESTMENT INCOME 491,574 161,258 122,518 90,000 640,000 875,000 36.7% 235,000 MISCELLANEOUS INCOME 568,944 819,712 885,577 376,560 255,000 500,000 96.1% 245,000 MEDICAID INCOME 0 - 1,122,371 725,000 750,000 650,000 -13.3% (100,000) MEDICAID PART D REIMBURSEMENT 0 594,700 - - - NON RECURRING (Hold Harmless Money) 730,139 95 0 0 0 0 TOTAL LOCAL RECEIPTS 19,562,406 19,432,634 22,812,527 17,384,060 18,873,500 20,189,087 7.0% 1,315,587 NET MA CHERRY SHEET ASST. 34,506,150 34,372,256 35,244,772 37,017,614 37,745,626 40,185,714 6.5% 2,440,088 MSBA REIMBURSEMENTS 732,824 0 0 0 0 0 0 R/RES REDUCE TAX RATE 1,238,516 975,000 2,361,195 1,682,136 3,245,611 2,495,611 -23.1% (750,000) OFS/TRANSFERS IN - 1,528,701 - - - - 0 Indirect Costs 1,431,996 1,494,176 1,469,176 1,682,136 1,555,858 1,558,568 0.2% 2,710 TOTAL OTHER RECEIPTS 37,909,486 38,370,133 39,075,143 40,381,886 42,547,095 44,239,893 4.0% 1,692,798 GENERAL FUND TOTAL 161,088,759 165,010,156 172,061,640 172,224,472 178,854,245 186,506,375 4.3% 7,652,130 ENTERPRISE FUND SEWER RATES 9,902,960 10,182,959 10,547,323 10,787,266 10,788,897 10,879,949 0.8% 91,052 Other OFS/Retained Earnings TOTAL SEWER 9,902,960 10,182,959 10,547,323 10,787,266 10,788,897 10,879,949 0.8% 91,052 WATER RATES 5,481,367 5,695,306 5,729,664 5,854,891 6,358,068 6,532,873 2.7% 174,805 Other - - - 0 WATER TRANS/OFS - 100,000 1,523,153 1,669,401 1,250,000 1,000,000 -20.0% (250,000) TOTAL WATER 5,481,367 5,795,306 7,252,817 7,524,292 7,608,068 7,532,873 -1.0% (75,195) TRASH FEES 903,408 899,925 899,925 939,079 967,251 1,054,758 9.0% 87,506 OFS/Retained Earnings 2,730,164 2,836,362 3,062,518 3,082,519 3,189,010 3,189,010 0.0% 0 TOTAL TRASH 3,633,572 3,736,287 3,962,443 4,021,598 4,156,262 4,243,768 2.1% 87,506 ENTERPRISE FUND TOTAL 19,017,899 19,714,552 21,762,583 22,333,155 22,553,226 22,656,590 0.5% 103,363 GRAND TOTAL 180,106,658 184,724,708 193,824,223 194,557,628 201,407,471 209,162,965 3.9% 7,755,494 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Estimated Revenues - All Funds Taxes 60.63% Local Receipts 9.25% State Aid 19.26% Receipts Reserved Transfers 0.94% Indirect from W/S 0.80% Sewer Rates 5.52% Water Rates 3.25% Other 0.35% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Estimated Revenues - General Fund Taxes 66.72% Motor Vehicle Excise 2.56% Hotel Excise 0.90% Meals Excise 0.69% PILOT (Payment in Lieu of Taxes) 0.72% Parking Fees 1.67% Licenses and Permits 0.93% State Aid 21.20% R/Res Transfers 1.03% Indirect Costs from Enteprise Funds 0.88% Other 2.71% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 General Fund Revenue Detail & Graphs TAXES Real and Personal Property Tax The primary source of revenue for most municipalities in the Commonwealth is real and personal property taxes; however, the property tax as a percentage of all revenues can greatly differ from community to community. For purposes of taxation, real property includes land, buildings and improvements erected or affixed to land and personal property consists of stock, inventory, furniture, fixtures and machinery. The City’s Board of Assessors determines the value of all taxable land, which is revalued at fair market value every three years and updated every year. The City of Salem revalued all real property in FY10 adjusting property values to within 90%-100% of market value. The City’s Board of Assessors is also responsible for determining the value of personal property through an annual review process. Factors influencing property taxes There are three major factors that influence the amount of revenue generated by real and personal property taxes: 1. Automatic 2.5% Increase (Prop 2 ¾) – The levy limit is the maxi- mum amount that can be collected through real and personal property taxes by the municipality. Each year, a community’s levy limit automati- cally increases by 2.5% over the previous year’s levy limit. This increase does not require any action on the part of local officials. 2. New Growth – A community is able to increase its tax levy limit each year to reflect new growth in the tax base. Assessors are required to submit information on growth in the tax base for approval by the Massachusetts Department of Revenue as part of the tax rate setting process. 3. Overrides/Exclusions – A community can permanently increase its levy limit by successfully voting an override. Debt and Capital exclusions, on the other hand, are temporary increases in a community’s levy limit for the life of the project or debt service. Only a Debt or Capital exclusion can cause the tax levy to exceed the levy limit. The levy limit for FY2025 is estimated to be $129,893,552. The actual amount of revenue raised through the tax levy will be determined when the tax rate is set in the fall. The Tax Levy for FY2025 is estimated to be $122,077,395 which is an increase of 4.06% over FY2024. Real and Personal Property - Tax Levy The property tax levy is the revenue the community can raise through real and personal property taxes. In Massachusetts, municipal revenues to support local spending for schools, public safety and other public services are raised through the property tax levy, state aid, local receipts and other sources. The property tax levy is the largest source of revenue for most cities and towns, including the city of Salem. Real and Personal Property - Tax Levy Real and Personal Property - Levy Limit The amount that a municipality may raise in taxes each year which is based on the prior year’s limit plus 2.5 percent increase on that amount plus the amount certified by the State that results from “new growth”. A levy limit is a restriction on the amount of property taxes a community can levy. Proposition 2 1/2 established two types of levy limits: First, a community cannot levy more than 2.5 percent of the total full and fair cash value of all taxable real and personal property in the community. Second, a community’s levy is also constrained in that it can only increase by a certain amount from year to year. The levy limit will always be below, or at most, equal to the levy ceiling. The levy limit may not exceed the levy ceiling. $100,000,000 $0 $100,000,000 $200,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 59 Real and Personal Property - Levy Limit Motor Vehicle Excise Local Receipts Massachusetts General Law (MGL) Chapter 60A, Section 1 sets the motor vehicle excise rate at $25 per $1,000 valuation. The City collects this revenue based on data provided by the Massachusetts Registry of Motor Vehicles (RMV). The Registry, using a statutory formula based on a manufacturer’s list price and year of manufacture, determines valuations. The City or Town in which a vehicle is principally garaged at the time of registration collects the motor vehicle excise tax. Those residents who do not pay their excise taxes in a timely manner are not allowed to renew registrations and licenses through a ’marking’ process at the RMV. The City of Salem notifies the Registry of delinquent taxpayers, through its deputy collector, who prepares excise delinquent files for the Registry of Motor Vehicles. We are anticipating a similar number of collections for FY 2025 based on prior and current fiscal year trends. Due to inflationary pressures, revenue collections for Motor Vehicle Excise have not been as strong the past two fiscal years. Motor Vehicle Excise $100,000,000 $0 $100,000,000 $200,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $2,000,000 $0 $5,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 60 Hotel Excise Tax Local Receipts Room Occupancy Excise - MGL Chapter 64G. This category includes taxes received through the state that are collected from all hotels, motels, and other lodging houses within the City at a rate up to, but not exceeding, 6% of the total amount of rent for each such occupancy. On April 22, 2010 the City Council approved by a 6-5 vote to pass the local options tax increases of .75% on meals and 1% on Hotel/Motels. In FY 2016 the hotel tax was increased from 5% to In FY 2025 we estimate an increase of 33.33% ($500,000) due to robust economic recovery and short-term rentals. Hotel Excise Tax Meals Excise Tax Local Receipts MGL CH27 ß60 and 156 of the Acts of 2009. This revenue was established in FY2011 as allowed by the Commonwealth of Massachusetts in FY 2010. We are anticipating a 19.04% increase ($228,500) in meals tax for FY2025. Meals Excise Tax Boat Excise Tax Local Receipts As per MGL Chapter 60B Section 2, boat excise tax is levied by each city and town in each fiscal year on every vessel, and its equipment, for the privilege of using the waterways of the Commonwealth. We anticipate little to no increase in FY2025. $1,000,000 $0 $2,000,000 $4,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 61 Boat Excise Tax Marijuana Excise Tax Local Receipts A city or town may impose a local excise on the retail sale of marijuana for adult use by accepting G.L. c. 64N, ß 3. The maximum excise rate communities may impose is If a city or town in which a marijuana retailer is located accepts G.L. c. 64N, ß 3, all sales by the marijuana retailer that are subject to the state excise on marijuana retail sales will also be subject to the host community’s local excise. This excise is applicable to retail sales of marijuana for adult use on or after July 1, 2018. Salem is anticipating $850,000 in collections for FY25 based on recent trends. Marijuana Excise Tax $10,000 $0 $20,000 $40,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 62 Penalties & Interest on Taxes Local Receipts This category includes delinquent interest and penalties on all taxes and tax title accounts. It also contains demand fees on real and personal property taxes as well as demands and warrants on late motor vehicle excise taxes and boat excise taxes. Demand fees were increased from $15.00 to $30.00 in FY2018. We anticipate a 2% increase in penalties and interest in FY2025. Penalties & Interest on Taxes Payment in Lieu of Taxes (PILOT) Local Receipts Many communities, Salem included, are not able to put all the property within its borders to productive, tax generating uses. Federal, state and municipal facilities, hospitals, churches and colleges are examples of uses that are typically exempt from local property tax payments. The City currently has PILOT agreement with several entities, including the South Essex Sewerage District, North Shore Medical Center, and the Salem Housing Authority, Northeast Animal Shelter, as well as some Urban Redevelopment Corporations (MGL Chapter 121A). Revenues are adjusted for FY2025 to reflect current PILOT agreements. Charges for Services Local Receipts Services / Charges / User Fees – Charges for services are a revenue source to assist municipalities to offset the cost of certain services provided to the community. Some of the fees within this category are board of health fees, building and plumbing permits, electrical fees, engineering inspections as well as park and recreational fees. In FY 2007 the trash fee was also added to this category as well as passport and ferry fees. In FY08 the trash fee was moved to an enterprise fund, however police and fire administrative fees for detail work were added as a new revenue source. In FY2025 we project a $70,000 increase. This number is variable and can fluctuate up and down, based on a number of external factors. Charges for Services $1,000,000 $0 $1,000,000 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $2,000,000 $4,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 63 Parking Fees Local Receipts Parking revenues are from fees charged for parking at the Museum Place Mall Parking Garage, South Harbor Parking Garage, Church Street Lot, and all metered parking. Parking revenues are set by City Ordinance. Revenue increase are anticipated from these adjustments to assist with ongoing maintenance and improvements of these facilities. In FY 2018 the Traffic and Parking director and staff worked with the Traffic and Parking Commission to review all parking rates, which have been largely unchanged for eight years, and utilization levels in the downtown area. It was determined that rates were low and should be increased in certain locations to better reflect value and utilization of parking. In FY19, the City of Salem adopted a new parking fee structure of many key components of the parking department; including increases from $1.00/hr. to $1.50/hr. in the Museum Place Garage, from $.25/hr. to $.75/hr. in the South Harbor Garage, at the Church Street parking lots from $1.00 per hour to $1.50 per hour and other lots throughout the city from .50 to $1.00-$1.50. Residents are provided lower rates in many areas. In addition to the garage rates and meter changes, the price for a parking pass in the Riley Plaza parking lot changed to $35.00 per month, effective September 22, 2018. Based on current trend analysis, we are projecting an increase of 5% in parking fee collections for FY25. Parking Fees Licenses & Permits Local Receipts License and permit revenue arises from the City’s regulation of certain activities selling alcoholic beverages). A person or organization pays a license fee to engage in the activity for a specified period. The primary licensing agency in the City is the City Council. All fees are set by one of three methods: State law, City By-Law or Licensing Body. Liquor Licenses - Under Chapter 138 of the General Laws of Massachusetts, the City is empowered to grant licenses regulating the sale of alcoholic beverages. License fees vary depending upon the type of establishment, closing hours, number of days open, and whether the license is for all alcohol or beer and wine. All licenses issued by the City Council, with the exception of short-term and seasonal liquor licenses, have a maximum fee set by State statute. In FY 2011 Liquor license fees for all restaurants impacted by the increase in meals tax were reduced by 25%. Entertainment - Entertainment licenses are issued for live performances, movie theaters, automatic amusement machines, billiard tables, bowling alleys, and several other forms of entertainment. City Clerk Licenses & Permits - The City Clerk issues licenses and permits primarily relating to marriages, births, deaths and dog registrations. Other Departmental Permits - Other Departments issue various permits including smoke detector, LP gas, firearms, and constable fees. We anticipate an increase of $150,000 in collections for license and permit fees for FY 2025 based on revenue trends and updated rates. $1,000,000 $0 $2,000,000 $4,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 64 Licenses & Permits Fines & Forfeits Local Receipts Court Fines – Non-parking offenses result in fines for moving violations. Responding to the community’s desires and public safety concerns, the police department has been focused on enforcing speed limits in local neighborhoods. Other moving violations that are included in this category are driving while intoxicated, passing in the wrong lane, and failing to stop at the traffic signal. These fines, collected by the District Court, are distributed to the City on a basis. Parking Fines - The collection of outstanding parking fines continues to be an important source of revenue to the City. The timely collection of fines has been aided by automation, and by State law that violators are prohibited from renewing their driver’s licenses and registrations until all outstanding tickets are paid in full. Like Motor Vehicle Excise, those individuals who do not pay their parking tickets in a timely manner are not allowed to renew registrations and licenses through a ’marking’ process at the RMV. The City of Salem notifies the Registry of delinquent fine payers, through its deputy collector, who prepares parking ticket delinquent files for the Registry of Motor Vehicles. As part of the 2011 parking study, the City has changed both the time limits and the overtime fine for parking meters. The limits will increase from two hours to four hours, which will certainly decrease the amounts of overtime violations written by the meter enforcement division. However, the increase of the overtime fine will offset some of the decrease in the volume of tickets written. Furthermore, the sharply reduced rates in the City’s parking garages will certainly decrease the volume of cars parking curbside (where the tickets are written) and increase the volume of cars parking in the garage, where there will be virtually no tickets written (except for handicap violations, which go into a separate account). In FY 2025 we anticipate an increase of $75,000 (8.33%) in collections based on revenue trends. Fines & Forfeits $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 65 Investment Interest Income Local Receipts Under Chapter 44 Section 55B of the Mass. General Laws, all monies held in the name of the City which are not required to be kept liquid for purposes of distribution shall be invested in such manner as to require the payment of interest on the money at the highest possible rate reasonably available. The investment decision must take into account safety, liquidity and yield. The City Treasurer looks to maximize our earning potential by evaluating investing options. In FY2025 we anticipate a 36.72% increase due to higher interest rates and higher than usual balances due to pandemic relief funds. Investment Interest Income Medicaid Reimbursement Local Receipts Medicaid Reimbursements (SPED) – In accordance with laws and regulations governing the Medicaid program, school systems are mandated by the Individuals with Disabilities Education Act (IDEA) to provide health related services to their special education student population. They are permitted to file claims for partial federal reimbursement for both their student health services and the administrative support expenditures incurred in providing those services. We receive both the Direct Student Expenditures reimbursement (school-based health services provided directly to the student) and the Administrative expenditures reimbursement (to assist in the delivery of Special Education (SPED) services to students.) In FY 2025 we anticipate a -13.33% decrease in SPED Medicaid based on revenue trends. Medicaid Reimbursement $1,000,000 $0 $500,000 $1,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 66 Miscellaneous Recurring Local Receipts This category is used for all ’other’ non-categorized income such as revenue from sale of copies of reports generated by a department, sale of data from tax files, collector’s fees, refunds, bad checks, etc. Miscellaneous Recurring Miscellaneous Non-Recurring Local Receipts This category is used for all one-time income sources and revenues not considered common in municipalities. In FY2015 much of the Host Fee money comes in as tax revenue and is part of the Tax Levy. Only 185K actually comes in as revenue outside of the tax levy. Massachusetts General Law (MGL) Chapter 21A, Section 33 allows for a Reimbursement for Communities Affected by the Regional Greenhouse Gas Initiative (RGGI) also known as the ’Hold Harmless Agreement’. The reimbursement for FY 2020 amounted to 3.75 Million in hold harmless money based on the tax agreement with Footprint and the state. The City no longer collects the hold harmless monies in this category as the Power Plant is now on the tax base. Miscellaneous Non-Recurring $200,000 $0 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $10,000,000 $0 $10,000,000 $5,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 67 Chapter 70 (Education Aid) INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) Cherry Sheet - Every year the Commonwealth sends out to each municipality a “Cherry Sheet“, named for the pink-colored paper on which it was originally printed. The Cherry sheet comes in two parts, one listing the State assessments to municipalities for Massachusetts Bay Transportation Authority (MBTA), Charter Schools, RMV non-renewal fees, Retired Teachers Health Insurance, air pollution control districts, and the other State programs; the other section lists the financial aid the City will receive from the State for funding local programs. Each Cherry Sheet receipt is detailed below. State Cherry Sheet revenue funds are the primary intergovernmental revenue and in the case of many cities, is the single largest source of annual revenue. Cherry Sheet revenue consists of direct school aid, local aid, and specific reimbursements and distributions such as aid to public libraries, veteran’s benefits, police career incentives, and a number of school related items. For a complete copy of the Cherry Sheet Manual or the actual Cherry Sheet Local Receipts and/or Assessments go to: http://www.mass.gov/dor/docs/dls/ School Aid - Chapter 70 school aid is based on a complex formula that takes into account: statewide average cost per pupil; local district pupil counts, with weighing factors to reflect varying costs among programs such as special education or vocational education, and municipal fiscal “ability to pay“ for education, as measured by equalized valuation per capita as a percent of statewide averages. For FY2025, the preliminary Chapter 70 amount for the City of Salem is $29,642,316 an increase of $2,186,436. Chapter 70 (Education Aid) Charter School Reimbursement INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) Charter Tuition Reimbursement - Under Chapter 71, Section 89, 2004 Chapter 46 of the Acts of 1997 provides for the reimbursement sending districts for the tuition they pay to Commonwealth charter schools. It is a reimbursement for those students that elect to attend a charter school. Sending districts are reimbursed a portion of the costs associated with pupils attending charger schools beginning with the second quarterly distribution. There are three levels to the reimbursement; 100% of the tuition increase in the first year, 60% of the tuition increase in the second year, and 40% of the tuition increase in the third year. In addition, the reimbursement covers 100% of the first-year cost of pupils at charter schools who attend private or independent schools in the previous year. The reimbursement also covers 100% of the cost of any sibling students whose tuition brings a district above it statutory assessment cap of 9% of net school spending. The reimbursement is subject to appropriation in the final budget for the Commonwealth. This is a preliminary number based on school enrollment figures available at this time. Charter School Reimbursement $10,000,000 $0 $20,000,000 $40,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 68 Unrestricted General Government Aid (UGGA) INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) In FY 2010 the state eliminated the Lottery Aid, General Fund Subsidy to Lottery, and Additional Assistance revenue and replaced it with this revenue called ’Unrestricted General Government Aid’. The FY 2006 to FY 2009 combines the three revenue sources no longer used (lottery, subsidy to lottery, & additional assistance). The FY 2025 amount, based on the House FY2025 budget, is anticipated to be $8,329,166, an increase of $82,467. The Senate is still finalizing its budget. The final amount allocated to Salem will not be determined until after the state finalizes its FY2025 budget. Unrestricted General Government Aid (UGGA) Veterans Benefits INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) Under Chapter 115, Section 6 municipalities receive a seventy-five percent (75%) State reimbursement on the total expenditures made on veterans’ financial, medical and burial benefits. The state anticipates a 0.65% ($1,706) increase in reimbursement for FY 2025 based on prior fiscal year actual reim- bursement submissions. Veterans Benefits $10,000,000 $0 $5,000,000 $10,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $200,000 $0 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 69 State Owned Land INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) This revenue is to reimburse communities for forgone tax revenues due to certain types of tax-exempt state-owned land. Eligibility for reimbursement depends on land use and the state agency with jurisdiction over the property as specified in the legislation. State Owned Land Exemptions - Vets, Blind, Spouses & Elderly INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) The State Cherry Sheet reimburses the City for loss of taxes due to real estate abatements to veterans, surviving spouses and the legally blind. The abatement categories are authorized by the State. The City is not empowered to offer abatements in other categories. Under Chapter 59, Section 5, of the General Laws, municipalities are reimbursed for amounts abated in excess of $175 of taxes of $2,000.00 in valuation times the rate, whichever is greater. Qualifying veterans or their surviving spouses receive an abatement of $175 or $2,000 in valuation times the tax rate, whichever is the greater. Chapter 59, Section 5, Clause 17d, of the General Laws, as amended by Section 2, Chapter 653 of the Acts of 1982, provides a flat $175 in tax relief to certain persons over seventy, minors, and widows/widowers. Chapter 59, Section 5, Clause 37a, of the General Laws as amended by Section 258 of the Acts of 1982 provides an abatement of $500 for the legally blind. Chapter 59, Section 5, Clause 41c, of the General Laws as amended by Section 5, of Chapter 653 of the Acts of 1982, qualifying persons over seventy years of age are eligible to receive a flat tax exemption of $500. In FY 2010 the state combined the elderly exemption with the veterans, blind and surviving spouse’s exemptions. In previous years, the elderly exemption was budgeted separately. FY 2025 shows an increase of $102. Exemptions - Vets, Blind, Spouses & Elderly $100,000 $0 $100,000 $200,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $100,000 $0 $100,000 $200,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 70 Offsets Receipts - School Choice Receiving Tuition INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) The state provides receipts that are paid directly to departments through state granting agencies, and are not part of the City’s General Fund Cherry Sheet Revenue. These revenues are for School Lunch and Public Library as shown in the charts below. For a description of Offset Receipts go to http:// The school lunch offset from the Cherry Sheet by DOR is an education offset that has no impact on the tax rate setting process. The Library Offset receipt, based on the amount allocated in the House FY2025 budget, was increase by $27,421. Offsets Receipts - School Choice Receiving Tuition Offsets Receipts - Library Aid Offsets Receipts - Library Aid Total Cherry Sheet Revenue (Net of Offsets) The total of all cherry sheet revenue is listed below. Total Cherry Sheet Revenue (Net of Offsets) $200,000 $0 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $100,000 $0 $100,000 $200,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $10,000,000 $0 $20,000,000 $40,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 71 School Construction - School Building Authority (SBA) School Construction - The School Assistance Act, as amended, provides for the reimbursement of school construction projects that involve any of the following: The replacement of unsound or unsafe buildings; the prevention or elimination of overcrowding; prevention of the loss of accreditation; energy conservation projects, and the replacement of, or remedying of, obsolete buildings. The law also provides formulas (involving equalized valuation, school population, construction costs, and interest payments) for reimbursement of costs that include fees, site development, construction, and original equipping of the school. In July of 2004, the governor signed Chapter 208 and Chapter 210, of the Acts of 2004 into law, which makes substantial changes to the School Building Assistance (SBA) program. This legislation transfers responsibility for the SBA program from the Department of Education to the Massachusetts School Building Authority (MSBA), under the Office of the State Treasurer. The authority is a new and independent governing body comprised of seven members. The legislation under Chapter 210 dedicates 1 percent of the sales tax receipts to help fund School Building projects. For more information go to www.mass.gov/msba The City of Salem received some payments under the old SBA program. FY 2014 saw a significant reduction in SBA reimbursement of $1.8M (71.1%) due to the payoff of the Bowditch, Saltonstall and part of Bates bonds. The SBA reimbursement chart is later in this section. Reimbursements stopped in FY2020. School Construction - School Building Authority (SBA) Indirect Costs from Enterprise Funds Enterprise Fund Transfer - The Water and Sewer Enterprise Funds, financed by water and sewer usage charges, provide reimbursements for direct and indirect costs associated with a variety of City services, provided by Finance, Treasury, Human Resources, and other City Departments. Additionally, enterprise funds provide reimbursements to the general fund for all employee benefits (including fringe benefits) of those employees who work for the water and sewer departments, as well as costs for the maintenance of the Water and Sewer accounting and billing system. Finally, a portion of the City’s assessments for property/casualty insurance, unemployment and worker’s compensation are also captured in the indirect costs of the enterprise funds of the water and sewer departments. The Trash Enterprise Fund is subsidized by the General Fund and therefore no indirect costs are reimbursed back to the General Fund from the Trash Enterprise Fund. In FY2024 we implemented a new methodology of calculating indirect costs that has been approved by the auditors. Indirect Costs from Enterprise Funds $1,000,000 $0 $1,000,000 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 $1,000,000 $0 $1,000,000 $2,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 72 Other Financial Sources Receipts Reserved for Appropriation – They City of Salem has three Receipts’ Reserved for Appropriation Funds for Harbormaster, Golf Course, Witch House, Forest River Poo, and Charter Street Cemetery. The revenue earned from these activities is credited to each of these special revenue funds. At the request of the Mayor, that money is appropriated by the City Council to the General Fund to cover both direct and indirect costs of each department in December for purposes of the certification of the City’s tax rate by the Massachusetts Department of Revenue, as well as periodically throughout the year at the request of the department head of the Golf Course, Witch House, or Harbormasters Office to cover unforeseen or extraordinary expenses. We anticipate using the same amount as FY2024. These transfers will partially offset increases in associated expenditures. Other Receipts Reserved – Not Budgeted. The City has three other receipts reserved accounts – Sale of Lots, Sale of Vaults, and Salem Common. The first two can only be used for the care and maintenance of graves in the City’s cemetery, and the Salem Common money can only be used for care and maintenance of the Salem Common. This money is transferred to the General Fund by appropriation from the City Council as needed. Other Sources of Revenue – The City of Salem has in the past used Free Cash, Stabilization, and overlay (abatement and exemption reserve) to balance the budget. In FY2025, we anticipate using $500,000 to mitigate increases in taxes. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet) Estimated Receipts - Local Aid PROGRAM FY2023 FY2024 FY2025 (Governor's Budget "H2") FY2025 HWM Budget FY25 v. FY24 Chapter 70 26,184,942 27,455,880 29,600,131 29,642,316 2,186,436 School Transportation - - - - - Charter Tuition Reimbursement 1,787,513 982,464 1,143,842 1,122,490 140,026 Smart Growth School Reimbursement - - - - - School Choice Receiving Tuition 527,931 465,662 493,083 493,083 27,421 Sub-Total, All Education Items: 28,500,386 28,904,006 31,237,056 31,257,889 2,353,883 Unrestricted Gen Gov't Aid 7,990,987 8,246,699 8,494,100 8,329,166 82,467 Local Share of Racing Taxes - - - - - Regional Public Libraries - - - - - Veterans Benefits 217,975 262,288 263,994 263,994 1,706 Exemp: VBS and Elderly 111,838 103,629 104,994 104,994 1,365 State Owned Land 101,272 121,618 122,196 121,750 132 Public Libraries 95,156 107,386 107,240 102,386 (5,000) Sub-Total, All General Government: 8,517,228 8,841,620 9,093,235 8,927,114 85,494 Total Estimated Receipts: 37,017,614 37,745,626 40,330,291 40,185,003 2,439,377 Net of Offsets 36,394,527 37,172,578 39,729,968 39,589,534 2,416,956 Estimated State Assessments PROGRAM FY2023 FY2024 FY2025 (Governor's Budget "H2") FY2025 HWM Budget FY25 v. FY24 Mosquito Control Projects 54,265 56,255 58,377 58,387 2,132 Air Pollution Districts 13,956 14,733 15,102 15,087 354 Metropolitan Area Planning Council 24,843 25,974 26,623 26,579 605 Old Colony Planning Council RMV Non-Renewal Surcharge 118,480 137,160 149,240 149,240 12,080 Sub-Total, State Assessments: 211,544 234,122 249,342 249,293 15,171 MBTA 1,027,143 1,087,014 1,114,535 1,114,535 27,521 Sub-Total, Transp Authorities: 1,027,143 1,087,014 1,114,535 1,114,535 27,521 Special Education 7,865 242 5,511 5,511 5,269 Sub-Total, Annual Charges: 7,865 242 5,511 5,511 5,269 School Choice Sending Tuition 636,016 763,265 751,232 752,922 -10,343 Charter School Sending Tuition 7,906,278 8,383,773 8,746,231 8,761,314 377,541 Sub-Total, Tution Assessments: 8,542,294 9,147,038 9,497,463 9,514,236 367,198 Total All Estimated Charges: 9,788,846 10,468,416 10,866,851 10,883,575 415,159 Net Receipts v. Charges: 26,605,681 26,704,162 28,863,117 28,705,959 2,001,797 State Assessments and Charges: Transportation Authorities: Annual Charges Against Receipts: Tution Assessments: Education Receipts: Offset Receipts: General Government: Offset Receipts: ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Operating Budget Summary & Graphs ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage GENERAL FUND GENERAL GOVERNMENT 9,726,875 10,175,114 11,247,010 10,963,574 788,460 7.75% PUBLIC SAFETY 23,733,518 25,402,507 26,292,124 25,916,698 514,191 2.02% PUBLIC WORKS & FACILITIES 4,321,670 4,454,120 4,559,718 4,426,945 (27,175) -0.61% HUMAN SERVICES 1,854,468 1,951,383 2,042,212 1,986,892 35,509 1.82% CULTURAL & RECREATIONAL 3,737,537 4,146,913 4,321,431 4,286,818 139,905 3.37% DEBT SERVICE 8,301,659 8,841,331 9,164,005 9,007,261 165,930 1.88% ASSESSMENTS 12,349,366 13,033,934 13,296,927 13,313,651 279,717 2.15% EMPLOYEE BENEFITS 33,016,269 34,030,214 36,626,083 36,446,722 2,416,508 7.10% MUNICIPAL INSURANCE 373,500 335,397 345,865 345,865 10,468 3.12% TRANSFERS OUT OF GENERAL FUND 650,000 650,000 650,000 580,000 (70,000) -10.77% CITY TOTAL 98,064,862 103,020,913 108,545,374 107,274,426 4,253,513 4.13% EDUCATION-PUBLIC SCHOOLS 68,747,963 71,154,142 71,154,142 74,592,616 3,438,474 4.83% EDUCATION TOTAL 68,747,963 71,154,142 71,154,142 74,592,616 3,438,474 4.83% GENERAL FUND TOTAL 166,812,825 174,175,055 179,699,516 181,867,042 7,691,988 4.42% ENTERPRISE FUNDS SEWER (net indirect costs) 8,348,323 8,444,461 8,444,802 8,419,114 (25,347) -0.30% WATER (net indirect costs) 6,736,263 7,146,646 7,146,987 7,435,140 288,494 4.04% TRASH 4,015,663 4,124,261 4,124,261 4,243,768 119,507 2.90% PEG ACCESS CABLE 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 19,791,499 20,406,618 20,407,301 20,789,272 382,654 1.88% GRAND TOTAL ALL FUNDS 186,604,324 194,581,673 200,106,817 202,656,314 8,074,642 4.15% Inc/Decr FY25 vs. FY24 Budget ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 75 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget GENERAL GOVERNMENT: CITY COUNCIL Legislative 250,288 253,607 258,230 258,300 4,693 1.85% MAYOR Executive 697,454 573,898 703,862 703,862 129,964 22.65% FINANCE/AUDITING Accounting 472,754 522,485 606,559 590,754 68,269 13.07% PURCHASING Purchasing 181,593 209,137 216,677 213,594 4,457 2.13% Fixed Costs 29,589 39,181 39,181 39,181 - 0.00% ASSESSORS Board of Assessors 415,672 436,932 460,653 449,138 12,206 2.79% TREASURER Treasury Services 414,983 415,009 431,194 425,622 10,613 2.56% COLLECTOR Tax Collections 268,514 278,974 283,183 283,183 4,209 1.51% SOLICITOR Legal Services/Licensing 456,204 571,887 593,960 593,210 21,323 3.73% HUMAN RESOURCES Personnel 850,864 587,613 1,053,214 1,053,214 465,601 79.24% 0 - - Information Technology IT 841,680 894,546 814,220 814,220 (80,326) -8.98% Fixed Costs 874,261 860,750 975,750 960,745 99,995 11.62% CITY CLERK Record Maintenance 352,225 364,119 378,739 374,162 10,043 2.76% ELECTION/REGISTRATION Voting 348,433 304,826 321,527 313,847 9,021 2.96% ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 76 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget CONSERVATION Active/Passive Conservation 28,495 31,679 37,183 33,743 2,064 6.52% PLANNING BOARD Subdivision, Planning & Zoning 31,129 37,463 38,489 38,489 1,026 2.74% APPEALS, BOARD OF Zoning Appeals 1,200 1,200 1,200 1,200 - 0.00% PLANNING Planning & Community Development 714,865 736,774 871,038 820,846 84,072 11.41% PUBLIC PROPERTY Public Prop-Fixed Costs 684,431 714,372 738,950 730,950 16,578 2.32% TRANSPORTATION General Operations 1,505,091 1,610,539 1,820,919 1,695,134 84,595 5.25% MARKET AND TOURIST COMM. Tourist Promotion 314,521 312,050 309,550 309,550 (2,500) -0.80% RESILIENCY AND SUSTAINABILITY Climate Change Initiatives Coordination 208,896 272,323 292,732 260,631 (11,692) -4.29% TOTAL GENERAL GOVERNMENT 9,726,875 10,175,114 11,247,010 10,963,574 788,460 7.75% PUBLIC SAFETY: POLICE Citizen Protection 11,991,462 12,803,232 13,147,284 13,107,284 304,052 2.37% FIRE Fire Suppression 9,994,026 10,497,626 10,844,768 10,610,705 113,079 1.08% PUBLIC PROPERTY/BLDG INSP Building/Plumbing/Gas Inspection 695,235 785,312 870,859 819,646 34,334 4.37% ELECTRICAL Electrical Inspection & Maintenance 764,512 882,391 987,654 939,656 57,265 6.49% HARBORMASTER Harbormaster 389,320 433,946 441,558 439,407 5,461 1.26% TOTAL PUBLIC SAFETY 23,733,518 25,402,507 26,292,124 25,916,698 514,191 2.02% ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 77 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget EDUCATION : City Public Schools 68,747,963 71,154,142 71,154,142 74,592,616 3,438,474 4.83% TOTAL EDUCATION 68,747,963 71,154,142 71,154,142 74,592,616 3,438,474 4.83% PUBLIC WORKS & FACILITIES: PUBLIC SERVICES Public Services-General/Park/Open Space/Cem 3,657,265 3,808,220 3,894,437 3,822,836 14,616 0.38% Snow and Ice 1,724,126 458,935 458,935 458,935 - 0.00% ENGINEERING Engineering-General Admin 171,590 186,965 206,346 145,174 (41,791) -22.35% TOTAL PUBLIC WORKS & FACILITIES 4,321,670 4,454,120 4,559,718 4,426,945 (27,175) -0.61% HUMAN SERVICES: HEALTH, BOARD OF Administration & Support 613,795 721,614 785,055 752,656 31,042 4.30% COUNCIL ON AGING Administration & Support 578,192 676,046 690,269 676,211 165 0.02% VETERANS AGENT Administration & Support 515,813 553,723 566,888 558,025 4,302 0.78% TOTAL HUMAN SERVICES 1,854,468 1,951,383 2,042,212 1,986,892 35,509 1.82% CULTURAL & RECREATIONAL LIBRARY Administration & Support 1,471,261 1,606,751 1,668,205 1,665,740 58,989 3.67% ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 78 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget RECREATION Administration & Support 768,684 976,952 989,135 987,111 10,159 1.04% Golf Course 602,196 657,722 699,684 687,306 29,584 4.50% Witch House 249,113 324,221 343,698 343,299 19,078 5.88% Pioneer Village 24,004 26,900 26,980 26,980 80 0.30% Winter Island 261,863 309,373 338,142 326,042 16,669 5.39% Charter Street Cemetery 167,393 208,533 210,842 210,804 2,271 1.09% HISTORICAL COMMISSION Historic Preservation 33,093 36,461 44,745 39,536 3,075 8.43% TOTAL CULTURAL & RECREATIONAL 3,737,537 4,146,913 4,321,431 4,286,818 139,905 3.37% DEBT SERVICE: Long Term Debt 7,646,137 8,560,828 8,858,153 8,755,889 195,061 2.28% Short Term Debt 575,383 280,503 305,852 251,372 (29,131) -10.39% TOTAL DEBT SERVICE 8,301,659 8,841,331 9,164,005 9,007,261 165,930 1.88% ASSESSMENTS: Essex NS Agricultural & Vocational School 2,599,910 2,565,518 2,430,076 2,430,076 (135,442) -5.28% State Assessments (Budgeted from RECAP) 10,092,708 10,352,002 10,866,851 10,883,575 531,573 5.13% TOTAL ASSESSMENTS 12,349,366 12,917,520 13,296,927 13,313,651 396,131 3.07% EMPLOYEE BENEFITS: Contributory Retirement 14,195,757 14,930,794 15,762,988 15,734,481 803,687 5.38% Non-contributory Pensions 9,530 10,625 10,625 10,625 - 0.00% Workmen's Compensation 520,372 556,660 561,660 410,806 (145,854) -26.20% Unemployment Compensation 99,864 200,000 220,000 220,000 20,000 10.00% Group Insurance 15,253,616 16,949,561 18,605,282 18,605,282 1,655,721 9.77% Medicare 1,404,554 1,382,574 1,465,528 1,465,528 82,954 6.00% TOTAL EMPLOYEE BENEFITS 33,016,269 34,030,214 36,626,083 36,446,722 2,416,508 7.10% MUNICIPAL INSURANCE : Municipal Insurance 419,049 335,397 345,865 345,865 10,468 3.12% TOTAL Municipal Insurance 373,500 335,397 345,865 345,865 10,468 3.12% BUDGET TRANSFERS OUT OF GF Retirement Stabilization & CIP Transfer 650,000 650,000 650,000 580,000 (70,000) -10.77% TOTAL Budget Transfers Out of GF 650,000 650,000 650,000 580,000 (70,000) -10.77% GENERAL FUND TOTAL 166,812,825 174,175,055 179,699,516 181,867,042 7,691,987 4.42% ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 79 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget ENTERPRISE FUNDS SEWER : Sewer - Public Services 518,526 711,444 726,411 726,409 14,965 2.10% Sewer - Engineering 1,245,286 1,217,396 1,233,905 1,231,040 13,644 1.12% Long Term Debt 1,984,963 1,722,592 1,751,813 1,751,813 29,221 1.70% Short Term Debt 765 51,414 55,256 55,256 3,842 7.47% SESD Assessment 4,791,805 4,731,615 4,644,596 4,644,596 (87,019) -1.84% Sewer - Insurance Deduction 16,297 10,000 10,000 10,000 - 0.00% TOTAL SEWER 8,348,323 8,444,461 8,421,981 8,419,114 -25,347 -0.30% WATER : Water-Public Services 633,085 766,569 784,070 784,069 17,500 2.28% Water-Engineering 839,245 952,296 1,020,180 1,017,315 65,019 6.83% Long Term Debt 2,226,842 2,333,167 2,401,729 2,401,729 68,562 2.94% Short Term Debt 1,679 72,278 79,415 79,415 7,137 9.87% SBWS Assessment 2,906,306 3,017,336 3,147,612 3,147,612 130,276 4.32% Water - Insurance Deduction 5,487 5,000 5,000 5,000 - 0.00% TOTAL WATER 6,736,263 7,146,646 7,438,006 7,435,140 288,494 4.04% Solid Waste : Solid Waste - Engineering 4,040,210 4,124,261 4,662,149 4,243,768 119,507 2.90% TOTAL TRASH 4,015,663 4,124,261 4,662,149 4,243,768 119,507 2.90% PEG Access : Access Cable 584,611 691,250 691,250 691,250 - 0.00% TOTAL TRASH 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 19,791,500 20,406,618 21,213,385 20,789,272 382,654 1.88% GRAND TOTAL ALL FUNDS 186,604,325 194,581,673 200,912,900 202,656,314 8,074,641 4.15% ---PAGE BREAK--- Budget Overview All Funds FY 2025 Operating Budget Summary & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 80 ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY 2023 FY2024 FY 2025 FY 2025 Amount Percentage Inc/Decr FY25 vs. FY24 Budget PERSONNEL & NON-PERSONNEL SUMMARIES City Personnel 66,745,970 70,459,525 74,762,778 74,195,907 3,736,382 5.30% Non-Personnel 31,318,892 32,303,917 33,782,596 33,078,519 774,603 2.40% Total City 98,064,862 103,020,913 108,545,374 107,274,426 4,253,513 4.13% Schools Personnel 54,589,984 56,587,337 58,433,458 58,433,458 1,846,121 3.26% Non-Personnel 14,157,979 14,566,805 16,159,158 16,159,158 1,592,354 10.93% Total School 68,747,963 71,154,142 74,592,616 74,592,616 3,438,474 4.83% TOTAL General Fund 166,812,825 173,917,583 183,137,990 181,867,042 7,949,459 4.57% Sewer Personnel 715,128 716,365 741,726 738,861 22,496 3.14% Non-Personnel 6,695,449 7,728,096 7,680,255 7,680,253 (47,843) -0.62% 8,348,323 8,444,461 8,421,981 8,419,114 -25,347 -0.30% Water Personnel 770,638 771,365 798,376 795,511 24,146 3.13% Non-Personnel 5,185,049 6,375,281 6,639,630 6,639,629 264,348 4.15% 6,736,263 7,146,646 7,438,006 7,435,140 288,494 4.04% Solid Waste Personnel 80,563 83,426 124,179 120,873 37,447 44.89% Non-Personnel 3,941,035 4,040,835 4,537,970 4,122,895 82,060 2.03% 4,021,598 4,124,261 4,662,149 4,243,768 119,507 2.90% TOTAL Enterprise Fund 19,106,184 19,715,368 20,522,136 20,098,022 382,654 1.94% GRAND TOTAL All Funds 185,919,009 193,632,951 203,660,126 201,965,064 8,332,113 4.30% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Proposed Operating Budget - All Funds FY 2025 Proposed Operating Budget - General Fund General Government 5.16% Public Safety 13.08% Public Works & Facilities 2.29% Human Services 1.02% Cultural & Recreational 2.11% Debt Service 4.55% Assessments 6.60% Employee Benefits 17.52% Education - Public Schools 36.64% Sewer 4.35% Water 3.68% Trash 2.12% Other 0.86% General Government 5.77% Public Safety 14.62% Public Works & Facilities 2.56% Human Services 1.14% Cultural & Recreational 2.36% Debt Service 5.09% Assessments 7.37% Employee Benefits 19.58% Education - Public Schools 40.94% Other 0.57% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Proposed Operating Budget - General Fund Personnel and Expenses Other Budgeted Items Voted by Council Retirement Stabilization Trust Fund – Included in General Fund Budget This trust fund was established in FY2009 in accordance with Massachu- setts General Law – Chapter 46 sections 14 and 50 and Chapter 140 sec- tions 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. In FY2025 the budget in the general fund to be transferred to the Retire- ment Stabilization Trust Fund is $500,000. We may also transfer free cash at the end of FY2024 into this fund to cover retirements. Salem 2026 – 400 Anniversary Fund– Included in General Fund Budget In FY2014 the Mayor established a special revenue fund to help fund the City’s 400th anniversary celebration. We budgeted $80,000.00 this year to help prepare for events in 2026. Revolving Funds – Separate Vote - Not in Budget The Revolving Funds are submitted to the City Council as a separate order as a supplemental part of the annual budget process. Revolving funds are voted pursuant to the provisions of Massachusetts General Law Chapter 44, Section 53E ¾. Expenditures from these funds shall not exceed the amount of the funds received in the respective funds or the budget amount voted by council. A complete explanation of revolving funds can be found at http://www.mass.gov/legis/laws/mgl/44-53e.5.htm. A complete listing of all revolving accounts voted by council can be found in the following pages. City & School Personnel 73.05% City & School Non-Personnel 26.95% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Revolving Funds - Overview & Detail A departmental revolving fund is a place to set aside revenue received, through fees and charges, for providing a specific service or program. The revenue pool is, in turn, a source of funds available to use by a department without further appropriation to support the particular service or program. Most frequently, cities and towns create general departmental revolving funds under M.G.L. Ch. 44 Sec. 53E¾ (see below). The fund is created with an initial city council or town meeting authorization that identifies which department’s receipts are to be credited to the revolving fund and specifies the program or purposes for which money may be spent. It designates the department, board or official with authority to expend the funds and places a limit on the total amount of the annual expenditure. To continue the revolving fund in subsequent years, annual approval of a similar article is necessary. Managers are also required, each year, to report on the fund and program activities. MGL - Section 53 E ¾ Notwithstanding the provisions of section fifty-three, a city or town may annually authorize the use of one or more revolving funds by one or more municipal agency, board, department or office which shall be accounted for separately from all other monies in such city or town and to which shall be credited only the departmental receipts received in connection with the programs supported by such revolving fund. Expenditures may be made from such revolving fund without further appropriation, subject to the pro- visions of this section; provided, however, that expenditures shall not be made or liabilities incurred from any such revolving fund in excess of the balance of the fund nor in excess of the total authorized expenditures from such fund, nor shall any expenditures be made unless approved in accor- dance with sections forty-one, forty-two, fifty-two and fifty-six of chapter forty-one. Interest earned on any revolving fund balance shall be treated as general fund revenue of the city or town. No revolving fund may be established pursuant to this section for receipts of a municipal water or sewer depart- ment or of a municipal hospital. No such revolving fund may be established if the aggregate limit of all revolving funds authorized under this section exceeds ten percent of the amount raised by taxation by the city or town in the most recent fiscal year for which a tax rate has been certified under sec- tion twenty-three of chapter fifty-nine. No revolving fund expenditures shall be made for the purpose of paying any wages or salaries for full time employees unless such revolving fund is also charged for the costs of fringe benefits associated with the wages or salaries so paid; provided, however, that such prohibition shall not apply to wages or salaries paid to full or part-time employees who are employed as drivers providing transporta- tion for public school students; provided further, that only that portion of a revolving fund which is attributable to transportation fees may be used to pay such wages or salaries and provided, further, that any such wages or salaries so paid shall be reported in the budget submitted for the next fis- cal year. A revolving fund established under the provisions of this section shall be by vote of the annual town meeting in a town, upon recommendation of the board of selectmen, and by vote of the city council in a city, upon recom- mendation of the mayor or city manager, in Plan E cities, and in any other city or town by vote of the legislative body upon the recommendation of the chief administrative or executive officer. Such authorization shall be made annually prior to each respective fiscal year; provided, however, that each authorization for a revolving fund shall specify: the programs and purposes for which the revolving fund may be expended; the depart- mental receipts which shall be credited to the revolving fund; the board, department or officer authorized to expend from such fund; a limit on the total amount which may be expended from such fund in the ensuing fiscal year; and, provided, further, that no board, department or officer shall be authorized to expend in any one fiscal year from all revolv- ing funds under its direct control more than one percent of the amount raised by taxation by the city or town in the most recent fiscal year for which a tax rate has been certified under section twenty-three of chapter fifty-nine. Notwithstanding the provisions of this section, whenever, during the course of any fiscal year, any new revenue source becomes avail- able for the establishment of a revolving fund under this section, such a fund may be established in accordance with this section upon certification by the city auditor, town accountant, or other officer having similar duties, that the revenue source was not used in computing the most recent tax levy. In any fiscal year the limit on the amount that may be spent from a revolv- ing fund may be increased with the approval of the city council and mayor in a city, or with the approval of the selectmen and finance committee, if any, in a town; provided, however, that the one percent limit established by clause of the third paragraph is not exceeded. The board, depart- ment or officer having charge of such revolving fund shall report to the annual town meeting or to the city council and the board of selectmen, the mayor of a city or city manager in a Plan E city or in any other city or town to the legislative body and the chief administrative or executive officer, the total amount of receipts and expenditures for each revolving fund under its control for the prior fiscal year and for the current fiscal year through December thirty-first, or such later date as the town meeting or city council may, by vote determine, and the amount of any increases in spending authority granted during the prior and current fiscal years, together with such other information as the town meeting or city council may by vote require. At the close of a fiscal year in which a revolving fund is not reauthorized for the following year, or in which a city or town changes the purposes for which money in a revolving fund may be spent in the following year, the balance in the fund at the end of the fiscal year shall revert to surplus reve- nue unless the annual town meeting or the city council and mayor or city manager in a Plan E city and in any other city or town the legislative body vote to transfer such balance to another revolving fund established under this section. ---PAGE BREAK--- Budget Overview All Funds Revolving Funds - Overview & Detail FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 84 The director of accounts may issue guidelines further regulating revolving funds established under this section. ---PAGE BREAK--- Budget Overview All Funds Revolving Funds - Overview & Detail FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 85 Revolving Funds FY 2025 FY 2025 Revolving Fund Dept. Fund Name Fund # Programs & Purposes Type of Receipts Credited Authorization for Spending FY 2025 Budget Request Maximum Annual Expenditures COA COA Programs 2374 To defray program costs including instructors, presenters, entertainment, decorations, food, etc. Revenues and fees charged for programs COA Director and Mayor 40,000.00 Electrical Telecom 2376 To fund public information technology, telecommunication and electrical initiatives and projects Application fees and rental revenue from telecommunications attachments pursuant to sections 12-125 and 12-170 of the City Ordinances City Electrician and Mayor 50,000.00 Fire R/A Local Emergency Planning Comm 2433 Training and special equipment needed to resopnd to hazardous materials incidents per CH 21E Fees charged to persons spilling or releasing hazardous materials Fire Chief and Mayor 40,000.00 Fire R/A Confined Space Drills 2449 Confined space training for Firefighters. Fee charged to Dominion Power Plant to cover OT costs for Firefighter Confined Space Drill training. Fire Chief and Mayor 0.00 Harbormaster R/A WI STORAGE 2368 To Fund Capital items for Harbormaster,maintenance costs of equipment and maritime access projects. Fees charged for Boat and Float Storage at Winter Island and Kernwood Marina Harbormaster and Mayor 85,000.00 Health Dept Health Clinics 2364 To support vaccination program and other Health Promotion activities of the Health Department Reimbursements from vaccination programs Health Agent and Mayor 20,000.00 Mayor Special Events 2361 To cover expenses for Fireworks, bands, portable potties and other unanticipated expenditures Revenue from RFP's for services from vendors, and from misc sponsorships. Mayor 275,000.00 Recreation Winter Island Store 2362 To increase and replenish store inventory as needed and to enhance and maintain Winter Island Store & Facilities. Revenue from sale of inventory/services at Winter Island. Recreation Director and Mayor 40,000.00 Recreation Proctor's Ledge 2384 For Maintenance of Proctor's Ledge site Revenue of 25 cents from the sale of each ticket at the Witch House. Recreation Director and Mayor 12,000.00 Recreation Road Race Fees 2385 For Park Maintenance Field rental fees and five percent of race and event registration fees. Recreation Director and Mayor 35,000.00 Recreation Dog Park 2435 Renovations and Maintenance of Dog Park at Leslie's Retreat Park. Fee charged for pass to use dog park (pooch pass). $25. annually for pass. Recreation Director and Mayor 5,000.00 Recreation Park & Rec Public Access 2452 To be used for the operation and maintenance of Winter Island and McCabe Marina Parking and launch fees charged at McCabe Marina & Winter Island Recreation Director and Mayor 50,000.00 Recreation Salem Willows Meters 2459 Renovations and Maintenance of Willows Park. Money generated from Willows Meters Recreation Director and Mayor 50,000.00 Recreation Witch House 2499 To support Salem Award committee and the Salem Witch Trial Memorial 25 cent to tickets beginning in May 2009 Recreation Director and Mayor 10,000.00 Planning & Community Development Old Town Hall 2373 Maintenance costs of old town hall Rental revenue of old town hall Director of Planning and Mayor 85,000.00 Planning & Community Development Derby Square/Artists' Row 2375 Improvements for Derby Square and Artists' Row including outdoor furniture, signage, lighting, public art, marketing and stipends for performers Vendor fees from Derby Square Flea/Salvage Art Market, Rent and Vendor Fees at Artists Row Director of Planning and Mayor 50,000.00 Planning & Community Development Solar Renewable Energy Cert 2377 To be used for City projects or programs that reduce utility costs, use, and/or emissions. This would include personnel costs associated with municipal programs that generate the credits. Credits or payments received for City projects or programs that specifically result in redution in utility costs, use or emissions Director of Planning and Mayor 400,000.00 Planning & Community Development Charlotte Forten NEW Utiity costs and maintenance costs for Charlotte Forten Park Revenue from programming contract, vendor fees, event rentals Director of Planning and Mayor 20,000.00 Planning & Community Development Salem Ferry/Salem Wharf Operational 2453 Fund operational costs of the Salem Ferry and operating, maintenance, capital repairs, security, utilities related to Salem Wharf Fees received during the season for leasinng of the Salem Wharf, MBTA Salem Passes, and fuel reimbursements Director of Planning and Mayor 500,000.00 Department of Transportation Bike Sharing 2383 To receive and expend revenue from bike share program for system operation and promotion Revenue from rentals and annual memberships Director of Transportation and Mayor 50,000.00 Insp Services Abandoned Prop Maint 2371 To maintain abandoned and foreclosing residential and commercial properties Registration fees ($300.00) for vacant and/or forclosing residential propreties. Inspectional Services Director and Mayor 85,000.00 Public Services Tree Replacement Fun New 2330 To replace trees removed during construction as directed by the Tree Warden or Planning Board Revenue from contributions per the Tree Ordinance or Planning Board decision Director of Public Services And Mayor 30,000.00 Engineering Traffic Island 2439 Projects related to City beautification events including Traffic Island, Beautification, and special events Primarily from: Traffic Island Sponsorships, Special Events Revenues, Event and Beautification effort sponsors City Engineer and Mayor 20,000.00 Treasurer Tax Title 2388 Costs incurred for legal fees associated with tax title process Any fees, charges and costs incurred under sections 15, 55, 62, 65, 68 or 79 of M.G.L. Chapter 60 and collected upon the redemption of tax titles and sales of real property acquired through foreclosures of tax titles Treasurer and Mayor 40,000.00 ---PAGE BREAK--- Budget Overview All Funds Revolving Funds - Overview & Detail FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 86 ---PAGE BREAK--- Budget Overview-School ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Salem Public Schools - FY 2025 Budget Salem Public Schools FISCAL YEAR 2025 RECOMMENDED BUDGET ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 89 School Committee MAYOR DOMINICK PANGALLO, CHAIRPERSON MANNY CRUZ, VICE CHAIRPERSON MARY MANNING VERONCA MIRANDA BETH ANNE CORNELL AMANDA CAMPBELL AJ HOFFMAN ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 90 Leanne Smith, Early Childhood Center Susan Faria-Smith, Bates Elementary School Elizabeth Rogers, Bentley Academy Innovation School Lauren Weaver, Carlton Innovation School Jill Tully, Horace Mann Laboratory School Susan Carmona, Heights Elementary School Bethann Jellison, Saltonstall K-8 School Gavin Softic, Collins Middle School Glenn Burns, Salem High School Lisa O’Neill, Acting Principal, Salem Prep High School Jamaal Camah, New Liberty Innovation School School Administrators Zissis Alepakis, Director of Buildings and Grounds Maureen Branconnier, Director of Out of District Placements Eliza Cassella, Director of SEL, Culture and Climate Vanessa Fagundes, Transportation Supervisor André Fonseca, Director of Multilingual Learner Education Sonia Lowe, Director of Curriculum, Instruction, and Assessment, Grades 6-12 Taylor MacDonald, Director of Extended Academics & Enrichment Services Jane Morrissey, Director of Nursing and Health Services Irvelt Perrin, Director of Food and Nutrition Services Mia Riccio, Director of MTSS District Administrators M. Kate Carbone, Deputy Superintendent Elizabeth Pauley, Assistant Superintendent, Finance & Operations Jen Doucette-Ly, Executive Director of Special Education Ellen Wingard, Executive Director of Student Services Marc LeBlanc, Executive Director of Instructional Technology Chris O’Donnell, Director of Communications Laura Assade, Director of Diversity, Equity, Inclusion & Engagement Dr. Jill Conrad, Director of Human Resources Dr. Kimberly Talbot, Executive Director of Academics District Executive Team Stephen K. Zrike, Ed.D. Superintendent Special thanks to Marcie Glick, Nichole Hagstrom,Jennifer Gariepy, Marc LeBlanc, Kathy Marino, MIndy Marino, Kayleigh Murray, Camila Salazar, and Meredith Vargas for their technical expertise,creative and analytical efforts, and overall assistance in developing the budget and this budget book. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 91 Table of Contents ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 92 Table of Contents ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 93 Table of Contents ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 94 Equity Opportunity Salem Public Schools FY25 Budget Book I 06 Our Values Belonging We believe all members of our community are valued and that our relationships are built on empathy and respect. We believe in promoting social justice to ensure an inclusive school community where all members are empowered and engaged. We believe all students should receive a personalized experience to achieve academic success, find joy in their learning, and have multiple choices for their post-secondary plans. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 95 Salem Public Schools FY25 Budget Book I 07 Priorities Build and maintain a district-wide culture of universally high academic expectations for every learner. Priority One: Elevate Learning Make the Salem Public Schools an inclusive district where student-centered, innovative, and highly-effective educators want to work, grow and stay. Priority Two: Empower Educators Build joyful, welcoming, and supportive school communities. Priority Three: Center Belonging Develop consistent, reliable systems and structures to disrupt inequities and support the work of the district. Priority Four: Strengthen Our Foundation ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 96 Mission Vision Salem Public Schools FY25 Budget Book I 08 Mission & Vision Salem Public Schools is a diverse and welcoming community that promotes the academic, social, emotional, and physical development of each student through the equitable delivery of challenging, relevant, and joyful learning experiences. We empower all students to chart a personalized path to success that includes a commitment to the common good. All students will be locally engaged, globally connected, and fully prepared to thrive in a diverse and changing world. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 97 Equity is a core value within the Salem Public Schools. We support each student's unique path to achieving high standards regardless of ethnicity, race, color, economic status, national origin, age, abilities, religion, parental or immigration status, political beliefs, sex, sexual orientation, language, gender identity, or gender expression. Valuing equity means that we: Reflect and embrace the greater diversity of our students and families Recognize that systems of oppression marginalize some populations and suppress some voices Bear a collective responsibility to recognize, interrupt, and transform educational inequities Champion access and inclusion for all students/families/staff Allocate resources so that the students/families/staff who need the most get the most Work to be an anti-racist and culturally responsive community Create a more just and equitable world for all our students. Equity Statement Salem Public Schools FY25 Budget Book I 09 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 98 I am pleased to share the Salem Public Schools’ (SPS) recommended budget for the 2025 fiscal year. The recommended budget of $74,592,616 represents an increase of 4.83% from FY2024, a larger than average annual increase. We are grateful to Mayor Pangallo, the School Committee, and the City of Salem for their support and partnership on behalf of our students. A budget is a statement of values, and this budget is no exception. We built this budget with our strategic priorities in mind: elevate learning, empower educators, center belonging and strengthen our foundation. We believe it will enable us to create a culture of belonging for all students that allows them to be locally engaged, globally connected, and fully prepared to thrive in a diverse and changing world. This budget reflects a complex funding landscape. First, we are pleased to share that our student enrollment has grown, reflecting a recent trend. This increases the funding available to the district and expands the cultural wealth in our community. We are grateful to our staff and our schools for welcoming new families to our community. Simultaneously, we are losing significant relief funding: pandemic relief known as ESSER, is ending. The district received almost $15 million over the last four years and that has allowed us to meet student needs by expanding or introducing innovative strategies and programs. We now must choose which of the important ESSER investments can be added to the budget. To preserve some of the critical ESSER functions, including Pre-K classrooms and behavior specialists, to expand staffing in areas where enrollment is growing, including multilingual learning and special education, and to preserve our ability to pay competitive salaries for our employees, this budget includes right sizing - in staff and programs. We have recommended reducing investments in areas of declining enrollment or places with staffing levels that were based on larger historic enrollments, resulting in the recommended elimination of school- and central office-based positions. Non-personnel expenses are increasing, especially in transportation, utilities, and out-of-district placements for students with disabilities. Our personnel costs and rapidly increasing non- personnel expenses are outpacing our annual appropriation. As a result, we have a structural deficit and are proposing to close our gaps by relying on one-time reserve funds to balance this budget. We do so knowing that cuts will need to be made next year, but that additional time and analysis will be needed in order to mitigate the impact and to make needed cuts equitably. As always, I want to extend my gratitude to the community that comprises the Salem Public Schools - students, families, educators, and Salem taxpayers. I am confident that our collective efforts will provide Salem’s young people with the first- class education they deserve. -Stephen Zrike Superintendent’s Message Salem Public Schools FY25 Budget Book I 10 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 99 Budget Summary Salem Public Schools FY25 Budget Book I 11 The pages that follow provide a detailed description of the Salem Public Schools’ proposed $74,592,616 FY25 budget, a budget designed to prioritize equity and opportunity while best advancing learning and well-being for each of the more than 3800 students. This proposed budget reflects a 4.83% increase above the current year’s budget, an increase that is higher than the average annual budget increases for the Salem Public Schools We believe this budget will allow us to advance our strategic priorities: elevate learning, empower educators, center belonging, and strengthen our foundation. Developing this year’s budget was a challenge. As always, the largest investment is in personnel: the nearly 1,000 hard-working staff members who advance our goals and work to help students succeed every day. Personnel is nearly 80% of the budget so changes to compensation are a large part of the budget. Currently, Salem Public Schools is negotiating its collective bargaining agreements with our largest employee unions: the Salem Teachers Union and the Paraprofessional and Support Related Personnel Union. These employees comprise 73% of our employees and 82% of our personnel budget. We could not do our work without them, yet the timing of the contract negotiations presents an important budgeting consideration; having recently begun negotiations, compensation increases for the majority of our employees are unknown at this time. We will continue to work closely with the School Committee and the City of Salem to ensure that when the contract is settled, the Salem Public Schools is able to meet our commitments. Another challenge within this budget is the sunsetting of the pandemic relief known as ESSER. Salem received almost $15 million in funds between 2021-2024 to help children recover from pandemic-related trauma. These funds were used for the safe reopening of schools in the early days of the pandemic, including HVAC supplies, personal protective equipment, and technology. Later, ESSER funds were used to support investments to help students recover and thrive, including behavior specialists, extra paraprofessionals, tutoring, summer programming, pre-Kindergarten expansion, and more. Altogether, more than 60 positions were funded through ESSER. With the conclusion of this funding, the Salem Public Schools has proposed to keep those ESSER investments that have been identified by schools and the community as critical to student success. Among these are continued funding for behavior specialists, building-based substitutes, and Pre-K. This has added 22 previously grant-funded positions onto the general fund. This budget proposal also prioritizes expanding investments in areas in which student enrollment is growing, especially among our multilingual learners and students with disabilities. An additional 10 new positions have been added to sustain or expand pre- kindergarten, kindergarten, special education and multilingual services. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 100 Budget Summary Salem Public Schools FY25 Budget Book I 12 In all, 32 new positions, totaling $1,379,690 have been added to the general fund for FY25. These positions are offset by personnel adjustments in other areas. Swaps are proposed to sustain or add eighteen high-priority positions, including behavior specialists (which are being re-imagined as engagement specialist positions), and Library/Digital Learning Specialists. Twenty-two ESSER funded positions, primarily part-time tutors and lunch paraprofessionals are being discontinued, and one other previously grant funded position, representing $372,058.00. Another 16 general fund positions are being eliminated representing $923,424. The cost savings from these changes are less than what is being added to the operating budget, however, so the net impact on the general fund budget will be to add $456,266.00 for personnel costs, not including the additional increased personnel costs for school employees that are carried on the city side of the budget, such as health insurance for school employees. In addition to the personnel challenges this year, Salem’s non-personnel expenses are increasing rapidly. Costs including transportation, utilities, and special education tuition costs are large cost drivers to the annual budget, and this is especially true in FY25. Non- personnel expenses are increasing by roughly 17%. Transportation costs are increasing for students experiencing homelessness and for students with disabilities. The population of students experiencing homelessness has grown dramatically in the last several years: in January 2024, there were 96 more students experiencing homelessness than there were in January 2023, and 142 more than in January of 2022. In FY24, Salem received supplemental funding from the state for students being sheltered at Salem State University’s former dorms at South Campus, which has offset the costs of transporting students. The enrolled students are now counted in our state funding calculations, and there is no reason to expect that supplemental funding will continue. This will lead to an increase in transportation costs - the general fund costs are expected to rise from $800,000 in FY24 to $1.1 million in FY25, a 37.5% increase. Transportation rates for students who enroll in special education schools outside of the Salem Public Schools have remained the same for almost eight years and though the rates will increase in FY25, we are budgeting for a level budget ($1,105,650). We believe we can realize some savings through regional collaboration that will minimize the costs of the 25 vehicles that transport our students daily. In-district special education transportation will increase by $243,232 because we have added 2 additional vehicles and because the cost of bus monitors is increasing. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 101 Budget Summary Salem Public Schools FY25 Budget Book I 13 Other transportation costs will also increase. The cost for bus monitors on all regular day bus routes is projected to increase by 46%; combined with our contractual increases, our transportation costs will increase by $357,000. Special education tuition for students going out of district is projected to increase by $1,969,297. This is due to rising tuition rates (depending on the placement, between 4.69%-14% this year) and an increase in the number of students going out of district (an increase of 10 students over the last year for a total of 65). While these numbers are still lower than our pre-pandemic high of 93 students going out of district, it represents a growth of 15 students since 2021. It is Salem’s legal and moral obligation to serve all students and we are required and committed to meet those obligations. The City of Salem purchases its electricity supply under a fixed contracted rate. The current contract, which has saved the city and schools $869,634 in calendar year 2023 compared to the National Grid basic rate, will expire in December 2024. The city has negotiated a new supply rate that will be roughly 20% more, but which will still provide approximately $630,000 in savings compared to the National Grid basic rate. This contract also increases the percentage of MA Class I RECS in our electricity supply, an important goal for the city’s climate action plan. Since the increase will apply to only half of the year, total electricity expenses will increase by around 10%. Our electricity budget will be $1,270,040 in FY25. In FY26, we will need to budget for the full increase. Last, insurance costs are increasing. Salem Public Schools pays for accident and workplace safety insurance and we are budgeting for an increase, and a total budget line of $845,000. Health insurance for employees, which is not a cost that is included in the schools’ budget but is a cost that is funded by the City of Salem, will increase by 9.5%. That affects the schools’ budget because some of the funds available from the city to support the schools will need to absorb these rising insurance costs. Because of these rising costs, we are balancing the budget through a combination of position changes and the limited use of reserve funds. We are proposing to use $1,450,000 from reserves, which equals half of the funds from the school choice reserve, and 32 percent of the special education circuit breaker reserve as part of the path to balancing this budget. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 102 Budget Summary Salem Public Schools FY25 Budget Book I 14 While the use of reserves and one-time funding to cover the gap between costs and the annual budget appropriation is ideally limited when developing a budget, this year it feels as though this is a necessary option. The Salem Public Schools budget includes a structural gap between operating costs and funding of over $3 million. This imbalance has been built over time and to fully eliminate it in one year would necessitate dramatic cuts in mission critical staffing levels that would significantly alter the student experience. We believe using a portion of our reserves is the best option to prevent this. Salem is not alone in this challenge; many school districts are facing similar challenges. Inflation and rising costs are sharply outpacing the state’s funding formula. We are hopeful that the state will find a solution by increasing the inflation increment in the funding formula. Until then, this reliance on one-time reserve funds to close this year’s budget gap is necessary, but we are also mindful that will likely create a larger budget gap for next year. However, tackling a structural deficit like this one, which was built over time, will require time, planning, and collective thinking. Without broad input and a longer-term strategy to structure the district to best meet student needs, cutting at the level required by this year’s gap at one time would be irresponsible. In the near term, this budget will be balanced by reserves but it is imperative that the district and the city begin planning for ways to manage personnel and non-personnel expenses for FY26. Hard choices lie ahead. As soon as this budget is approved, we must engage in active analysis about how to fund the FY26 budget while continuing to prioritize student success and remaining true to our values of equity, belonging and opportunity. The looming financial choices are difficult ones, and we will continue to engage in partnership with staff, families, students and elected officials to realize the goals in our shared strategic plan so that we can continue to work together to ensure student success. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 103 This budget book looks different than in years past, less text & more graphics. We hope this will increase transparency and make the information more accessible. Please send feedback to: [EMAIL REDACTED] Salem Public Schools FY25 Budget Book I 15 About this budget book.. The pages that follow describe the work of the Salem Public Schools, and the budget that supports it. This budget’s first purpose is for the School Committee and City Council to review & approve the planned uses of our $74,592,616 appropriation. We also prepare it for the Salem community - including students, staff, and families - to understand the costs & choices that are built into the budget that will support our work in FY25 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 104 Increasing by 17% Rising fixed costs A reserve fund for salary changes 74% +4.83% 26% 976 full-time & part-time permanent employees 2% COLA for non-union employees 2.75% COLA for AFSCME & SAA unions Salem Public Schools FY25 Budget Book I 16 FY25: At A Glance Personnel: $59,510,737.76 Non-Personnel: $20,648,158.74 Position Changes Total Appropriation: $74,592,616 Highlights PreK: preserving & expanding Pre-K Libraries: expanding digital learning & library staff Maintaining Essential ESSER positions: behavior specialists & building subs Investing in educators: expanding multilingual learning & special education staff 16 positions eliminated from the general fund 22 grant funded positions ending 33 positions added: 10 new & 23 previously grant funded +$456,266.00 added to the budget Expanding the middle school pilot experience Expanding our investment in Unified Sports ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 105 Electricity costs will increase by ~10% in December due to a new supply contract rate of $0.12343 per kilowatt hour (up from $0.9251/kWh). In FY26 this will be a 20% increase. Insurance: Student accident & workplace safety insurance will increase by 3% Salem Public Schools FY25 Budget Book I 17 28% of students have an Individualized Education Plan (IEP) 5% increase in students with disabilities since last year Growing numbers of students with Autism 65 students need out-of-district placements (+10 since SY22-23); tuition will increase by nearly $2 million ESSER is ending so 22 positions are being added to the general fund STU & PSRP contracts are not settled; together they comprise 73% of our staff; additional funds are included in a reserve The 95 non-union employee salaries projected to be increased by 2% SAA & AFSCME union increases are budgeted at 2.75% PERSONNEL OTHER COSTS SPECIAL EDUCATION TRANSPORTATION Regular day transportation costs will increase by $357,000; this includes the contractual increase for our 13 buses and a 45% increase in the cost of monitors. Homeless transportation has been subsidized with $672,743 in Emergency Assistance Homeless Families grants for migrant newcomers; these funds are ending. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 106 Salem Public Schools FY25 Budget Book I 18 Investing in bilingual certification for our staff is increasing our capacity for translation and interpretation: 24% of the translation requests are done by in-house staff 43% of the interpretation requests are done by in-house staff At this time last year, we had 415 translation requests & 330 interpretation requests; this year, we have had 677 translation requests (63% increase) & 913 interpretation requests (177% increase) We are on track to spend ~$20,000 more than last year, which is a $17% increase in cost Moved .5 SPLA from the high school to the Early Childhood Center to support growing needs. SPECIAL EDUCATION In FY23: 1374 bus riders rode 14 buses; with changes in routing, in FY24: 1455 bus riders across 13 buses. Accommodated 81 more students, and saved $75,750 (the cost of one bus, minus the cost of the routing software) TRANSLATIONS TRANSPORTATION Efficiency: Brought regular day bus routing in-house & reduced costs Moved “drive-in services” to schools with capacity, which meant we did not need to add additional staff. Unfilled positions were recategorized to meet the needs of new students Replaced costly contractors with staff Placed new students at Salem Prep instead of out of district ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 107 +17% Salem Public Schools FY25 Budget Book I 19 FY25: Balancing the Budget Personnel includes: Payroll for 976 full & part-time employees Salary reserve Stipends Tuition incentives Bilingual certification incentives Non-Personnel includes: Utilities Transportation Out-of-district costs Curriculum Supplies Personnel $59,510,737.76 Non-Personnel $20,648,158.74 $80,158,896.50 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 108 Salem Public Schools FY25 Budget Book I 20 FY25: Balancing the Budget Salem Public Schools has a structural budget gap, between operating costs (personnel and non- personnel expenses) and our annual direct appropriation from the city & state. This gap is over $3 million. Declining enrollment has contributed over the years to this gap. Today, the average class size in every school is below the contractually agreed upon average class size of 25 students (K-5) and no more than 30 students in middle and high school. During the pandemic, however, more adults were needed to help students navigate the historic global pandemic. We maintained staffing levels and added new staff in order to best support students. Post-pandemic, non-personnel and fixed costs are soaring, driving up on-personnel expenses. Meanwhile, students’ needs continue to grow. Combined with the sunsetting of flexible pandemic relief (ESSER),Salem’s budget gap is significant. This budget is balanced with position eliminations AND use of one-time funding, including approximately 40% of our reserves. Direct Appropriation $74,592,616 This is includes state aid local contribution = the general fund budget This does not include health insurance costs grants other revenue ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 109 Local Contribution $43,846,914 Our costs are greater than our appropriation; here’s how we will balance our budget: Salem Public Schools FY25 Budget Book I 21 FY25: Balancing the Budget What is the additional revenue? Annual Revenue: $3,637,000 Circuit Breaker: $2,500,000 School Choice $493,000 Other Revenue: $184,000 Salem Prep Tuition: $260,000 Footprint: $200,000 Reserves & One Time Funding: $2,450,000 Ch. 70: $29,600,131 Charter Reimbursement: $1,143,842 Additional Revenue: $5,568,000 $80,158,896.50 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 110 To meet student needs and balance the budget, we are proposing a number of position eliminations, new postions, and swaps. In making these changes, we will remain within our class size goals. The ESSER positions being discontinued total $372,058, but because they were never funded on the General Fund budget, they are not counted as a budget savings; the 16 positions that are being eliminated from the General Fund total $923,424. The net impact will add $456,266 to the General Fund budget. 23 grant positions 16 general fund positions 23 ESSER positions 10 new positions $1,379,690.00 $923,424 33 39 Salem Public Schools FY25 Budget Book I 02 Salem Public Schools FY25 Budget Book I 22 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 111 Salem Public Schools FY25 Budget Book I 02 Salem Public Schools FY25 Budget Book I 23 The positions below have been previously budgeted on the general fund and are being eliminated in order to add other positions and respond to student need. The total number of general fund positions being eliminated is 16. Bentley 2 grade 3 teaching positions Collins 1 music teaching position 1 math teaching position 1 STEM teaching position HMLS 1 Grade 5 teaching position Salem High School 2 teaching positions 1 paraprofessional Salem Prep 1 teaching position Heights Elementary 1 Grade 2 teaching position 1 Grade 1 teaching position 1 STEM specialist position 1 Instructional para Central 1 School Committee secretary 1 attendance & outreach position ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 112 Salem Public Schools FY25 Budget Book I 02 Salem Public Schools FY25 Budget Book I 24 21 positions are being discontinued with sunsetting of the pandemic aid (ESSER) that funded them, including: 16 tutors, 5 lunch paraprofessionals. The majority of these valuable positions were part-time roles created during the pandemic to support student recovery. 1 position will end (curriculum writer) with the ending of another grant. Bates 1 ESSER lunch para* Bentley 1 ESSER tutor* 1 DL curriculum writer Carlton 4 ESSER tutors* 1 Lunch para* Collins 3 ESSER tutors* HMLS 2 ESSER tutors* Saltonstall 4 ESSER tutors * 2 ESSER lunch para* 2 ESSER tutors* 1 Lunch para* *Indicates ESSER funded positions ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 113 Salem Public Schools FY25 Budget Book I 02 Salem Public Schools FY25 Budget Book I 25 *Indicates ESSER funded positions 10 building-based substitutes:* Bates, Bentley, Carlton, CMS HMLS, Salem HIgh School Saltonstall, WHES Bates 2 Pre-K teaching positions* 3 Pre-K paraprofessional * positions Bentley 1 DL language Pre-K teaching position (new) 1 DL language paraprofessional (new) Carlton .5 ML teaching position (new) NLIS .5 ML teacher (new) CMS .5 ML teacher (new) ECC 1 special education teaching position (new) 2 paraprofessionals (new) 1 specialist teacher* HMLS 2 Pre-K teaching positions* 3 Pre-K paraprofessional positions* Saltonstall 1 health teaching position * WHES 1 special education teaching position (new) 2 paraprofessional positions (new) Central 1 MSBA Liaison* .5 Float Nurse 33 positions are being added to the general fund. These include 23 positions that were previously grant funded, and 10 new positions created to respond to student need. *ESSER funded ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 114 Salem Public Schools FY25 Budget Book I 26 Bates 1 paraprofessional position & a part-time dance specialist for 1 math tutor Bentley 4 paraprofessional positions (non-special education paras) for 1 engagement specialist & 2 bilingual tutors Carlton .5 reading specialist position for 1 engagement specialist Collins 1 TSP coordinator position for 1 dean of culture and climate 1 teaching position for 2 engagement specialist positions HMLS .5 curriculum enrichment position & 1 library paraprofessional position for 1 full-time library/digital learning specialist position Non-personnel funds to keep 1 lunch paraprofessional & 2 teaching fellows Saltonstall 1 hall monitor for 1 engagement specialist WHES 1 ML para, 1 fellow, & $10,000 from stipends for 1 restorative justice specialist 1 inclusion special ed teaching position for 1 intensive special ed teaching position 1 inclusion paraprofessional for 1 intensive para position Instructional Technology 2 digital learning coaches & 1 library paraprofessional for 1 Director of Digital Learning & Library Services and 1 library/digital learning specialist ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 115 Salem Public Schools FY25 Budget Book I 27 FY24: At A Glance Total Budget Personnel Non-Personnel Position Cuts & Adds $71,154,142, a 3.5% increase over FY23 $56,711,241.50 78.5% of the budget $15,557,900.03 21.5% of the budget Net of 16 cuts The Numbers FY25: At A Glance Total Budget Personnel Non Personnel $74,592,616 appropriation, a 4.83% increase over FY24 $80,158,896.50 planned budget; an 7.5% increase over the appropriation $20,648,158.74, 26% of the budget & a 33% increase over FY24 $59,510,737.76 74% of the budget & a 5% increase over FY24 16 cuts from the General Fund; 22 grant positions ending 33 positions added/sustained Net of 5 positions cut $456,266 added to the General Fund The Numbers Position Cuts & Adds ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 116 Salem Public Schools FY25 Budget Book I 28 FY25 Recommended Budget By Cost Center ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 117 Salem Public Schools FY25 Budget Book I 29 Recommended Personnel Budget Recommended Expense Budget ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 118 About Salem Public Schools Salem Public Schools FY25 Budget Book I 30 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 119 Student Demographics Our students come to us speaking over 30 languages Nearly half (47.2%) of our students identify as Hispanic About Our Students Salem Public Schools FY25 Budget Book I 31 Salem’s 3880 students reflect the cultural wealth of our community ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 120 657 students Grades 4-12 take instrument/music elective 1301 take a general education music class, grades 4-8 Salem Public Schools FY25 Budget Book I 32 90 students enrolled in a reimagining middle school pilot, with community partnerships & off-campus learning, personalized & project-based learning Salem Public Schools welcomes children in Prek-through a Promise Year/Post High after 12th grade. 925 high school athletes in a fall, winter, or spring sport 180+ students in afterschool programs at Collins, Bates, Bentley & 170+ students enrolled in 3 Pre-K sites; each site has an extended day program 593 students are enrolled in CTE at Salem High School 150+ students in elementary & middle school enrichment/clubs, including student voice, newspaper, Destination Imagination, music, dance About the student experience ~900 students in summer programs in 2024 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 121 Instructional Staff Paraprofessionals Administrators Clerical Special Education Medical Health Services Instructional Staff 65.1% Paraprofessionals 20.1% Administrators 5% Special Education 4.6% Educators 0 100 200 300 400 500 600 700 White Hispanic African American Asian Multi-Race Native American # of Years w/District 0 50 100 150 200 <1 1 2-3 4-7 8-12 13-20 21+ Salem Public Schools FY25 Budget Book I 33 ROLES Source: Open Architects RACE AND ETHNICITY LONGEVITY Staff Demographics 170 95 93 143 120 74 54 Source: Open Architects Source: Open Architects 622 91 20 12 3 1 Salem Public Schools has 983 full-time and part-time permanent employees. The data below is based on a subset of those employees: this reflects only those included reports sent to the Department of Elementary and Secondary Education. Custodians and Food and Nutrition Services staff are not included here. STAFF PER SCHOOL Active Staff 0 20 40 60 80 100 120 Bates Bentley Carlton Collins ECC Horace Mann New Liberty Salts Salem HIgh Salem Prep Source: Open Architects About Our Staff ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 122 61.4% Students of Color About Our Staff Salem Public Schools FY25 Budget Book I 34 14.3% Teachers of Color 21.5% Staff of Color Diversifying Our Staff ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 123 Building the Budget Salem Public Schools FY25 Budget Book I 35 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 124 Local Funds: The city’s portion of the budget (“Target Local Contribution”) to be $45.5 million. In FY19, that amount was $35.4 million. In the last year, the required district contribution increased by 7.22%. Salem’s contribution includes the general fund appropriation and the cost of employee health insurance (among other costs). Health insurance and other costs are reflected on the city’s budget. 60% The % of Foundation Budget funded by the City of Salem +$2.1M The amount FY25 Ch70 aid will increase to $29, 600,131 Chapter 70: The state funding formula is based on the number & demographics of enrolled students as of October 1, with increments for special programming. Salem’s CH70 is increasing because enrollment is increasing, especially among low income & multilingual learners. Building the Budget Salem Public Schools FY25 Budget Book I 36 Funding Formula ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 125 Salem Public Schools FY25 Budget Book I 37 Budget Timeline Budget Process October 1: DESE reports Salem’s official enrollment numbers; Ch70 aid is based on this enrollment. December: SPS conducts a staffing analysis & calculates known contractual salary increases. January: Internal budget meetings begin. February & March: Host 3 budget forums including 1 staff forum; schools meet with school site councils, PTOs, and other stakeholder/advisory groups to develop budget priorities. March: Preliminary budget requests shared with the School Committee Finance Subcommittee. Ongoing: Community conversations. Allocate resources equitably Align funding to strategic priorities & values Work closely with School Committee to promote stakeholder engagement Prioritize positions & programs based on student & family needs Partner with school leaders to flexibly & creatively allocate resources Our budget was shaped by these priorities: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 126 To identify budget priorities, we hosted 3 public budget forums held discussions with 3 advisory committees (student, teacher & parent) met with principals & SPS executive leadership team met with School Committee’s Finance Subcommittee We disseminated a community survey 234 survey responses: PARENT/GUARDIAN: 108 COMMUNITY: 17 STAFF: 124 STUDENT:13 (Note: respondents could identify in multiple categories) Salem Public Schools FY25 Budget Book I 38 Community Input ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 127 20.1% Multilingual Learners 25.2% Students With Disabilities 6.5% Experiencing Homelessness Salem Public Schools FY25 Budget Book I 39 Budgets Begin with Enrollment 10/1 Enrollment: 3811 Current Enrollment: 3880 For decades, Salem’s student enrollment was declining. A decade ago, there were 4336 students enrolled; by 2020-2021, that number had dropped to 3734. Years of declining enrollment resulted in Salem receiving minimum aid from the state. For the last two budget cycles (FY23 & FY24) Salem’s enrollment has increased which has had a direct effect on our state funding (CH70). Salem’s enrollment increased by 88 students, which is one of the reasons our CH70 increased by $2,144,251 for FY25. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 128 The average class sizes (black bar) across the district in grades 1-8; the class size maximums set by SPS for general education homerooms is shown by the horizontal red line. 3880 students enrolled Salem Public Schools FY25 Budget Book I 40 District Enrollment Average Class Size Grades K-8 See Appendix C for Detailed FY24 Average & FY25 Projected Average by Grade & School ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 129 FY25 Recommended Budget Detail Salem Public Schools FY25 Budget Book I 41 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 130 Salem Public Schools FY25 Budget Book I 42 FY25 Expense & Personnel FY25 Recommended Budget ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 131 FY25 appropriation: $74,592,616 Recommended budget: $81,184,887.48 Salem Public Schools FY25 Budget Book I 43 Expense & Personnel, over time ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 132 Salem’s budget is organized into 18 cost centers. Here, all non-school cost centers are included as one (Districtwide Supports). Those 7 cost centers comprise 37% of the budget; Salem’s 11 schools comprise 63% of the budget. The largest school budget is Salem High School followed by Collins Middle School and Heights Elementary School Salem Public Schools FY25 Budget Book I 44 FY25 Cost Centers as a % of the budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 133 FY25 Recommended Budget Detail by Cost Center Salem Public Schools FY25 Budget Book I 45 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 134 Salem Public Schools FY25 Budget Book I 46 Districtwide Support Budgets - Summary Districtwide Support Budgets - Personnel and Expense Districtwide supports includes all personnel & non-personnel expenses that support schools, but are not included in school budgets. This includes custodians, coaches, district-level staff as well as curriculum, technology, transportation, afterschool programs, etc. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 135 Special Education is the largest cost center in the Districtwide Supports category followed by Operations & Maintenance and District Administration (14%) Salem Public Schools FY25 Budget Book I 47 Districtwide Supports Total Budgets Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 136 Special Education (52%) includes out-of-district tuition as well as transportation (in- district and out-of-district) Operations & Maintenance (24%) includes utilities (electricity and gas) as well as all preventative maintenance to our buildings and grounds District Admin includes large Business Office expenses, including photocopiers ($170,000), insurance ($845,000) Student & Family Supports (7.19%) includes transportation for students experiencing homelessness Salem Public Schools FY25 Budget Book I 48 Districtwide Supports Budgets: Non-Personnel Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 137 Notes: Operations & Maintenance (26%) includes all custodians, as well as grounds & maintenance staff & transportation staff District Admin (25%) includes the salary reserve which increased by over 200% in anticipation of salary adjustments for staff, including the STU & PSRP members Regular Day (13.82%) includes academics, music, and out-of-school time staff Salem Public Schools FY25 Budget Book I 49 Districtwide Support Budgets: Personnel ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 138 Salem Public Schools FY25 Budget Book I 50 District Administration At a Glance District Admin. includes: School Committee Superintendent Public Relations Deputy Superintendent Business & Payroll Human Resources & Benefits Major Cost Drivers for FY25: Photocopy machines ($170,000) Insurance: Student Accident & Workplace Safety ($845,000) Salary Reserve: ($982,670.68) Successes: Invested in recruitment efforts, especially for hiring staff & teachers who reflect the diversity of our community Onboarded 120+ new staff, using new online systems Created new budget tools for transparency & managing the budget Hosted trainings for clerks to ensure good financial practices Looking Ahead: Continuing our efforts to actively recruit a diverse staff We will continue to look for ways to collaborate & strengthen our foundation ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 139 Modest reductions in expense lines across public relations, business office, and human resources $102,489 increase in insurance for students and workplace safety Moving School Committee stipends from an expense line to a stipend line Increase in the salary reserve in order to account for collective bargaining agreements as well as salary adjustments for non-union personnel and other salary changes Salem Public Schools FY25 Budget Book I 51 District Administration FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 140 Successes for FY24: Launched a home visiting program Hosted affinity group meet ups Formed a racial equity advisory team Expanded translation & interpretation services Conducted community outreach (District, FEFs & PIC) Hosted successful back-to-school fair Salem Public Schools FY25 Budget Book I 52 Diversity, Equity, Inclusion, Engagement At a Glance The Diversity, Equity, Inclusion, & Engagement (DEIE) office is committed to cultivating a sense of belonging in the climate of our schools, district, & the broader community. The department will demonstrate that a more inclusive school district and academic excellence are not mutually exclusive. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 141 Looking ahead to FY25: Restructure the Parent Information Center & elevate staff Expand & hire for the Translation & Interpretation Department Reducing home visiting expense line to increase personnel Salem Public Schools FY25 Budget Book I 53 FY25 Budget Diversity, Equity, Inclusion, Engagement Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 142 Salem Public Schools FY25 Budget Book I 54 Instructional Technology At a Glance 5187 student devices 925 staff devices 350 piece of AV equipment 5075 completed Help Desk tickets 25 data dashboards available 11,470 dashboard views 647 unique users Priorities for FY25: Ensure that all student, educator and classroom hardware is up to date. Adopt a new help desk ticketing system to gain more department automation & data to make decisions Reorganize digital learning and rethink library personnel & spaces Looking back: Reflections on FY24 Made significant headway into selecting priority standards for digital learning Established a replacement cycle for student, educator and classroom hardware Rolled out the first version of a self- service, data aggregate system for educators Supported a new platform for district common assessments Designed a new reporting system for district common assessments ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 143 Aging student, staff, and school devices need to be replaced. The hardware line (budgeted here at $100,000) will be supplemented with $200,000 from the Footprint funds and a capital request to the city of $500,000. Salem Public Schools FY25 Budget Book I 55 Instructional Technology FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 144 Successes: FY23 MCAS showed performance gains in English/Language Arts (ELA) Rolled out common Pre-K curriculum & assessments Offered a 4-part Science of Reading course for early education educators Expanded special education services to Pre-K students Offered an expanded day at all 3 Pre-K sites Looking ahead: Expand high-quality curriculum materials to K-5 science Continue to expand the health education program Revitalize the world language program Accelerate math improvements for all students through systemic efforts: pathways to advanced math coursework, targeted math professional development, implementation of high-quality math instructional materials Salem Public Schools FY25 Budget Book I 56 At a Glance: Regular Day includes Academics Music Pre-K Out-of-School Time Substitute teachers The Regular Day general fund budget is supplemented by: entitlement grants a large number of competitive grants, including $3,271,114 in FY24 Regular Day ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 145 Regular Day (Academics) is roughly 3% of the general fund budget Recommended new positions include 1.5 multilingual learner FTEs (see ML Cost Center budget) and expansion of Dual Language to Pre-K (See Bentley Academy Innovation School budget) The building substitutes, formerly budgeted on ESSER, are added to this budget as a personnel expense but will be school-based and will be shifted to the school cost center once new budget lines are created Planned curriculum investments for FY25 have been shifted off of the general fund budget in order to balance the budget shortfall Salem Public Schools FY25 Budget Book I 57 Regular Day FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 146 Successes in FY24: Increased family engagement with ML learner families (November engagement night had 100+ families attend) 24 students earned the Global Seal of Biliteracy 25 students earned the MA Seal of Biliteracy 3 students earned the Seal of Biliteracy with Distinction Bentley had the highest SY23 ACCESS scores: 65% of students met progress benchmarks, exceeding the district & state average SPS districtwide ACCESS scores matched the state average Launched a dual language middle school task force to investigate ways to expand dual language education to middle school students by 2026 Salem Public Schools FY25 Budget Book I 58 Multilingual Learners At a Glance Salem’s multilingual learner population has increased dramatically in the last 5 years. Today, there are 279 more ML learners than there were 5 years ago. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 147 Districtwide teaching and elementary lines appear to be reduced because staff are budgeted to schools instead of centrally; there are no reductions to ML staffing Adding 1.5 ML teachers (budgeted to Carlton, NLIS, Collins) Adding 1 DL Pre-K teacher and 1 DL Pre-K paraprofessional to Bentley Looking Ahead: Expand dual language program to PreK at Bentley Add 1.5 English language development teachers to meet the needs of Salem’s rapidly growing multilingual learner population Salem Public Schools FY25 Budget Book I 59 Multilingual Learners FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 148 Salem Public Schools FY25 Budget Book I 60 Special Education (Districtwide) Opportunities Implement new IEP format focused on student transition, family involvement & inclusion Continue to build & support a robust inclusion model Provide stronger transition to adult services program for students with disabilities Support the growing intensive developmental & related disabilities population Explore regional programs to expand offerings and support Salem students in the least restrictive environment Expand tuition opportunities from surrounding districts The Special Education Department works to support student growth in a way that promotes equity & removes barriers to learning. Enrollment is growing Since the beginning of the 23-24 school year: Students with Autism +29 Students with health concerns +24 Students with developmental delays +19 1091 students with an Individualized Education Plan ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 149 The number of students in out-of- district placements is growing. Total costs for out- of-district tuitions are expected to rise by nearly $2 million. Costs for transportation are rising. Salem Public Schools FY25 Budget Book I 61 Special Education (Districtwide) Out-of-District Students ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 150 The actual increase in tuitions is 22%; the FY24 budgeted amount already assumes the Circuit Breaker offset. The FY25 amount does not already include the Circuit Breaker annual offset so that we can show true costs. 10 additional students have out-of-district placements; they have already arrived in Salem but FY25 will be the first year in which SPS is responsible for their full tuition Tuitions will increase between 4.69%-14%, depending on the placement In-district transportation is projected to increase by $243,232, due to an increase in the number of vehicles that will be needed and also the rising cost of bus monitors. Salem Public Schools FY25 Budget Book I 62 Special Education (Districtwide) FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 151 Successes in FY24 Expanded Cartwheel partnership to serve 250 students with rapid access to tele-health Reduced district-wide chronic absenteeism by 5.5% Increased time on learning by reducing unnecessary health office visits Increased restorative practices & decreased exclusionary measures Re-energized the Wellness Committee Continued mental health screening for grades 6 & 9 Prioritized school-based attention to routines & expectations for adults & students to foster safety & belonging Student Support Services & Health In FY25, we will: Continue to meet the complex social, emotional, & mental health needs of students SEL (Restorative Practices) Maintain momentum for building restorative practices & Mental Health Services: Build systems for tracking & reporting on student health Behavior Specialists (now Engagement Specialists) Work to define the role Attendance: Continue to reduce student & staff absenteesm 22.4% Chronic Absenteeism ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 152 Contracted services includes additional funds for the SNAP Health Platform that will systematize student health data & allow staff to support student health & wellness .5 of 1 float nurse’s salary was funded on a grant that has ended so this portion of her salary will be added to the general fund to ensure that schools always have access to a nurse Homeless transportation is increasing by $300,389 in FY24 Emergency Migrant funds subsidized this expense (Salem received $682,000 through this fund and roughly $400,000 was budgeted to offset transportation costs.) These funds have ended so our costs are expected to increase significantly 1 attendance & outreach position will be eliminated Salem Public Schools FY25 Budget Book I 64 Student Support Services & Health FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 153 Salem Public Schools FY25 Budget Book I 65 Operations & Maintenance Major Cost Drivers Utilities Supplies Maintenance/ Preventative Maintenance 13 Regular Day Buses & Monitors Software for Routing, Attendance & Tracking Facilities & Grounds staff clean & serve in 9 buildings with 1.3 million square feet of building space and 160 acres of outdoor space 30 custodians 1 HVAC technician 1 maintenance technician 1 custodial/ maintenance foreperson 3 groundskeepers/maintenance Transportation: 2.5 staff oversee school day transportation for all students, including special education, homeless transportation, late runs, field trips, athletics 1455 daily riders on 13 regular day big buses 215 daily riders on 9 small buses, 1 wheelchair van 163 field trips arranged 123 7D/MFSAB vehicle requests ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 154 The largest increases are the cost of electricity (+140,540) , and the increase in regular day transportation (+$357,023, due to the annual escalator in our transportation contract and the 46% increase in the cost of bus monitors). Security costs are increasing, and we are looking to fund those with grants. Operations & Maintenance FY25 Budget Salem Public Schools FY25 Budget Book I 66 Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 155 0 10 20 30 40 50 60 70 PK KF 01 02 03 04 05 Student Day: 6 hours, 5 minutes Salem Public Schools FY25 Budget Book I 67 ENROLLMENT BY GRADE BATES ELEMENTARY BELIEVE. BE YOU. BELONG. 35 61 58 66 54 68 50 Principal: Susan Faria-Smith Assistant Principal: Craig Macarelli Source : Department of Elementary and Secondary Education - FY23-24 FY2024 enrollment: 397 FY25 projected enrollment: 405 Grades PreK-5 spsbates.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 156 Bates Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Native American Native Hawaiian, Pacific Islander White 47.2% Latino 37.8% African American 7% Native American 1% 16.5 Salem Public Schools FY25 Budget Book I 68 STUDENTS STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 12 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 64.9% Paraprofessionals 23% Special Education 6.8% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian Native American Native Hawaiian/Pacific Islander RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 157 Trading $10,000 in non-personnel expenses as part of a swap to keep a math tutor (previously funded by ESSER) The clerk role has gone from school year to year-round Adding 1 building substitute Bates already had a behavior specialist funded on the general fund budget Salem Public Schools FY25 Budget Book I 69 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 158 0 10 20 30 40 50 60 KF 01 02 03 04 05 Student Day: 7 hours Salem Public Schools FY25 Budget Book I 70 ENROLLMENT BY GRADE 47 41 44 51 49 42 Source : Department of Elementary and Secondary Education - FY23-24 Principal: Elizabeth Rogers Dean of Students: Clifford Exilhomme FY2024 enrollment: 270 FY25 projected enrollment: 260 Grades PreK-5 spsbentley.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 159 Bentley Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Latino 80.9% White 9.2% African American 8.5% Salem Public Schools FY25 Budget Book I 71 STUDENTS STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 11.4 : 1 ROLES AVERAGE CLASS SIZE STAFF 15.9 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 66.7% Paraprofessionals 19.7% Administrators 9.1% Staff Students 0% 20% 40% 60% 80% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 160 As part of the rollout of the dual language program, Bentley will reduce to two 3rd grade classes Elementary teaching is increasing because more teachers were paid from that line than previously budgeted Adding a dual language Pre-K teacher and 1 Pre-K para Trading 4 paraprofessionals for 1 engagement specialist and 2 full-time bilingual tutors Adding 1 building substitute Salem Public Schools FY25 Budget Book I 72 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 161 0 10 20 30 40 50 KF 01 02 03 04 05 Student Day: 6 hours, 5 minutes Salem Public Schools FY25 Budget Book I 73 ENROLLMENT BY GRADE 45 43 42 43 46 39 Source : Department of Elementary and Secondary Education - FY23-24 Principal: Lauren Weaver Assistant Principal: Merry McKenna FY2024 enrollment: 254 FY25 projected enrollment: 263 Grades K-5 spscarlton.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 162 Carlton Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic White 56.2% Latino 30.6% African American 6.2% Salem Public Schools FY25 Budget Book I 74 STUDENTS STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 9.3 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 17 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 64.2% Paraprofessionals 20.8% Administrators 5.7% Special Education 5.7% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 163 Trading .5 reading specialist for an engagement specialist Districtwide teaching appears to be increasing because in FY24 an existing position was budgeted as a non-personnel expense and has been since filled as personnel role Adding a .5 ML teacher Adding 1 building substitute Salem Public Schools FY25 Budget Book I 75 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 164 0 50 100 150 200 250 06 07 08 Student day: 7 hours Salem Public Schools FY25 Budget Book I 76 ENROLLMENT BY GRADE 200 216 216 Source : Department of Elementary and Secondary Education - FY23-24 Principal: Gavin Softic Assistant Principals: Johanny Canada-Hlatshwayo, Shamus Mruk FY2024 enrollment: 625 FY25 projected enrollment: 606 Grades 6-8 spscollins.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 165 Collins Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Pacific Islander Latino 46.5% White 39.9% African American 7% Pacific Islander 0.2% Salem Public Schools FY25 Budget Book I 77 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 11.9 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 17.2 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 68.1% Paraprofessionals 18.1% Special Education 6% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 166 Cutting 3 teaching positions Trading a TSP Coordinator for a Dean of Culture and Climate Trading a teaching position for 2 engagement specialists Keeping 2 building substitutes Salem Public Schools FY25 Budget Book I 78 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 167 0 10 20 30 40 50 60 PK KF 01 02 03 04 05 Student Day: 6 hours, 5 minutes Salem Public Schools FY25 Budget Book I 79 ENROLLMENT BY GRADE 33 46 42 46 43 47 60 Source : Department of Elementary and Secondary Education - FY23-24 Principal: Jill Tully Assistant Principal: Meghann McCarthy FY2024 enrollment: 307 FY25 projected enrollment: 302 Grades PreK-5 MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 168 Horace Mann Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Latino 49.8% White 33.4% African American 10.1% Asian 3.8% Salem Public Schools FY25 Budget Book I 80 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 11.8 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 16.7 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 65.5% Paraprofessionals 23.6% Special Education 5.5% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 169 Eliminating a 5th grade teacher Swapping a .5 CE teacher and library para for a 1 FTE library digital media learning specialist The change in the line reflects a change in staff allocation from the previous year; HMLS has a .5 $10,000 in non-personnel funds will be allocated to keep a lunch para & teaching fellow Salem Public Schools FY25 Budget Book I 81 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 170 0 5 10 15 20 09 10 11 12 The number of students taking the MCAS at New Liberty did not meet the enrollment size threshold to be able to report the data. Student Day: 6 hours, 45 minutes Salem Public Schools FY25 Budget Book I 82 7 11 16 17 Source : Department of Elementary and Secondary Education - FY23-24 ENROLLMENT BY GRADE Principal: Jamaal Camah FY2024 enrollment: 45 FY25 projected enrollment: 52 Grades 9-12 nlis.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 171 New Liberty Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Multi-Race, Non Hispanic Latino 49% White 33.3% Multi-Race, Non Hispanic 9.8% African American 7.8% Salem Public Schools FY25 Budget Book I 83 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 8 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 13.1 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 58.8% Clerical 17.6% Administrators 11.8% Paraprofessionals 5.9% Special Education 5.9% Staff Students 0% 10% 20% 30% 40% 50% 60% 70% White Latino African American MultiRace/Non Hispanic RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 172 New Liberty will be staying in its current location, and the rent will be decreasing Additional funds have been budgeted to non-personnel for dual enrollment Adding a (new position) .5 ML teacher Salem Public Schools FY25 Budget Book I 84 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 173 0 20 40 60 80 100 120 PK 112 We have reported the 2023 MCAS results for the other district schools. There is no MCAS data for ECC (testing begins in grade Salem Public Schools FY25 Budget Book I 85 Source : Department of Elementary and Secondary Education - FY23-24 ENROLLMENT BY GRADE Principal: Leanne Smith FY2024 enrollment: 112 FY25 projected enrollment: 101 Preschool-PreK spsecc.salemk12.org MCAS Proficiency Source : Department of Elementary and Secondary Education Student Day: 6 hours, 5 minutes ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 174 ECC Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Native American Native Hawaiian, Pacific Islander White 47% Latino 38% African American 7% Native American 1% Salem Public Schools FY25 Budget Book I 86 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 10.7: 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 13.6 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Instructional Staff Paraprofessionals Administrators Clerical Special Education Paraprofessionals 47.4% Instructional Staff 26.3% Special Education 15.8% Administrators 5.3% Clerical 5.3% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 175 A P.E. teacher previously funded by ESSER will be funded as part of the PreK investment A classroom nurse previously budgeted to ECC has been budgeted to the Special Ed department because their student no longer attends ECC A new classroom with 1 teacher and 2 paraprofessionals opened (in mid-FY24 and added to the budget for the first time in FY25) The clerk became a year-round position, increasing the salary and eliminating the stipend funds for family engagement FY25 admin costs are based on FY24 actual costs No change to non-personnel expenses Salem Public Schools FY25 Budget Book I 87 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 176 0 50 100 150 200 250 300 09 10 11 12 Student Day: 6 hours, 50 minutes 273 231 205 226 Salem Public Schools FY25 Budget Book I 88 ENROLLMENT BY GRADE Source : Department of Elementary and Secondary Education - FY23-24 Principal: Glenn Burns Assistant Principals: Lynne Mullen, Leanne DeRosa Mel Roche-Laputka FY2024 enrollment: 948 FY25 projected enrollment: 972 Grades 9-12 spssalemhs.salemk12.org Salem High School MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 177 SHS Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Native American Native Hawaiian, Pacific Islander Latino 50.5% White 34.5% African American 8.1% Salem Public Schools FY25 Budget Book I 89 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 8.5: 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 14.3 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 72.9% Paraprofessionals 14.9% Administrators 5.3% Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 178 Cutting 2 teaching positions and 1 front desk paraprofessional position Maintaining CTE differentials (paid on a grant) Incorporating promise year & dual enrollment into grant funding & non-personnel expenses Adding 2 building substitutes Salem Public Schools FY25 Budget Book I 90 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 179 Spring 255 Athletes Male: 141 Female: 113 31 High School Athletics Teams Winter 282 Athletes Male:150 Female: 132 Fall 388 Athletes Male: 182 Female: 206 Unified Sports has been budgeted to athletics & to the special education department. In FY25, the entire Unified Sports budget will be budgeted to athletics, including a planned expansion to Collins Middle School. The Unified Sports budget will increase by $25,000 Salem Public Schools FY25 Budget Book I 91 Athletics Boys Cross Country Girls Cross Country Boys Soccer Girls Soccer Football Football Cheerleading Girls Volleyball Co-Ed Golf Girls Basketball Boys Basketball Unified Basketball Gymnastics Wrestling Swimming and Diving Boys Indoor Track & Field Girls Indoor Track & Field Unified Track and Field Unified Strength & Conditioning Boys Ice Hockey Girls Ice Hockey Basketball Cheerleading Baseball Softball Boys Volleyball Boys Outdoor Track and Field Girls Outdoor Track and Field Girls Lacrosse Boys Lacrosse Sailing Boys Tennis Girls Tennis ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 180 Athletics is included in the high school budget; budget lines are shown here to show in detail what the costs are. Non-personnel costs are projected to increase, especially for the athletic trainer New equipment is needed (soccer goals, wrestling mats, etc.) Unified Sports will be budgeted fully to athletics Additional analysis is required before increasing the stipends for athletics coaches, although to be competitive, that may be a necessary increased cost in FY26 Salem Public Schools FY25 Budget Book I 92 FY25 Budget Athletics Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 181 0 2 4 6 8 10 08 09 10 11 12 1 4 1 9 3 The number of students taking the MCAS at Salem Prep did not meet the enrollment size threshold to be able to report the data. Salem Public Schools FY25 Budget Book I 93 ENROLLMENT BY GRADE Source : Department of Elementary and Secondary Education - FY23-24 Acting Principal: Lisa O‘Neill FY2024 enrollment: 17 FY25 projected enrollment: 16 Grades 8-12 Student Day: 6 hours, 25 minutes Source : Department of Elementary and Secondary Education MCAS Proficiency ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 182 Salem Prep Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Latino 44.4% White 44.4% African American 11.1% Instructional Staff Paraprofessionals Administrators Special Education Instructional Staff 71.4% Special Education 14.3% Paraprofessionals 7.1% Administrators 7.1% Salem Public Schools FY25 Budget Book I 94 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 10 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 4.2 Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Staff Students 0% 20% 40% 60% 80% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 183 Eliminating 1 vacant teacher position The reduction to the administrator line reflects a cut made last year Districtwide teaching looks lower because of staff re-allocation. The behavior specialist line reflects staffing changes and changes to salaries. Salem Prep will stay in its current location and the rent will decrease. Actual admin salaries were lower than what was budgeted in FY24. Salem Public Schools FY25 Budget Book I 95 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 184 Student Day: 7 hours 0 10 20 30 40 50 KF 01 02 03 04 05 06 07 08 Salem Public Schools FY25 Budget Book I 96 Principal: Bethann Jellison Assistant Principal: Jes Eveleth FY2024 enrollment: 390 FY25 projected enrollment: 392 Grades K-8 spssaltonstall.salemk12.org 42 41 46 47 47 47 Source : Department of Elementary and Secondary Education - FY23-24 42 46 49 ENROLLMENT BY GRADE MCAS Proficiency Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 185 Salts Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Native American Latino 50.9% White 38.8% African American 5.2% Salem Public Schools FY25 Budget Book I 97 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 12.1: 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 16.0 Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 73.2% Paraprofessionals 15.5% Special Education 5.6% Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 186 Non-personnel expenses are $10,000 because $10,000 was moved into a stipend line to increase stipends 1 engagement specialist is budgeted (in the behavior specialist line - swapping into a position currently held by a hall monitor) Adding 1 building sub Salem Public Schools FY25 Budget Book I 98 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 187 0 20 40 60 80 100 KF 01 02 03 04 05 Student Day: 6 hours, 5 minutes Salem Public Schools FY25 Budget Book I 99 75 78 81 68 82 71 Principal: Susan Carmona Assistant Principal: Nicole Brunelle Grades K-5 FY2024 enrollment: 446 FY25 projected enrollment: 452 Grades K-5 Source : Department of Elementary and Secondary Education - FY23-24 ENROLLMENT BY GRADE Source : Department of Elementary and Secondary Education MCAS Proficiency ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 188 WHES Salem PS 0.0% 20.0% 40.0% 60.0% 80.0% First Language Not English English Language Learner Low Income Students with Disabilities High Needs Latino White African American Asian Multi-Race, Non Hispanic Native American Native Hawaiian, Pacific Islander White 43.7% Latino 40.9% African American 6.8% Native American 0.2% Salem Public Schools FY25 Budget Book I 100 STUDENT STUDENT DEMOGRAPHICS RACE AND ETHNICITY STUDENT TO TEACHER RATIO 11.7 : 1 STAFF ROLES AVERAGE CLASS SIZE STAFF 17.7 Instructional Staff Paraprofessionals Administrators Clerical Special Education Instructional Staff 65.9% Paraprofessionals 22.7% Special Education 6.8% Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source : Department of Elementary and Secondary Education Source: Open Architects Staff Students 0% 20% 40% 60% 80% 100% White Latino African American MultiRace/Non Hispanic Asian RACE AND ETHNICITY Source : Department of Elementary and Secondary Education ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 189 The tutor line that appears to be cut was a line that was never used. This is an accounting shift. $25,000 is being shifted from contracted services and $10,000 from stipends to add a restorative justice specialist. 3 teaching positions are being eliminated: STEM specialist, grade 2, grade 1 Adding a building-based substitute Trading an inclusion special education teacher and paraprofessional for an intensive special education teacher and paraprofessional Salem Public Schools FY25 Budget Book I 101 FY25 Budget Budget Notes: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 190 Appendices Salem Public Schools FY25 Budget Book I 102 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 191 In addition to the general fund appropriation & budget, Salem annually receives grants from federal, state & local funders. These are not included in the budget figures. Entitlement Grants, FY20-FY24 Appendix A: Grants Salem Public Schools FY25 Budget Book I 103 178 Grant Awards by fiscal year, FY20-FY24 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 192 FY24 Grant Awards Salem received $13,533,259 in grant funds in FY24; grants support over 115 FTEs Appendix A: Grants Salem Public Schools FY25 Budget Book I 104 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 193 Salem Public Schools FY25 Budget Book I 105 Priority 1: Elevate Learning: What 3 initiatives would you prioritize for funding in FY25? Priority 2: Empower Educators: What 3 initiatives would you prioritize for funding in FY25? FY25 BUDGET FORUM FEEDBACK ROLES: PARENT/GUARDIAN: 108 COMMUNITY: 17 STAFF: 124 STUDENT:13 RESPONSES: 234 Appendix B: Detailed Community Input ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 194 Salem Public Schools FY25 Budget Book I 106 Priority 3: Center Belonging: What 3 initiatives would you prioritize for funding in FY25? Priority 3: Center Belonging: What 3 initiatives would you prioritize for funding in FY25? Appendix B: Detailed Community Input ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 195 Salem Public Schools FY25 Budget Book I 107 Appendix C: Average Class Sizes by School & Grade, K-8 Average class size by school was shared at the 4/8 initial budget presentation. Detailed information by school for grades K-8 is provided on the pages that follow. Additional analysis on high school average class sizes is forthcoming. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 196 Salem Public Schools FY25 Budget Book I 108 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 197 Salem Public Schools FY25 Budget Book I 109 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 198 Salem Public Schools FY25 Budget Book I 110 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 199 Salem Public Schools FY25 Budget Book I 111 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - FY 2025 Budget FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 200 ---PAGE BREAK--- Budget Overview-Enterprise Funds ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Enterprise Fund Overview What is an Enterprise Fund? An enterprise fund establishes a separate accounting and financial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. Under enterprise accounting, the revenues and expenditures of the service are segregated into a separate fund with its own financial statements, rather than commingled with the revenues and expenses of all other governmental activities. Financial transactions are reported using standards similar to private sector accounting. Revenues are recognized when earned and expenses are recognized when incurred, under a full accrual basis of accounting. An enterprise fund provides management and taxpayers with information to measure performance, analyze the impact of financial decisions, determine the costs of providing a service and identify any subsidy from the general fund in providing a service. Enterprise accounting allows a community to demonstrate to the public the portion of total costs of a service that is recovered through user charges and the portion that is subsidized by the tax levy or other available funds, if any. A community may choose to recover total service costs through user charges, but it is not required. History The enterprise fund statute, MGL Ch 44 ß 53F ¾ (formerly Chapter 41 ß 39K), was enacted in 1986. Before that time, communities used special revenue funds authorized under various general laws or special acts in order to separately account for their business type services. These special revenue funds were limited, however, with regard to the services and costs covered. The funds were most commonly authorized for water, gas and electric utility departments and used primarily to account for annual operating costs, not the indirect costs, capital expenditures or fixed assets of the service. The purpose of the enterprise fund statute was to give communities the flexibility to account separately for all financial activities associated with a broader range of municipal services. As part of the FY 2014 budget process the Mayor requested and the City Council approved the adoption of the Massachusetts Department of Revenue Division of Local Services bullet1in 2012-02B (page 3/7) which allows for the combining of water and sewer enterprise funds voted under MGL Ch 44 ß53F ¾ into a single water-sewer fund. The combined funds will be treated the same as the individual funds were and will have only one certified retained earnings. For operational and accounting purposes the water and sewer enterprise funds will remain separate and distinct funds but will be combined for the purpose of certifying retained earnings and for reporting on the annual Tax Recapitulation report which sets the annual tax rate. This will allow the City to use the Sewer Fund Balance to help offset Water revenue deficits and to help keep the water and sewer rate increases lower for rate payers. Basis of Accounting Proprietary fund revenues and expenses are recognized on the accrual basis. Revenues are recognized in the accounting period in which they are earned and become measurable; expenses are recognized in the period incurred, if measurable. The following major proprietary funds are classified as Proprietary funds and audited as such: The Sewer Enterprise fund is used to account for the Sewer activities. The Water Enterprise fund is used to account for the Water activities. The Trash Enterprise fund is used to account for the Trash activities. The following major proprietary funds are classified by the City as Special Revenue Funds but are audited and reported as proprietary funds: The Golf Course Enterprise fund is used to account for the Golf Course activities. The following major proprietary fund is budgeted and revenue collected as part of the General Fund but is audited and reported as proprietary funds: The Parking Department Enterprise fund is used to account for the Park- ing activities. For the entire MGL on Enterprise Funds visit the Massachusetts Department of Revenue website: http://www.mass.gov/Ador/docs/dls/publ/misc/EnterpriseFundManual.pdf ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Water & Sewer Five Year Financial Forecast Desc FY2024 FY2025 FY2026 FY2027 Recap Budgeted Projected Projected projected percent increase 3.00% 3.00% 5.00% 5.00% Sewer Rates Residential 7.81 8.04 8.44 8.87 Non-Residential < 25,000 cu ft 11.83 12.18 12.79 13.43 Non-Residential > 25,000 cu ft 15.15 15.60 16.38 17.20 SEWER REVENUE User Charges 10,763,774 11,086,687 11,641,021 12,223,072 Penalties and Interest 37,000 37,000 37,000 37,000 Sewer Liens 300,000 300,000 300,000 300,000 Other Departmental Revenue Investment Income Intergovernmental-SESD SEWER RATES 11,100,774 11,423,687 11,978,021 12,560,072 Retained Earnings Appropriated Other Enterprise Available Funds W/S Combine (1,250,000) (1,000,000) (750,000) (500,000) Premiums on Bonds SESD PILOT SUBSIDY SEWER OFS/Trans In (1,250,000) (1,000,000) (750,000) (500,000) TOTAL SEWER REVENUE 9,850,774 10,423,687 11,228,021 12,060,072 SEWER EXPENSES 3% Administration 3% Public Services 711,444 726,409 748,201 770,647 9% Engineering 1,217,396 1,231,040 1,267,971 1,306,010 Insurance Expenses (Deductibles) 10,000 10,000 10,300 10,609 15% Long Term Debt (Principal and Interest) 1,722,592 1,751,813 1,804,367 1,858,498 Short Term Debt BANS/Professional Fees 51,414 55,256 56,914 58,621 2% SESD Assessment 4,731,615 4,644,596 4,748,058 4,890,500 Subtotal 8,444,461 8,419,114 8,635,811 8,894,886 10% Indirect Costs 844,386 827,245 852,063 877,625 Subtotal 9,288,847 9,246,359 9,487,874 9,772,510 TOTAL SEWER EXPENSES 9,288,847 9,246,359 9,487,874 9,772,510 NET CHANGE IN SEWER FUND BALANCE (Projected) 561,927 1,177,327 1,740,147 2,287,562 ---PAGE BREAK--- Budget Overview-Enterprise Funds Water & Sewer Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 204 Desc FY2024 FY2025 FY2026 FY2027 Budgeted Projected Projected Projected projected percent increase 9.00% 9.00% 9.00% 8.00% Water Rates Residential 4.06 4.42 4.82 5.21 Non-Residential 5.49 5.99 6.53 7.05 WATER REVENUE User Charges 6,021,150 6,563,053 7,153,728 7,726,026 Interest and Penalties 30,000 30,000 30,000 30,000 2.0% Other Department Revenue-Water Liens 208,080 212,242 216,486 220,816 2.0% Water Meters and Misc. Revenue 31,212 31,836 32,473 33,122 2.0% Backflow 67,626 68,979 70,358 71,765 WATER RATES 6,358,068 6,906,110 7,503,046 8,081,730 FB Reserved for Expenditures Retained Earnings Subsidy from Sewer Fund Balance 1,250,000 1,000,000 750,000 500,000 Other Enterprise Available Funds W/S Combined WATER OFS/Trans in 1,250,000 1,000,000 750,000 500,000 TOTAL WATER REVENUE 7,608,068 7,906,110 8,253,046 8,581,730 WATER EXPENSES 5.0% Administration 3.0% Public Services 766,569 784,069 807,591 831,819 3.0% Engineering 952,296 1,017,315 1,047,834 1,079,269 Insurance Expense (Deductibles) 5,000 5,000 5,150 5,305 8.0% Long Term Debt (Principal and Interest) 2,333,167 2,401,729 2,473,781 2,547,994 5.0% Short Term Debt (Interest Only) 72,278 79,415 81,797 84,251 4.0% Assessment 3,017,336 3,147,612 3,242,040 3,339,302 Retained Earnings Expended Reserve Fund Other Financing Uses (OFU) Subtotal 7,146,646 7,435,140 7,658,194 7,887,940 10% Indirect Costs 711,472 731,322 753,262 775,860 Subtotal 7,858,118 8,166,462 8,411,456 8,663,800 TOTAL WATER EXPENSES 7,858,118 8,166,462 8,411,456 8,663,800 NET CHANGE IN WATER FUND BALANCE (Projected) (250,050) (260,353) (158,411) (82,070) NET CHANGE IN WATER/SEWER BALANCE (Projected) 311,877 916,975 1,581,737 2,205,492 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Enterprise Fund A2 Summary & Graphs CITY OF SALEM ENTERPRISE FUNDS A2 SUMMARY Actual Estimated Budgeted Increase % Increase FY2023 FY2024 FY2025 FY25 v. FY24 FY25 v. FY24 REVENUE SEWER RATES 10,692,213 10,763,774 11,086,687 3.02% 322,913 OTHER 256,268 337,000 337,000 0.00% 0 SEWER TRANS/OFS/WATER SUBSIDIES TOTAL SEWER REVENUE 10,948,482 11,100,774 11,423,687 2.9% 322,913 WATER RATES 5,906,043 6,021,150 6,563,053 9.18% 541,903 OTHER 196,250 336,918 343,056 3.13% 6,138 WATER TRANS/OFS/GF SUBSIDIES/SEWER SUBSIDY 1,085,194 1,250,000 1,000,000 -23.04% (250,000) TOTAL WATER REVENUE 7,187,487 7,608,068 7,906,110 4.15% 298,042 TRASH FEES 937,445 935,251 967,985 3.49% 32,734 OTHER 86,773 TOTAL TRASH REVENUE 937,445 935,251 1,054,758 12.75% 119,5070 TRASH TRANS/OFS/GF SUBSIDIES 3,082,519 3,189,010 3,189,010 0.00% 0 TOTAL TRASH REVENUE WITH GF SUBSIDY 3,082,519 3,189,010 3,189,010 0.00% 0 ENTERPRISE FUND TOTAL REVENUE 22,155,933 22,833,103 23,573,564 3.34% 740,462 EXPENDITURES SEWER ADMIN 1,657,874 1,938,840 1,967,449 1.73% 28,609 SEWER FIXED COSTS 6,690,449 6,505,621 6,451,665 -0.81% (53,956) TOTAL SEWER EXPENDITURES 8,348,323 8,444,461 8,419,114 -0.30% (25,347) Sewer -Indirect Costs/OTHER FINANCIAL USES 706,018 844,386 827,245 -2.43% (17,141) TOTAL SEWER EXPENDITURES WITH INDIRECT COSTS 9,054,341 9,288,847 9,246,359 -0.47% (42,488) WATER ADMIN 1,553,714 1,723,865 1,806,384 5.31% 82,519 WATER FIXED COSTS 5,182,549 5,422,781 5,628,756 3.97% 205,975 TOTAL WATER EXPENDITURES 6,736,263 7,146,646 7,435,140 4.28% 288,494 WATER -Indirect Costs/OTHER FINANCIAL USES 788,028 711,472 731,322 2.52% 19,850 TOTAL WATER EXPENDITURES WITH INDIRECT COSTS 7,524,291 7,858,118 8,166,462 4.10% 308,344 TRASH PERSONNEL 80,583 83,426 120,873 46.47% 37,447 TRASH NON-PERSONNEL 3,941,015 4,040,835 4,122,895 2.08% 82,060 TOTAL TRASH EXPENDITURES 4,021,598 4,124,261 4,243,768 2.97% 119,507 ENTERPRISE FUND TOTAL EXPENDITURES 20,600,231 21,271,226 21,656,590 1.87% 385,364 Net Incr/Decr 1,555,702.28 1,561,876.56 1,916,974.66 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY23 FY24 FY25 % Change Actuals Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 10,692,213 10,763,774 11,086,687 3.0% Interest & Penalties 46,448 37,000 37,000 0.0% Sewer Liens 209,821 300,000 300,000 0.0% Other Departmental Bond Premium Total Revenues 10,948,482 11,100,774 11,423,687 2.9% Retained Earnings Appropriated Other Enterprise Available Funds - WS Combined (1,669,401) $ (1,250,000) $ (1,000,000) $ OFS/TRANS IN/SESD Trans Total Revenue & Available Funds 9,279,081 9,850,774 10,423,687 5.8% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 518,526 711,444 726,409 2.1% Engineering 1,323,671 1,217,396 1,231,040 1.1% Long Term Debt (principal and interest) 1,984,963 1,722,592 1,751,813 1.7% Short Term Debt (interest only) 765 51,414 55,256 7.5% Other (SESD assessment) 4,971,805 4,731,615 4,644,596 -1.8% Insurance Expense (Deductibles) 5,000 10,000 10,000 0.0% OFU/Trans Out Total costs appropriated in enterprise fund 8,804,730 8,444,461 8,419,114 -0.3% b. Costs appropriated in the general fund (Indirect Costs) 706,018 844,386 827,245 -2.0% Total costs appropriated in the general fund 706,018 844,386 827,245 -2.0% Total Costs 9,510,748 9,288,847 9,246,359 -0.5% 3. Calculation of General Fund Subsidy Revenue & available funds 9,279,081 9,850,774 10,423,687 5.8% less: Total costs 9,510,748 9,288,847 9,246,359 -0.5% less: Prior year deficit (Negative represents general fund subsidy) -231,667 561,927 1,177,327 109.5% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 9,510,748 9,288,847 9,246,359 -0.5% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 9,510,748 9,288,847 9,246,359 -0.5% Total Revenue & Other Available Funds 9,279,081 9,850,774 10,423,687 5.8% Total Costs 9,510,748 9,288,847 9,246,359 -0.5% Variance -231,667 561,927 1,177,327 109.5% SCHEDULE A-2 ENTERPRISE FUNDS SALEM SEWER ENTERPRISE FUND - FY25 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 207 FY23 FY24 FY25 % Change Actuals Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 5,703,641 6,021,150 6,563,053 9.0% Interest & Penalties 26,622 30,000 30,000 0.0% Water Liens 115,724 208,080 212,242 2.0% Other Departmental - Connection Fees Bond Premiums Water Meters & Misc. Revenue 6,103 31,212 31,836 2.0% Backflow 2,800 67,626 68,979 2.0% Total Revenues 5,854,891 6,358,068 6,906,110 8.6% Retained Earnings Appropriated 0 0 0 Other Enterprise Available Funds W/S Combined 1,085,194 1,250,000 1,000,000 OFS/Trans In Total Revenue & Available Funds 6,940,085 7,608,068 7,906,110 3.9% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 633,085 766,569 784,069 2.3% Engineering 839,245 952,296 1,017,315 6.8% Long Term Debt (principal and interest) 2,226,842 2,333,167 2,401,729 2.9% Short Term Debt (interest only) 1,679 72,278 79,415 9.9% Other assessment) 2,906,306 3,017,336 3,147,612 4.3% Insurance Expense (Deductibles) 2,500 5,000 5,000 0.0% Insurance Expense (Deductibles) OFU/Trans Out Total costs appropriated in enterprise fund 6,609,657 7,146,646 7,435,140 4.0% b. Costs appropriated in the general fund - Indirect Costs 788,028 711,472 731,322 2.8% Total costs appropriated in the general fund 788,028 711,472 731,322 2.8% Total Costs 7,397,685 7,858,118 8,166,462 3.9% 3. Calculation of General Fund Subsidy Revenue & available funds 6,940,085 7,608,068 7,906,110 3.9% less: Total costs 7,397,685 7,858,118 8,166,462 3.9% less: Prior year deficit (Negative represents general fund subsidy)* (457,599) (250,050) (260,353) 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 7,397,685 7,858,118 8,166,462 3.9% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 7,397,685 7,858,118 8,166,462 3.9% SCHEDULE A-2 ENTERPRISE FUNDS SALEM WATER ENTERPRISE FUND - FY25 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 208 FY23 FY24 FY25 % Change Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 16,395,855 16,784,924 17,649,740 5.2% Penalties & Interest 73,070 67,000 67,000 0.0% Water/Sewer Liens 325,545 508,080 512,242 Other Departmental Revenue 0 0 0 Bond Premium 0 0 0 Intergovernmental-SESD 6,103 0 0 0.0% Water Backflow 2,800 98,838 100,815 2.0% Total Revenues 16,803,373 17,458,842 18,329,797 5.0% Retained Earnings 0 0 0 Other Enterprise Available Funds - WS Combined 0 0 0 OFS/Transfers in 0 0 0 Total Revenue & Available Funds 16,803,373 17,458,842 18,329,797 5.0% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 1,151,611 1,478,013 1,510,478 2.2% Engineering 2,162,915 2,169,692 2,248,355 3.6% Long Term Debt (principal and interest) 4,211,805 4,055,759 4,153,542 2.4% Short Term Debt (interest only) 2,444 123,692 134,671 8.9% Other (SESD/SBWB assessment) 7,878,111 7,748,951 7,792,208 0.6% Insurance Expense (Deductibles) 7,500 15,000 15,000 0.0% OFU/Trans Out Total costs appropriated in enterprise fund 15,414,386 15,591,107 15,854,254 1.7% b. Costs appropriated in the general fund - Indirect Costs 1,494,046 1,555,858 1,558,568 Total costs appropriated in the general fund 1,494,046 1,555,858 1,558,568 Total Costs 16,908,432 17,146,965 17,412,822 1.6% 3. Calculation of General Fund Subsidy Revenue & available funds 15,664,327 17,458,842 18,329,797 5.0% less: Total costs 15,664,327 17,146,965 17,412,822 1.6% less: Prior year deficit (Negative represents general fund subsidy) 0 311,877 916,975 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 16,908,432 17,146,965 17,412,822 1.6% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs SCHEDULE A-2 ENTERPRISE FUNDS SALEM WATER & SEWER ENTERPRISE FUNDS COMBINED - FY25 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 209 FY23 FY24 FY25 % Change Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 927,969 935,251 967,985 3.5% Other Departmental Revenue 0 0 86,773 Penalties and Interest 0 0 0 Recycling Revenue 0 0 0 Total Revenues 927,969 935,251 1,054,758 12.8% Retained Earnings Appropriated** Other Enterprise Available Funds OFS/Transfers In Total Revenue & Available Funds 927,969 935,251 1,054,758 12.8% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Salaries 80,583 83,426 120,873 44.9% Contracted Services - Collection and Disposal (flat fee) 3,941,015 4,040,835 4,122,895 2.0% Recycling and Other Expenses Exp Trans/OFU Total costs appropriated in enterprise fund 4,021,598 4,124,261 4,243,768 2.9% b. Costs appropriated in the general fund - Indirect Costs Total costs appropriated in the general fund 0 Total Costs 4,021,598 4,124,261 4,243,768 2.9% 3. Calculation of General Fund Subsidy Revenue & available funds 927,969 935,251 1,054,758 12.8% less: Total costs 4,021,598 4,124,261 4,243,768 2.9% less: Prior year deficit (Negative represents general fund subsidy) (3,093,629) (3,189,010) (3,189,010) 0.0% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 927,969 935,251 1,054,758 12.8% b. Taxation 3,093,629 3,189,010 3,189,010 0.0% c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 4,021,598 4,124,261 4,243,768 2.9% SCHEDULE A-2 ENTERPRISE FUNDS SALEM TRASH ENTERPRISE FUND - FY25 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Estimated Revenues - Enterprise Funds Trash GF Subsidy 13.83% Trash Fees 4.24% Water - Sewer Subsidy 5.47% Water - Other 1.48% Water Rates 26.37% Sewer Rates 47.14% Sewer - Other 1.48% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Enterprise Fund Revenue Detail & Graphs In FY 2013 the City Council voted to combine the water and sewer enterprise funds as allowed by the Department of Revenue as outlined in bullet1in 2012- B (page 3/7). The water and sewer funds will remain in separate funds for accounting and budgeting purposes within the City. But they will be combined for reporting purposes on the City’s annual financial statements (CAFR) and for calculating Retained Earnings by the Department of Revenue. Revenues for enterprise funds are derived from the following sources: Charges and Fees – Amounts paid by those who use the service. These include late charges, fees and interest incurred in the collection process. Other Revenue Sources (OFS) – Includes all other receipts such as state funding, grants, surplus from South Essex Sewer District (SESD) & the Salem Beverly Water Supply Board and monies from apportioned and un-apportioned betterments and special assessments relating to the enterprise fund. Retained Earnings – The operating surplus of the enterprise fund. Based on the submission of a June 30 balance sheet, the retained earn- ings of an enterprise may be used for appropriations only after the Bureau of Accounts certifies it as a surplus. This surplus may be used for capital projects or to offset the operating budget, which effectively reduces the user charges, rates, or general fund subsidy. Like free cash and other general fund reserves, the surplus must be appropriated before the subsequent June 20. After July 1, no appropriation can be made from the surplus until after it is certified by the Director of Accounts. General Fund Subsidy – Any revenue deficits in an enterprise fund can and should be funded by the general fund, either during the initial budgeting process (if anticipated) or raised on the Recap after year end. The City of Salem uses the following sources to fund each enterprise fund: Sewer – User fees, penalties and interest, sewer liens, other miscella- neous revenue and any fund balance surplus at the South Essex Sewer- age District (SESD). SESD surpluses are the result of our assessment payment being more than the actual costs of running SESD. Water – User fees, penalties and interest, water liens, sale of water meters, backflow testing and revenue from shutoffs. Trash – User fees, penalties and interest and general fund subsidy. Sewer Enterprise Revenue The sewer revenues consist of penalties & interest, sewer rates revenues, sewer liens revenue, sewer backflow tests, and miscellaneous revenue. We also request on an annual basis that SESD send us any fund balances that they may be holding in our behalf. In FY 2025 the City is requesting an increase in sewer rates of 3.00%. Sewer Enterprise Revenue $10,000,000 $0 $10,000,000 $20,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Revenue Detail & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 212 Water Enterprise Revenue The water revenues consist of penalties & interest, water rates revenues, water liens revenue, backflow testing revenue, and miscellaneous revenue. In FY 2025 the City is requesting an increase in water rates of 9.00%. Water Enterprise Revenue Solid Waste Enterprise Revenue The trash revenues consist of penalties & interest and trash fee revenue. The general fund subsidizes 73% of the trash fund expenditures. In FY 2016 the City contracted with Waste Management to take over for North Side Carting due to North Side Carting’s inability to fulfill their contractual obligations. The Solid Waste Collection line increased in FY 2016 due to the change in vendor but leveled out in FY 2017 due to mandatory recycling which leveled out the solid waste disposal costs. In FY2025, the City is requesting an increase of 3.5%, commensurate with the increase in the solid waste management contract and other cost increases. In FY 2025 we anticipate no in the General Fund Subsidy to the Trash Enterprise Fund. Solid Waste Enterprise Revenue General Fund Subsidy to Solid Waste Enterprise Fund General Fund Subsidy to Solid Waste Enterprise Fund $10,000,000 $0 $10,000,000 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $1,000,000 $0 $2,000,000 $4,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Estimated Revenues - Sewer FY 2025 Estimated Revenues - Water Sewer Rates 96.96% Other 3.04% Subsidy from Sewer Fund 16.43% Other 4.43% Water Rates 79.14% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Estimated Revenues - Trash Trash Fees 23.45% General Fund Subsidy 76.55% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Enterprise Fund FY 2025 Operating Budget Summary ACTUAL FINAL DEPARTMENT MAYOR EXPENDED BUDGET BUDGET BUDGET FY2023 FY2024 FY 2025 FY 2025 Amount Percentage ENTERPRISE FUNDS SEWER : Sewer - Public Services 518,526 711,444 726,411 726,409 14,965 2.10% Sewer - Engineering 1,245,286 1,217,396 1,233,905 1,231,040 13,644 1.12% Long Term Debt 1,984,963 1,722,592 1,751,813 1,751,813 29,221 1.70% Short Term Debt 765 51,414 55,256 55,256 3,842 7.47% SESD Assessment 4,791,805 4,731,615 4,644,596 4,644,596 (87,019) -1.84% Sewer - Insurance Deduction 16,297 10,000 10,000 10,000 - 0.00% TOTAL SEWER 8,557,642 8,444,461 8,421,981 8,419,114 -25,347 -0.30% WATER : Water-Public Services 633,085 766,569 784,070 784,069 17,500 2.28% Water-Engineering 839,245 952,296 1,020,180 1,017,315 65,019 6.83% Long Term Debt 2,226,842 2,333,167 2,401,729 2,401,729 68,562 2.94% Short Term Debt 1,679 72,278 79,415 79,415 7,137 9.87% SBWS Assessment 2,906,306 3,017,336 3,147,612 3,147,612 130,276 4.32% Water - Insurance Deduction 5,487 5,000 5,000 5,000 - 0.00% TOTAL WATER 6,612,644 7,146,646 7,438,006 7,435,140 288,494 4.04% Solid Waste : Solid Waste - Engineering 4,021,598 4,124,261 4,662,149 4,243,768 119,507 2.90% TOTAL TRASH 4,021,598 4,124,261 4,662,149 4,243,768 119,507 2.90% ENTERPRISE FUND TOTAL 19,191,883 19,715,368 19,715,368 20,098,022 382,654 1.94% PERSONNEL & NON-PERSONNEL SUMMARIES Sewer Personnel 715,128 716,365 741,726 738,861 22,496 3.14% Non-Personnel 6,695,449 7,728,096 7,860,255 7,680,253 (47,843) -0.62% 8,348,323 8,444,461 8,444,461 8,419,114 -25,347 -0.30% Water Personnel 770,638 771,365 771,365 795,789 24,424 3.17% Non-Personnel 5,185,049 6,375,281 6,375,281 6,639,351 264,070 4.14% 6,736,263 7,146,646 7,146,646 7,435,140 288,494 4.04% Solid Waste Personnel 80,563 83,426 124,179 120,873 37,447 44.89% Non-Personnel 3,941,035 4,040,835 4,537,970 4,122,895 82,060 2.03% 4,021,598 4,124,261 4,662,149 4,243,768 119,507 2.90% TOTAL Enterprise Fund 19,106,184 19,715,368 19,715,368 20,098,022 382,654 1.94% FY25 vs. FY24 Budget Inc/Decr ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Proposed Budget - Enterprise Funds FY 2025 Proposed Budget - Sewer Trash Non-Personnel 19.00% Water Indirect Costs 3.34% Water Fixed Costs 25.49% Sewer Admin 9.11% Sewer Fixed Costs 30.58% Sewer Indirect Costs 3.97% Water Admin 8.10% Other 0.39% Public Services 7.66% Engineering 13.11% Long-Term Debt 18.54% Indirect Costs 9.09% SESD Assessment 50.94% Other 0.66% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 Proposed Budget - Water FY 2025 Proposed Budget - Trash Other 0.96% Indirect Costs 9.06% SBWB Assessment 38.41% Public Services 9.76% Engineering 12.12% Long-Term Debt 29.70% Engineering Admin 2.02% Solid Waste Collection 97.98% ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Water & Sewer Rate Comparisons Last Rate % change Residential Commercial Residential Commercial Discounts Fund Adjustment Salem - 7/1/2023 4.06 $ 5.49 $ HCF 7.81 $ 11.83 $ 0-250 HCF yes Enterprise Fund 8/1/2021 2.35% Water: 487.20 $ FY2023 15.15 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 937.20 $ within 15 days Combined: 1,424.40 $ Salem - 7/1/2024 4.42 $ 5.99 $ HCF 8.04 $ 12.18 $ 0-250 HCF yes Enterprise Fund 8/1/2023 5.00% Water: 530.40 $ Proposed 15.60 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 964.80 $ within 15 days Combined: 1,495.20 $ Beverly* 3.40 $ same HCF 6.40 $ same HCF no Enterprise 7/1/2018 2.50% Water: 393.00 $ Water & Sewer Sewer: 748.00 $ Combined: 1,141.00 $ Chelsea 5.97 $ same 0-10 HCF 9.95 $ same 0-10 HCF no Enterprise Fund 7/1/2023 1.53% Water: 716.40 $ 7.29 $ same > 10-25 HCF 10.85 $ same > 10-25 HCF Water & Sewer Sewer: 1,194.00 $ 9.51 $ same > 25HCF 13.86 $ same > 25HCF Combined: 1,910.40 $ Danvers 8.07 $ 8.07 $ 0-20 HCF R / 0-40 HCF C 8.02 $ 8.02 $ 0-20 HCF R / 0-40 HCF C yes General Fund 7/1/2023 3.50% Water: 968.40 $ 9.08 $ 20-24 HCF R 8.35 $ 20-24 HCF Sewer: 962.40 $ 11.64 $ 9.08 $ balance 10.03 $ 8.35 $ balance 15% water Water & Sewer Combined: 1,930.80 $ elderly/low Gloucester 10.42 $ same kgal 18.16 $ same kgal no Enterprise Fund 4/1/2022 7.50% Water: 937.80 $ Water & Sewer Sewer: 1,634.40 $ Combined: 2,572.20 $ Lynn 4.54 $ same 0-27 HCF 8.33 $ same 0-27 HCF yes Enterprise Fund 7/1/2023 3.96% Water: 561.60 $ 4.68 $ same 27-45.65 HCF 8.61 $ same 27-45.65 HCF owner occ. Water & Sewer Sewer: 1,033.20 $ 4.76 $ same 45.65-739.4 HCF 8.76 $ same 45.65-739.4 HCF elderly/disabled Combined: 1,594.80 $ 4.83 $ same >2,812.45 HCF 8.82 $ same >2,812.45 HCF single @ 15%, 2-fam @ 7.5%, 3-Fam @ 5% Marblehead 6.80 $ same 0-30 HCF 11.00 $ same 0-30 HCF no Enterprise Fund 7/1/2023 1.16% Water: 816.00 $ 9.75 $ same >30 HCF 11.00 $ same >30 HCF Water & Sewer Sewer: 1,320.00 $ Combined: 2,136.00 $ Peabody* 3.97 $ 4.99 $ 0-15 HCF 5.73 $ 6.94 $ 0-15 HCF no General Fund 7/1/2023 29.72% Water: 476.40 $ 4.56 $ 5.68 $ 16-25 HCF 6.64 $ 4.56 $ 16-25 HCF Water & Sewer Sewer: 687.60 $ 5.17 $ - 25-30 7.45 $ - 25-30 Combined: 1,164.00 $ 5.45 $ 6.75 $ >30 HCF 8.00 $ 9.09 $ >30 HCF Revere 4.41 $ 7.32 $ HCF 13.31 $ 21.96 $ HCF yes Enterprise Fund 7/1/2023 4.24% Water: 529.20 $ senior Water & Sewer Sewer: 1,597.20 $ Combined: 2,126.40 $ Swampscott 7.70 $ same 0-25 HCF 6.04 $ same 0-25 HCF no Enterprise Fund 7/1/2023 2.53% Water: 924.00 $ 7.98 $ same 25-250 HCF 6.83 $ same 25-250 HCF Water & Sewer Sewer: 724.80 $ 8.20 $ same >250 HCF 7.56 $ same >250 HCF Combined: 1,648.80 $ NOTE: All data taken from MWRA Annual Water and Sewer Retail Rate Survey - 2023 FY2025 COMBINED RETAIL WATER AND SEWER RATE COMMUNITY CHARGE COMPARISION Annual Cost per 120 HCF (approx 90,000 gallons) Water Sewer ---PAGE BREAK--- Financial Forecasts, Policies and Debt ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Five Year Financial Forecast Executive Summary The five-year financial forecast for the City of Salem is used as a budget tool that enables municipal officials to review operating needs, identify fiscal challenges and opportunities, and help develop long term budgeting policies as part of an overall strategic plan. The five-year financial forecast is invaluable in identifying key areas that the City needs to focus on such as rising health insurance costs, retirement assessments, and collective bargaining agreements. It also helps the City plan for its capital budget, debt service management, and long-term sustainability. Financial forecasting is the process of projecting revenues and expenditures over a five to ten-year period. Factors that affect forecasting are current and future economic conditions, collective bargaining agreements, future operating and capital scenarios, and other factors that affect future revenues and expenditures. The five-year financial forecast is also used as a communication tool for both the City Council and the public. The forecast is always evolving and is constantly updated as information becomes available. Revenues Tax Levy: $125,749,807 The tax levy is the City’s primary revenue source, comprising approximately 60% of the City’s total general fund revenues to be raised in FY2023. Residential property values currently pay 73.16% of the total property taxes, while commercial, industrial, and personal property values pay 26.84%. The City realizes an automatic 2.5% increase to the tax levy under Proposition 2 ¾, plus any increase due to “new growth” in the City. New growth includes new development, condominium conversions, and renovations/expansions to existing properties, to name a few. The City has typically averaged approximately $1,000,000 per year in new growth; however, the final new growth number for FY22 was $2,053,113 and $1,828,203 in FY2023. For FY2025, new growth is expected to be closer to historical amounts at $1,000,000. For forecasting purposes, the average of $1,000,000 is used. Local Receipts: $20,184,581 Local receipts are locally generated revenues other than real and personal property taxes. Examples include motor vehicle excise, investment income, hotel/motel tax, fees, rentals, and charges. The City is seeing a healthy recovery from COVID-19, particularly in its meals and hotel/motel excise taxes. Salem is projecting an increase of $1,311,081 (6.95%) in Local Receipts over FY2024. Categories can be variable and the financial forecast notes the percentages that are used to project into future years based on trends. Cherry Sheet Revenue (State Aid): $40,185,714 Named for the cherry-colored paper on which it was originally printed, the Cherry Sheet is the official notification by the Commissioner of Revenue to municipalities and regional school districts of estimated state aid to be paid and charges to be assessed over the next fiscal year. Cherry Sheets are usually issued each spring, following enactment by the Legislature of the state budget for the following year. This year, the Legislature (based on the House budget) has increased the estimated state aid to the City of Salem by approximately $2,440,088 from the FY2024 amount. The Chapter 70 appropriation would be increased from $27,455,880 in FY24 to $29,642,316 in FY25, a 7.96% increase, which is the result of Salem maintaining foundation aid under the formula. Also, FY2025 will see an increase in Unrestricted General Government Aid (UGGA) by $82,467 or 1.0%. It is difficult to gauge the amount that the Commonwealth will allocate to the 351 municipalities due to the volatile economy. Nevertheless, we need to assume a figure for purposes of completing the five-year financial forecast. Therefore, it is predicted that the State will increase the FY2025 appropriation by 1% each year through FY2029. We hope that this is a conservative estimate; however, it could be the opposite. School Building Assistance: $0 The Massachusetts School Building Authority (MSBA) administers the school building assistance program that reimburses cities, towns, and regional school districts varying percentages of their school construction costs depending on the wealth of the community or district and the category of reimbursement. The City of Salem was lucky enough to receive 90% reimbursement for all its building projects. The City is not anticipating any School Building Assistance funds in FY2025. Enterprise Fund Revenue: $19,158,830 An enterprise fund, authorized by MGL Chapter 44, Section 53F ¾ is a separate accounting and financial reporting mechanism for municipal services for which a fee is charged in exchange for goods or services. It allows a community to demonstrate to the public the portion of total costs of a service that is recovered through user charges and the portion that is subsidized by the tax levy, if any. The City of Salem has three Enterprise Funds; water, sewer, and solid waste. The water and sewer enterprise funds, with estimated revenues of $6,532,873 and $10,879,949 respectively, strive for full cost recovery, including indirect costs that are appropriated in the general fund. Water and sewer enterprise fund revenues are estimated to have various increases over the next three fiscal years depending on the costs of assessments from the Salem Beverly Water Supply Board and the South Essex Sewer District, as well as the debt service from some of the major projects underway in the City. ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 221 In FY 2013, the City Council voted to combine the water and sewer enterprise funds for FY 2014, as allowed by the Department of Revenue as outlined in bullet1in 2012-B (page 3/7). Historically, the Water Enterprise fund revenue was not being sufficient to cover expenses and we have had to appropriate free cash to cover the deficits. By combining the funds, the City now utilizes sewer revenue to help offset the water deficit. The water and sewer funds will remain in SEPARATE funds for accounting and budgeting purposes within the City. But they will be COMBINED for reporting purposes on the City’s annual financial statements (ACFR) and when calculating Retained Earnings by the Department of Revenue. For FY25, the administration is recommending a water rate increase of 9% and sewer rate increase of for an overall increase of The Solid Waste Enterprise fund, established in FY08, does not recoup all operating costs. However, the $1,054,758 estimated revenues will cover approximately 24.85% of the total cost of $4,243,768 in FY2025. Other Financial Resources – Recurring: $1,995,611 The City currently has five “receipts reserve” accounts; Harbormaster, Witch House, Golf Course, Charter Street Cemetery, and Forest River Pool. Receipts reserve accounts are accounts in which proceeds are earmarked by law and placed in separate accounts for appropriation for particular purposes. The City treats these accounts similar to Enterprise Funds, by which the fees charged cover the expenses of the particular program. It is estimated that the revenues generated will increase each year by 2.5% to keep up with rising costs of running each of the three departments. Expenses General Government: $10,960,881 Departments under General Government include all of the financial offices and overhead support functions, including Mayor, City Council, Finance, Assessing, Legal, Treasury, Collector, Purchasing, and the City Clerk/Elections. The expense increase for FY25 is 7.72%. This amount includes the impact of collective bargaining agreement settlements, increases for exempt staff, and initiatives supported by the Mayor’s office. The estimated increases for FY2026-2029 is projected at approximately Public Safety: $25,916,698 Departments under Public Safety include Police, Fire, Inspectional Services, Electrical and Harbormaster. The estimated expense increase for public safety for the City will be 3% for police and fire and 3% for inspectional services, electrical and harbormaster for FY2026 through FY2029. These increases are expected due to the historical costs of collective bargaining agreements for police and fire, including minimum staffing levels, as well as the rising costs of utilities for both electrical and harbormaster departments and public safety resource needs resulting from increases in tourism. In FY2025, Public Safety is a 2.02% increase. This amount does not include upcoming collective bargaining agreements, funding for which is set aside in a salary reserve. Public Works and Facilities: $4,426,945 Departments under Public Works and Facilities include Public Services, Engineering, Snow and Ice Removal and the Parking Department. Estimated expense increase for public services is expected to increase at 3% per year through FY2029. The FY2025 budget reflects an -.61% decrease for public works, reflecting the transfer of a position from Engineering to the Mayor’s office, which is also partially offset increases in maintenance and other initiatives identified to improve services through the City. Engineering and Parking operating expenses are expected to increase by 3% per year through FY2029, and the Snow and Ice budget will be level funded through FY2029. Human Services: $1,985,893 Departments under Human Services include the Health Department, Council on Aging, and Veteran’s Services. Although the benefits of veterans decreased this year due to less veterans applying for benefits, expenses in human services are still projected to increase by 3% per year due to normal increases in salaries and expenses, needs of an aging population, and the uncertainty of the number of veterans returning from war. Cultural and Recreation: $4,426,945 Departments under Cultural and Recreation include the Library, Park and Recreation, Golf Course, Witch House, Winter Island, Pioneer Village, and the Historical Commission. Expenses in Culture and Recreation are projected to increase by 3% per year due to normal increases in salaries and expenses. Fixed Costs: $36,792,587 Fixed costs are costs that are legally or contractually mandated such as health insurance, retirement assessment, Medicare, worker’s compensation, unemployment, and several other items. Fixed costs continue to be the biggest challenge in municipal budgets. Each fixed cost has its own projected increase over the five-year forecast that reflects the average costs municipalities are seeing in each category. The projected increases through FY2029 for each fixed cost are as follows: Health Insurance: 6% As a member of state GIC, Salem will see an FY25 increase of 9.5%. To be conservative, the average increase for FY26-29 will be ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 222 Retirement Assessment: 5.55% Estimated increases needed to fully fund liability by 2032 per current funding schedule. Retirement Anticipation Stabilization Fund: Level funded This fund is for those employees who retire and are due sick/vacation buyback. Medicare: 6% Average increase in wages for City workers over the past several years. Municipal Insurance: 3% Historical average of our increases since 2006. Worker’s Compensation: 3% We are fully insured and expect rates to increase at this level. FY25 we will continue to share the cost with the school department. Unemployment: 3% Reasonable estimate base on current economic conditions. Non – Contributory Pension: 0% No change due to the shrinking number of those retirees who are part of this group. Fixed Costs – Debt Service: $9,007,261 (Long Term - $8,755,889 & Short Term - $251,372) Debt service is the repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue. The overall debt service for the City is scheduled to decrease for existing debt; however, as part of our capital planning and the current interest rate increases, we estimating a 1.9% increase in the total cost of debt service so that we can actively manage the replacement of vehicles and machinery, maintenance on existing buildings and infrastructure, and construction of new facilities. Assessment – Essex Technical Vocational High School: $2,430,076 The assessment to the City of Salem reflects the number of students attending the school and the associated costs. The assessment decreased in FY2025 resulting from lower enrollment numbers. To be conservative these assessments are projected to increase 2.5% through FY2029. Education - Salem School District: $74,592,616 The School Committee oversees the budget process for the schools, and it has a bottom-line budget of $74,592,616 for FY25, an increase of 4.83% from FY24. For financial forecasting purposes, we expect that the cost of education will increase the general fund budget by 2.5% per year in both personnel and non- personnel expenses. The City’s finance director and the School’s business administrator continue to work on cost saving measures and shared services to ensure that the level of staff at the SPS will be adequate to provide quality education to its students. Enterprise Fund Expenses: $20,789,272 Expenses in the enterprise fund represent personnel, expenses, contracted services, assessments, and debt service costs for the three enterprise funds of the City: water, sewer, and solid waste. Expenses in the funds are projected to rise from FY2026 to FY2029 as follows: Water Enterprise Personnel: 5% Expenses: 5% Assessments: 3.5% Debt Service: per debt schedule (actual and projected) Sewer Enterprise Personnel: 5% Expenses: 5% Assessments: 3.5% Debt Service: per debt schedule (actual and projected) Solid Waste Enterprise Personnel: 3% Expenses: 3% Contracted Services: 15% Cherry Sheet Assessment: $10,883,575 Named for the cherry-colored paper on which it was originally printed, the Cherry Sheet is the official notification by the Commissioner of Revenue to municipalities and regional school districts of estimated state aid to be paid and charges to be assessed over the next fiscal year. Cherry Sheets are usually issued each spring, following enactment by the Legislature of the state budget for the following year. The categories of charges include mosquito control projects, RMV non-renewal surcharge, MBTA, and tuition assessment. It is projected that the Cherry Sheet assessment from the Commonwealth will increase 6% from FY2026 to FY2029. Other Expenditures: $1,450,323 Overlay: $850,000 Overlay is an account established annually to fund anticipated property tax abatements exemptions and uncollected taxes in that year. It is ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 223 anticipated that overlay will vary in its increases due to the triennial certifications of values per the DOR and the increased values of proper- ties throughout the City. Typically, a municipality will increase its over- lay on certification years due to the adjustments typically made to conform to all Massachusetts General Laws for assessing property taxes. Snow and Ice Deficit $0 – for FY2025 the city of Salem does not plan to raise a deficit on the tax recap. All amortized costs have been paid. Cherry Sheet Offset: $600,323 Offset receipts are receipts from the Cherry Sheet that are to be used for a specific purpose (school lunch and public library). These obligations are expected to increase 3% for FY2026 to FY2029. Conclusion The City of Salem, like all municipalities throughout the Commonwealth, continue to struggle with rising fixed costs and contractual obligations that make balancing budgets very challenging. In most cases, Proposition 2 ¾, the law that regulates the increases a municipality can increase its property taxes, does not allow for property tax revenue to keep up with the costs of doing business. The five-year financial forecast is a tool that helps us best manage the challenges. It is a tool that uses reasonable estimates in both revenue and expenditure trends while considering the overall economic picture of the current times. The goal is to project revenues and expenditures up to five years into the future which will help the administration analyze where current trends are leading and estimate if money will be available for discretionary spending such as capital purchases, collective bargaining settlements, and new municipal program. It also will help identify those “budget buster” items that need reform from the local or state government. The five-year forecast, combined with the capital improvement program and FY2025 budget will continue to be the basis for all future financial planning for the City of Salem. ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 224 Projection % INC/DEC FY24 FY25 FY26 FY27 FY28 FY29 FY26-FY29 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED PROPERTY TAXES PRIOR YEAR LEVY LIMIT 121,530,005 125,749,807 129,893,552 134,140,891 138,494,413 142,956,774 PROPOSITION 2.5 INCREASE TO LEVY 2.50% 3,038,250 3,143,745 3,247,339 3,353,522 3,462,360 3,573,919 NEW GROWTH 1,181,552 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 TOTAL: LEVY LIMIT (not included in total) 125,749,807 129,893,552 134,140,891 138,494,413 142,956,774 147,530,693 REVENUES ACTUAL REAL ESTATE AND PERSONAL PROP 2.75% 117,433,650 122,077,395 126,324,734 130,678,256 135,140,616 139,714,536 LOCAL RECEIPTS MOTOR VEHICLE 3.00% 4,550,000 4,550,000 4,686,500 4,827,095 4,971,908 5,121,065 HOTEL MOTEL TAX 5.00% 1,775,000 2,000,000 2,100,000 2,205,000 2,315,250 2,431,013 MEALS TAX 3.00% 1,278,500 1,428,500 1,471,355 1,515,496 1,560,961 1,607,789 BOAT EXCISE TAX 1.00% 30,000 30,000 30,300 30,603 30,909 31,218 CANNABIS EXCISE TAX Varies 850,000 850,000 850,000 850,000 850,000 850,000 INTEREST ON TAXES 1.00% 525,000 531,131 536,442 541,807 547,225 552,697 " Urban Renewal (Chap 121A) 0.00% 500,000 500,000 500,000 500,000 500,000 500,000 IN LIEU OF TAXES 1.00% 785,000 803,200 811,232 819,344 827,538 835,813 CANNABIS CBA Varies 0 0 0 0 0 0 CHARGES FOR SERVICES 2.50% 1,100,000 1,170,000 1,199,250 1,229,231 1,259,962 1,291,461 PARKING FEES 3.00% 3,235,000 3,396,750 3,498,653 3,603,612 3,711,720 3,823,072 LICENSES AND PERMITS 2.00% 1,700,000 1,850,000 1,887,000 1,924,740 1,963,235 2,002,499 FINES & FORFEITS 2.00% 900,000 975,000 994,500 1,014,390 1,034,678 1,055,371 INVESTMENT INCOME 0.00% 640,000 875,000 875,000 875,000 875,000 875,000 MEDICAID 1.00% 750,000 650,000 656,500 663,065 669,696 676,393 MISC. RECURRING (INCLUDES MEDICAID 2.00% 255,000 575,000 586,500 598,230 610,195 622,398 MISC. NON-RECURRING 0.00% 0 0 0 0 0 0 TOTAL: LOCAL RECEIPTS Varies 18,873,500 20,184,581 20,683,232 21,197,613 21,728,275 22,275,790 CHERRY SHEET REVENUE 1.00% 37,745,626 40,185,714 40,587,571 40,993,447 41,403,381 41,817,415 OTHER FINANCIAL SOURCES - RECURRING Varies 1,995,611 1,995,611 1,500,000 1,500,000 1,500,000 1,500,000 OTHER FINANCIAL SOURCES (OFS) - NON-RECURRING OVERLAY SURPLUS STABILIZATION FUND FREE CASH - for a particular purpose FREE CASH - level the tax rate 1,250,000 500,000 500,000 500,000 500,000 500,000 OFS - NON RECURRING 0.00% 1,250,000 500,000 500,000 500,000 500,000 500,000 ENTERPRISE FUNDS SEWER ENTERPRISE FUND REVENUE 2.00% 10,788,897 10,879,949 11,097,548 11,319,499 11,545,889 11,776,807 WATER ENTERPRISE FUND REVENUE 5.00% 6,358,068 6,532,873 6,859,517 7,202,492 7,562,617 7,940,748 TRASH ENTERPRISE FUND 3.00% 935,251 1,054,758 1,086,401 1,118,993 1,152,563 1,187,139 PEG ACCESS ENTERPRISE FUND 691,250 691,250 691,250 691,250 691,250 691,250 TOTAL ENTERPRISE FUND REVENUE varies 18,773,466 19,158,830 19,734,715 20,332,234 20,952,319 21,595,944 TOTAL REVENUES 196,071,853 204,102,131 209,330,252 215,201,550 221,224,592 227,403,685 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 225 % INC/DEC FY24 FY25 FY26 FY27 FY28 FY29 FY26-FY29 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED EXPENDITURES TOTAL: GENERAL GOVERNMENT 3.00% 10,175,114 10,960,881 11,289,707 11,628,399 11,628,399 11,977,251 TOTAL: PUBLIC SAFETY 3.50% 25,402,507 25,916,698 26,823,782 27,762,615 27,762,615 28,734,306 TOTAL: PUBLIC WORKS & FACILITIES 3.00% 4,454,120 4,426,945 4,559,753 4,696,546 4,837,442 4,982,566 TOTAL: HUMAN SERVICES 3.00% 1,951,383 1,985,893 2,045,470 2,106,834 2,106,834 2,170,039 TOTAL: CULTURAL AND RECREATIONAL 3.00% 4,146,913 4,286,004 4,414,584 4,547,022 4,547,022 4,683,432 FIXED COSTS CONTRIBUTORY RETIREMENT 5.50% 14,930,794 15,734,481 16,599,877 17,512,871 18,476,079 19,492,263 NON-CONTRIBUTORY PENSIONS -3.00% 10,625 10,625 10,306 9,997 9,697 9,406 WORKMANS COMPENSATION CITY/SCHO 3.00% 556,660 410,806 423,130 435,824 448,899 462,366 UNEMPLOYMENT COMPENSATION 3.00% 200,000 220,000 226,600 233,398 240,400 247,612 GROUP INSURANCE 6.00% 16,949,561 18,605,282 19,721,599 20,904,895 22,159,189 23,488,740 MEDICARE 3.00% 1,382,574 1,465,528 1,509,494 1,554,779 1,601,422 1,649,465 MUNICIPAL INSURANCE- CITY ONLY 3.00% 335,397 345,865 356,241 366,928 377,936 389,274 HEALTH REIMBURSEMENT ACCOUNT 0 0 0 0 0 RETIREMENT ANTICIPATION STABILIZATIO 3.00% 600,000 500,000 515,000 530,450 530,450 546,364 TRANSFER TO CPA FUND 0 0 0 0 0 SALEM 2026 FUND 50,000 80,000 80,000 100,000 0 0 TOTAL: FIXED COSTS 35,015,611 37,372,587 39,442,248 41,649,142 43,844,071 46,285,489 TOTAL: DEBT SERVICE 3.50% 8,841,331 9,007,261 9,322,515 9,648,803 9,986,511 10,336,039 TOTAL: ESSEX TECH ASSESSMENT 2.50% 2,565,518 2,430,076 2,490,828 2,553,099 2,553,099 2,616,926 CITY EXPENDITURE TOTAL Varies 92,552,497 96,386,345 100,388,888 104,592,458 107,265,992 111,786,048 TOTAL: EDUCATION 2.75% 71,154,142 74,592,616 76,643,913 78,751,621 80,917,290 83,142,516 SCHOOL EXPENDITURE TOTAL 2.50% 71,154,142 74,592,616 76,643,913 78,751,621 80,917,290 83,142,516 TOTAL: SEWER ENTERPRISE varies 8,444,461 8,419,114 8,671,687 8,931,838 9,199,793 9,475,787 TOTAL: WATER ENTERPRISE varies 7,146,646 7,435,140 7,806,897 8,197,242 8,607,104 9,037,459 TOTAL: TRASH ENTERPRISE 3.00% 4,124,261 4,243,768 4,203,756 4,203,756 4,203,756 4,329,868 TOTAL: PEG ENTERPRISE 0.00% 691,250 691,250 691,250 691,250 691,250 691,250 ENTERPRISE FUND EXPENDITURE TOTAL 20,406,618 20,789,272 21,373,590 22,024,086 22,701,903 23,534,365 TOTAL - CITY, SCHOOL, AND ENTERPRISE 184,113,257 191,768,233 198,406,391 205,368,164 210,885,185 218,462,928 TOTAL: CHERRY SHEET ASSESSMENT 2.00% 10,468,416 10,883,575 11,101,247 11,323,271 11,549,737 11,780,732 OTHER EXPENDITURES CHERRY SHEET OFFSET 2.00% 573,048 600,323 612,329 624,576 637,068 649,809 OVERLAY 2.00% 878,750 850,000 867,000 884,340 902,027 920,067 SNOW AND ICE DEFICIT various 38,382 0 0 0 0 0 Less S/I Ammortization Less S/I Stabilization Less S/I School Portion OTHER DEFICITS RAISED ON RECAP Prior Year Overlay Deficit TOTAL: OTHER EXPENDITURES 1,490,180 1,450,323 1,479,329 1,508,916 1,539,094 1,569,876 TOTAL EXPENDITURES 196,071,853 204,102,131 210,986,967 218,200,352 223,974,017 231,813,536 BUDGET GAP 0 0 -1,656,715 -2,998,802 -2,749,425 -4,409,851 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Long Term Debt Service By Month City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 1 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 07/15/2024 December 14 2006 DW-05-12 134,726.00 4,123.97 138,849.97 Subtotal $134,726.00 $4,123.97 $138,849.97 09/01/2024 September 27 2012 : Water System Improvements (OSQ) 75,000.00 10,550.00 85,550.00 September 27 2012 : Sewer Pump Station Upgrade (ISQ) 10,000.00 1,418.75 11,418.75 September 27 2012 : South River Basin Upgrade (ISQ) 30,000.00 3,506.25 33,506.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) 20,000.00 2,612.50 22,612.50 September 27 2012 : Forrester Street Drain Relief (ISQ) 20,000.00 2,762.50 22,762.50 September 27 2012 : City Hall Roof (ISQ) 20,000.00 7,812.50 27,812.50 September 27 2012 : City Hall Skylights (ISQ) 5,000.00 1,500.00 6,500.00 September 27 2012 : City Hall Windows (ISQ) 10,000.00 4,031.25 14,031.25 September 27 2012 : City Hall Masonry Repairs (ISQ) 25,000.00 10,071.88 35,071.88 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) 60,000.00 3,309.38 63,309.38 September 27 2012 : Collins Cove Seawall (ISQ) 5,000.00 1,009.38 6,009.38 September 27 2012 : Remediation (ISQ) 45,000.00 16,193.75 61,193.75 September 27 2012 : Collins School (OSQ) 40,000.00 15,156.25 55,156.25 September 27 2012 : Collins School 2 (OSQ) 155,000.00 63,290.63 218,290.63 September 27 2012 : Saltonstall School (OSQ) 35,000.00 13,721.88 48,721.88 September 27 2012 : Saltonstall School 2 (OSQ) 70,000.00 29,400.00 99,400.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement 83,330.00 14,525.00 97,855.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters 189,100.00 9,492.25 198,592.25 November 18 2021 : Cur Ref of Oct 15 2010 Water Main 125,120.00 15,306.00 140,426.00 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station 8,900.00 1,125.00 10,025.00 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin 66,340.00 9,453.75 75,793.75 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck 23,640.00 1,186.50 24,826.50 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure 4,730.00 237.50 4,967.50 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 101,770.00 2,544.25 104,314.25 November 18 2021 : Cur Ref of Oct 15 2010 Furlong Park Remodeling 19,390.00 484.75 19,874.75 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 9,460.00 474.75 9,934.75 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design 28,370.00 1,424.00 29,794.00 November 18 2021 : Cur Ref of Oct 15 School Ballfield Remodeling 4,850.00 121.25 4,971.25 November 18 2021 : Ash Landfill Closure Remediation 5,000.00 1,000.00 6,000.00 November 18 2021 : Fiber Optic Network (Phase II) 5,000.00 1,625.00 6,625.00 November 18 2021 : Ryan Brennan Memorial Skate Park 5,000.00 1,550.00 6,550.00 November 18 2021 : Salem Common Fence 5,000.00 1,625.00 6,625.00 November 18 2021 : Library Structural Upgrades 5,000.00 1,000.00 6,000.00 November 18 2021 : Bridge Light LED Conversion 5,000.00 500.00 5,500.00 November 18 2021 : Church Street Parking Reconfiguration 5,000.00 750.00 5,750.00 November 18 2021 : Common Fence 5,000.00 750.00 5,750.00 November 18 2021 : IT Equipment Life Cycle Managment - City 5,000.00 875.00 5,875.00 November 18 2021 : IT Ongoing Digitization of Records 5,000.00 1,375.00 6,375.00 November 18 2021 : Recreation-Bertram Field Phase II 85,000.00 54,478.13 139,478.13 November 18 2021 : Recreation-Playground, Irrigation & Fence 5,000.00 750.00 5,750.00 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 1,000.00 6,000.00 November 18 2021 : Planning-Gallows Hill Park Renovation 10,000.00 2,125.00 12,125.00 November 18 2021 : Planning-Palmer Cove Park Renovation 5,000.00 1,000.00 6,000.00 November 18 2021 : Police & Fire Radio Communication System 5,000.00 1,000.00 6,000.00 November 18 2021 : IT-Theft Detection System Replacement 5,000.00 500.00 5,500.00 November 18 2021 : Engineering - Willows Park Restoration 5,000.00 1,450.00 6,450.00 November 18 2021 : Engineering - Derby St Complete Streets 25,000.00 8,600.00 33,600.00 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks 15,000.00 5,425.00 20,425.00 November 18 2021 : Digitization 5,000.00 1,375.00 6,375.00 November 18 2021 : IT Lifecycle Management (School) 5,000.00 1,250.00 6,250.00 November 18 2021 : IT Lifecycle Management (City) 5,000.00 1,000.00 6,000.00 November 18 2021 : Fire Station - ADA Upgrades 5,000.00 1,625.00 6,625.00 November 18 2021 : City Wide Playground Equipment/Park Upgrades 5,000.00 1,500.00 6,500.00 November 18 2021 : Tractor/Loader/Backhoe 10,000.00 1,125.00 11,125.00 November 18 2021 : Apron Tee Greens Mower 5,000.00 875.00 5,875.00 November 18 2021 : Park+Rec Facilities Truck 5,000.00 500.00 5,500.00 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 15,000.00 4,375.00 19,375.00 November 18 2021 : Traffic Calming Improvements 5,000.00 1,000.00 6,000.00 November 18 2021 : Garage Improvements - Annual Maintenance & ADA 5,000.00 1,000.00 6,000.00 November 18 2021 : Bicycle Infrastructure 10,000.00 3,600.00 13,600.00 November 18 2021 : Mansell Field Restoration 5,000.00 1,668.75 6,668.75 November 18 2021 : Palmer Cove Park Renovation Phase I 5,000.00 3,756.25 8,756.25 November 18 2021 : Willows Restoration & Park Improvements 5,000.00 1,550.00 6,550.00 November 18 2021 : Ford F350 Pickup 5,000.00 750.00 5,750.00 November 18 2021 : McGrath Park Soils Remediation 5,000.00 1,350.00 6,350.00 November 18 2021 : DPS Building Project 5,000.00 2,584.38 7,584.38 November 18 2021 : Boston Street Complete Upgrade 15,000.00 5,250.00 20,250.00 November 18 2021 : Derby Street Complete Street 15,000.00 5,125.00 20,125.00 November 18 2021 : Bridge Street Complete Street Flint-Boston 30,000.00 9,125.00 39,125.00 November 18 2021 : Forest River Pool & Associated Facilities 20,000.00 14,043.75 34,043.75 November 18 2021 : Citywide Seawall Improvements 5,000.00 500.00 5,500.00 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks 45,000.00 14,550.00 59,550.00 November 18 2021 : District Camera and Access Control 15,000.00 1,500.00 16,500.00 November 18 2021 : Signature Parks Improvement I 205,000.00 132,850.00 337,850.00 November 18 2021 : Signature Parks Improvement II 30,000.00 10,050.00 40,050.00 November 18 2021 : Schools-SHS Library Remodel 5,000.00 250.00 5,250.00 November 18 2021 : Schools - Access/ADA/Architectural Studies 20,000.00 1,000.00 21,000.00 November 18 2021 : Bentley Academy Boiler Replacement 10,000.00 6,662.50 16,662.50 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs 30,000.00 1,625.00 31,625.00 November 18 2021 : School Capital Repairs 40,000.00 2,000.00 42,000.00 November 18 2021 : School Building and Strategic Master Plan 15,000.00 750.00 15,750.00 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs 5,000.00 2,643.75 7,643.75 November 18 2021 : Sewer- Bertram Field Phase 2 5,000.00 3,193.75 8,193.75 November 18 2021 : Sewer-SSES report implementation 5,000.00 2,743.75 7,743.75 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 10,000.00 5,090.63 15,090.63 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys 5,000.00 3,193.75 8,193.75 November 18 2021 : Derby/Congress St. Drainage System Repairs 10,000.00 5,600.00 15,600.00 November 18 2021 : Sewer - SSES Report Implementation 2 10,000.00 5,540.63 15,540.63 November 18 2021 : Citywide Sewer Flushing & Pipe Replacements 5,000.00 4,246.88 9,246.88 November 18 2021 : Water Leak Detection, Flushing & GIS Admin 20,000.00 3,875.00 23,875.00 November 18 2021 : Water- Salem PS and Booster Station 10,000.00 2,250.00 12,250.00 November 18 2021 : Water-Bertram Field Phase 2 5,000.00 1,550.00 6,550.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 5,000.00 1,450.00 6,450.00 November 18 2021 : Forest River New Water Line 5,000.00 1,550.00 6,550.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 5,000.00 4,246.88 9,246.88 November 18 2021 : Water Distribution Main System 5,000.00 4,246.88 9,246.88 November 18 2021 : Water Transmission Main System 5,000.00 2,793.75 7,793.75 November 18 2021 : Highland Ave 16-inch Water Main 5,000.00 1,350.00 6,350.00 November 18 2021 : Vector Truck #18 Replacement 30,000.00 5,625.00 35,625.00 Subtotal $2 265 000 00 $627 456 31 $2 892 456 31 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 227 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 2 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 09/15/2024 September 25 2019 : Senior Center Construction 110,000.00 79,000.00 189,000.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 2 55,000.00 1,375.00 56,375.00 September 25 2019 : Telephone System Replacement 2 10,000.00 250.00 10,250.00 September 25 2019 : Bike Path Design/ Construction 1 5,000.00 125.00 5,125.00 September 25 2019 : Boston Street Roadway Improvements 5,000.00 1,225.00 6,225.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 15,000.00 4,375.00 19,375.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction 10,000.00 5,925.00 15,925.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 5,000.00 1,225.00 6,225.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 5,000.00 2,275.00 7,275.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 5,000.00 1,675.00 6,675.00 September 25 2019 : Canal Street Bike Path 1 10,000.00 2,650.00 12,650.00 September 25 2019 : Canal Street Bike Path 2 20,000.00 5,775.00 25,775.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 5,000.00 2,000.00 7,000.00 September 25 2019 : Canal Street Corridor Roadway Improvements 2 10,000.00 2,475.00 12,475.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 85,000.00 24,825.00 109,825.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) 40,000.00 11,225.00 51,225.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) 5,000.00 1,675.00 6,675.00 September 25 2019 : Forest River Park and Pool Design 5,000.00 1,575.00 6,575.00 September 25 2019 : Forest River Park Seawall Replacement 1 70,000.00 27,300.00 97,300.00 September 25 2019 : Forest River Park Seawall Replacement 2 25,000.00 9,900.00 34,900.00 September 25 2019 : Roads, Sidewalks, & Crosswalks 30,000.00 8,675.00 38,675.00 September 25 2019 : Telephone System Replacements (Schools) 2 35,000.00 875.00 35,875.00 September 25 2019 : Bertram Field Schematic Design Phase II 2 10,000.00 250.00 10,250.00 September 25 2019 : High School College & Career Center Floor 5,000.00 1,125.00 6,125.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement 5,000.00 1,725.00 6,725.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 5,000.00 725.00 5,725.00 September 25 2019 : Sewer Pump Station 65,000.00 46,825.00 111,825.00 September 25 2019 : Canal Street (Sewer) Phase II 1 5,000.00 1,525.00 6,525.00 September 25 2019 : Canal Street (Sewer) Phase II 2 45,000.00 13,825.00 58,825.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 5,000.00 2,550.00 7,550.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections 5,000.00 375.00 5,375.00 September 25 2019 : SSES Report Implementation 1 5,000.00 2,325.00 7,325.00 September 25 2019 : 289 Derby Drain 5,000.00 4,950.00 9,950.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 5,000.00 1,575.00 6,575.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 5,000.00 4,750.00 9,750.00 September 25 2019 : Willow Ave Sewer Replacement 5,000.00 1,575.00 6,575.00 September 25 2019 : Rosie's Pond Flood Improvements 15,000.00 10,975.00 25,975.00 September 25 2019 : Water System Upgrades- Valves & Hydrants 20,000.00 15,750.00 35,750.00 September 25 2019 : Szetela Lane Water 5,000.00 3,875.00 8,875.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS 5,000.00 3,425.00 8,425.00 September 25 2019 : Citywide Water System Flushing, Maintenance 10,000.00 6,325.00 16,325.00 Subtotal $795,000.00 $320,850.00 $1,115,850.00 10/15/2024 November 17 2016 : Advance Refunding October 15 2007 High School 315,000.00 24,640.00 339,640.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements 145,000.00 11,560.00 156,560.00 November 17 2016 : Collins Middle School 35,000.00 10,350.00 45,350.00 November 17 2016 : Districtwide Computer Replacement (School) 5,000.00 300.00 5,300.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) 10,000.00 1,400.00 11,400.00 November 17 2016 : Salerno Automotive Roof Replace (School) 5,000.00 300.00 5,300.00 November 17 2016 : Folly Hill Tank Storage (Water) 55,000.00 3,400.00 58,400.00 November 17 2016 : Water Meter Replacement Program 10,000.00 600.00 10,600.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 160,000.00 6,600.00 166,600.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 5,000.00 2,000.00 7,000.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) 20,000.00 6,350.00 26,350.00 November 17 2016 : Water System Improvements 50,000.00 14,625.00 64,625.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 25,000.00 1,000.00 26,000.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 20,000.00 1,300.00 21,300.00 November 17 2016 : Canal Street Sewer Phase 2 65,000.00 19,150.00 84,150.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin 20,000.00 5,150.00 25,150.00 November 17 2016 : Sewer Illicit Connection Removal 35,000.00 9,675.00 44,675.00 November 17 2016 : Bikeway & Roadway Improvements 20,000.00 3,400.00 23,400.00 November 17 2016 : McGrath Park Paving/Concession Stand 10,000.00 1,500.00 11,500.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) 10,000.00 1,600.00 11,600.00 November 17 2016 : Replace Fire Engine 2 or 5 70,000.00 2,800.00 72,800.00 November 17 2016 : Citywide Computer Replacement 15,000.00 600.00 15,600.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) 20,000.00 2,900.00 22,900.00 November 17 2016 : Mary Jane Lee Park (Phase II) 5,000.00 500.00 5,500.00 November 17 2016 : Old City Hall Window Replacement 5,000.00 1,225.00 6,225.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) 10,000.00 400.00 10,400.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) 10,000.00 400.00 10,400.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) 20,000.00 800.00 20,800.00 November 17 2016 : Trash Packer (Public Services) 10,000.00 400.00 10,400.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) 5,000.00 200.00 5,200.00 November 17 2016 : Automation of South Harbor Garages (Parking) 60,000.00 3,800.00 63,800.00 November 17 2016 : Parking Garage Upgrades 5,000.00 2,000.00 7,000.00 November 17 2016 : Transfer Station Property Remediation 30,000.00 8,175.00 38,175.00 Subtotal $1,285,000.00 $149,100.00 $1,434,100.00 11/01/2024 December 2 2015 : Folly Hill Tank Storage I 220,000.00 5,500.00 225,500.00 December 2 2015 : Folly Hill Tank Storage II 110,000.00 2,750.00 112,750.00 December 2 2015 : System Flushing/Valve Maintenance 40,000.00 1,000.00 41,000.00 December 2 2015 : Meter Replacement Program 10,000.00 250.00 10,250.00 December 2 2015 : Valve Pipe Replacement 10,000.00 250.00 10,250.00 December 2 2015 : I/I Study, Design & Construction 40,000.00 7,534.38 47,534.38 December 2 2015 : Canal St. Phase II 90,000.00 17,940.63 107,940.63 December 2 2015 : Illicit Connection Removal 5,000.00 1,040.63 6,040.63 December 2 2015 : Line Extension, Rehab & Upgrades 5,000.00 250.00 5,250.00 December 2 2015 : Garage Updates 10,000.00 1,290.63 11,290.63 December 2 2015 : Kiosk Umbrellas 5,000.00 125.00 5,125.00 December 2 2015 : Computer Replacement Program 20,000.00 500.00 20,500.00 December 2 2015 : Saltonstall Elementary School I 30,000.00 5,921.88 35,921.88 December 2 2015 : Saltonstall Elementary School II 15,000.00 2,331.25 17,331.25 December 2 2015 : Collins Middle School I 20,000.00 3,840.63 23,840.63 December 2 2015 : Collins Middle School II 40,000.00 8,325.00 48,325.00 December 2 2015 : Collins Middle School III 60,000.00 11,696.88 71,696.88 December 2 2015 : Wrought Iron Fence 5,000.00 250.00 5,250.00 December 2 2015 : Blaney Street Terminal - City Match 15,000.00 2,331.25 17,331.25 December 2 2015 : Winter Island Pathway & Fort Restoration 5,000.00 250.00 5,250.00 December 2 2015 : DPS 1988 Ladder Replacement 15,000.00 1,462.50 16,462.50 December 2 2015 : DPS 2000 Dump Truck Replacement 10,000.00 975.00 10,975.00 December 2 2015 : Paving 45,000.00 5,062.50 50,062.50 December 2 2015 : Seawalls 10,000.00 1,925.00 11,925.00 Subtotal $835,000.00 $82,803.16 $917,803.16 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 228 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 3 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 11/15/2024 November 18 2020 : Recreation-Bertram Field Phase II 25,000.00 14,340.63 39,340.63 November 18 2020 : Recreation-Court Renovations 5,000.00 875.00 5,875.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) 10,000.00 1,500.00 11,500.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) 20,000.00 3,125.00 23,125.00 November 18 2020 : IT-View Permit Upgrade 10,000.00 1,500.00 11,500.00 November 18 2020 : Bridge Light LED Conversion 10,000.00 1,500.00 11,500.00 November 18 2020 : Smart Signalization Expansion 5,000.00 875.00 5,875.00 November 18 2020 : Electrical - Smart Signalization Expansion 5,000.00 875.00 5,875.00 November 18 2020 : Fire Station One Parapet 5,000.00 1,531.25 6,531.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility 5,000.00 1,531.25 6,531.25 November 18 2020 : Court Renovations 10,000.00 2,400.00 12,400.00 November 18 2020 : Golf Course Cart Paths 25,000.00 6,925.00 31,925.00 November 18 2020 : Parking-Traffic Calming Improvements 5,000.00 1,125.00 6,125.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 875.00 5,875.00 November 18 2020 : Museum Place Parking Garage 15,000.00 10,775.00 25,775.00 November 18 2020 : Common Fence 5,000.00 1,425.00 6,425.00 November 18 2020 : Planning-Gallows Hill Park Renovation 5,000.00 1,828.13 6,828.13 November 18 2020 : Furnace and Hot Water Replacement (Police) 5,000.00 1,650.00 6,650.00 November 18 2020 : Police Cameras 5,000.00 750.00 5,750.00 November 18 2020 : Police-Boiler and Heaters 5,000.00 1,643.75 6,643.75 November 18 2020 : Boston Street Corridor Roadway Improvements 10,000.00 3,425.00 13,425.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements 5,000.00 1,775.00 6,775.00 November 18 2020 : Forest River Park and Pool Design/Improvements 5,000.00 3,162.50 8,162.50 November 18 2020 : Willows Park Restoration 5,000.00 1,768.75 6,768.75 November 18 2020 : Derby St Complete Streets 20,000.00 6,400.00 26,400.00 November 18 2020 : Szetela Lance Shared Use Path 20,000.00 5,525.00 25,525.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) 75,000.00 22,575.00 97,575.00 November 18 2020 : School-Saltonstall Water Heaters 5,000.00 1,425.00 6,425.00 November 18 2020 : Chiller & Assoc. HVAC System 10,000.00 5,034.38 15,034.38 November 18 2020 : Bentley Academy Boiler Replacement 10,000.00 5,568.75 15,568.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II 5,000.00 1,050.00 6,050.00 November 18 2020 : Derby St Drainage System Repairs 5,000.00 1,050.00 6,050.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) 10,000.00 5,568.75 15,568.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance 5,000.00 2,737.50 7,737.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections 5,000.00 875.00 5,875.00 November 18 2020 : City Wide Water System Flushing & Maintenance 5,000.00 3,468.75 8,468.75 November 18 2020 : Water-Distribution Main System Initiatives 5,000.00 750.00 5,750.00 November 18 2020 : Water- Transmission Main System Initiatives 5,000.00 1,475.00 6,475.00 November 17 2022 : Fiber Optic Network (Phase II) 15,000.00 1,250.00 16,250.00 November 17 2022 : Church Street Parking Reconfiguration I 5,000.00 1,900.00 6,900.00 November 17 2022 : Church Street Parking Reconfiguration II 10,000.00 4,700.00 14,700.00 November 17 2022 : Police-Cameras Community/Police 5,000.00 250.00 5,250.00 November 17 2022 : Bertram Field Phase II 5,000.00 1,675.00 6,675.00 November 17 2022 : Derby Street Complete Street Phase 5,000.00 1,375.00 6,375.00 November 17 2022 : Citywide Seawall Improvements 5,000.00 1,675.00 6,675.00 November 17 2022 : IT Lifecycle Management (City) 5,000.00 1,625.00 6,625.00 November 17 2022 : Garage Improvements - Annual Maintenance & ADA 5,000.00 1,000.00 6,000.00 November 17 2022 : OTH and Artists' Row Repairs, Minor Renovation 5,000.00 625.00 5,625.00 November 17 2022 : Artists Row Bathroom/OTH Basement Reno 25,000.00 2,000.00 27,000.00 November 17 2022 : Willows Restoration & Park Improvements 30,000.00 20,418.75 50,418.75 November 17 2022 : Cameras - Community/Police 5,000.00 625.00 5,625.00 November 17 2022 : Court Renovations 5,000.00 2,215.63 7,215.63 November 17 2022 : New 29 Passenger Buses 15,000.00 1,375.00 16,375.00 November 17 2022 : Signature Parks Improvement Program I 35,000.00 25,340.63 60,340.63 November 17 2022 : Signature Parks Improvement Program II 5,000.00 1,775.00 6,775.00 November 17 2022 : Signature Parks Improvement Program III 5,000.00 625.00 5,625.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) I 55,000.00 23,050.00 78,050.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) II 10,000.00 5,675.00 15,675.00 November 17 2022 : McGrath Park Soils Redemption 50,000.00 3,875.00 53,875.00 November 17 2022 : Derby Street Complete Project Phase 3 5,000.00 2,775.00 7,775.00 November 17 2022 : Annual EquipmentLifeCycle Mgmt Program (City) 5,000.00 750.00 5,750.00 November 17 2022 : Traffic Calming Improvements 5,000.00 1,575.00 6,575.00 November 17 2022 : Museum Place Garage Renovation Phase 2 50,000.00 35,890.63 85,890.63 November 17 2022 : South Harbor Garage Stair Replacement & ADA 20,000.00 13,184.38 33,184.38 November 17 2022 : MP & SH Garage Maintenance, Repairs, ADA 5,000.00 1,884.38 6,884.38 November 17 2022 : OTH Restorations & System design 25,000.00 1,875.00 26,875.00 November 17 2022 : Police & Fire Radio Communication System 10,000.00 875.00 10,875.00 November 17 2022 : Police Vehicle Replacement Program 30,000.00 2,250.00 32,250.00 November 17 2022 : Annual Small Repairs, DPS & Cemeteries 5,000.00 250.00 5,250.00 November 17 2022 : Salem DPS Salt Shed Project 15,000.00 9,515.63 24,515.63 November 17 2022 : Replace Primary Sweeper 60,000.00 4,625.00 64,625.00 November 17 2022 : Willows Pier 10,000.00 7,675.00 17,675.00 November 17 2022 : Citywide Roads, Sidewalks & Crosswalk non ch 90(I) 5,000.00 375.00 5,375.00 November 17 2022 : JD Front Loader (replacement of loader #41) 45,000.00 4,750.00 49,750.00 November 17 2022 : Schools-Site/Field Studies & Small repairs 5,000.00 375.00 5,375.00 November 17 2022 : Schools-Life Safety Studies & Small Repairs 5,000.00 250.00 5,250.00 November 17 2022 : Schools-Access/ADA/Architectural Studies 15,000.00 1,250.00 16,250.00 November 17 2022 : IT Life cycle Management (School) 10,000.00 2,500.00 12,500.00 November 17 2022 : School Capital Repairs 35,000.00 2,750.00 37,750.00 November 17 2022 : School Building and Strategic Master Plan 20,000.00 1,500.00 21,500.00 November 17 2022 : Salem High Bathroom renovations 5,000.00 4,471.88 9,471.88 November 17 2022 : District Camera and Access Control 30,000.00 2,250.00 32,250.00 November 17 2022 : Collins Office Remodel 10,000.00 6,084.38 16,084.38 November 17 2022 : School Safety, MEP, Utility, Repairs, Study I 15,000.00 1,125.00 16,125.00 November 17 2022 : School Safety, MEP, Utility, Repairs, Study II 5,000.00 875.00 5,875.00 November 17 2022 : Collins Roof/Masonry Study/Repair 5,000.00 750.00 5,750.00 November 17 2022 : District Camera and Access Control II 35,000.00 2,750.00 37,750.00 November 17 2022 : Energy/Water Upgrades and Audits 5,000.00 500.00 5,500.00 November 17 2022 : Schools-ADA/Architectural/Interior repair study(I) 10,000.00 750.00 10,750.00 November 17 2022 : Chiller & Assoc. HVAC 5,000.00 1,778.13 6,778.13 November 17 2022 : Heights Floor Replacement 10,000.00 5,853.13 15,853.13 November 17 2022 : School Safety, MEP, Utility, Roof studies 5,000.00 250.00 5,250.00 November 17 2022 : Moffat Drainage Easement Improvements 5,000.00 250.00 5,250.00 November 17 2022 : Canal Street SSU Flood Mitigation Improvements 5,000.00 3,181.25 8,181.25 November 17 2022 : SSES Report Implementation 5,000.00 2,328.13 7,328.13 November 17 2022 : Community Climate Change Model and Outreach 10,000.00 1,000.00 11,000.00 November 17 2022 : Citywide Drain & Sewer Flushing, Pipes, GIS 50,000.00 32,934.38 82,934.38 November 17 2022 : Ocean Ave. Sewer Pump Station Design 25,000.00 2,000.00 27,000.00 November 17 2022 : SSES Report Implementation (elimi I/I) 5,000.00 4,921.88 9,921.88 November 17 2022 : Water Transmission Main System Improvements I 10,000.00 6,437.50 16,437.50 November 17 2022 : Highland Ave 16 inch Water Main 5,000.00 2,653.13 7,653.13 November 17 2022 : Citywide Flushing, Valve Excise, Leak Detect 15,000.00 9,075.00 24,075.00 November 17 2022 : Water Distribution Main System Improvements I 25,000.00 18,115.63 43,115.63 November 17 2022 : Water Transmission Main System Improvements II 5,000.00 3,556.25 8,556.25 Aggregate I 1/11/2024 I 12:51 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 229 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 4 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 11/15/2024 November 17 2022 : Loring Ave. 16-Inch Water Main Replacement 15,000.00 4,125.00 19,125.00 continued November 17 2022 : Water Distribution Main System Improvements II 5,000.00 1,993.75 6,993.75 November 17 2023 : Smart Signalization Expansion 7,256.00 1,106.62 8,362.62 November 17 2023 : Church Street Parking Reconfiguration 6,508.00 3,654.98 10,162.98 November 17 2023 : Electrical - Smart Signalization Expansion 19,500.00 4,450.14 23,950.14 November 17 2023 : Engineering - Derby St Complete Streets 5,499.00 770.64 6,269.64 November 17 2023 : Parking Kiosk Purchase Install 10,000.00 2,486.11 12,486.11 November 17 2023 : Annual Small Repairs, Studies and ADA Improve 5,000.00 1,243.06 6,243.06 November 17 2023 : Electrical - Smart Signal Project 14,600.00 3,709.28 18,309.28 November 17 2023 : SMART Signalization Expansion Phase 2 14,716.00 3,217.82 17,933.82 November 17 2023 : Fire Station 2 & 4 Facade Repair 6,020.00 796.55 6,816.55 November 17 2023 : Library Repairs Roof Emergency Stairway 6,241.00 1,304.76 7,545.76 November 17 2023 : Auditorium Seating and Flooring ADA Compliance 8,000.00 1,640.83 9,640.83 November 17 2023 : Annual Equipment-Life-Cycle Mgmt Program City 5,405.00 4,495.14 9,900.14 November 17 2023 : Annual Small Repairs, ADA - DPS & Cemeteries 6,750.00 1,081.46 7,831.46 November 17 2023 : Bicycle Infrastructure 7,047.00 1,344.84 8,391.84 November 17 2023 : City Wide Playground Equipment, Court, Parks 3,416.00 4,445.96 7,861.96 November 17 2023 : Derby Street Complete Project Phase 3 15,571.00 21,060.89 36,631.89 November 17 2023 : MP & SH Garage Maintenance, Repairs, ADA 5,583.00 774.82 6,357.82 November 17 2023 : Roads, Sidewalks & Crosswalks non Ch. 90 9,242.00 12,890.09 22,132.09 November 17 2023 : South Harbor Garage Stair Replacement & ADA 6,700.00 12,409.42 19,109.42 November 17 2023 : Vehicle Replacement Program 7,451.00 1,862.15 9,313.15 November 17 2023 : DPS Building Project 5,000.00 11,405.03 16,405.03 November 17 2023 : JD Front Loader 16,147.00 3,040.36 19,187.36 November 17 2023 : Traffic Division Utility Truck 36,961.00 8,301.67 45,262.67 November 17 2023 : McGrath Park Soils Remediation 5,000.00 13,673.61 18,673.61 November 17 2023 : Roads, Sidewalks & Crosswalks (Non-Ch 90) 35,534.00 56,461.27 91,995.27 November 17 2023 : Police Headquarters õ Flooring Replacement 5,000.00 6,811.94 11,811.94 November 17 2023 : Energy and Water Upgrades 5,000.00 3,785.10 8,785.10 November 17 2023 : Ash Lanfill Closure 4,999.00 4,648.98 9,647.98 November 17 2023 : Chiller & HVAC System 4,112.00 453.07 4,565.07 November 17 2023 : ADA Upgrades, Studies, Repairs - Schools 8,866.00 1,435.28 10,301.28 November 17 2023 : ADA Upgrades / Studies / Repairs - Schools 2 8,796.00 1,929.02 10,725.02 November 17 2023 : Collins Roof/Masonry Study/Repair 4,600.00 4,187.85 8,787.85 November 17 2023 : District Camera and Access Control 22,751.00 5,606.23 28,357.23 November 17 2023 : School Safety, MEP, Utility, Roof Repairs 11,234.00 2,298.86 13,532.86 November 17 2023 : Heights Floor Replacement 6,691.00 2,072.97 8,763.97 November 17 2023 : Bates Envelope Repair Project 5,000.00 3,580.00 8,580.00 November 17 2023 : Collins Roof/Masonry Repair 5,000.00 5,090.31 10,090.31 November 17 2023 : School Safety, MEP, Utility, Roof Repairs 2 28,534.00 7,136.83 35,670.83 November 17 2023 : Districtwide Sprinkler Repairs 4,866.00 3,573.34 8,439.34 November 17 2023 : Bentley Academy Boiler Replacement 3,320.00 2,899.80 6,219.80 November 17 2023 : Canal Street SSU Flood Mitigation Phase II 5,025.00 3,997.67 9,022.67 November 17 2023 : Willow Ave. Sewer Line Replacement 5,000.00 994.44 5,994.44 November 17 2023 : SSES Report Implementation eliminate I/I 5,000.00 3,785.10 8,785.10 November 17 2023 : Citywide Drain & Sewer Cleaning, Inspection 5,000.00 7,532.92 12,532.92 November 17 2023 : Palmer Cove Park Drain Outfall 5,000.00 4,425.28 9,425.28 November 17 2023 : SSES Report Implementation eliminate I/I 2 7,504.00 15,146.83 22,650.83 November 17 2023 : Highland Ave. 16-Inch Water Main 4,510.00 3,157.86 7,667.86 November 17 2023 : Water Transmission Main System Improvements 5,000.00 8,707.60 13,707.60 November 17 2023 : Water Distribution Main System Improvements 5,045.00 32,377.62 37,422.62 November 17 2023 : Flushing, Valve Repair/Maintenance, Leak 5,000.00 18,266.70 23,266.70 Subtotal $1,860,000.00 $782,147.94 $2,642,147.94 12/01/2024 December 19 2013 : Saltonstall School (OSQ) 80,000.00 17,868.75 97,868.75 December 19 2013 : Collins Middle School (OSQ) 165,000.00 36,856.25 201,856.25 December 19 2013 : School Building Repairs (ISQ) 10,000.00 853.13 10,853.13 December 19 2013 : Fire Equipment (ISQ) 90,000.00 6,343.75 96,343.75 December 19 2013 : Parks & Rec (ISQ) 10,000.00 1,675.00 11,675.00 December 19 2013 : Canal Street Utility Program (ISQ) 195,000.00 43,568.75 238,568.75 December 19 2013 : Adv Ref of Jan 1 2005 School (ISQ) 85,000.00 1,328.13 86,328.13 December 19 2013 : Adv Ref of Jan 1 2005 Carlton School (OSQ) 20,000.00 312.50 20,312.50 December 3 2014 : South River Basin Upgrade 100,000.00 17,312.50 117,312.50 December 3 2014 : Drain Improvements 15,000.00 2,596.88 17,596.88 December 3 2014 : Road Improvements 200,000.00 4,000.00 204,000.00 December 3 2014 : Bertram Field 105,000.00 8,006.25 113,006.25 December 3 2014 : Electric- Generator 5,000.00 306.25 5,306.25 December 3 2014 : Parking- Water Proofing 55,000.00 9,521.88 64,521.88 December 3 2014 : Planning- MBTA Station 25,000.00 4,328.13 29,328.13 Subtotal $1,160,000.00 $154,878.15 $1,314,878.15 12/15/2024 June 27 2018 : Planning Blaney St Pier & Terminal - 1,506.25 1,506.25 June 27 2018 : Old Town Hall Roof - 500.00 500.00 June 27 2018 : Bike Path Master Plan Upgrades - 1,506.25 1,506.25 June 27 2018 : Canal St Roadway & Bike Path Improvements II - 17,609.38 17,609.38 June 27 2018 : Citywide Traffic Calming Improvements II - 725.00 725.00 June 27 2018 : Essex St Roadway Improvements II - 375.00 375.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I - 1,381.25 1,381.25 June 27 2018 : Seawall at Collins Cove - 1,415.63 1,415.63 June 27 2018 : Playground Upgrades - 125.00 125.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II - 125.00 125.00 June 27 2018 : Dickson Memorial Chapel Restoration - 500.00 500.00 June 27 2018 : Roof Replacement Police II - 8,806.25 8,806.25 June 27 2018 : First Swampscott Rd Intersection Improvements - 500.00 500.00 June 27 2018 : Forest River Park & Pool Improvements - 500.00 500.00 June 27 2018 : Loring & Lafayette Improvements - 2,206.25 2,206.25 June 27 2018 : Roads & Sidewalks - 11,990.63 11,990.63 June 27 2018 : IT Annual Inventory (City) - 1,000.00 1,000.00 June 27 2018 : IT Document Management System - 2,125.00 2,125.00 June 27 2018 : IT Facilities Assessment Software - 1,625.00 1,625.00 June 27 2018 : Library HVAC Upgraeds - 1,084.38 1,084.38 June 27 2018 : Library Structural Upgrades - 500.00 500.00 June 27 2018 : Basketball Court Renovations 2 - 1,506.25 1,506.25 June 27 2018 : Traffic Signal Communication Upgrades - 500.00 500.00 June 27 2018 : High School HVAC Upgrades - 500.00 500.00 June 27 2018 : IT Annual Inventory Schools - 1,750.00 1,750.00 June 27 2018 : Bentley School Roof Replacement - 625.00 625.00 June 27 2018 : Water System Upgrades- Valves & Hydrants - 17,162.50 17,162.50 June 27 2018 : Water Distribution System Improvements - 19,812.50 19,812.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS - 1,750.00 1,750.00 June 27 2018 : Water System Transmission System - 1,750.00 1,750.00 June 27 2018 : Water- Essex St Improvements - 2,865.63 2,865.63 June 27 2018 : Sewer Pump Station I - 500.00 500.00 June 27 2018 : Sewer Pump Station II - 56,871.88 56,871.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I - 1,993.75 1,993.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II - 4,625.00 4,625.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II - 9,781.25 9,781.25 June 27 2018 : Canal St Sewer Upgrades Phase I - 5,300.00 5,300.00 June 27 2018 : Sewer- Essex St Improvements - 2,865.63 2,865.63 Subtotal - $186,265.66 $186,265.66 Aggregate I 1/11/2024 I 12:51 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 230 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 5 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 01/15/2025 December 14 2006 DW-05-12 - 2,776.71 2,776.71 Subtotal - $2,776.71 $2,776.71 03/01/2025 September 27 2012 : Water System Improvements (OSQ) - 9,612.50 9,612.50 September 27 2012 : Sewer Pump Station Upgrade (ISQ) - 1,293.75 1,293.75 September 27 2012 : South River Basin Upgrade (ISQ) - 3,131.25 3,131.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) - 2,362.50 2,362.50 September 27 2012 : Forrester Street Drain Relief (ISQ) - 2,512.50 2,512.50 September 27 2012 : City Hall Roof (ISQ) - 7,562.50 7,562.50 September 27 2012 : City Hall Skylights (ISQ) - 1,437.50 1,437.50 September 27 2012 : City Hall Windows (ISQ) - 3,906.25 3,906.25 September 27 2012 : City Hall Masonry Repairs (ISQ) - 9,759.38 9,759.38 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) - 2,559.38 2,559.38 September 27 2012 : Collins Cove Seawall (ISQ) - 946.88 946.88 September 27 2012 : Remediation (ISQ) - 15,631.25 15,631.25 September 27 2012 : Collins School (OSQ) - 14,656.25 14,656.25 September 27 2012 : Collins School 2 (OSQ) - 61,353.13 61,353.13 September 27 2012 : Saltonstall School (OSQ) - 13,284.38 13,284.38 September 27 2012 : Saltonstall School 2 (OSQ) - 28,525.00 28,525.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement - 12,441.75 12,441.75 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters - 4,764.75 4,764.75 November 18 2021 : Cur Ref of Oct 15 2010 Water Main - 12,178.00 12,178.00 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station - 902.50 902.50 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin - 7,795.25 7,795.25 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck - 595.50 595.50 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure - 119.25 119.25 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 - 238.25 238.25 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design - 714.75 714.75 November 18 2021 : Ash Landfill Closure Remediation - 875.00 875.00 November 18 2021 : Fiber Optic Network (Phase II) - 1,500.00 1,500.00 November 18 2021 : Ryan Brennan Memorial Skate Park - 1,425.00 1,425.00 November 18 2021 : Salem Common Fence - 1,500.00 1,500.00 November 18 2021 : Library Structural Upgrades - 875.00 875.00 November 18 2021 : Bridge Light LED Conversion - 375.00 375.00 November 18 2021 : Church Street Parking Reconfiguration - 625.00 625.00 November 18 2021 : Common Fence - 625.00 625.00 November 18 2021 : IT Equipment Life Cycle Managment - City - 750.00 750.00 November 18 2021 : IT Ongoing Digitization of Records - 1,250.00 1,250.00 November 18 2021 : Recreation-Bertram Field Phase II - 52,353.13 52,353.13 November 18 2021 : Recreation-Playground, Irrigation & Fence - 625.00 625.00 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance - 875.00 875.00 November 18 2021 : Planning-Gallows Hill Park Renovation - 1,875.00 1,875.00 November 18 2021 : Planning-Palmer Cove Park Renovation - 875.00 875.00 November 18 2021 : Police & Fire Radio Communication System - 875.00 875.00 November 18 2021 : IT-Theft Detection System Replacement - 375.00 375.00 November 18 2021 : Engineering - Willows Park Restoration - 1,325.00 1,325.00 November 18 2021 : Engineering - Derby St Complete Streets - 7,975.00 7,975.00 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks - 5,050.00 5,050.00 November 18 2021 : Digitization - 1,250.00 1,250.00 November 18 2021 : IT Lifecycle Management (School) - 1,125.00 1,125.00 November 18 2021 : IT Lifecycle Management (City) - 875.00 875.00 November 18 2021 : Fire Station - ADA Upgrades - 1,500.00 1,500.00 November 18 2021 : City Wide Playground Equipment/Park Upgrades - 1,375.00 1,375.00 November 18 2021 : Tractor/Loader/Backhoe - 875.00 875.00 November 18 2021 : Apron Tee Greens Mower - 750.00 750.00 November 18 2021 : Park+Rec Facilities Truck - 375.00 375.00 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 - 4,000.00 4,000.00 November 18 2021 : Traffic Calming Improvements - 875.00 875.00 November 18 2021 : Garage Improvements - Annual Maintenance & ADA - 875.00 875.00 November 18 2021 : Bicycle Infrastructure - 3,350.00 3,350.00 November 18 2021 : Mansell Field Restoration - 1,543.75 1,543.75 November 18 2021 : Palmer Cove Park Renovation Phase I - 3,631.25 3,631.25 November 18 2021 : Willows Restoration & Park Improvements - 1,425.00 1,425.00 November 18 2021 : Ford F350 Pickup - 625.00 625.00 November 18 2021 : McGrath Park Soils Remediation - 1,225.00 1,225.00 November 18 2021 : DPS Building Project - 2,459.38 2,459.38 November 18 2021 : Boston Street Complete Upgrade - 4,875.00 4,875.00 November 18 2021 : Derby Street Complete Street - 4,750.00 4,750.00 November 18 2021 : Bridge Street Complete Street Flint-Boston - 8,375.00 8,375.00 November 18 2021 : Forest River Pool & Associated Facilities - 13,543.75 13,543.75 November 18 2021 : Citywide Seawall Improvements - 375.00 375.00 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks - 13,425.00 13,425.00 November 18 2021 : District Camera and Access Control - 1,125.00 1,125.00 November 18 2021 : Signature Parks Improvement I - 127,725.00 127,725.00 November 18 2021 : Signature Parks Improvement II - 9,300.00 9,300.00 November 18 2021 : Schools-SHS Library Remodel - 125.00 125.00 November 18 2021 : Schools - Access/ADA/Architectural Studies - 500.00 500.00 November 18 2021 : Bentley Academy Boiler Replacement - 6,412.50 6,412.50 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs - 875.00 875.00 November 18 2021 : School Capital Repairs - 1,000.00 1,000.00 November 18 2021 : School Building and Strategic Master Plan - 375.00 375.00 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs - 2,518.75 2,518.75 November 18 2021 : Sewer- Bertram Field Phase 2 - 3,068.75 3,068.75 November 18 2021 : Sewer-SSES report implementation - 2,618.75 2,618.75 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 - 4,840.63 4,840.63 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys - 3,068.75 3,068.75 November 18 2021 : Derby/Congress St. Drainage System Repairs - 5,350.00 5,350.00 November 18 2021 : Sewer - SSES Report Implementation 2 - 5,290.63 5,290.63 November 18 2021 : Citywide Sewer Flushing & Pipe Replacements - 4,121.88 4,121.88 November 18 2021 : Water Leak Detection, Flushing & GIS Admin - 3,375.00 3,375.00 November 18 2021 : Water- Salem PS and Booster Station - 2,000.00 2,000.00 November 18 2021 : Water-Bertram Field Phase 2 - 1,425.00 1,425.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks - 1,325.00 1,325.00 November 18 2021 : Forest River New Water Line - 1,425.00 1,425.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 - 4,121.88 4,121.88 November 18 2021 : Water Distribution Main System - 4,121.88 4,121.88 November 18 2021 : Water Transmission Main System - 2,668.75 2,668.75 November 18 2021 : Highland Ave 16-inch Water Main - 1,225.00 1,225.00 November 18 2021 : Vector Truck #18 Replacement - 4,875.00 4,875.00 Subtotal - $578,643.81 $578,643.81 Aggregate I 1/11/2024 I 12:51 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 231 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 6 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 03/15/2025 September 25 2019 : Senior Center Construction - 76,250.00 76,250.00 September 25 2019 : Boston Street Roadway Improvements - 1,100.00 1,100.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 - 4,000.00 4,000.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction - 5,675.00 5,675.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 - 1,100.00 1,100.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 - 2,150.00 2,150.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 - 1,550.00 1,550.00 September 25 2019 : Canal Street Bike Path 1 - 2,400.00 2,400.00 September 25 2019 : Canal Street Bike Path 2 - 5,275.00 5,275.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 - 1,875.00 1,875.00 September 25 2019 : Canal Street Corridor Roadway Improvements 2 - 2,225.00 2,225.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 - 22,700.00 22,700.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) - 10,225.00 10,225.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) - 1,550.00 1,550.00 September 25 2019 : Forest River Park and Pool Design - 1,450.00 1,450.00 September 25 2019 : Forest River Park Seawall Replacement 1 - 25,550.00 25,550.00 September 25 2019 : Forest River Park Seawall Replacement 2 - 9,275.00 9,275.00 September 25 2019 : Roads, Sidewalks, & Crosswalks - 7,925.00 7,925.00 September 25 2019 : High School College & Career Center Floor - 1,000.00 1,000.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement - 1,600.00 1,600.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 - 600.00 600.00 September 25 2019 : Sewer Pump Station - 45,200.00 45,200.00 September 25 2019 : Canal Street (Sewer) Phase II 1 - 1,400.00 1,400.00 September 25 2019 : Canal Street (Sewer) Phase II 2 - 12,700.00 12,700.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 - 2,425.00 2,425.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections - 250.00 250.00 September 25 2019 : SSES Report Implementation 1 - 2,200.00 2,200.00 September 25 2019 : 289 Derby Drain - 4,825.00 4,825.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 - 1,450.00 1,450.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 - 4,625.00 4,625.00 September 25 2019 : Willow Ave Sewer Replacement - 1,450.00 1,450.00 September 25 2019 : Rosie's Pond Flood Improvements - 10,600.00 10,600.00 September 25 2019 : Water System Upgrades- Valves & Hydrants - 15,250.00 15,250.00 September 25 2019 : Szetela Lane Water - 3,750.00 3,750.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS - 3,300.00 3,300.00 September 25 2019 : Citywide Water System Flushing, Maintenance - 6,075.00 6,075.00 Subtotal - $300,975.00 $300,975.00 04/15/2025 November 17 2016 : Advance Refunding October 15 2007 High School - 18,340.00 18,340.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements - 8,660.00 8,660.00 November 17 2016 : Collins Middle School - 9,650.00 9,650.00 November 17 2016 : Districtwide Computer Replacement (School) - 200.00 200.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) - 1,200.00 1,200.00 November 17 2016 : Salerno Automotive Roof Replace (School) - 200.00 200.00 November 17 2016 : Folly Hill Tank Storage (Water) - 2,300.00 2,300.00 November 17 2016 : Water Meter Replacement Program - 400.00 400.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 - 3,400.00 3,400.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 - 1,900.00 1,900.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) - 5,950.00 5,950.00 November 17 2016 : Water System Improvements - 13,625.00 13,625.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 - 500.00 500.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 - 900.00 900.00 November 17 2016 : Canal Street Sewer Phase 2 - 17,850.00 17,850.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin - 4,750.00 4,750.00 November 17 2016 : Sewer Illicit Connection Removal - 8,975.00 8,975.00 November 17 2016 : Bikeway & Roadway Improvements - 3,000.00 3,000.00 November 17 2016 : McGrath Park Paving/Concession Stand - 1,300.00 1,300.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) - 1,400.00 1,400.00 November 17 2016 : Replace Fire Engine 2 or 5 - 1,400.00 1,400.00 November 17 2016 : Citywide Computer Replacement - 300.00 300.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) - 2,500.00 2,500.00 November 17 2016 : Mary Jane Lee Park (Phase II) - 400.00 400.00 November 17 2016 : Old City Hall Window Replacement - 1,125.00 1,125.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) - 200.00 200.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) - 200.00 200.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) - 400.00 400.00 November 17 2016 : Trash Packer (Public Services) - 200.00 200.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) - 100.00 100.00 November 17 2016 : Automation of South Harbor Garages (Parking) - 2,600.00 2,600.00 November 17 2016 : Parking Garage Upgrades - 1,900.00 1,900.00 November 17 2016 : Transfer Station Property Remediation - 7,575.00 7,575.00 Subtotal - $123,400.00 $123,400.00 05/01/2025 December 2 2015 : I/I Study, Design & Construction - 6,534.38 6,534.38 December 2 2015 : Canal St. Phase II - 15,690.63 15,690.63 December 2 2015 : Illicit Connection Removal - 915.63 915.63 December 2 2015 : Line Extension, Rehab & Upgrades - 125.00 125.00 December 2 2015 : Garage Updates - 1,040.63 1,040.63 December 2 2015 : Saltonstall Elementary School I - 5,171.88 5,171.88 December 2 2015 : Saltonstall Elementary School II - 1,956.25 1,956.25 December 2 2015 : Collins Middle School I - 3,340.63 3,340.63 December 2 2015 : Collins Middle School II - 7,325.00 7,325.00 December 2 2015 : Collins Middle School III - 10,196.88 10,196.88 December 2 2015 : Wrought Iron Fence - 125.00 125.00 December 2 2015 : Blaney Street Terminal - City Match - 1,956.25 1,956.25 December 2 2015 : Winter Island Pathway & Fort Restoration - 125.00 125.00 December 2 2015 : DPS 1988 Ladder Replacement - 1,087.50 1,087.50 December 2 2015 : DPS 2000 Dump Truck Replacement - 725.00 725.00 December 2 2015 : Paving - 3,937.50 3,937.50 December 2 2015 : Seawalls - 1,675.00 1,675.00 Subtotal - $61,928.16 $61,928.16 Aggregate I 1/11/2024 I 12:51 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 232 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 7 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 05/15/2025 November 18 2020 : Recreation-Bertram Field Phase II - 13,715.63 13,715.63 November 18 2020 : Recreation-Court Renovations - 750.00 750.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) - 1,250.00 1,250.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) - 2,625.00 2,625.00 November 18 2020 : IT-View Permit Upgrade - 1,250.00 1,250.00 November 18 2020 : Bridge Light LED Conversion - 1,250.00 1,250.00 November 18 2020 : Smart Signalization Expansion - 750.00 750.00 November 18 2020 : Electrical - Smart Signalization Expansion - 750.00 750.00 November 18 2020 : Fire Station One Parapet - 1,406.25 1,406.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility - 1,406.25 1,406.25 November 18 2020 : Court Renovations - 2,150.00 2,150.00 November 18 2020 : Golf Course Cart Paths - 6,300.00 6,300.00 November 18 2020 : Parking-Traffic Calming Improvements - 1,000.00 1,000.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance - 750.00 750.00 November 18 2020 : Museum Place Parking Garage - 10,400.00 10,400.00 November 18 2020 : Common Fence - 1,300.00 1,300.00 November 18 2020 : Planning-Gallows Hill Park Renovation - 1,703.13 1,703.13 November 18 2020 : Furnace and Hot Water Replacement (Police) - 1,525.00 1,525.00 November 18 2020 : Police Cameras - 625.00 625.00 November 18 2020 : Police-Boiler and Heaters - 1,518.75 1,518.75 November 18 2020 : Boston Street Corridor Roadway Improvements - 3,175.00 3,175.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements - 1,650.00 1,650.00 November 18 2020 : Forest River Park and Pool Design/Improvements - 3,037.50 3,037.50 November 18 2020 : Willows Park Restoration - 1,643.75 1,643.75 November 18 2020 : Derby St Complete Streets - 5,900.00 5,900.00 November 18 2020 : Szetela Lance Shared Use Path - 5,025.00 5,025.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) - 20,700.00 20,700.00 November 18 2020 : School-Saltonstall Water Heaters - 1,300.00 1,300.00 November 18 2020 : Chiller & Assoc. HVAC System - 4,784.38 4,784.38 November 18 2020 : Bentley Academy Boiler Replacement - 5,318.75 5,318.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II - 925.00 925.00 November 18 2020 : Derby St Drainage System Repairs - 925.00 925.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) - 5,318.75 5,318.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance - 2,612.50 2,612.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections - 750.00 750.00 November 18 2020 : City Wide Water System Flushing & Maintenance - 3,343.75 3,343.75 November 18 2020 : Water-Distribution Main System Initiatives - 625.00 625.00 November 18 2020 : Water- Transmission Main System Initiatives - 1,350.00 1,350.00 November 17 2022 : Fiber Optic Network (Phase II) - 875.00 875.00 November 17 2022 : Church Street Parking Reconfiguration I - 1,775.00 1,775.00 November 17 2022 : Church Street Parking Reconfiguration II - 4,450.00 4,450.00 November 17 2022 : Police-Cameras Community/Police - 125.00 125.00 November 17 2022 : Bertram Field Phase II - 1,550.00 1,550.00 November 17 2022 : Derby Street Complete Street Phase - 1,250.00 1,250.00 November 17 2022 : Citywide Seawall Improvements - 1,550.00 1,550.00 November 17 2022 : IT Lifecycle Management (City) - 1,500.00 1,500.00 November 17 2022 : Garage Improvements - Annual Maintenance & ADA - 875.00 875.00 November 17 2022 : OTH and Artists' Row Repairs, Minor Renovation - 500.00 500.00 November 17 2022 : Artists Row Bathroom/OTH Basement Reno - 1,375.00 1,375.00 November 17 2022 : Willows Restoration & Park Improvements - 19,668.75 19,668.75 November 17 2022 : Cameras - Community/Police - 500.00 500.00 November 17 2022 : Court Renovations - 2,090.63 2,090.63 November 17 2022 : New 29 Passenger Buses - 1,000.00 1,000.00 November 17 2022 : Signature Parks Improvement Program I - 24,465.63 24,465.63 November 17 2022 : Signature Parks Improvement Program II - 1,650.00 1,650.00 November 17 2022 : Signature Parks Improvement Program III - 500.00 500.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) I - 21,675.00 21,675.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) II - 5,425.00 5,425.00 November 17 2022 : McGrath Park Soils Redemption - 2,625.00 2,625.00 November 17 2022 : Derby Street Complete Project Phase 3 - 2,650.00 2,650.00 November 17 2022 : Annual EquipmentLifeCycle Mgmt Program (City) - 625.00 625.00 November 17 2022 : Traffic Calming Improvements - 1,450.00 1,450.00 November 17 2022 : Museum Place Garage Renovation Phase 2 - 34,640.63 34,640.63 November 17 2022 : South Harbor Garage Stair Replacement & ADA - 12,684.38 12,684.38 November 17 2022 : MP & SH Garage Maintenance, Repairs, ADA - 1,759.38 1,759.38 November 17 2022 : OTH Restorations & System design - 1,250.00 1,250.00 November 17 2022 : Police & Fire Radio Communication System - 625.00 625.00 November 17 2022 : Police Vehicle Replacement Program - 1,500.00 1,500.00 November 17 2022 : Annual Small Repairs, DPS & Cemeteries - 125.00 125.00 November 17 2022 : Salem DPS Salt Shed Project - 9,140.63 9,140.63 November 17 2022 : Replace Primary Sweeper - 3,125.00 3,125.00 November 17 2022 : Willows Pier - 7,425.00 7,425.00 November 17 2022 : Citywide Roads, Sidewalks & Crosswalk non ch 90(I) - 250.00 250.00 November 17 2022 : JD Front Loader (replacement of loader #41) - 3,625.00 3,625.00 November 17 2022 : Schools-Site/Field Studies & Small repairs - 250.00 250.00 November 17 2022 : Schools-Life Safety Studies & Small Repairs - 125.00 125.00 November 17 2022 : Schools-Access/ADA/Architectural Studies - 875.00 875.00 November 17 2022 : IT Life cycle Management (School) - 2,250.00 2,250.00 November 17 2022 : School Capital Repairs - 1,875.00 1,875.00 November 17 2022 : School Building and Strategic Master Plan - 1,000.00 1,000.00 November 17 2022 : Salem High Bathroom renovations - 4,346.88 4,346.88 November 17 2022 : District Camera and Access Control - 1,500.00 1,500.00 November 17 2022 : Collins Office Remodel - 5,834.38 5,834.38 November 17 2022 : School Safety, MEP, Utility, Repairs, Study I - 750.00 750.00 November 17 2022 : School Safety, MEP, Utility, Repairs, Study II - 750.00 750.00 November 17 2022 : Collins Roof/Masonry Study/Repair - 625.00 625.00 November 17 2022 : District Camera and Access Control II - 1,875.00 1,875.00 November 17 2022 : Energy/Water Upgrades and Audits - 375.00 375.00 November 17 2022 : Schools-ADA/Architectural/Interior repair study(I) - 500.00 500.00 November 17 2022 : Chiller & Assoc. HVAC - 1,653.13 1,653.13 November 17 2022 : Heights Floor Replacement - 5,603.13 5,603.13 November 17 2022 : School Safety, MEP, Utility, Roof studies - 125.00 125.00 November 17 2022 : Moffat Drainage Easement Improvements - 125.00 125.00 November 17 2022 : Canal Street SSU Flood Mitigation Improvements - 3,056.25 3,056.25 November 17 2022 : SSES Report Implementation - 2,203.13 2,203.13 November 17 2022 : Community Climate Change Model and Outreach - 750.00 750.00 November 17 2022 : Citywide Drain & Sewer Flushing, Pipes, GIS - 31,684.38 31,684.38 November 17 2022 : Ocean Ave. Sewer Pump Station Design - 1,375.00 1,375.00 November 17 2022 : SSES Report Implementation (elimi I/I) - 4,796.88 4,796.88 November 17 2022 : Water Transmission Main System Improvements I - 6,187.50 6,187.50 November 17 2022 : Highland Ave 16 inch Water Main - 2,528.13 2,528.13 November 17 2022 : Citywide Flushing, Valve Excise, Leak Detect - 8,700.00 8,700.00 November 17 2022 : Water Distribution Main System Improvements I - 17,490.63 17,490.63 November 17 2022 : Water Transmission Main System Improvements II - 3,431.25 3,431.25 November 17 2022 : Loring Ave. 16-Inch Water Main Replacement - 3,750.00 3,750.00 November 17 2022 : Water Distribution Main System Improvements II - 1,868.75 1,868.75 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 233 City of Salem, Massachusetts Fiscal Year 2025 Projected Principal and Interest Payments Aggregate Debt Service Part 8 of 8 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 05/15/2025 November 17 2023 : Church Street Parking Reconfiguration - 1,675.00 1,675.00 continued November 17 2023 : Electrical - Smart Signalization Expansion - 1,750.00 1,750.00 November 17 2023 : Engineering - Derby St Complete Streets - 250.00 250.00 November 17 2023 : Parking Kiosk Purchase Install - 1,000.00 1,000.00 November 17 2023 : Annual Small Repairs, Studies and ADA Improve - 500.00 500.00 November 17 2023 : Electrical - Smart Signal Project - 1,500.00 1,500.00 November 17 2023 : SMART Signalization Expansion Phase 2 - 1,250.00 1,250.00 November 17 2023 : Fire Station 2 & 4 Facade Repair - 250.00 250.00 November 17 2023 : Library Repairs Roof Emergency Stairway - 500.00 500.00 November 17 2023 : Auditorium Seating and Flooring ADA Compliance - 625.00 625.00 November 17 2023 : Annual Equipment-Life-Cycle Mgmt Program City - 2,125.00 2,125.00 November 17 2023 : Annual Small Repairs, ADA - DPS & Cemeteries - 375.00 375.00 November 17 2023 : Bicycle Infrastructure - 500.00 500.00 November 17 2023 : City Wide Playground Equipment, Court, Parks - 2,150.00 2,150.00 November 17 2023 : Derby Street Complete Project Phase 3 - 10,200.00 10,200.00 November 17 2023 : MP & SH Garage Maintenance, Repairs, ADA - 250.00 250.00 November 17 2023 : Roads, Sidewalks & Crosswalks non Ch. 90 - 6,250.00 6,250.00 November 17 2023 : South Harbor Garage Stair Replacement & ADA - 6,071.88 6,071.88 November 17 2023 : Vehicle Replacement Program - 750.00 750.00 November 17 2023 : DPS Building Project - 5,609.38 5,609.38 November 17 2023 : JD Front Loader - 1,125.00 1,125.00 November 17 2023 : Traffic Division Utility Truck - 3,250.00 3,250.00 November 17 2023 : McGrath Park Soils Remediation - 6,750.00 6,750.00 November 17 2023 : Roads, Sidewalks & Crosswalks (Non-Ch 90) - 27,500.00 27,500.00 November 17 2023 : Police Headquarters õ Flooring Replacement - 3,300.00 3,300.00 November 17 2023 : Energy and Water Upgrades - 1,778.13 1,778.13 November 17 2023 : Ash Lanfill Closure - 2,212.50 2,212.50 November 17 2023 : Chiller & HVAC System - 125.00 125.00 November 17 2023 : ADA Upgrades, Studies, Repairs - Schools - 500.00 500.00 November 17 2023 : ADA Upgrades / Studies / Repairs - Schools 2 - 750.00 750.00 November 17 2023 : Collins Roof/Masonry Study/Repair - 1,990.63 1,990.63 November 17 2023 : District Camera and Access Control - 2,250.00 2,250.00 November 17 2023 : School Safety, MEP, Utility, Roof Repairs - 875.00 875.00 November 17 2023 : Heights Floor Replacement - 875.00 875.00 November 17 2023 : Bates Envelope Repair Project - 1,675.00 1,675.00 November 17 2023 : Collins Roof/Masonry Repair - 2,434.38 2,434.38 November 17 2023 : School Safety, MEP, Utility, Roof Repairs 2 - 2,875.00 2,875.00 November 17 2023 : Districtwide Sprinkler Repairs - 1,675.00 1,675.00 November 17 2023 : Bentley Academy Boiler Replacement - 1,375.00 1,375.00 November 17 2023 : Canal Street SSU Flood Mitigation Phase II - 1,884.38 1,884.38 November 17 2023 : Willow Ave. Sewer Line Replacement - 375.00 375.00 November 17 2023 : SSES Report Implementation eliminate I/I - 1,778.13 1,778.13 November 17 2023 : Citywide Drain & Sewer Cleaning, Inspection - 3,662.50 3,662.50 November 17 2023 : Palmer Cove Park Drain Outfall - 2,100.00 2,100.00 November 17 2023 : SSES Report Implementation eliminate I/I 2 - 7,428.13 7,428.13 November 17 2023 : Highland Ave. 16-Inch Water Main - 1,475.00 1,475.00 November 17 2023 : Water Transmission Main System Improvements - 4,253.13 4,253.13 November 17 2023 : Water Distribution Main System Improvements - 16,153.13 16,153.13 November 17 2023 : Flushing, Valve Repair/Maintenance, Leak - 9,059.38 9,059.38 Subtotal - $570,809.52 $570,809.52 06/01/2025 December 19 2013 : Saltonstall School (OSQ) - 16,618.75 16,618.75 December 19 2013 : Collins Middle School (OSQ) - 34,278.13 34,278.13 December 19 2013 : School Building Repairs (ISQ) - 696.88 696.88 December 19 2013 : Fire Equipment (ISQ) - 4,937.50 4,937.50 December 19 2013 : Parks & Rec (ISQ) - 1,518.75 1,518.75 December 19 2013 : Canal Street Utility Program (ISQ) - 40,521.88 40,521.88 December 3 2014 : South River Basin Upgrade - 15,312.50 15,312.50 December 3 2014 : Drain Improvements - 2,296.88 2,296.88 December 3 2014 : Bertram Field - 5,906.25 5,906.25 December 3 2014 : Electric- Generator - 206.25 206.25 December 3 2014 : Parking- Water Proofing - 8,421.88 8,421.88 December 3 2014 : Planning- MBTA Station - 3,828.13 3,828.13 Subtotal - $134,543.78 $134,543.78 06/15/2025 June 27 2018 : Planning Blaney St Pier & Terminal 5,000.00 1,506.25 6,506.25 June 27 2018 : Old Town Hall Roof 5,000.00 500.00 5,500.00 June 27 2018 : Bike Path Master Plan Upgrades 5,000.00 1,506.25 6,506.25 June 27 2018 : Canal St Roadway & Bike Path Improvements II 75,000.00 17,609.38 92,609.38 June 27 2018 : Citywide Traffic Calming Improvements II 5,000.00 725.00 5,725.00 June 27 2018 : Essex St Roadway Improvements II 5,000.00 375.00 5,375.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I 5,000.00 1,381.25 6,381.25 June 27 2018 : Seawall at Collins Cove 5,000.00 1,415.63 6,415.63 June 27 2018 : Playground Upgrades 5,000.00 125.00 5,125.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II 5,000.00 125.00 5,125.00 June 27 2018 : Dickson Memorial Chapel Restoration 5,000.00 500.00 5,500.00 June 27 2018 : Roof Replacement Police II 35,000.00 8,806.25 43,806.25 June 27 2018 : First Swampscott Rd Intersection Improvements 5,000.00 500.00 5,500.00 June 27 2018 : Forest River Park & Pool Improvements 5,000.00 500.00 5,500.00 June 27 2018 : Loring & Lafayette Improvements 10,000.00 2,206.25 12,206.25 June 27 2018 : Roads & Sidewalks 50,000.00 11,990.63 61,990.63 June 27 2018 : IT Annual Inventory (City) 10,000.00 1,000.00 11,000.00 June 27 2018 : IT Document Management System 20,000.00 2,125.00 22,125.00 June 27 2018 : IT Facilities Assessment Software 15,000.00 1,625.00 16,625.00 June 27 2018 : Library HVAC Upgraeds 5,000.00 1,084.38 6,084.38 June 27 2018 : Library Structural Upgrades 5,000.00 500.00 5,500.00 June 27 2018 : Basketball Court Renovations 2 5,000.00 1,506.25 6,506.25 June 27 2018 : Traffic Signal Communication Upgrades 5,000.00 500.00 5,500.00 June 27 2018 : High School HVAC Upgrades 5,000.00 500.00 5,500.00 June 27 2018 : IT Annual Inventory Schools 15,000.00 1,750.00 16,750.00 June 27 2018 : Bentley School Roof Replacement 5,000.00 625.00 5,625.00 June 27 2018 : Water System Upgrades- Valves & Hydrants 20,000.00 17,162.50 37,162.50 June 27 2018 : Water Distribution System Improvements 25,000.00 19,812.50 44,812.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS 15,000.00 1,750.00 16,750.00 June 27 2018 : Water System Transmission System 15,000.00 1,750.00 16,750.00 June 27 2018 : Water- Essex St Improvements 5,000.00 2,865.63 7,865.63 June 27 2018 : Sewer Pump Station I 5,000.00 500.00 5,500.00 June 27 2018 : Sewer Pump Station II 75,000.00 56,871.88 131,871.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I 5,000.00 1,993.75 6,993.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II 5,000.00 4,625.00 9,625.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II 10,000.00 9,781.25 19,781.25 June 27 2018 : Canal St Sewer Upgrades Phase I 5,000.00 5,300.00 10,300.00 June 27 2018 : Sewer- Essex St Improvements 5,000.00 2,865.63 7,865.63 Subtotal $510,000.00 $186,265.66 $696,265.66 Total $8,844,726.00 $4,266,967.83 $13,111,693.83 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Debt Policies & Aggregate Debt Service City of Salem, Massachusetts Total Long-Term Debt Outstanding as of June 30, 2023, Including Subsequent Issues Aggregate Debt Service DATE PRINCIPAL INTEREST TOTAL P+I 06/30/2023 - - - 06/30/2024 8,132,058.00 4,484,526.97 12,616,584.97 06/30/2025 8,844,726.00 4,266,967.83 13,111,693.83 06/30/2026 8,232,447.00 3,725,710.81 11,958,157.81 06/30/2027 7,715,224.00 3,378,102.85 11,093,326.85 06/30/2028 7,080,000.00 3,057,172.47 10,137,172.47 06/30/2029 6,125,000.00 2,765,150.58 8,890,150.58 06/30/2030 6,020,000.00 2,500,625.58 8,520,625.58 06/30/2031 6,065,000.00 2,245,278.69 8,310,278.69 06/30/2032 5,890,000.00 2,001,406.76 7,891,406.76 06/30/2033 5,980,000.00 1,770,844.26 7,750,844.26 06/30/2034 5,670,000.00 1,549,178.64 7,219,178.64 06/30/2035 5,050,000.00 1,361,816.13 6,411,816.13 06/30/2036 4,400,000.00 1,210,716.08 5,610,716.08 06/30/2037 3,865,000.00 1,080,662.92 4,945,662.92 06/30/2038 3,425,000.00 964,956.70 4,389,956.70 06/30/2039 3,230,000.00 859,400.40 4,089,400.40 06/30/2040 3,215,000.00 756,469.09 3,971,469.09 06/30/2041 3,195,000.00 651,547.18 3,846,547.18 06/30/2042 3,280,000.00 544,147.15 3,824,147.15 06/30/2043 3,145,000.00 435,172.06 3,580,172.06 06/30/2044 1,995,000.00 350,868.87 2,345,868.87 06/30/2045 1,825,000.00 295,718.85 2,120,718.85 06/30/2046 1,870,000.00 244,225.06 2,114,225.06 06/30/2047 1,910,000.00 190,075.03 2,100,075.03 06/30/2048 1,970,000.00 133,887.50 2,103,887.50 06/30/2049 1,625,000.00 75,500.00 1,700,500.00 06/30/2050 1,215,000.00 38,087.50 1,253,087.50 06/30/2051 900,000.00 11,250.00 911,250.00 Total $121,869,455.00 $40,949,465.96 $162,818,920.96 Par Amounts Of Selected Issues Part 1 of 5 December 14 2006 DW-05-12 544,455.00 September 27 2012 -Water System Improvements 815,000.00 September 27 2012 -Sewer Pump Station Upgrade 110,000.00 September 27 2012 -South River Basin Upgrade 275,000.00 September 27 2012 -South River Basin Upgrade 2 205,000.00 September 27 2012 -Forrester Street Drain Relief 215,000.00 September 27 2012 -City Hall Roof 505,000.00 September 27 2012 -City Hall Skylights 100,000.00 September 27 2012 -City Hall Windows 260,000.00 September 27 2012 -City Hall Masonry Repairs 650,000.00 September 27 2012 -Roads, Sidewalks & Crosswalks 315,000.00 September 27 2012 -Collins Cove Seawall 75,000.00 September 27 2012 -Remediation 1,055,000.00 September 27 2012 -Collins School 990,000.00 September 27 2012 -Collins School 2 4,080,000.00 September 27 2012 -Saltonstall School 895,000.00 September 27 2012 -Saltonstall School 2 1,895,000.00 December 19 2013 -Saltonstall School 1,020,000.00 December 19 2013 -Collins Middle School 2,110,000.00 December 19 2013 -School Building Repairs 60,000.00 December 19 2013 -Fire Equipment 460,000.00 December 19 2013 -Parks & Rec 95,000.00 December 19 2013 -Canal Street Utility Program 2,495,000.00 December 19 2013 -Adv Ref of Jan 1 2005 School 175,000.00 December 19 2013 -Adv Ref of Jan 1 2005 Carlton School 45,000.00 December 3 2014 -South River Basin Upgrade 1,200,000.00 December 3 2014 -Drain Improvements 180,000.00 December 3 2014 -Road Improvements 400,000.00 December 3 2014 -Bertram Field 630,000.00 December 3 2014 -Electric- Generator 25,000.00 December 3 2014 -Parking- Water Proofing 660,000.00 December 3 2014 -Planning- MBTA Station 300,000.00 December 2 2015 -Folly Hill Tank Storage I 440,000.00 December 2 2015 -Folly Hill Tank Storage II 220,000.00 December 2 2015 -System Flushing/Valve Maintenance 85,000.00 December 2 2015 -Meter Replacement Program 20,000.00 December 2 2015 -Valve Pipe Replacement 20,000.00 December 2 2015 -I/I Study, Design & Construction 470,000.00 December 2 2015 -Canal St. Phase II 1,120,000.00 December 2 2015 -Illicit Connection Removal 65,000.00 December 2 2015 -Line Extension, Rehab & Upgrades 15,000.00 December 2 2015 -Garage Updates 80,000.00 December 2 2015 -Kiosk Umbrellas 10,000.00 December 2 2015 -Computer Replacement Program 40,000.00 December 2 2015 -District-Wide Security Updates 5,000.00 December 2 2015 -HS Transformer Replacement 5,000.00 December 2 2015 -Saltonstall Elementary School I 370,000.00 December 2 2015 -Saltonstall Elementary School II 145,000.00 December 2 2015 -Collins Middle School I 240,000.00 December 2 2015 -Collins Middle School II 520,000.00 December 2 2015 -Collins Middle School III 730,000.00 December 2 2015 -Golf Course Equipment 10,000.00 December 2 2015 -Wrought Iron Fence 15,000.00 December 2 2015 -Blaney Street Terminal - City Match 145,000.00 December 2 2015 -Winter Island Pathway & Fort Restoration 15,000.00 December 2 2015 -Police Vehicle GPS Units 5,000.00 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 235 City of Salem, Massachusetts Total Long-Term Debt Outstanding as of June 30, 2023, Including Subsequent Issues Aggregate Debt Service Par Amounts Of Selected Issues Part 2 of 5 December 2 2015 -DPS 1988 Ladder Replacement 90,000.00 December 2 2015 -DPS 2000 Dump Truck Replacement 60,000.00 December 2 2015 -Paving 315,000.00 December 2 2015 -Seawalls 120,000.00 November 17 2016 -Advance Refunding October 15 2007 High School 1,547,000.00 November 17 2016 -Adv Ref Oct 15 2007 Water System Improvements 723,000.00 November 17 2016 -Collins Middle School 630,000.00 November 17 2016 -Districtwide Computer Replacement (School) 20,000.00 November 17 2016 -Saltonstall School Parking/DropOff Area 80,000.00 November 17 2016 -Salerno Automotive Roof Replace (School) 20,000.00 November 17 2016 -Folly Hill Tank Storage (Water) 225,000.00 November 17 2016 -Water Meter Replacement Program 40,000.00 November 17 2016 -Rehab Gallows Hill Water Tanks 1 485,000.00 November 17 2016 -Rehab Gallows Hill Water Tanks 2 120,000.00 November 17 2016 -Water System Upgrade (Valves & Hydrants) 385,000.00 November 17 2016 -Water System Improvements 890,000.00 November 17 2016 -Water Leak Protection, Flushing & GIS Admin 1 75,000.00 November 17 2016 -Water Leak Protection, Flushing & GIS Admin 2 85,000.00 November 17 2016 -Canal Street Sewer Phase 2 1,165,000.00 November 17 2016 -Sewer Leak Detection, Flushing & GIS Admin 310,000.00 November 17 2016 -Sewer Illicit Connection Removal 585,000.00 November 17 2016 -Bikeway & Roadway Improvements 190,000.00 November 17 2016 -McGrath Park Paving/Concession Stand 85,000.00 November 17 2016 -Roads Sidewalk & Crosswalks (Non-Chapter 90) 90,000.00 November 17 2016 -Replace Fire Engine 2 or 5 205,000.00 November 17 2016 -Citywide Computer Replacement 45,000.00 November 17 2016 -Blaney Street Pier & Terminal (City Match) 160,000.00 November 17 2016 -Mary Jane Lee Park (Phase II) 30,000.00 November 17 2016 -Old City Hall Window Replacement 75,000.00 November 17 2016 -Ford F550 6-wheel dump Truck (unit 30,000.00 November 17 2016 -Ford F550 6-wheel Dump Truck (unit 30,000.00 November 17 2016 -2000 Int'l Dump Truck (unit 60,000.00 November 17 2016 -Trash Packer (Public Services) 30,000.00 November 17 2016 -2-Ton Propane Hot Box (Public Services) 15,000.00 November 17 2016 -Automation of South Harbor Garages (Parking) 250,000.00 November 17 2016 -Parking Garage Upgrades 120,000.00 November 17 2016 -Transfer Station Property Remediation 500,000.00 June 27 2018 -Planning Blaney St Pier & Terminal 75,000.00 June 27 2018 -Old Town Hall Roof 25,000.00 June 27 2018 -Bike Path Master Plan Upgrades 75,000.00 June 27 2018 -Canal St Roadway & Bike Path Improvements II 870,000.00 June 27 2018 -Citywide Traffic Calming Improvements II 35,000.00 June 27 2018 -Essex St Roadway Improvements I 5,000.00 June 27 2018 -Essex St Roadway Improvements II 20,000.00 June 27 2018 -First/Swampscott Rd Intersection Improvement II 70,000.00 June 27 2018 -Seawall at Collins Cove 75,000.00 June 27 2018 -South Salem Walk & Downtown Walk 5,000.00 June 27 2018 -Basketball Court Renovations 5,000.00 June 27 2018 -Playground Upgrades 10,000.00 June 27 2018 -Historic Wrought Iron Fence- Salem Commons II 10,000.00 June 27 2018 -Dickson Memorial Chapel Restoration 25,000.00 June 27 2018 -Roof Replacement Police II 435,000.00 June 27 2018 -First Swampscott Rd Intersection Improvements 25,000.00 June 27 2018 -Forest River Park & Pool Improvements 25,000.00 June 27 2018 -Loring & Lafayette Improvements 110,000.00 June 27 2018 -Roads & Sidewalks 590,000.00 June 27 2018 -IT Annual Inventory (City) 50,000.00 June 27 2018 -IT Document Management System 105,000.00 June 27 2018 -IT Facilities Assessment Software 80,000.00 June 27 2018 -Library HVAC Upgraeds 55,000.00 June 27 2018 -Library Structural Upgrades 25,000.00 June 27 2018 -Basketball Court Renovations 2 75,000.00 June 27 2018 -Traffic Signal Communication Upgrades 25,000.00 June 27 2018 -High School HVAC Upgrades 25,000.00 June 27 2018 -IT Annual Inventory Schools 85,000.00 June 27 2018 -Bentley School Roof Replacement 30,000.00 June 27 2018 -Water System Upgrades- Valves & Hydrants 900,000.00 June 27 2018 -Water Distribution System Improvements 1,040,000.00 June 27 2018 -Water System Flushing, Valves, Leak & GIS 85,000.00 June 27 2018 -Water System Transmission System 85,000.00 June 27 2018 -Water- Essex St Improvements 150,000.00 June 27 2018 -Sewer Pump Station I 25,000.00 June 27 2018 -Sewer Pump Station II 2,980,000.00 June 27 2018 -Sewer System Flushing, Valve, Leak & GIS I 105,000.00 June 27 2018 -Sewer System Flushing, Valve, Leak & GIS II 245,000.00 June 27 2018 -Sewer MS4 Compliance/Connection Removal II 510,000.00 June 27 2018 -Canal St Sewer Upgrades Phase I 275,000.00 June 27 2018 -Sewer- Essex St Improvements 150,000.00 September 25 2019 -Senior Center Construction 4,705,000.00 September 25 2019 -Planning- Blaney Street Pier & Terminal 1 15,000.00 September 25 2019 -Planning- Blaney Street Pier & Terminal 2 105,000.00 September 25 2019 -Telephone System Replacement 1 25,000.00 September 25 2019 -Telephone System Replacement 2 20,000.00 September 25 2019 -Bike Path Design/ Construction 1 10,000.00 September 25 2019 -Boston Street Roadway Improvements 60,000.00 September 25 2019 -First Swampscott Rd Intersection Improvements2 220,000.00 September 25 2019 -370 Essex St. HVAC Design, & Construction 355,000.00 September 25 2019 -Boston Street Corridor Roadway Improvements 1 60,000.00 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 236 City of Salem, Massachusetts Total Long-Term Debt Outstanding as of June 30, 2023, Including Subsequent Issues Aggregate Debt Service Par Amounts Of Selected Issues Part 3 of 5 September 25 2019 -Canal Street Bike Path 1 130,000.00 September 25 2019 -Canal Street Bike Path 2 290,000.00 September 25 2019 -Canal Street Corridor Roadway Improvements 1 95,000.00 September 25 2019 -Canal Street Corridor Roadway Improvements 2 125,000.00 September 25 2019 -Essex St. Ped. & Vehicle Access Improvements 2 1,240,000.00 September 25 2019 -First/Swampscott Rd Intersection Improvements 545,000.00 September 25 2019 -First/Swampscott Rd Intersection Improvements 85,000.00 September 25 2019 -Forest River Park and Pool Design 85,000.00 September 25 2019 -Forest River Park Seawall Replacement 1 1,475,000.00 September 25 2019 -Forest River Park Seawall Replacement 2 540,000.00 September 25 2019 -Roads, Sidewalks, & Crosswalks 420,000.00 September 25 2019 -Replacement School Bldg Grounds Equipment 1 15,000.00 September 25 2019 -Annual Equipment Life Cycle Mngment(Schools) 60,000.00 September 25 2019 -Telephone System Replacements (Schools) 1 95,000.00 September 25 2019 -Telephone System Replacements (Schools) 2 70,000.00 September 25 2019 -Bertram Field Schematic Design Phase II 2 20,000.00 September 25 2019 -High School College & Career Center Floor 55,000.00 September 25 2019 -Salerno Roof & Mechanical HVAC Replacement 95,000.00 September 25 2019 -Canal Street - Phase II (Sewer) 1 35,000.00 September 25 2019 -Sewer Pump Station 2,790,000.00 September 25 2019 -Canal Street (Sewer) Phase II 1 75,000.00 September 25 2019 -Canal Street (Sewer) Phase II 2 690,000.00 September 25 2019 -MS4 Compliance/Illicit Connection Removal 2 150,000.00 September 25 2019 -Pre-Paving Sewer/Drain Inspections 20,000.00 September 25 2019 -SSES Report Implementation 1 135,000.00 September 25 2019 -289 Derby Drain 295,000.00 September 25 2019 -Fowler & No Pine Street Sewer Rehabilitation 1 85,000.00 September 25 2019 -Fowler & No Pine Street Sewer Rehabilitation 2 285,000.00 September 25 2019 -Willow Ave Sewer Replacement 85,000.00 September 25 2019 -Rosie's Pond Flood Improvements 660,000.00 September 25 2019 -Water System Upgrades- Valves & Hydrants 945,000.00 September 25 2019 -Szetela Lane Water 235,000.00 September 25 2019 -Citywide Flushing, Valve Leak Detection, GIS 205,000.00 September 25 2019 -Citywide Water System Flushing, Maintenance 380,000.00 November 18 2020 -Recreation-Bertram Field Phase II 975,000.00 November 18 2020 -Recreation-Court Renovations 40,000.00 November 18 2020 -IT-Equipment Life-Cycle Mgmt Program (City) 65,000.00 November 18 2020 -IT-Equipment Life-Cycle Mgmt Program (School) 145,000.00 November 18 2020 -IT-View Permit Upgrade 65,000.00 November 18 2020 -Bridge Light LED Conversion 65,000.00 November 18 2020 -Smart Signalization Expansion 40,000.00 November 18 2020 -Electrical - Smart Signalization Expansion 40,000.00 November 18 2020 -Fire Station One Parapet 90,000.00 November 18 2020 -Winter Island Function Hall Deck/Accessibility 90,000.00 November 18 2020 -Court Renovations 115,000.00 November 18 2020 -Golf Course Cart Paths 345,000.00 November 18 2020 -Parking-Traffic Calming Improvements 55,000.00 November 18 2020 -Parking and Traffic-MP & SH Garage Maintenance 40,000.00 November 18 2020 -Museum Place Parking Garage 735,000.00 November 18 2020 -Common Fence 75,000.00 November 18 2020 -Planning-Gallows Hill Park Renovation 115,000.00 November 18 2020 -Furnace and Hot Water Replacement (Police) 100,000.00 November 18 2020 -Police Cameras 35,000.00 November 18 2020 -Police-Boiler and Heaters 100,000.00 November 18 2020 -City Wide Traffic Calming Improvements 5,000.00 November 18 2020 -Boston Street Corridor Roadway Improvements 170,000.00 November 18 2020 -Bridge Street (Massworks) Roadway Improvements 90,000.00 November 18 2020 -Forest River Park and Pool Design/Improvements 190,000.00 November 18 2020 -Willows Park Restoration 110,000.00 November 18 2020 -Derby St Complete Streets 320,000.00 November 18 2020 -Szetela Lance Shared Use Path 280,000.00 November 18 2020 -Roads, Sidewalks & Crosswalks (Non Ch 90) 1,130,000.00 November 18 2020 -School-Saltonstall Water Heaters 75,000.00 November 18 2020 Chiller & Assoc. HVAC System 340,000.00 November 18 2020 -Bentley Academy Boiler Replacement 385,000.00 November 18 2020 -Canal Street SSU Flood Mitigation Phase II 50,000.00 November 18 2020 -Derby St Drainage System Repairs 50,000.00 November 18 2020 -SSES Report Implementation (Eliminate I/I) 385,000.00 November 18 2020 -City Wide Sewer System Flushing & Maintenance 190,000.00 November 18 2020 -Pre-Paving Sewer/Drain Inspections 40,000.00 November 18 2020 -City Wide Water System Flushing & Maintenance 240,000.00 November 18 2020 -Water-Distribution Main System Initiatives 35,000.00 November 18 2020 -Water- Transmission Main System Initiatives 85,000.00 November 18 2021 -Cur Ref of Oct 15 2010 Water Sys Improvement 663,340.00 November 18 2021 -Cur Ref of Oct 15 2010 Water Meters 567,370.00 November 18 2021 -Cur Ref of Oct 15 2010 Water Main 736,720.00 November 18 2021 -Cur Ref of Oct 15 2010 Sewer Pump Station 53,860.00 November 18 2021 -Cur Ref of Oct 15 2010 South River Basin 444,180.00 November 18 2021 -Cur Ref of Oct 15 2010 Fire Pumper Truck 70,920.00 November 18 2021 -Cur Ref of Oct 15 2010 School Infrastructure 14,190.00 November 18 2021 -Cur Ref of Oct 15 2010 Roads & Sidewalks 202,680.00 November 18 2021 -Cur Ref of Oct 15 2010 Furlong Park Remodeling 38,610.00 November 18 2021 -Cur Ref of Oct 15 2010 Roads & Sidewalks 2 28,370.00 November 18 2021 -Cur Ref of Oct 15 Canal St Improvements Design 85,110.00 November 18 2021 -Cur Ref of Oct 15 School Ballfield Remodeling 9,650.00 November 18 2021 -Ash Landfill Closure Remediation 45,000.00 November 18 2021 -Fiber Optic Network (Phase II) 70,000.00 November 18 2021 -Ryan Brennan Memorial Skate Park 95,000.00 November 18 2021 -Salem Common Fence 70,000.00 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 237 City of Salem, Massachusetts Total Long-Term Debt Outstanding as of June 30, 2023, Including Subsequent Issues Aggregate Debt Service Par Amounts Of Selected Issues Part 4 of 5 November 18 2021 -Church Street Parking Reconfiguration 35,000.00 November 18 2021 -Common Fence 35,000.00 November 18 2021 -IT Equipment Life Cycle Managment - City 40,000.00 November 18 2021 -IT Ongoing Digitization of Records 60,000.00 November 18 2021 -Recreation-Bertram Field Phase II 3,835,000.00 November 18 2021 -Recreation-Playground, Irrigation & Fence 35,000.00 November 18 2021 -Parking and Traffic-MP & SH Garage Maintenance 45,000.00 November 18 2021 -Planning-Gallows Hill Park Renovation 95,000.00 November 18 2021 -Planning-Palmer Cove Park Renovation 45,000.00 November 18 2021 -Police & Fire Radio Communication System 45,000.00 November 18 2021 -IT-Theft Detection System Replacement 25,000.00 November 18 2021 -Engineering - Willows Park Restoration 85,000.00 November 18 2021 -Engineering - Derby St Complete Streets 455,000.00 November 18 2021 -Engineering - Roads, Sidewalks & Crosswalks 285,000.00 November 18 2021 -Digitization 60,000.00 November 18 2021 -IT Lifecycle Management (School) 55,000.00 November 18 2021 -IT Lifecycle Management (City) 45,000.00 November 18 2021 -Fire Station - ADA Upgrades 90,000.00 November 18 2021 -City Wide Playground Equipment/Park Upgrades 65,000.00 November 18 2021 -Tractor/Loader/Backhoe 55,000.00 November 18 2021 -Apron Tee Greens Mower 40,000.00 November 18 2021 -Park+Rec Facilities Truck 25,000.00 November 18 2021 -Norman Summer Chestnut Roundabout Phase 4 230,000.00 November 18 2021 -Traffic Calming Improvements 45,000.00 November 18 2021 -Garage Improvements - Annual Maintenance & ADA 45,000.00 November 18 2021 -Bicycle Infrastructure 190,000.00 November 18 2021 -Mansell Field Restoration 105,000.00 November 18 2021 -Palmer Cove Park Renovation Phase I 265,000.00 November 18 2021 -Willows Restoration & Park Improvements 95,000.00 November 18 2021 -Ford F350 Pickup 35,000.00 November 18 2021 -McGrath Park Soils Remediation 75,000.00 November 18 2021 -DPS Building Project 180,000.00 November 18 2021 -Boston Street Complete Upgrade 275,000.00 November 18 2021 -Derby Street Complete Street 270,000.00 November 18 2021 -Bridge Street Complete Street Flint-Boston 480,000.00 November 18 2021 -Forest River Pool & Associated Facilities 990,000.00 November 18 2021 -Citywide Seawall Improvements 25,000.00 November 18 2021 -Citywide Roads, Sidewalks, and Crosswalks 770,000.00 November 18 2021 -District Camera and Access Control 70,000.00 November 18 2021 -Signature Parks Improvement I 9,365,000.00 November 18 2021 -Signature Parks Improvement II 530,000.00 November 18 2021 -Schools-SHS Library Remodel 15,000.00 November 18 2021 -Schools - Access/ADA/Architectural Studies 60,000.00 November 18 2021 -Bentley Academy Boiler Replacement 470,000.00 November 18 2021 -Schools - ADA Upgrades / Studies / Repairs 95,000.00 November 18 2021 -School Capital Repairs 115,000.00 November 18 2021 -School Building and Strategic Master Plan 40,000.00 November 18 2021 -Sewer-Derby St at Congress õ Drainage Repairs 185,000.00 November 18 2021 -Sewer- Bertram Field Phase 2 235,000.00 November 18 2021 -Sewer-SSES report implementation 195,000.00 November 18 2021 -Canal Street SSU Flood Mitigation Phase 2 355,000.00 November 18 2021 -Forest River Pool Sewer Line & Stormwater Sys 235,000.00 November 18 2021 -Derby/Congress St. Drainage System Repairs 400,000.00 November 18 2021 -Sewer - SSES Report Implementation 2 395,000.00 November 18 2021 -Citywide Sewer Flushing & Pipe Replacements 295,000.00 November 18 2021 -Water Leak Detection, Flushing & GIS Admin 175,000.00 November 18 2021 -Water- Salem PS and Booster Station 100,000.00 November 18 2021 -Water-Bertram Field Phase 2 95,000.00 November 18 2021 -Water - Citywide Flushing, Valves, Leaks 85,000.00 November 18 2021 -Forest River New Water Line 95,000.00 November 18 2021 -Water - Citywide Flushing, Valves, Leaks 2 295,000.00 November 18 2021 -Water Distribution Main System 295,000.00 November 18 2021 -Water Transmission Main System 200,000.00 November 18 2021 -Highland Ave 16-inch Water Main 75,000.00 November 18 2021 -Vector Truck #18 Replacement 250,000.00 November 17 2022 -Fiber Optic Network (Phase II) 65,000.00 November 17 2022 -Church Street Parking Reconfiguration I 83,122.00 November 17 2022 -Church Street Parking Reconfiguration II 203,539.00 November 17 2022 -Police-Cameras Community/Police 16,870.00 November 17 2022 -Bertram Field Phase II 73,764.00 November 17 2022 -Derby Street Complete Street Phase 57,400.00 November 17 2022 -Citywide Seawall Improvements 72,099.00 November 17 2022 -IT Lifecycle Management (City) 68,280.00 November 17 2022 -Garage Improvements - Annual Maintenance & ADA 45,959.00 November 17 2022 -OTH and Artists' Row Repairs, Minor Renovation 30,000.00 November 17 2022 -Artists Row Bathroom/OTH Basement Reno 100,005.00 November 17 2022 -Willows Restoration & Park Improvements 900,000.00 November 17 2022 -Cameras - Community/Police 27,727.00 November 17 2022 -Court Renovations 100,000.00 November 17 2022 -New 29 Passenger Buses 68,500.00 November 17 2022 -Signature Parks Improvement Program I 1,114,500.00 November 17 2022 -Signature Parks Improvement Program II 81,500.00 November 17 2022 -Signature Parks Improvement Program III 30,538.00 November 17 2022 -Roads Sidewalks Crosswalks (Non Chapter 90) I 986,860.00 November 17 2022 -Roads Sidewalks Crosswalks (Non Chapter 90) II 243,898.00 November 17 2022 -McGrath Park Soils Redemption 200,000.00 November 17 2022 -Derby Street Complete Project Phase 3 119,429.00 November 17 2022 -Annual EquipmentLifeCycle Mgmt Program (City) 34,595.00 November 17 2022 -Traffic Calming Improvements 70,000.00 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 238 City of Salem, Massachusetts Total Long-Term Debt Outstanding as of June 30, 2023, Including Subsequent Issues Aggregate Debt Service Par Amounts Of Selected Issues Part 5 of 5 November 17 2022 -MP & SH Garage Maintenance, Repairs, ADA 84,417.00 November 17 2022 -OTH Restorations & System design 92,124.00 November 17 2022 -Police & Fire Radio Communication System 45,760.00 November 17 2022 -Police Vehicle Replacement Program 112,549.00 November 17 2022 -Annual Small Repairs, DPS & Cemeteries 16,410.00 November 17 2022 -Salem DPS Salt Shed Project 420,000.00 November 17 2022 -Replace Primary Sweeper 235,000.00 November 17 2022 -Willows Pier 337,585.00 November 17 2022 -Citywide Roads, Sidewalks & Crosswalk non ch 19,466.00 November 17 2022 -JD Front Loader (replacement of loader #41) 225,809.00 November 17 2022 -Schools-Site/Field Studies & Small repairs 18,499.00 November 17 2022 -Schools-Life Safety Studies & Small Repairs 14,629.00 November 17 2022 -Schools-Access/ADA/Architectural Studies 62,606.00 November 17 2022 -IT Life cycle Management (School) 108,825.00 November 17 2022 -School Capital Repairs 138,860.00 November 17 2022 -School Building and Strategic Master Plan 74,966.00 November 17 2022 -Salem High Bathroom renovations 199,912.00 November 17 2022 -District Camera and Access Control 113,104.00 November 17 2022 -Collins Office Remodel 270,000.00 November 17 2022 -School Safety, MEP, Utility, Repairs, Study I 60,419.00 November 17 2022 -School Safety, MEP, Utility, Repairs, Study II 43,347.00 November 17 2022 -Collins Roof/Masonry Study/Repair 35,400.00 November 17 2022 -District Camera and Access Control II 137,249.00 November 17 2022 -Energy/Water Upgrades and Audits 23,680.00 November 17 2022 -Schools-ADA/Architectural/Interior repair 36,204.00 November 17 2022 Chiller & Assoc. HVAC 79,784.00 November 17 2022 Heights Floor Replacement 258,309.00 November 17 2022 -School Safety, MEP, Utility, Roof studies 16,083.00 November 17 2022 -Moffat Drainage Easement Improvements 14,073.00 November 17 2022 -Canal Street SSU Flood Mitigation Improvements 144,161.00 November 17 2022 -SSES Report Implementation 102,241.00 November 17 2022 -Community Climate Change Model and Outreach 50,000.00 November 17 2022 -Citywide Drain & Sewer Flushing, Pipes, GIS 1,450,000.00 November 17 2022 -Ocean Ave. Sewer Pump Station Design 105,000.00 November 17 2022 -SSES Report Implementation (elimi I/I) 218,148.00 November 17 2022 -Water Transmission Main System Improvements I 282,499.00 November 17 2022 -Highland Ave 16 inch Water Main 120,000.00 November 17 2022 -Citywide Flushing, Valve Excise, Leak Detect 400,000.00 November 17 2022 -Water Distribution Main System Improvements I 800,000.00 November 17 2022 -Water Transmission Main System Improvements II 161,042.00 November 17 2022 -Loring Ave. 16-Inch Water Main Replacement 175,000.00 November 17 2022 -Water Distribution Main System Improvements II 89,955.00 November 17 2023 -Smart Signalization Expansion 22,256.00 November 17 2023 -Church Street Parking Reconfiguration 76,508.00 November 17 2023 -Electrical - Smart Signalization Expansion 89,500.00 November 17 2023 -Engineering - Derby St Complete Streets 15,499.00 November 17 2023 -Parking Kiosk Purchase Install 50,000.00 November 17 2023 -Annual Small Repairs, Studies and ADA Improve 25,000.00 November 17 2023 -Electrical - Smart Signal Project 74,600.00 November 17 2023 -SMART Signalization Expansion Phase 2 64,716.00 November 17 2023 -Fire Station 2 & 4 Facade Repair 16,020.00 November 17 2023 -Library Repairs Roof Emergency Stairway 26,241.00 November 17 2023 -Auditorium Seating and Flooring ADA Compliance 33,000.00 November 17 2023 -Annual Equipment-Life-Cycle Mgmt Program City 90,405.00 November 17 2023 -Annual Small Repairs, ADA - DPS & Cemeteries 21,750.00 November 17 2023 -Bicycle Infrastructure 27,047.00 November 17 2023 -City Wide Playground Equipment, Court, Parks 93,416.00 November 17 2023 -Derby Street Complete Project Phase 3 440,571.00 November 17 2023 -MP & SH Garage Maintenance, Repairs, ADA 15,583.00 November 17 2023 -Roads, Sidewalks & Crosswalks non Ch. 90 269,242.00 November 17 2023 -South Harbor Garage Stair Replacement & ADA 271,700.00 November 17 2023 -Vehicle Replacement Program 37,451.00 November 17 2023 -DPS Building Project 250,000.00 November 17 2023 -JD Front Loader 61,147.00 November 17 2023 -Traffic Division Utility Truck 166,961.00 November 17 2023 -McGrath Park Soils Remediation 300,000.00 November 17 2023 -Roads, Sidewalks & Crosswalks (Non-Ch 90) 1,180,534.00 November 17 2023 -Police Headquarters õ Flooring Replacement 150,000.00 November 17 2023 -Energy and Water Upgrades 80,000.00 November 17 2023 -Ash Lanfill Closure 99,999.00 November 17 2023 Chiller & HVAC System 9,112.00 November 17 2023 -ADA Upgrades, Studies, Repairs - Schools 28,866.00 November 17 2023 -ADA Upgrades / Studies / Repairs - Schools 2 38,796.00 November 17 2023 -Collins Roof/Masonry Study/Repair 89,600.00 November 17 2023 -District Camera and Access Control 112,751.00 November 17 2023 -School Safety, MEP, Utility, Roof Repairs 46,234.00 November 17 2023 Heights Floor Replacement 41,691.00 November 17 2023 -Bates Envelope Repair Project 75,000.00 November 17 2023 -Collins Roof/Masonry Repair 110,000.00 November 17 2023 -School Safety, MEP, Utility, Roof Repairs 2 143,534.00 November 17 2023 -Districtwide Sprinkler Repairs 74,866.00 November 17 2023 -Bentley Academy Boiler Replacement 58,320.00 November 17 2023 -Canal Street SSU Flood Mitigation Phase II 85,025.00 November 17 2023 -Willow Ave. Sewer Line Replacement 20,000.00 November 17 2023 -SSES Report Implementation eliminate I/I 80,000.00 November 17 2023 -Citywide Drain & Sewer Cleaning, Inspection 165,000.00 November 17 2023 -Palmer Cove Park Drain Outfall 95,000.00 November 17 2023 -SSES Report Implementation eliminate I/I 2 332,504.00 November 17 2023 -Highland Ave. 16-Inch Water Main 64,510.00 November 17 2023 -Water Transmission Main System Improvements 190,000.00 November 17 2023 -Water Distribution Main System Improvements 710,045.00 November 17 2023 -Flushing, Valve Repair/Maintenance, Leak 400,000.00 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Financial Reserve Policies & Graphs Stabilization Fund A stabilization fund is a fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose (MGL Ch. 40 ß5B). Communities may establish one or more stabilization funds for different purposes and may appropriate into them in any year an amount not to exceed ten percent of the prior year’s tax levy. The total of all stabilization fund balances shall not exceed ten percent of the community’s equalized value, and any interest shall be added to and become a part of the funds. A two-thirds vote of the city council is required to establish, amend the purpose of, or appropriate money from the stabilization fund. The City has set a target level for minimum Stabilization fund of 5% of the City’s current general fund operating budget. The stabilization fund shall be funded by appropriations from free cash, operating budget appropriations when available, and other one-time non-recurring revenues that become available for appropriation per M.G.L. Any draw down of the stabilization fund from the prior fiscal year should be allocated from the certified free cash if available. Ten percent of any free cash available after funding #1 above will be allo- cated from free cash to the stabilization fund, up to the proposed reserve balance of the stabilization fund of operating budget). The stabilization fund should only be used for the following circumstances: When net State Aid (receipts less assessments) is reduced by an amount less than the average of the prior two years. When Local Receipts projected are below a three per cent increase of the prior two year’s actual receipts as reported on page three of the Tax Rate Recapitulation as certified by the Director of the Bureau of Accounts (excluding non-recurring receipts). When there is a catastrophic or emergency event(s) that cannot be sup- ported by current general fund appropriations. Stabilization Fund Retirement Stabilization Fund (Budgeted) The Retirement Stabilization Fund was created in FY 2008 to fund all appropriations for sick and vacation time earned by an employee as regulated by collective bargaining agreements or City of Salem policy for non-union and management employees. When budget season begins, the finance department will request each department to determine if there are any employees in their department who may be retiring. Departments (including Salem Public Schools) will submit list of employees and the anticipated amounts of each employee’s retirement buyout. In FY 2013 the Commonwealth of Massachusetts created Massachusetts General Law Chapter 40 Section 13D which authorizes the creation of a retirement stabilization account to fund future payment of accrued liabilities for compensated absences. A council order was submitted to the City Council on May 23, 2013 to adopt this legislation. The Finance Department will calculate the cumulative amount of anticipated retirement dollars needed for the following year’s budget and incorporate the amount into the Mayor’s recommended budget submitted to Council. There is line item within the Budget Transfers Out to account for retirement anticipations. This line item will be reviewed and voted on by the City Council as it does with other budgets. Once Council approves the budget, the funds are then booked into the Retirement Stabilization Fund as voted. Appropriations both into and from the Retirement Stabilization Fund require a 2/3 vote of the City Council. The fund is limited to 10% of the prior year’s tax levy. All interest earned in the Retirement Stabilization Fund will stay with the Fund. FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Stabilization Fund $5,831,296 $6,092,766 $6,037,015 $6,511,290 $7,397,757 $9,111,337 $10,043,960 $14,067,845 $16,088,656 $17,129,435 $17,500,000 $10,000,000 $0 $10,000,000 $20,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 240 Any appropriations that are not used during the fiscal year will be carried over into the next fiscal year as a fund balance. All employees who are on the list will then be compensated at retirement for their accrued sick, vacation, and other benefits that they are entitled once approved by both Human Resources and the Department Head. If an employee retires and was not budgeted for in the Retirement Stabilization Fund, the department head shall submit a request to the human resource department who will verify the buyback amounts and forward the request to the Finance Department. The Finance Director will consider the request and fund it from surplus Retirement Stabilization funds or other available funds. It is the policy of the City to build up an adequate reserve in the retirement anticipation fund to cover those retirements that were not anticipated. At the end of FY 2024 we may transfer some free cash into this fund to cover remaining FY 2025 retirements. In FY 2025 we are budgeting 500,000 to be transferred to this fund. Retirement Stabilization Fund (Budgeted) Other Post-Employment Benefits (OPEB) Fund The City is mandated by the Governmental Accounting Standards Board (GASB) to start accounting for Other Post Employment Benefit (OPEB) as outlined in statement 45. In FY 2011 the City Council voted to establish an OPEB Stabilization Fund. We anticipate funding this account through annual appropriation from certified free cash (10%) as we do for our Capital Project and our Stabilization fund. In FY 2015 the Mayor modified the policy to move 5% of free cash to OPEB and 5% of free cash to the Retirement Board to help offset the pension liability. Five percent of free cash certified will be allocated to the OPEB Reserve Fund for the future liability of current worker’s post-employment benefits (other than retirement pension). This includes the cost of health, life, and dental benefits. The amount to be funded for GASB 45 is to be determined by an actuarial study that is to be performed by an actuary that the City chooses (perhaps in conjunction with actuarial studies done by the Salem Contributory Retirement System). FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Retirement Stabilization Fund (Budgeted) $600,000 $400,000 $100,000 $380,808 $452,314 $600,000 $600,000 $429,750 $354,656 $475,000 $1,000,000 $0 $1,000,000 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 241 Other Post-Employment Benefits (OPEB) Fund Capital Project Fund - Short Term The City of Salem uses a capital project fund to supplement the short-term capital needs of the City. Thirty percent of any free cash available after funding #1 above will be allo- cated from free cash to the Capital Improvement Program (CIP) Fund. These funds are used during the fiscal year for to supplement the Capital Improvement Plan (Section 7) for unanticipated or emergency equipment or repairs as needed, or for those items that don’t meet the CIP criteria (value > $25,000 and a life expectancy of 5 or more years). Capital Project Fund - Short Term Free Cash Free cash is the remaining, unrestricted funds from operations of the previous fiscal year including unexpended free cash from the previous year, actual receipts in excess of revenue estimates shown on the tax rate recapitulation sheet, and unspent amounts in budget line-items. Unpaid property taxes and certain deficits reduce the amount that can be certified as free cash. The calculation of free cash is based on the balance sheet as of June 30, which is submitted by the community’s auditor, accountant, or comptroller. Free cash is not available for appropriation until certified by the Massachusetts Director of Accounts. Free cash is the term used for a community’s funds that are available for appropriation. Once free cash is certified, it is available for appropriation by City Council. FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Other Post-Employment Benefits (OPEB) Fund $1,507,000 $1,701,917 $2,189,299 $2,572,670 $2,830,000 $3,511,488 $4,914,890 $4,843,161 $6,076,933 $7,173,953 $7,500,000 $10,000,000 $0 $10,000,000 $5,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Capital Project Fund - Short Term $1,000,000 $1,521,621 $472,539 $89,285 $500,000 $2,315,098 $3,476,794 $6,170,280 $6,469,205 $5,491,655 $2,500,000 $10,000,000 $0 $10,000,000 $5,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 242 Free cash may be used for any lawful municipal purpose and provides communities with flexibility to fund additional appropriations after the tax rate has been set. Free cash balances do not necessarily carry forward to the next fiscal year (July 1st); the Director’s certification expires on June 30th at the end of the fiscal year. The City’s policy is to use free cash for reserves, capital, and special uses in accordance with the policies set forth by the Mayor and Finance Director as stated above. Any free cash available after funding the above may be used to augment trust funds related to fringe benefits and un-funded liabilities related to employee benefits, Workers’ Compensation Fund, Unemployment Fund, and any health benefits payable through Police and Fire operating budgets (111f settlements). Free Cash available may also be used to augment general fund appropriations for expenses that increased due to extraordinary and/or unforeseen events as detailed by the department head of the affected budget. Free Cash Water-Sewer Retained Earnings Retained Earnings is the portion of Net Assets Unrestricted that is certified by the Department of Revenue as available for appropriation. Certification requires submission of a June 30 balance sheet accompanied by all information necessary to calculate free cash in the General Fund. Once certified, retained earnings may be appropriated through the following June 30 and no appropriation may be in excess of the certified amount. Retained earnings may be appropriated to: The City of Salem generally uses Water & Sewer retained earnings to fund capital improvements that may come up during the fiscal year as well as emergency repairs needed due to water or sewer main breaks or other related repairs. Some capital equipment may be funded during the year from these as well. In FY 2013 the Mayor submitted a council order to request that the water and sewer enterprise funds be combined for FY 2014 as allowed by the Department of Revenue as outlined in bullet1in 2012-B (page 3/7). The Water Enterprise fund revenues had been insufficient to cover expenses and the City had to appropriate free cash to cover the deficits. Part of the problem was the one time use of retained earnings in FY 2012 to supplement the revenue. That funding was not used in FY 2013 and the rate increases were insufficient to cover expenses. In FY 2013 we had to raise $218,738 on the General Fund RECAP to cover the FY 2012 deficit. We also had to appropriate Free Cash to cover the June 30, 2013 deficit of $307,522.50. By combining the funds we can use sewer revenue to help offset the water deficit. The water and sewer funds will remain in separate funds for accounting and budgeting purposes within the City. However, they are combined for reporting purposes on the City’s annual comprehensive financial statements (ACFR), when calculating Retained Earnings by the Department of Revenue, and when filing the City’s annual Tax Recapitulation (RECAP). The following are the Sewer and Water COMBINED retained earnings. FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Free Cash $4,949,767 $5,380,858 $4,922,937 $5,949,483 $7,638,739 $8,951,313 $17,444,553 $16,293,365 $11,108,367 $9,000,000 $10,000,000 $0 $10,000,000 $20,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 243 Water-Sewer Retained Earnings Trash Retained Earnings The Trash Enterprise fund is not a fully self-supporting fund but has generated retained earnings. Trash Retained Earnings FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Water-Sewer Retained Earnings $1,803,130 $3,044,317 $2,449,470 $2,703,564 $2,500,000 $3,640,860 $3,239,564 $4,366,572 $4,589,838 $4,750,000 $2,000,000 $0 $5,000,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 Trash Retained Earnings $327,688 $446,379 $489,884 $324,422 $113,461 $73,365 $343,181 $783,113 $546,970 $500,000 $1,000,000 $0 $1,000,000 $500,000 L FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Investment Policies Section I - The investment of General Funds, Special Revenue Funds, Enterprise Funds, and Capital Projects Funds. Scope This section of the policy applies only to short term operating funds such as general funds, special revenue funds, enterprise funds, and capital project funds. Section 2 will deal with trust funds, bond proceeds, and any other funds with special circumstances such as stabilization funds. A separate Contributory Retirement Board, either local or county, is responsible for the investment of the pension funds. Objectives Massachusetts General Laws, Chapter 44, section 55B requires the municipal/ district treasurer to invest all public funds except those required to be kept un- invested for purposes of immediate distribution. Modern banking systems enable the public treasurer to maintain even these funds in interest bearing form until the date a disbursement order clears through the banking system. The state law further requires that invested funds are to be placed at the highest possible rate of interest reasonably available, taking account of safety, liquidity and yield. Therefore, these guidelines are intended to further the objective of securing the highest return that is consistent with safety of principal while meeting the daily cash requirements for the operation of the entity’s business. Safety of principal is the foremost objective of the investment program. Investments shall be undertaken in a manner that seeks to ensure the preservation of capital through the mitigation of credit risk and interest rate risk. The diversification and prudent selection of investment instruments and choice of depository shall mitigate these risks. Credit risk is the risk of loss due to the failure of the security issuer or backer. Interest rate risk is the risk that the market value of the security will fall due to changes in general interest rates. Liquidity is the next most important objective. The overall investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. Since all possible cash demands cannot be anticipated, the treasurer shall carry out investment activities in a manner that provides for meeting unusual cash demands without the liquidation of investments that could result in forfeiture of accrued interest earnings, and loss of principal in some cases. Yield is the third, and last, objective. Investments shall be undertaken so as to achieve a fair market average rate of return, taking into account safety and liquidity constraints as well as all legal requirements. Investment Instruments The Treasurer may invest in the following instruments: 1. pooled fund: Unlimited amounts (Pool is liquid) The Massachusetts Municipal Depository Trust (MMDT), an investment pool for state, local, county and other independent governmental authorities, is under the auspices of the Massachusetts State Treasurer and currently managed by Fidelity Investments. It invests in Bankers Acceptances, Commercial Paper of high quality, Bank Certificates of Deposit, Repurchase agreements (Repos), and U. S. Treasury Obligations. It has Federal Deposit Insurance Corporation (F.D.I.C.) pass-through insurance on the CD’s and takes delivery on the Repos and Treasuries. Under Government Accounting Standards Board Regulation (GASB III), it is not considered an uncollateralized product. 2. U. S. Treasuries that will be held to maturity: Unlimited amounts (Up to one- year maturity from date of purchase) 3. U.S. Agency obligations that will be held to maturity. Unlimited amounts (Up to one-year maturity from date of purchase) 4. Bank accounts or Certificates of Deposit, hitherto termed CD’s. (Up to one year) which are fully collateralized through a third party agreement: Unlimited amounts 5. Bank accounts and CD’s (Up to one year) fully insured by F.D.I.C. and in some cases also Depository Insurance Fund of Massachusetts (D.I.F.M): $250,000 limit all bank accounts and CD’s in one institution are considered in the aggregate to receive the $250,000 insurance coverage. 6. Unsecured bank deposits of any kind such as other checking, savings, money market, or Certificates of Deposit accounts at Banks that do not fit the above categories. These investments are subject to the following limitations: These investments will be limited to no more than 5% of an institution’s assets and no more than 10% of a municipality’s cash. Their credit worthiness will be tracked by Veribanc, Sheshunoff, or other bank credit worthiness reporting systems. They will be diversified as much as possible. CD’s will be purchased for no more than three months and will be reviewed frequently. 7. Money Market Mutual Funds that are registered with the Securities and Exchange Commission that have received the highest possible rating from at least one nationally recognized statistical rating organization and as otherwise referenced in the MGL 44 Section 55. Risk Tolerance Credit Risk is the risk that an issuer or other counterparty to an investment neither will fulfill its obligations. The City will manage credit risk several ways. There will be no limit to the amount of United States Treasury and United States Government Agency obligations, as they carry an AAA rating. In regards to other investments, the City will only purchase investment grade securities with a high concentration in securities rated A or better. The City may invest in the Massachusetts Municipal Depository Trust (MMDT) with no limit to the amount of funds placed in the fund. Custodial Risk is the risk for deposits that in the event of the failure of a ---PAGE BREAK--- Financial Forecasts, Policies and Debt Investment Policies FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 245 depository financial institution, a municipality will not be able to recover deposits or will not be able to recover collateral securities that are in the possession of an outside party. The custodial credit risk for investments is the risk that, in the event of the failure of the counterparty to a transaction, a municipality will not be able to recover the value of investment or collateral securities that are in the possession of an outside party. The City will review the financial institution’s financial statements and the background of the advisor. The intent of qualification is to limit the city’s exposure to only those institutions with a proven financial strength, capital adequacy of the firm, and the overall affirmative reputation in the municipal industry. Further all securities not held directly by the city will be held in the city’s name and tax identification number by a third party custodian approved by the Treasurer and evidenced by safekeeping receipts showing individual CUSIP numbers for each security. Concentration of Credit Risk is the risk of loss attributed to the magnitude of a government’s investment in a single issuer. The City will minimize concentration of credit risk by diversifying the investment portfolio so that the impact of potential losses from any one type of security or issuer will be minimized or not exist. Interest Rate Risk is the risk that changes in interest rates will adversely affect the fair market value of an investment. The City will manage interest rate risk by managing duration in the account. Foreign Currency Risk is the risk that changes in foreign monetary exchange rates will adversely affect the fair value of an investment. The City will not invest in any instrument exposed to foreign currency risk. Diversification Diversification should be interpreted in two ways: in terms of maturity as well as instrument type and issuer. The diversification concept should include prohibition against over concentration of maturities as well as concentration in a specific institution. With the exception of U.S. Treasury obligations or investments fully collateralized by U.S. Treasuries or agencies, and State pools (MMDT), no more than 10% of the Town’s investments shall be invested in a single financial institution. Authorization The Treasurer has authority to invest municipality/district funds, subject to the statutes of the Commonwealth cited above. Ethics The Treasurer (and any Assistant Treasurers) shall refrain from any personal activity that may conflict with the proper execution of the investment program or which could impair or appear to impair ability to make impartial investment decisions. Said individuals shall disclose to the Chief Executive Officer any material financial interest in financial institutions that do business with the City. They shall also disclose any large personal financial investment positions or loans that could be related to the performance of the town’s investments. Relationship with Financial Institutions Financial institutions should be selected first and foremost with regard to safety. Municipalities/Districts should subscribe to and use one or more of the recognized bank rating services, such as Veribanc or Sheshunoff. Brokers should be recognized, reputable dealers. The Treasurer shall require any brokerage houses and broker/dealers, wishing to do business with the municipality, to supply the following information to the Treasurer: Audited financial statements Proof of National Association of Security Dealers certification A statement that the dealer has read the municipality’s investment pol- icy and will comply with it Proof of credit worthiness (minimum standards: at least five years in operation and a minimum capital of 10 million dollars) Section II - The Investment of Trust Funds and Bond Proceeds This section of the policy applies only to funds that could be invested long term, i.e. trust funds, stabilization funds and bond proceeds. For issues subject to arbitrage rebate, an arbitrage tracking system such as those available at banks and Mass Municipal Depository Trust (MMDT) will be used to track expenditures of and interest earned on borrowed funds. Alternative tracking systems should be approved by and used under the advice of Bond Counsel. Arbitrage Regulations Tax free debt may be issued by cities, towns, and districts, which means that they are able to borrow at rates well below market rates. At the same time, the federal government has issued regulations to prevent them from issuing debt with the goal of investing the borrowed funds at a higher rate of interest than that at which the money was borrowed, or committing arbitrage. If the federal regulations are not followed, there are fines and penalties, but even worse, the tax free status of the debt could be jeopardized. The following arbitrage regulations will be followed: Unless debt is issued as a “small issuer,“ that is, an entity issuing less than $10 million of tax exempt debt in a calendar year, the proceeds shall be used within certain prescribed time frames, or be subject to fines and penalties as described above. Following are the general rules and time frames for spending borrowed funds in order to avoid having to pay a rebate to the Federal government on investment income earned on the borrowed funds. All funds must be used according to the following schedules or sooner: CONSTRUCTION DEBT First six months: 10% First year: 45% ---PAGE BREAK--- Financial Forecasts, Policies and Debt Investment Policies FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 246 Eighteen months: 75% Two years: 100% CAPITAL EXPENDITURES DEBT OTHER THAN CONSTRUCTION PROJ- ECTS First six months: 15% First year: 60% Eighteen months: 100% ALL OTHER MUNICIPAL PURPOSE DEBT First six months: 100% Trust Funds Trust Funds may be co-mingled and invested in any instruments allowed by the Legal List issued by the Banking Commissioner each July. Each trust fund must be accounted for separately. Stabilization Funds The Stabilization Fund shall not exceed ten per cent of the equalized valuation of the city or town, and any interest shall be added to and become a part of the fund. The treasurer may invest the proceeds in the following: National Banks Savings Banks Cooperative banks or trust companies organized under Massachusetts laws Securities legal for savings banks ( i.e. those on the Legal List described above) Federal Savings and Loan Associations situated in the Commonwealth Massachusetts Municipal Depository Trust Reporting Requirements On a regular basis (quarterly, semi-annually, or annually), a report containing the following information will be prepared by the Treasurer and distributed to the Chief Executive Officer, Town Manager, and/or Finance Committee, as appropriate. The quarterly report will include the following information, as a minimum requirement: A listing of the individual accounts and individual securities held at the end of the reporting period. A listing of the short-term investment portfolio by security type and maturity to ensure compliance with the diversification and maturity guidelines established in the “Diversification“ section of this Invest- ment Policy. A summary of the income earned on a basis and year to date basis shall be reported. The municipal treasurer shall include in the report a brief statement of general market and economic conditions and other factors that may affect the City’s cash position. The report should demonstrate the degree of compliance with the tenets set forth in the Investment Policy. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Debt Policies Bond Ratings – Upgraded Standard & Poor’s Rating Services On June 08, 2018 the City of Salem received notification from Standard and Poor’s that they City’s bond rating remains at AA/Stable based on their view of the City’s financial management procedures and sound budgeting practices. The bond rating helps decrease the City’s borrowing costs and sends a positive message regarding the City’s approach to budgeting both operational and capital needs. S&P assigned the ’AA’ long-term rating to the city’s series back in 2016 and the City has maintained that rating. The outlook is stable. The bond rating is a great acknowledgement of all of the City’s management of its finances. This is a confirmation Salem is managing its resources as well as it can. Reasons for the rating cited by Standard and Poor’s reflects their opinion of the city’s: Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA); Strong management, with “good“ financial policies and practices under our financial management assessment (FMA) methodology; Strong budgetary performance, with a slight operating surplus in the general fund and operating surplus at the total-governmental – fund level in fiscal 2017 Strong budgetary flexibility, with an available fund balance in fiscal 2017 of 9.5% of operating expenditures; Very strong liquidity, with total government available cash at 15.9% of total governmental fund expenditures and 5x governmental debt service, and access to external liquidity we con- sider strong; Adequate debt and contingent liability position, with debt service car- rying charges at 3.2% of expenditures and net direct debt that is 35.8% of total governmental fund revenue, as well as low overall net debt at less than 3.0% of market value, but a large pension and other postem- ployment benefit (OPEB) obligation and the lack of a plan to sufficiently address the obligation; and Strong institutional framework score. Capital Improvement Projects When the city finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the expected useful life of the project. Total net debt service payments from general obligation debt will not exceed five percent of total annual operating budget as listed on part 1a of the annual tax rate recapitulation as submitted to the Department of Revenue. Per the total amount to be raised on the FY24 Tax Rate Recapitulation Sheet - $204,732,591 this limit would be $10,236,629. Debt will only be issued for capital that is valued greater than $25,000 and has a depreciable life of five or more years. A cash flow statement will be required for each project funded with long term debt. Total general obligation debt will not exceed the limits provided in the state statues. Whenever possible, the city will use special revenue funds, special assessments, or other self-supporting bonds, instead of general obligation bonds. The city will not use long-term debt for current operations unless otherwise allowed via special legislation. The city will maintain good communications with bond rating agencies about its financial condition. The city will follow a policy of full disclosure on every financial report and bond prospectus. General Information on Debt Authorization and Legal Limit Notes and notes including refunding notes are generally authorized on behalf of the City by vote of two-thirds of all the members of the City Council with the approval of the Mayor. Provision is made for a referendum on the filing of a petition bearing the requisite number of signatures. Borrowings for certain purposes require state administrative approval. When serial bonds or notes have been authorized, bond anticipation notes may be issued by the officers authorized to issue the serial bonds or notes Temporary loans in anticipation of certain state and county reimbursements are generally authorized by majority vote but provision is made for temporary loans in anticipation of current revenues and federal grants and for other purposes in certain circumstances without City Council authorization. The general debt limit of the City consists of a normal debt limit and a double debt limit. The normal debt limit is 5 percent of the valuation of taxable property as last equalized by the State Department of Revenue. The City can authorize debt up to this amount without State approval. It can authorize debt up to twice this amount (the double debt limit) with the approval of the State’s Municipal Finance Oversight Board. Based on the City’s equalized valuation (EQV) of $7,783,083,000 effective January 1, 2023, its normal debt limit is $389,154,150 and its double debt limit is $778,308,300. There are many categories of general obligation debt which are exempt from and do not count against the general debt limit. Among others, these exempt categories include revenues anticipation notes and grant anticipation notes; emergency loans exempted by special laws, bonds for water (limited to 10 percent of equalized valuation), housing, urban renewal and economic development (subject to various debt limits) and electric, gas, community antenna television systems, and telecommunication systems (subject to separate limits. Revenue bonds and water pollution abatement revenue bonds are not subject to these debt limits. The general debt limit and the special debt limit for water bonds apply at the time debt is authorized. The other special debt limits generally apply at the time the debt is incurred. The amount borrowed in each fiscal year by the issue of revenue anticipation notes is limited to the tax levy of the prior fiscal year, together with the net receipts in the prior fiscal year from the motor vehicle excise and certain ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 248 payments made by the Commonwealth in lieu of taxes. The fiscal year ends on June 30. Notes may mature in the following fiscal year, and notes may be refunded into the following fiscal year to the extent of the uncollected, unabated current tax levy and certain other items, including revenue deficits, overlay deficits, final judgments and lawful un-appropriated expenditures, which are to be added to the next tax levy, but excluding deficits arising from a failure to collect taxes of earlier years. In any event, the period from an original borrowing to its final maturity cannot exceed one year. Types of Obligations General Obligations - Massachusetts cities and towns are authorized to issue general obligation indebtedness of the following types: Serial Bonds and Notes.- These are generally required to be payable in equal or diminishing annual principal amounts beginning no later than the end of the next fiscal year commencing after the date of issue and ending within the terms permitted by law. Level debt service is permitted for bonds and notes issued for certain purposes including self supporting enterprise purposes, certain state aided school projects and for projects for which debt service has been exempted from property tax limitations. The maximum terms vary from one year to 40 years, depending on the purpose of the issue. Most of the purposes are capital projects. Bonds or notes may be made callable and redeemed prior to their maturity, and a redemption premium may be paid. Refunding bonds or notes may be issued subject to the maximum term measured from the date of the original bonds or notes. Serial bonds may be issued as “qualified bonds“ with the approval the state Municipal Finance Oversight Board consisting of the Attorney General, the State Treasurer, the State Auditor, and the Director of Accounts, subject to such conditions and limitations (including restrictions on future indebtedness) as may be required by the Board. Qualified bonds may mature in not less than 10 or more than 30 years from their dates and are not subject to the amortization requirements described above. The State Treasurer is required to pay the debt service on qualified bonds and thereafter to withhold the amount of the debt service from state aid or other state payments. Administrative costs and any loss of interest income to the State are to be assessed upon the city or town. Bond Anticipation Notes (BAN). These generally must mature within two years of their original dates of issuance but may be refunded from time to time for a period not to exceed five years from their original dates of issuances, provided that (except for notes issued for certain school projects that have been approved for state school construction aid) for each year that the notes are refunded beyond the second year they must be paid in part from revenue funds in an amount at least equal to the minimum annual payment that would have been required if the bonds had been issued at the end of the second year. The maximum term of bonds issued to refund bond anticipation notes is measured from the date of the original issue of the notes, (except for certain school projects). Revenue Anticipation Notes (RAN). These are issued to meet current expenses in anticipation of taxes and other revenues. They must mature within one year but, if payable in less than one year, may be refunded from time to time up to one year from the original date of issue. (Such notes may be extended beyond fiscal year end in an amount not exceeding current receivables.) Grant Anticipation Notes (GAN). These are issued for temporary financing in anticipation of federal grants and state and county reimbursements. Generally they must mature within two years, but may be refunded from time to time as long as the municipality remains entitled to the grant or reimbursement. Revenue Bonds - Cities and towns may issue revenue bonds for solid waste disposal facilities and for projects financed under the Commonwealth’s Water Pollution Abatement or Drinking Water Revolving Loan Programs and for certain economic development projects supported by tax increment financing. In addition to general obligation bonds and notes, cities and towns having electric departments may issue electric revenue bonds, and notes in anticipation of such bonds, subject to the approval of the State Department of Telecommunications and Energy. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Anti-Fraud Policies The City of Salem is committed to protecting its revenue, property, information, and other assets from any attempt, either by members of the public, contractors, vendors, agents or its own employees, to gain by deceit, financial or other benefits at the expense of the taxpayers. City Officials and employees must, at all times, comply with all applicable laws and regulations. The City will not condone the activities of officials or employees who achieve results through violation of the law or unethical business dealings. The City does not permit any activity that fails to stand the closest possible public scrutiny. This policy sets out specific guidelines and responsibilities regarding appropriate actions that must be followed for the investigation of fraud and other similar irregularities. Definitions Occupational fraud is defined by the Association of Certified Fraud Examiners as the use of one’s occupation for personal enrichment through the deliberate misuse or misapplication of the employing organization’s resources or assets. There are three major categories of occupational fraud. Asset Misappropriations – Theft or misuse of an organization’s assets. Cash Fraudulent Disbursements – Perpetrator causes organization to dis- burse funds through some trick or device (e.g. submitting false invoices/ time card/sheets, expense reimbursement schemes, check tampering, etc.) Skimming – Cash is stolen from an organization before it is recorded on the organization’s books and records. Cash Larceny – Cash is stolen from an organization after it has been recorded on the organization’s books and records. Inventory and all other assets Misuse – Misuse of an organization’s inventory or assets for personal use (e.g. City vehicles, computers, supplies, etc.) Larceny – Inventory or other assets are stolen from an organization. Corruption – Wrongfully use influence in a business transaction in order to procure some benefit for themselves or another person, contrary to duty to employer or the rights of another. Conflicts of Interest – An undisclosed economic or personal interest in a transaction that adversely affects the employer. Bribery – The offering, giving, receiving, or soliciting of anything of value to influence an official act or business decision. Illegal Gratuities – A party who benefits from an official act or a busi- ness decision gives a gift to a person who made the decision. An illegal gratuity does not require proof Economic Extortion – An employee demands that a vendor/contractor/ etc. pay to influence an official act or a business decision. Fraudulent Statements – Falsification of an organization’s financial statements. Other similar irregularities is defined as any activity involving questionable behavior or business dealings by members of the public, contractors, vendors, agents or government employees, that put government revenue, property, information and other assets at risk of waste or abuse. Applicability This policy applies to all Elected Officials and employees of the City of Salem as well as any business or individual doing business with the government. General Policy and Responsibility It is the government’s intent to fully investigate any suspected acts of fraud or other similar irregularity. An objective and impartial investigation will be conducted regardless of the position, title, and length of service, or relationship with the government of any party who might be or becomes involved in or becomes/is the subject of such investigation. Each Elected Official, Department Head, Commissioner and Manager is responsible for instituting and maintaining a system of internal control to provide reasonable assurance for the prevention and detection of fraud, misappropriations and other irregularities. Management should be familiar with the types of improprieties that might occur within their area of responsibility and be alert for any indications of such conduct. The Finance Director has the primary responsibility for the investigation of all activity defined in this policy. The Finance Director will notify their Independent Auditing Firm and the Mayor of a reported allegation of fraudulent or irregular conduct upon the commencement of the investigation to the extent practical. Throughout the investigation the Mayor will be informed of pertinent investigative findings. In all circumstance where there are reasonable grounds to indicate that a fraud may have occurred, the Finance Department and/or Indepen- dent Auditor, subject to the advice of Mayor and City Solicitor, will con- tact the office of the District Attorney and/or the Salem Police. Upon conclusion of the investigation, the results will be reported to the Mayor and others as determined necessary. The City Solicitor will pursue every reasonable effort, including court ordered restitution, to obtain recovery of the City’s losses from the offender, or other appropriate source. ---PAGE BREAK--- Financial Forecasts, Policies and Debt Anti-Fraud Policies FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 250 Procedures All Employees Any employee who has knowledge of an occurrence of irregular conduct, or has reason to suspect that a fraud has occurred, shall immediately notify his/ her supervisor. If the employee has reason to believe that their supervisor may be involved or does not feel comfortable reporting the occurrence to their supervisor, the employee shall immediately notify the OTA. Employees have a duty to cooperate during an investigation. Employees who knowingly make false allegations will be subject to discipline and possible termination of employment. City Management/Elected Officials/Board Members Upon notification from an employee of suspected fraud, or if management has reason to suspect that a fraud has occurred, they shall immediately notify the Finance Director. Office of the Mayor Upon notification or discovery of a suspected fraud, the Finance Director and/ or Independent Auditor will investigate the suspected fraud. In all circumstances, where there are reasonable grounds to indicate that a fraud may have occurred, the Finance Director or Independent Auditor will inform the Mayor. Subject to the advice of the City Solicitor, the Finance Director or Independent Auditor will contact the Office of the District Attorney and/or the Salem Police. Contacts/Protocols After an initial review and a determination that the suspected fraud warrants additional investigation, the Finance Director or Independent Auditor will notify the Mayor. The Finance Director or Independent Auditor will coordinate the investigation with the Mayor and appropriate law enforcement officials. Security of Evidence Once a suspected fraud is reported, the Finance Director or Independent Auditor, in consultation with the City Solicitor, shall take immediate action to prevent the theft, alteration, or destruction of relevant records. Such actions include, but are not necessarily limited to, removing the records and placing them in a secure location, limiting access to the location where the records currently exist, and preventing the individual suspected of committing the fraud from having access to the records. The records must be adequately secured until the Finance Director or Independent Auditor obtains the records to begin the audit investigation. Personnel Actions If a suspicion of fraud is substantiated by the investigation, disciplinary action shall be taken by the Mayor, in consultation with the Personnel Director and the Finance Director or Independent Auditor. Whistle-Blower Protection Under Massachusetts General Law Chapter 149, paragraphs 148A, 185 and 187, no employer or person acting on behalf of an employer shall: Dismiss or threaten to dismiss an employee Discipline or suspend, or threaten to discipline or suspend, an employee Impose any penalty upon an employee; or Intimidate or coerce an employee because the employee has acted in accordance with the requirements of this policy. The violation of this section will result in discipline up to an including dismissal in accor- dance with the applicable federal, state, and local administrative laws. Media Issues Any City employee or elected official contacted by the media with respected to an audit investigation shall refer the media to the Mayor’s Office at 978-619- 5600. The alleged fraud or audit investigation shall not be discussed with the media by any person other than the through the Mayor’s Office. If the Finance Director or Independent Auditor is contacted by the media regarding an alleged fraud or audit investigation, they will consult the Mayor, before responding to a media request. Neither the Finance Director nor Independent Auditor will discuss the details of any ongoing fraud investigation with the media that may compromise the integrity of the investigation. Documentation At the conclusion of the investigation, the results will be reported to the Mayor and others as determined necessary. If the report concludes that the allegations are founded, the report will be forwarded to the Office of the District Attorney and/or the Salem Police. Completion of the Investigation Upon completion of the investigation, including all legal and personnel action, any records, documents and other evidentiary material will be returned by the Finance Director or Independent Auditor to the appropriate department. Training New employees are trained at the time of hiring about the City’s Code of Conduct and Fraud Policy. This training explicitly covers expectations of all employees regarding Their duty to communicate certain matters; A list of the types of matters, including actual or suspected fraud, to be communicated along with specific examples; and Information on how to communicate those matters. ---PAGE BREAK--- Capital Improvement Program ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Capital Improvement Program Mayor's Message Goals of the Capital Improvement Program (CIP) The City of Salem relies on a five-year capital improvement program (CIP) and capital budget to ensure that capital needs are being addressed in a responsible manner based on priority and thoughtful planning. The capital budget outlines the upcoming year’s spending plan for capital items and the five-year CIP forecasts and plans for capital needs beyond the capital budget. Both components are critical to the City’s overall budget strategy. By formalizing a capital plan and capital budget, the City of Salem has the ability and knowledge to address the current and future needs of the City. The CIP provides a working plan for improving Salem’s infrastructure by combining strategic planning, financial forecasting, and physical development. When considering funding items in the CIP, the City strategically pursues available options from grants at the state and federal levels and utilizes monies available from water and sewer retained earnings to minimize or avoid the issuance of long-term debt where possible. From a financing perspective, priority is given to projects with grant revenues or other matching funds to offset the costs of borrowing, which have grown in recent years due to rising interest rates. Prioritizing a pay-as-you-go model in this year’s CIP will lessen the burden of debt service payments on future operating budgets. Maximizing the City’s use of once-in-a-lifetime federal funds provided through the American Recovery Plan Act (ARPA), Bipartisan Infrastructure Law (BIL), and the Inflation Reduction Act (IRA) creates opportunities not otherwise possible. Addressing capital needs by leveraging all available funding sources will enable the City to reach its long-term goals, with project evaluation based on the following areas of prioritization: Emergency/life safety issues Alignment with existing city plans Resilient Together, ADA Transition Plan, Equity Plan, Age Friendly Plan, Open Space and Recreation Plan, Haz- ard Mitigation Plan) Projects that create cost savings, particularly long term Projects with grant funding opportunities Goals of the Mayor – FY2025 Capital Improvement Program (CIP) As the first CIP under a new Administration, this year’s CIP provides an opportunity to think strategically about how to address the City’s capital needs in an equitable and efficient way. The Mayor’s main goal for the FY2025 CIP is to strategically invest in capital projects and programs across departments and functions to ensure Salem is a forward-looking city that works for and welcomes everyone. These investments build on the achievements of the past to create an even more vibrant and successful future. Projects in the FY2025 CIP enhance the livability of the City for all residents by investing in areas such as parks and green space, ADA improvements, and resilient infrastructure investments. Services to residents are improved by projects and initiatives in the FY2025 CIP such as renovating community centers and engaging in long-term planning for City buildings and spaces. Development of the FY2025 CIP is conducted in a transparent and evidence- based manner, identifying long-term project needs and responsible, equitable solutions. FY2025 Capital Reforms and Initiatives Affordability and Efficiency: The City is maximizing the use of pay-as-you- go funds, particularly for projects that leverage other financing opportunities and efficiency gains. The FY2025 CIP substantially reduces its reliance on bond-financing, which is becoming more costly due to rising interest rates. Reducing future debt service payments will allow for operational flexibility and mitigate increases to utility rates. The expanded portfolio of energy efficiency projects in FY2025 will also allow the City to operate more efficiently, all while reducing Salem’s carbon footprint. In FY2025, the City is finalizing the programming of its American Rescue Plan (ARPA) funding. The City has evaluated all current programs and projects to ensure that budget and timing goals are being met. For unallocated ARPA funds, eligible infrastructure projects in the FY2025 CIP have been prioritized to ensure the City utilizes its full allocation of federal funding within federal obligation and expenditure deadlines. Long-term capital planning: For the FY2025 CIP, an added emphasis is being placed on developing a planning document that identifies capital projects and infrastructure improvements over the next five years. Benefits of taking a five-year planning approach include: Prioritization: a five-year framework allows the City to allocate limited resources systematically and prioritize projects based on urgency, feasibil- ity, and impact. Proactive decision-making: long-term planning can alleviate reactive deci- sion-making by identifying needs and priorities over a five-year period. Financial stability: identifying costs and timing over the life of a project allows the City to identify future debt service obligations and use operating budget resources effectively. Project success: project outcomes, including budget, timing, and results, can be enhanced through proactive long-term planning. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Capital Improvement Program Overview A CIP is a blueprint for a community’s capital expenditures over a multi-year period. With annual capital demands exceeding prudent financial capacity, developing a fiscally responsible CIP requires effective leadership and the involvement and cooperation of all municipal departments. A CIP based on affordability and sound policy will help the City in many ways, such as enhancing the City’s credit rating, stabilizing debt service payments, and identifying the most economical means of financing capital projects. It will also help increase opportunities to obtain federal and state aid and help avoid duplication by overlapping governmental units. The City has several ways to finance its CIP, including state and federal grants, appropriations from the City’s Capital Outlay account, capital leases, and long- term borrowing. Depending on the cost and the useful life, the Finance Director will make recommendations to the Mayor for funding the City’s capital needs. The City has been successful in securing various funding sources outside of the City’s revenues, allowing Salem to pursue an expanded portfolio of capital projects for FY2025. These funding sources allow the City to maximize the CIP’s impact on residents while maintaining the stability and affordability of the City’s water and sewer and tax rates. The City’s Capital Outlay account typically funds items under $250,000 but can be used to fund items over $250,000 if it is deemed prudent. Funding capital improvements through the Capital Outlay account is beneficial because there are no borrowing or interest costs; you simply pay for the item in the year that it is purchased. In an environment of rising interest rates, maximizing the use of pay-as-you-go financing for capital projects can have long-term benefits to the City’s finances. For capital items that require long-term borrowing, a 2/3rd vote of the City Council upon recommendation of the Mayor is needed for authorization. While these costs will require the payment of interest, long- term bonding helps spread the costs of expensive capital improvements over their full useful life (per MGL Chapter 44/7 and Chapter 44/8). The CIP dovetails into the City’s five-year financial forecast for planning purposes. The CIP must be worked into the operational part of the budget so that both the operational and capital needs of municipal departments are met on a year-to-year basis. Oftentimes, increases in fixed costs such as health insurance and retirement assessments outpace revenue increases, placing greater pressure on the operational budget. However, it is incumbent upon the Mayor and Finance Director to ensure that both the operating budget and CIP are reasonable and attainable to ensure fiscal stability within the limitations of Proposition 2 ¾. What is a Capital Asset? Capital items are tangible assets or projects with a value of $25,000 or more and must have a depreciable life of five or more years. Examples of Capital Assets are equipment, buildings (purchase or major renovations), and water and sewer infrastructure. Items that are NOT capital assets include services, painting rooms or buildings, books, field maintenance, and routine building maintenance. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FY 2025 CIP Executive Summary           "   %   +  % , % #   +  % A   12   )         12 ---PAGE BREAK--- Capital Improvement Program FY 2025 CIP Executive Summary FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 255    "  ;B B C  B "   DE  ;B  + #   , !A H  "  H " "  ,  KL &  B "  , F + , "  E  H  +  M  K, + P  I(AA B "   , I ,C       ,      ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Five-Year Capital Plan - All Funds Capital Requests FY25 Funding Source Department Request FY25 FY 2026 FY 2027 FY 2028 FY 2029 Building ADA Compliance and Associated Improvements Fund 2000 $30,000 $31,500 $33,075 $34,728 $36,464 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $50,000 $80,000 $80,000 $85,000 $90,000 Replacement Vehicle for Building Commissioner $0 $60,000 $0 $0 $0 Building Total $80,000 $171,500 $113,075 $119,728 $126,464 Electrical ADA Walk Signal Buttons Fund 2000 $10,000 $10,000 $10,000 $10,000 $10,000 Smart Signal Project Phase 3 Fund 2000 $100,000 $0 $0 $0 $0 Traffic Light Infrastructure Improvements/Updates Fund 2000 $60,000 $0 $0 $0 $0 Electrical Total $170,000 $10,000 $10,000 $10,000 $10,000 Engineering Municipal Boston Street Improvements $625,000 $0 $0 $0 $0 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non- Chapter 90) GF Bond $1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) Ch. 90 $832,548 $832,548 $832,548 $832,548 $832,548 Furlong Park - Lot A Fund 2000 $200,000 $0 $0 $0 $0 McGrath Park Remediation Fund 2000 $250,000 $0 $0 $0 $0 Engineering Municipal Total $3,207,548 $2,132,548 $2,132,548 $2,132,548 $2,132,548 Engineering Sewer Citywide Drain & Sewer Cleaning, Inspection, Replacement, Engineering, GIS, Construction ARPA $500,000 $500,000 $500,000 $500,000 $500,000 Derby St. Interceptor Sewer Cleaning and Evaluation Retained Earnings $260,000 $0 $0 $0 $0 Drain - Leval Road, Laurent Road, Old Road, Horton Street ARPA $200,000 $0 $0 $0 $0 Drain - Siphon Repair - Police to Canal ARPA $350,000 $0 $0 $0 $0 Sewer - Essex Street at Summer Street ARPA $400,000 $0 $0 $0 $0 Sewer - Gardner Street ARPA $250,000 $0 $0 $0 $0 SSES Report Implementation (eliminate I/I sources citywide) ARPA $600,000 $600,000 $600,000 $600,000 $600,000 Stormwater Utility Study Retained Earnings $50,000 $0 $0 $0 $0 Engineering Sewer Total $2,610,000 $1,100,000 $1,100,000 $1,100,000 $1,100,000 Engineering Water Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS Water Bond $400,000 $400,000 $400,000 $400,000 $400,000 Water Distribution Main System Improvements Water Bond $800,000 $800,000 $800,000 $800,000 $800,000 Water Main - Leval, Laurent, Champlain, Story Road ARPA $840,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 257 Water Transmission Main System Improvements Water Bond $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Engineering Water Total $3,040,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 Fire Lucus CPR Machine for Ladder 1 ARPA $20,047 $0 $0 $0 $0 ADA Compliance and Associated Repairs Fund 2000 $12,000 $12,000 $12,000 $12,000 $12,000 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $30,000 $30,000 $30,000 $30,000 $30,000 Ceiling and Lighting improvements at Fire Headquarters $0 $50,000 $0 $0 $0 Fire Department Tower Ladder 2 Replacement $0 $0 $2,000,000 $0 $0 Fire Station Weather Infiltration Reduction Fund 2000, Rebates $25,204 $0 $0 $0 $0 Lighting System Improvements Fund 2000, Rebates $43,101 $0 $0 $0 $0 Rescue Squad Truck Replacement Fund 2000 $80,000 $0 $0 $0 $0 Fire Total $210,352 $92,000 $2,042,000 $42,000 $42,000 IT Category 2 School E-rate E Rate, Retained Earnings $434,365 $0 $0 $0 $0 Digitization $0 $25,000 $25,000 $25,000 $25,000 IT Lifecycle Management (City) Fund 2000 $200,000 $200,000 $200,000 $200,000 $200,000 Position Control ARPA $36,000 $0 $0 $0 $0 Website Upgrade Fund 2000 $70,000 $0 $0 $0 $0 IT Total $740,365 $225,000 $225,000 $225,000 $225,000 Library ADA Improvements and Associated Repairs at Library Fund 2000 $12,000 $0 $0 $0 $0 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000, Rebates $52,805 $0 $0 $0 $0 Lighting System Improvements & Controls Fund 2000, Rebates $54,135 $0 $0 $0 $0 Library Total $118,940 $0 $0 $0 $0 Park & Recreation Annual Court, Field, Playground, Park Equipment, and Other Improvements ARPA $100,000 $100,000 $100,000 $100,000 $100,000 CLC Charging Stations Revolving Fund, Rebates $258,000 $0 $0 $0 $0 Court Resurfacing $0 $60,000 $0 $0 $0 Capital Requests FY25 Funding Source Department Request FY25 FY 2026 FY 2027 FY 2028 FY 2029 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 258 Groundmaster 4300 Receipts Reserved $85,000 $0 $0 $0 $0 John Deere Pro Gator $0 $45,000 $0 $0 $0 Park and Recreation ADA Compliance and Related Repairs Fund 2000 $10,000 $10,000 $10,000 $10,000 $10,000 Vans for the Council on Aging Fund 2000 $65,619 $0 $0 $0 $0 Willows Pier ARPA $500,844 $0 $0 $0 $0 Winter Island Truck $0 $64,000 $0 $0 $0 Park & Recreation Total $1,019,463 $279,000 $110,000 $110,000 $110,000 Planning Artists’ Row Roof Replacement Project Fund 2000 $222,500 $0 $0 $0 $0 Church Street Lots Development Goals Fund 2000 $25,000 $0 $0 $0 $0 Curtis Park Redevelopment CPA $90,813 $475,949 $0 $0 $0 Dickson Chapel Exterior Restoration Phases 2-4 GF Bond $350,000 $0 $0 $0 $0 Fort Lee Preservation and Management Plan Grant $32,000 $0 $0 $0 $0 Highland Avenue Area Trail Plan Fund 2000 $40,000 $0 $0 $0 $0 Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs Revolving Fund $10,000 $10,000 $10,000 $10,000 $10,000 Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) Revolving Fund $30,000 $30,000 $30,000 $30,000 $30,000 Old Town Hall Restoration and Renovation - Phase 2: Exterior & Phase 3: Interior GF Bond, Other $2,000,000 $10,250,000 $0 $0 $0 Planning, Policy, and Zoning Studies and Implementation Fund 2000 $50,000 $50,000 $50,000 $50,000 $50,000 Salem Ferry Terminal Building Crane Pad Mitigation $10,000 $9,000,000 $0 $0 $0 Salem Port Improvements [FY21 PIDP Award] Crane Pad Mitigation $511,410 $0 $0 $0 $0 Willows, Phase II ARPA, CPA $421,750 $0 $0 $0 $0 Planning Total $3,793,473 $19,815,949 $90,000 $90,000 $90,000 Police Body Worn Cameras ARPA $125,000 $0 $0 $0 $0 Cameras - Community/Police Fund 2000 $40,000 $0 $0 $0 $0 Downtown Outdoor Emergency Notification Outdoor Speakers ARPA $100,000 $0 $0 $0 $0 Police Building Backup Generator Replacement ARPA $200,000 $0 $0 $0 $0 Police Level 1 DC Fast Vehicle Chargers Revolving Fund, Rebates $217,608 $0 $0 $0 $0 Police Portable Radio Replacement Grant $49,999 $0 $0 $0 $0 Police Roof HVAC Units ARPA $150,000 $556,800 $0 $0 $0 Police/Fire Motorola Radio Maintenance & Support Fees $0 $86,756 $88,774 $90,874 $93,059 Capital Requests FY25 Funding Source Department Request FY25 FY 2026 FY 2027 FY 2028 FY 2029 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 259 Salem Police Department Parking/Impound Lot Redesign $0 $25,000 $0 $0 $0 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements Fund 2000, Rebates $210,801 $200,000 $200,000 $200,000 $200,000 Small ADA Compliance and Associated Repairs $0 $10,000 $10,000 $10,000 $10,000 Vehicle Replacement Plan - Patrol and Non Patrol - GF Bond $346,000 $346,000 $346,000 $346,000 $346,000 Police Total $1,439,408 $1,224,556 $644,774 $646,874 $649,059 Public Services ADA Improvements and Associated Repairs- DPS & Cemeteries Fund 2000 $20,000 $20,000 $20,000 $20,000 $20,000 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries Fund 2000 $30,000 $0 $0 $0 $0 DPS Sidewalk Implementation Project GF Bond $750,000 $1,650,000 $1,815,000 $1,996,500 $2,196,150 Lead Service Inventory. Fund 2000 $200,000 $100,000 $100,000 $100,000 $100,000 Permanent Street Sweeping Signage Fund 2000 $25,000 $25,000 $25,000 $25,000 $25,000 Szetela Lane Fund 2000 $100,000 $0 $0 $0 $0 Truck 121 $0 $95,000 $0 $0 $0 Truck 550 $0 $0 $100,000 $0 $0 Truck Number 86 ARPA $100,000 $0 $0 $0 $0 Public Services Total $1,225,000 $1,890,000 $2,060,000 $2,141,500 $2,341,150 Public Services - Sewer Sewer Infrastructure Repair Retained Earnings $50,000 $100,000 $100,000 $100,000 $100,000 Public Services - Sewer Total $50,000 $100,000 $100,000 $100,000 $100,000 Public Services Water Water Infrastructure Repair and Replacement Retained Earnings $75,000 $200,000 $200,000 $200,000 $200,000 Public Services Water Total $75,000 $200,000 $200,000 $200,000 $200,000 School ADA and Associated Repairs Schools Fund 2000 $20,000 $20,000 $20,000 $20,000 $20,000 Boiler Replacements $0 $750,000 $0 $0 $0 Controls GF Bond, Rebates $688,770 $1,429,315 $0 $0 $0 Generators ARPA $170,000 $170,000 $170,000 $170,000 $0 Gym Floors $0 $250,000 $250,000 $250,000 $0 HVAC - Chillers ARPA $96,718 $0 $0 $0 $0 IT Life Cycle Management Staff/Infrastructure ARPA $100,000 $0 $0 $0 $0 IT Life Cycle Management Student Devices Fund 2000 $250,000 $350,000 $200,000 $50,000 $0 Lighting GF Bond, Rebates $719,473 $570,000 $0 $0 $0 MEP: preventative, repairs, upgrades & replacements $0 $300,000 $250,000 $250,000 $250,000 Capital Requests FY25 Funding Source Department Request FY25 FY 2026 FY 2027 FY 2028 FY 2029 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 260 Painting School Buildings $0 $250,000 $250,000 $250,000 $0 Playgrounds State Funding $500,000 $900,000 $900,000 $400,000 $0 Roof Replacements and Repairs at Various School Buildings $0 $7,085,000 $0 $0 $0 Safety & Security Fund 2000 $225,000 $150,000 $150,000 $0 $0 Weatherization/Infiltration Reductions for all Schools (except for the High School) GF Bond, Rebates $259,367 $0 $0 $0 $0 School Total $3,029,328 $12,224,315 $2,190,000 $1,390,000 $270,000 Sustainability City of Salem Fleet EV Fast Charger Revolving Fund, Rebates $250,000 $0 $0 $0 $0 Hazard Mitigation Plan Update Free Cash $50,000 $0 $0 $0 $0 Resilient Together: The Point/El Punto Free Cash $50,000 $50,000 $50,000 $50,000 $50,000 Sustainability Total $350,000 $50,000 $50,000 $50,000 $50,000 Transportation Bicycle Infrastructure Design, Implementation & Repairs/ Improvements Fund 2000 $100,000 $100,000 $100,000 $100,000 $100,000 Dynamic Garage Wayfinding Signs ARPA $225,221 $0 $0 $0 $0 Essex @ Cambridge Crosswalk Improvements GF Bond $325,000 $0 $0 $0 $0 Garage Improvements - Annual Repairs & ADA Compliance Fund 2000 $50,000 $50,000 $50,000 $50,000 $50,000 Jefferson - Willson Intersection Improvements ARPA, Unspent Bond Proceeds $1,010,000 $0 $0 $0 $0 Museum Place Garage Lighting System Improvements Rebates, Other $88,890 $0 $0 $0 $0 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance Fund 2000 $150,000 $150,000 $150,000 $150,000 $150,000 Restaurant Row Sidewalk Extension ARPA $135,410 $0 $0 $0 $0 South Harbor Garage Lighting System Improvements Rebates, Other $45,719 $0 $0 $0 $0 Traffic Calming Capital Improvements Fund 2000 $200,000 $200,000 $200,000 $200,000 $200,000 Washington @ Essex Fence Installation ARPA $50,000 $0 $0 $0 $0 Washington Street Sidewalk Extension ARPA $875,000 $0 $0 $0 $0 Transportation Total $3,255,240 $500,000 $500,000 $500,000 $500,000 Department Total $24,414,117 $42,214,868 $13,767,397 $11,057,650 $10,146,221 Capital Requests FY25 Funding Source Department Request FY25 FY 2026 FY 2027 FY 2028 FY 2029 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 261 Capital Plan by Department Department Project ID Project Description Amount Building Fund 2000 22025103 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $50,000 Fund 2000 22025104 ADA Compliance and Associated Improvements $30,000 Building Total $80,000 Electrical Fund 2000 08025106 Smart Signal Project Phase 3 $100,000 Fund 2000 08025107 ADA Walk Signal Buttons $10,000 Fund 2000 18025105 Traffic Light Infrastructure Improvements/Updates $60,000 Electrical Total $170,000 Engineering Municipal Ch. 90 23525109 Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) $832,548 Fund 2000 23525110 Furlong Park - Lot A $200,000 Fund 2000 23525112 McGrath Park Remediation $250,000 GF Bond 23525108 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $1,300,000 GF Bond 23525111 Boston Street Improvements $625,000 Engineering Municipal Total $3,207,548 Engineering Sewer ARPA 23525113 Citywide Drain & Sewer Cleaning, Inspection, Replacement, Engineering, GIS, Construction $500,000 ARPA 23525116 SSES Report Implementation (eliminate I/I sources citywide) $600,000 ARPA 23525117 Drain - Siphon Repair - Police to Canal $350,000 ARPA 23525118 Sewer - Essex Street at Summer Street $400,000 ARPA 23525119 Sewer - Gardner Street $250,000 ARPA 23525120 Drain - Leval Road, Laurent Road, Old Road, Horton Street $200,000 Retained Earnings 23525114 Stormwater Utility Study $50,000 Retained Earnings 23525115 Derby St. Interceptor Sewer Cleaning and Evaluation $260,000 Engineering Sewer Total $2,610,000 Engineering Water ARPA 23525124 Water Main - Leval, Laurent, Champlain, Story Road $840,000 Water Bond 23525121 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS $400,000 Water Bond 23525122 Water Distribution Main System Improvements $800,000 Water Bond 23525123 Water Transmission Main System Improvements $1,000,000 Engineering Water Total $3,040,000 Fire ARPA 10025126 Lucus CPR Machine for Ladder 1 $20,047 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Fund 2000 10025129 Rescue Squad Truck Replacement $80,000 Fund 2000 10025131 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $30,000 Fund 2000 10025132 ADA Compliance and Associated Repairs $12,000 Fund 2000, Rebates 10025125 Lighting System Improvements $43,101 Fund 2000, Rebates 10025127 Fire Station Weather Infiltration Reduction $25,204 Fire Total $210,352 IT ARPA 07025136 Position Control $36,000 E Rate, Retained Earnings 07025135 Category 2 School E-rate $434,365 Fund 2000 07025133 Website Upgrade $70,000 Fund 2000 07025137 IT Lifecycle Management (City) $200,000 IT Total $740,365 Library Fund 2000 14025139 ADA Improvements and Associated Repairs at Library $12,000 Fund 2000, Rebates 14025138 Lighting System Improvements & Controls $54,135 Fund 2000, Rebates 14025140 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $52,805 Library Total $118,940 Park & Recreation ARPA 17025147 Willows Pier $500,844 ARPA 17025148 Annual Court, Field, Playground, Park Equipment, and Other Improvements $100,000 Fund 2000 17025146 Vans for the Council on Aging $65,619 Fund 2000 17025149 Park and Recreation ADA Compliance and Related Repairs $10,000 Receipts Reserved 17025141 Groundmaster 4300 $85,000 Revolving Fund, Rebates 17025145 CLC Charging Stations $258,000 Park & Recreation Total $1,019,463 Planning ARPA, CPA 20025164 Willows, Phase II $421,750 CPA 20025169 Curtis Park Redevelopment $90,813 Crane Pad Mitigation 20025162 Salem Port Improvements [FY21 PIDP Award] $511,410 Crane Pad Mitigation 20025163 Salem Ferry Terminal Building $10,000 Fund 2000 20025167 Highland Avenue Area Trail Plan $40,000 Fund 2000 20025168 Church Street Lots Development Goals $25,000 Fund 2000 20025170 Artists’ Row Roof Replacement Project $222,500 Fund 2000 20025174 Planning, Policy, and Zoning Studies and Implementation $50,000 GF Bond 20025165 Dickson Chapel Exterior Restoration Phases 2-4 $350,000 GF Bond, Other 20025171 Old Town Hall Restoration and Renovation - Phase 2: Exterior & Phase 3: Interior $2,000,000 Grant 20025166 Fort Lee Preservation and Management Plan $32,000 Revolving Fund 20025172 Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs $10,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 263 Revolving Fund 20025173 Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) $30,000 Planning Total $3,793,473 Police ARPA 21025176 Police Building Backup Generator Replacement $200,000 ARPA 21025178 Downtown Outdoor Emergency Notification Outdoor Speakers $100,000 ARPA 21025180 Police Roof HVAC Units $150,000 ARPA 21025183 Body Worn Cameras $125,000 Fund 2000 21025184 Cameras - Community/Police $40,000 Fund 2000, Rebates 21025185 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements $210,801 GF Bond 21025187 Vehicle Replacement Plan - Patrol and Non Patrol - $346,000 Grant 21025175 Police Portable Radio Replacement $49,999 Revolving Fund, Rebates 21025177 Police Level 1 DC Fast Vehicle Chargers $217,608 Police Total $1,439,408 Public Services ARPA 23025188 Truck Number 86 $100,000 Fund 2000 23025191 Permanent Street Sweeping Signage $25,000 Fund 2000 23025193 Lead Service Inventory. $200,000 Fund 2000 23025194 ADA Improvements and Associated Repairs- DPS & Cemeteries $20,000 Fund 2000 23025195 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries $30,000 Fund 2000 23025196 Szetela Lane $100,000 GF Bond 23025192 DPS Sidewalk Implementation Project $750,000 Public Services Total $1,225,000 Public Services - Sewer Retained Earnings 23025197 Sewer Infrastructure Repair $50,000 Public Services - Sewer Total $50,000 Public Services Water Retained Earnings 23025198 Water Infrastructure Repair and Replacement $75,000 Public Services Water Total $75,000 School ARPA 25025205 HVAC- Chillers $96,718 ARPA 25025207 Generators $170,000 Fund 2000 25025210 Safety & Security $225,000 GF Bond, Rebates 25025200 Lighting $719,473 GF Bond, Rebates 25025203 Weatherization/Infiltration Reductions for all Schools (except for the High School) $259,367 GF Bond, Rebates 25025206 Controls $688,770 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 264 State Funding 25025199 Playgrounds $500,000 School Total $2,659,328 Schools ARPA 25025211 IT Life Cycle Management Staff/Infrastructure $100,000 Fund 2000 25025212 IT Life Cycle Management Student Devices $250,000 Fund 2000 25025213 ADA and Associated Repairs Schools $20,000 Schools Total $370,000 Sustainability Free Cash 05525214 Resilient Together: The Point/El Punto $50,000 Free Cash 05525215 Hazard Mitigation Plan Update $50,000 Revolving Fund, Rebates 05525216 City of Salem Fleet EV Fast Charger $250,000 Sustainability Total $350,000 Transportation ARPA 18025151 Washington Street Sidewalk Extension $875,000 ARPA 18025152 Washington @ Essex Fence Installation $50,000 ARPA 18025154 Dynamic Garage Wayfinding Signs $225,221 ARPA 18025157 Restaurant Row Sidewalk Extension $135,410 ARPA, Unspent Bond Proceeds 18025150 Jefferson - Willson Intersection Improvements $1,010,000 Fund 2000 18025158 Bicycle Infrastructure Design, Implementation & Repairs/Improvements $100,000 Fund 2000 18025159 Garage Improvements - Annual Repairs & ADA Compliance $50,000 Fund 2000 18025160 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance $150,000 Fund 2000 18025161 Traffic Calming Capital Improvements $200,000 GF Bond 18025153 Essex @ Cambridge Crosswalk Improvements $325,000 Rebates, Other 18025155 Museum Place Garage Lighting System Improvements $88,890 Rebates, Other 18025156 South Harbor Garage Lighting System Improvements $45,719 Transportation Total $3,255,240 Department Total $24,414,117 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 265 Capital Plan by Funding Source Funding Source Project ID Project Description Amount ARPA Engineering Sewer 23525113 Citywide Drain & Sewer Cleaning, Inspection, Replacement, Engineering, GIS, Construction 500,000 Engineering Sewer 23525116 SSES Report Implementation (eliminate I/I sources citywide) 600,000 Engineering Sewer 23525117 Drain - Siphon Repair - Police to Canal 350,000 Engineering Sewer 23525118 Sewer - Essex Street at Summer Street 400,000 Engineering Sewer 23525119 Sewer - Gardner Street 250,000 Engineering Sewer 23525120 Drain - Leval Road, Laurent Road, Old Road, Horton Street 200,000 Engineering Water 23525124 Water Main - Leval, Laurent, Champlain, Story Road 840,000 Fire 10025126 Lucus CPR Machine for Ladder 1 20,047 IT 07025136 Position Control 36,000 Park & Recreation 17025147 Willows Pier 500,844 Park & Recreation 17025148 Annual Court, Field, Playground, Park Equipment, and Other Improvements 100,000 Planning 20025164 Willows, Phase II 221,750 Police 21025176 Police Building Backup Generator Replacement 200,000 Police 21025178 Downtown Outdoor Emergency Notification Outdoor Speakers 100,000 Police 21025180 Police Roof HVAC Units 150,000 Police 21025183 Body Worn Cameras 125,000 Public Services 23025188 Truck Number 86 100,000 School 25025205 HVAC- Chillers 96,718 School 25025207 Generators 170,000 Schools 25025211 IT Life Cycle Management Staff/Infrastructure 100,000 Transportation 18025150 Jefferson - Willson Intersection Improvements 810,000 Transportation 18025151 Washington Street Sidewalk Extension 875,000 Transportation 18025152 Washington @ Essex Fence Installation 50,000 Transportation 18025154 Dynamic Garage Wayfinding Signs 225,221 Transportation 18025157 Restaurant Row Sidewalk Extension 135,410 ARPA Total 7,155,990 Ch. 90 Engineering Municipal 23525109 Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) 832,548 Ch. 90 Total 832,548 CPA Planning 20025164 Willows, Phase II 200,000 Planning 20025169 Curtis Park Redevelopment 90,813 CPA Total 290,813 Crane Pad Mitigation Planning 20025162 Salem Port Improvements [FY21 PIDP Award] 511,410 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Planning 20025163 Salem Ferry Terminal Building 10,000 Crane Pad Mitigation Total 521,410 E Rate IT 07025135 Category 2 School E-rate 369,210 E Rate Total 369,210 Free Cash Sustainability 05525214 Resilient Together: The Point/El Punto 50,000 Sustainability 05525215 Hazard Mitigation Plan Update 50,000 Free Cash Total 100,000 Fund 2000 Building 22025103 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 50,000 Building 22025104 ADA Compliance and Associated Improvements 30,000 Electrical 08025106 Smart Signal Project Phase 3 100,000 Electrical 08025107 ADA Walk Signal Buttons 10,000 Electrical 18025105 Traffic Light Infrastructure Improvements/Updates 60,000 Engineering Municipal 23525110 Furlong Park - Lot A 200,000 Engineering Municipal 23525112 McGrath Park Remediation 250,000 Fire 10025125 Lighting System Improvements 39,366 Fire 10025127 Fire Station Weather Infiltration Reduction 12,953 Fire 10025129 Rescue Squad Truck Replacement 80,000 Fire 10025131 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 30,000 Fire 10025132 ADA Compliance and Associated Repairs 12,000 IT 07025133 Website Upgrade 70,000 IT 07025137 IT Lifecycle Management (City) 200,000 Library 14025138 Lighting System Improvements & Controls 48,925 Library 14025139 ADA Improvements and Associated Repairs at Library 12,000 Library 14025140 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 50,000 Park & Recreation 17025146 Vans for the Council on Aging 65,619 Park & Recreation 17025149 Park and Recreation ADA Compliance and Related Repairs 10,000 Planning 20025167 Highland Avenue Area Trail Plan 40,000 Planning 20025168 Church Street Lots Development Goals 25,000 Planning 20025170 Artists’ Row Roof Replacement Project 222,500 Planning 20025174 Planning, Policy, and Zoning Studies and Implementation 50,000 Police 21025184 Cameras - Community/Police 40,000 Police 21025185 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements 175,000 Public Services 23025191 Permanent Street Sweeping Signage 25,000 Public Services 23025193 Lead Service Inventory. 200,000 Public Services 23025194 ADA Improvements and Associated Repairs- DPS & Cemeteries 20,000 Public Services 23025195 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries 30,000 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 267 Public Services 23025196 Szetela Lane 100,000 School 25025210 Safety & Security 225,000 Schools 25025212 IT Life Cycle Management Student Devices 250,000 Schools 25025213 ADA and Associated Repairs Schools 20,000 Transportation 18025158 Bicycle Infrastructure Design, Implementation & Repairs/Improvements 100,000 Transportation 18025159 Garage Improvements - Annual Repairs & ADA Compliance 50,000 Transportation 18025160 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance 150,000 Transportation 18025161 Traffic Calming Capital Improvements 200,000 Fund 2000 Total 3,253,363 GF Bond Engineering Municipal 23525108 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) 1,300,000 Engineering Municipal 23525111 Boston Street Improvements 625,000 Planning 20025165 Dickson Chapel Exterior Restoration Phases 2-4 350,000 Planning 20025171 Old Town Hall Restoration and Renovation - Phase 2: Exterior & Phase 3: Interior 850,000 Police 21025187 Vehicle Replacement Plan - Patrol and Non Patrol - 346,000 Public Services 23025192 DPS Sidewalk Implementation Project 750,000 School 25025200 Lighting 591,388 School 25025203 Weatherization/Infiltration Reductions for all Schools (except for the High School) 134,396 School 25025206 Controls 556,977 Transportation 18025153 Essex @ Cambridge Crosswalk Improvements 325,000 GF Bond Total 5,828,761 Grant Planning 20025166 Fort Lee Preservation and Management Plan 32,000 Police 21025175 Police Portable Radio Replacement 49,999 Grant Total 81,999 Other Planning 20025171 Old Town Hall Restoration and Renovation - Phase 2: Exterior & Phase 3: Interior 1,150,000 Transportation 18025155 Museum Place Garage Lighting System Improvements 79,280 Transportation 18025156 South Harbor Garage Lighting System Improvements 41,949 Other Total 1,271,229 Rebates Fire 10025125 Lighting System Improvements 3,735 Fire 10025127 Fire Station Weather Infiltration Reduction 12,251 Library 14025138 Lighting System Improvements & Controls 5,210 Library 14025140 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 2,805 Park & Recreation 17025145 CLC Charging Stations 200,000 Police 21025177 Police Level 1 DC Fast Vehicle Chargers 199,848 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 268 Police 21025185 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements 35,801 School 25025200 Lighting 128,085 School 25025203 Weatherization/Infiltration Reductions for all Schools (except for the High School) 124,971 School 25025206 Controls 131,793 Sustainability 05525216 City of Salem Fleet EV Fast Charger 200,000 Transportation 18025155 Museum Place Garage Lighting System Improvements 9,610 Transportation 18025156 South Harbor Garage Lighting System Improvements 3,770 Rebates Total 1,057,879 Receipts Reserved Park & Recreation 17025141 Groundmaster 4300 85,000 Receipts Reserved Total 85,000 Retained Earnings Engineering Sewer 23525114 Stormwater Utility Study 50,000 Engineering Sewer 23525115 Derby St. Interceptor Sewer Cleaning and Evaluation 260,000 IT 07025135 Category 2 School E-rate 65,155 Public Services - Sewer 23025197 Sewer Infrastructure Repair 50,000 Public Services Water 23025198 Water Infrastructure Repair and Replacement 75,000 Retained Earnings Total 500,155 Revolving Fund Park & Recreation 17025145 CLC Charging Stations 58,000 Planning 20025172 Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs 10,000 Planning 20025173 Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) 30,000 Police 21025177 Police Level 1 DC Fast Vehicle Chargers 17,760 Sustainability 05525216 City of Salem Fleet EV Fast Charger 50,000 Revolving Fund Total 165,760 State Funding School 25025199 Playgrounds 500,000 State Funding Total 500,000 Unspent Bond Proceeds Transportation 18025150 Jefferson - Willson Intersection Improvements 200,000 Unspent Bond Proceeds Total 200,000 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 269 Water Bond Engineering Water 23525121 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS 400,000 Engineering Water 23525122 Water Distribution Main System Improvements 800,000 Engineering Water 23525123 Water Transmission Main System Improvements 1,000,000 Water Bond Total 2,200,000 Department Total 24,414,117 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 270 Capital Improvement Projects - Highlights Department: Electrical Smart Signal Project Phase 3 Project Number 08025106 Division Public Safety Street or Building Congress St Derby St & Hawthorne Blvd Description Smart Signal Citywide project - This part will be for Congress St, Derby St & Hawthorne Blvd. Strategic Goals 2. Alignment with existing City plan Department: Engineering Municipal Boston Street Improvements Project Number 23525111 Division Public Services /Infrastructure Street or Building Boston Street Description Design of improvements to the Boston Street corridor. Design reached 75% and was submitted to MassDOT in early 2024. Next steps include ROW process, coordination with MassDOT, and bringing design to 100% for bidding anticipated in March 2026. Strategic Goals 2. Alignment with existing City plan 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $100,000 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $625,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Fire Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 271 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) Project Number 23525108 Division Public Services /Infrastructure Street or Building Citywide Description Pavement, sidewalk, and road improvements throughout the City included in pavement management plan. This fund is also used for other road/side walk related needs that occur during the year. Other funds come from National Grid mitigation related to trench restoration. Strategic Goals 2. Alignment with existing City plan Department: Fire Rescue Squad Truck Replacement Project Number 10025129 Division Public Safety Street or Building 48 Lafayette St., Fire Headquarters Description Salem Fire Squad 1 has reach the end of its useful life and needs to be replaced. The vehicle is a 2001 Chevy Silverado, it’s frame is rusting out along with the body and many of its component including the Brake lines, engine coils etc. It has become cost prohibitive to continue to repair this vehicle while still relying on it’s capability to reponed to emergencies. Strategic Goals 1. Emergency/life safety issues Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $80,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Park & Recreation Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 272 ADA Compliance and Associated Repairs Project Number 10025131 Description This is annual funding for repairs, small emergencies, small improvements, FF&E, etc. Department: Park & Recreation CLC Charging Stations Project Number 17025145 Division Public Services /Infrastructure Street or Building Community Life Center Description 2 Ev charging stations at the CLC. Strategic Goals 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $30,000 $30,000 $30,000 $30,000 $30,000 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $258,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Park & Recreation Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 273 Council on Aging Vans Project Number 17025146 Division Park/Recreation /Community Service Street or Building Community Life Center Description The Council on Aging Department is applying for three new vans; two electric vehicles and one 12-seater. As we assess the fleet, we are anticipating the need to retire two-three vans over the next year or so. It is not cost effective to put funds into repairs on a frequent basis. Strategic Goals 3. Project creates cost savings Willows Pier Project Number 17025147 Division Park/Recreation /Community Service Street or Building Citywide Willows Description Additional funding dollars needed for Pier Project. Strategic Goals 2. Alignment with existing City plan 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $65,619 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $500,844 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Transportation Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 274 Department: Transportation Jefferson/Willson Intersection Improvements Project Number 18025150 Division Public Services /Infrastructure Street or Building Jefferson Ave Willson St Description Intersection project to improve safety and operations. Includes installation of fully actuated traffic signal and other geometric changes for enhanced pedestrian access. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan Essex at Cambridge Crosswalk Improvements Project Number 18025153 Division Public Services /Infrastructure Street or Building Essex @ Cambridge Description Project seeks to design and construct ADA compliant crosswalks with bump outs and pedestrian activated signals to improve safety and accessibility for pedestrians. Strategic Goals 1. Emergency/life safety issues Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $1,010,000 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $325,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Planning Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 275 Department: Planning Old Town Hall Restoration and Renovation Project Number 20025171 Division Public Services /Infrastructure Street or Building Old Town Hall Description Seeks to ensure this historic facility continues to be a viable, community- focused arts and cultural center. To achieve this goal, the building requires critical structural and historic preservation interventions; extensive advancements to the building’s energy efficiency, accessibility, technology and life safety systems among other enhancements; to support a broader and more dynamic mix of cultural uses and overall functionality. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan 3. Project creates cost savings 4. Grant funding may be available Artist Row Roof Replacements Project Number 20025170 Division Park/Recreation /Community Service Street or Building Artist’s Row Description This request will fund the completion of the remaining alternative services (Alt 1 & Alt 2) as outlined in the City’s open procurement BID #24-32-PLAN for the repair of roofs on the City owned property known as Artists’ Row, 24 New Derby Street, Salem to address active water leaks, water damage, and visible rot and prevent further deterioration. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan 3. Project creates cost savings Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $2,000,000 $10,250,000 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $222,500 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Planning Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 276 Church Street Lots Development Goals Project Number 20025168 Division Public Services /Infrastructure Street or Building church street Description With the conclusion of the parking study in 2024, the next step will be to establish development goals for the Church Street Lots that are consistent with the parking system needs, the Downtown Renewal Plan, and the northern downtown vision context. Establishing development goals will require from existing plans as well as community engagement with visualizations. Strategic Goals 2. Alignment with existing City plan 4. Grant funding may be available Curtis Park Improvement Project Project Number 20025169 Division Park/Recreation /Community Service Street or Building Curtis Park Study Description In 2020, the City of Salem Parks, Recreation and Community Services Department, along with the Carlton Innovation School, Carlton School PTO and the Bridge Street Neck Neighborhood Association partnered together to submit a Community Preservation Act (CPA) funding application to the City Council to facilitate improvements needed to make Curtis Park a safe place to learn and grow physically, socially and emotionally. Strategic Goals 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $25,000 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $90,813 $475,949 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Planning Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 277 Port Improvements Project Number 20025162 Division Public Services /Infrastructure Street or Building 1 New Liberty Street; 12 1st Street; 10 Blaney St, 252 Bridge St; Rainbow Terrace Description The FY21 PIDP project includes both landside (revetment repair, walkway) and waterside (bollard) work. They federal share is $2,403,000 and the total secured match identified in the grant application was $737,000 There is $225,590 of SEC funds reserved for this project, leaving a local matching funds amount of $511,410. Strategic Goals 2. Alignment with existing City plan Willows Phase 2 Project Number 20025164 Division Park/Recreation /Community Service Street or Building Willows Description The Willows, Phase II project involves reclaiming and restoring approximately 2 acres of the northwest tip of the park and includes upgrading pedestrian pathways to meet ADA standards, removal of pavement, undergrounding of overhead wires, adding greenspace for recreation, plantings, trees, and bioretention basins, and coordinating the interface of the park with the soon- to-be replaced pier. Strategic Goals 2. Alignment with existing City plan 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $511,410 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $421,750 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Planning Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 278 Dickson Chapel Project Number 20025165 Division Park/Recreation /Community Service Street or Building Dickson Memorial Chapel Description Complete exterior restoration of Dickson Chapel. Constructed in 1894, the Dickson Chapel is Salem’s only example of the High Victorian Gothic style and is a highly visible centerpiece of Greenlawn Cemetery and a beloved North Salem landmark. In 2015, the Chapel was listed in the National Register of Historic Places. Despite work completed in 2017 to address emergency conditions and current project to restore the building’s stained glass windows, the Chapel continues to deteriorate with highly visible evidence of significant masonry spalling and cracking, mortar loss, and wood decay. Phase II of the Chapel restoration will focus on exterior restoration work, including repairs to the building’s rock-faced granite and Cleveland cream-colored sandstone, repointing and repair and repainting of wood trim. Strategic Goals 4. Grant funding may be available Fort Lee Preservation and Management Plan Project Number 20025166 Division Park/Recreation /Community Service Street or Building Fort Lee Description For this project, the City will contract with a qualified consultant team to develop a Preservation and Management Plan for Fort Lee. The purpose of the project is to document, assess, identify, and prioritize the preservation needs of the fort and to develop strategies to preserve and improve the historic site, retaining the fort’s historic integrity while at the same time maintaining and improving its public accessibility and environmental sustainability. The Project will update and expand the 2003 Fort Lee and Fort Pickering Conditions Assessment, Cultural Resource Survey, and Maintenance and Restoration Plan. Strategic Goals 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $350,000 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $32,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Police Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 279 Highland Avenue Area Trail Plan Project Number 20025167 Division Public Services /Infrastructure Street or Building Highland Avenue Description Objective 2.4 of the new Open Space and Rec Plan is to build out Salem’s multi-use path network for connectivity. The priority area of focus is Highland Avenue. By providing more and better ways for residents to get around without driving, this effort also advances a major goal of Resilient Together. Strategic Goals 2. Alignment with existing City plan 4. Grant funding may be available Department: Police Downtown Outdoor Emergency Notification Speakers Project Number 21025178 Division Public Safety Street or Building 32 Derby Square Across from T Station Artist’s Row City Hall City Hall Annex Essex Street Museum Place Garage Riley Plaza Description We are requesting funding to design and install outdoor speakers in the downtown area of Salem for emergency notifications and to provide music. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $40,000 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Police Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 280 Level I Fast Vehicle Chargers Project Number 21025177 Division Public Safety Street or Building 95 Margin Street Salem Police Headquarters Description The Salem Police department has purchased two fully electric vehicles in the past year and is in the process of purchasing an additional two in this fiscal year. We are also submitting another CIP requesting an additional two for a total of six(6) fully electric vehicles. In order to utilized these electric vehicles on a 24/7/365 basis, we will require the installation of a Level 1 DC fast vehicle charger which can charge a vehicle to 80% in 20-30 minutes. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan Police Building Back-Up Generator Replacement Project Number 21025176 Division Public Services /Infrastructure Street or Building 95 Margin Street Salem Police Headquarters Description On June 9th, 2023 the Police Building lost power. The backup generator started but failed to provide electricity to the building. It was later determined that the backup generator is in need of immediate replacement. We need to have an engineering firm to review all systems to assist with an RFP. Strategic Goals 1. Emergency/life safety issues Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $217,608 $0 $0 $0 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Public Services Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 281 Vehicle Replacement Plan - Patrol and Non Patrol Project Number 21025187 Division Public Safety Street or Building 95 Margin Street Salem Police Headquarters Description Annual investment, including various Dept. vehicles. Some are hybrid. This is for 5 vehicles. Strategic Goals 3. Project creates cost savings Department: Public Services Permanent Street Sweeping Signage Project Number 23025191 Division Public Safety Street or Building 5 Jefferson Ave Description to purchase and install permanent signage for street sweeping to decreases workload on traffic division. this will allow additional work to be added to the division. Strategic Goals 2. Alignment with existing City plan Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $346,000 $346,000 $346,000 $346,000 $346,000 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $25,000 $25,000 $25,000 $25,000 $25,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: School Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 282 DPS Sidewalk Implementation Project Project Number 23025192 Division Public Safety Street or Building 5 Jefferson Ave Description The DPS will schedule See Click Fix work orders every year for sidewalk repairs city wide. Strategic Goals 1. Emergency/life safety issues Department: School Chillers Repairs Project Number 25025205 Division Education Street or Building Collins Saltonstall School Schools Description Chillers at CMS & SALTS need significant repair beginning with coil replacement. Strategic Goals 3. Project creates cost savings Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $750,000 $1,650,000 $1,815,000 $1,996,500 $2,196,150 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $96,718 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: School Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 283 Backup Generator Project Number 25025207 Division Education Street or Building Bentley Elementary School- Collins Saltonstall School Heights Elementary School Description SPS is in need of new generators to ensure safe operations of schools. We are proposing to purchase up to 4 new generators, beginning with WHES in FY25. Strategic Goals 1. Emergency/life safety issues 3. Project creates cost savings Bates Playground Project Number 25025199 Division Education Street or Building All Schools Bates School Description SPS is requesting $500,000 for Playgrounds and Grounds. In FY25, we propose to use the funds to repair and refresh the Bates ES K playground, which was identified as the 2nd worst playground in the SPS. (The worst was WHES which was addressed in the FY24 capital budget.) Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $170,000 $170,000 $170,000 $170,000 $0 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $500,000 $900,000 $900,000 $400,000 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 284 Department: Sustainability Resilient Together: The Point/El Punto Project Number 05525214 Division Public Safety Street or Building Point Description Funding to support continued climate resiliency outreach, engagement, education, and resource development in the Point/El Punto neighborhood. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan 4. Grant funding may be available Energy Efficiency Projects Project Number 05525217 Division Various Street or Building Various Description The FY2025 energy efficiency portfolio includes projects across the Fire, Library, Police, Transportation, and School departments. Projects include lighting system improvements, weather infiltration reduction, pipe insulation, and energy management systems. Strategic Goals 2. Alignment with existing City plan Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $50,000 $50,000 $50,000 $50,000 $50,000 Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $2,096,799 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 285 Hazard Mitigation Plan Update Project Number 05525215 Division Public Safety Street or Building various Description Required update to Salem’s Hazard Mitigation Plan. Strategic Goals 1. Emergency/life safety issues 2. Alignment with existing City plan 4. Grant funding may be available Five Year Capital Plan Previously Approved FY25 Requested FY26 Projected FY27 Projected FY28 Projected FY29 Projected $0 $50,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 286 Impact of Capital Improvement Plan on Operating Budget Department Description Funding Cost Impact Building Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $50,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Building ADA Compliance and Associated Improvements Fund 2000 $30,000 Code Compliance Improves Safety of Asset Electrical Traffic Light Infrastructure Improvements/Updates Fund 2000 $60,000 Decreased Maintenance Improves Safety of Asset No Impact Electrical Smart Signal Project Phase 3 Fund 2000 $100,000 Improves Safety of Asset Electrical ADA Walk Signal Buttons Fund 2000 $10,000 Improves Safety of Asset Engineering Municipal Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) GF Bond $1,300,000 Decreased Maintenance Improves Safety of Asset Engineering Municipal Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) Chapter 90 $832,548 Decreased Maintenance Improves Safety of Asset Engineering Municipal Furlong Park - Lot A Fund 2000 $200,000 Improves Safety of Asset Engineering Municipal Boston Street Improvements GF Bond $625,000 Decreased Maintenance Improves Safety of Asset Engineering Municipal McGrath Park Remediation Fund 2000 $250,000 No Impact Engineering Sewer Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction ARPA $500,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Sewer Stormwater Utility Study Retained Earnings $50,000 No Impact Engineering Sewer Derby St. Interceptor Sewer Cleaning and Evaluation Retained Earnings $260,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Sewer SSES Report Implementation (eliminate I/I sources citywide) ARPA $600,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Sewer Drain - Siphon Repair - Police to Canal ARPA $350,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Sewer Sewer - Essex Street at Summer Street ARPA $400,000 Asset Preservation/Maintenance Improves Safety of Asset Engineering Sewer Sewer - Gardner Street ARPA $250,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Increased Efficiency Engineering Sewer Drain - Leval Road, Laurent Road, Old Road, Horton Street ARPA $200,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Water Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS Water Bond $400,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Water Water Distribution Main System Improvements Water Bond $800,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Water Water Transmission Main System Improvements Water Bond $1,000,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Engineering Water Water Main - Leval, Laurent, Champlain, Story Road ARPA $840,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Fire Lighting System Improvements - Four Fire Stations Fund 2000 $43,101 Decreased Maintenance Improves Safety of Asset Increased Efficiency Fire Purchase Advance Lucus CPR Machine for Ladder 1 ARPA $20,047 No Impact Fire Fire Station Weather Infiltration Reduction Fund 2000 $25,204 No Impact Fire Replace 22 year old Rescue Squad Truck Fund 2000 $80,000 Decreased Maintenance Improves Safety of Asset Increased Efficiency Fire Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $30,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Fire ADA Compliance and Associated Repairs Fund 2000 $12,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset IT Website upgrade Fund 2000 $70,000 Increases Operational or Maintenance IT Category 2 School E-rate Retained Earnings, E- Rate $434,365 Improves Safety of Asset Increased Efficiency IT Position Control ARPA $36,000 Increased Efficiency IT IT Lifecycle Management (City) Fund 2000 $200,000 Asset Preservation/Maintenance Increased Efficiency Library Lighting System Improvements & Controls Fund 2000 $54,135 Increased Efficiency Library ADA Improvements and Associated Repairs at Library Fund 2000 $12,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Library Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $52,805 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Park & Recreation Groundmaster4300 Receipts Reserved $85,000 Increased Efficiency Increases Revenue Park & Recreation CLC_EV CHARGING STATIONS Revolving Fund, Rebates $258,000 No Impact Park & Recreation Vans for the Council on Aging Fund 2000 $65,619 Increases Operational or Maintenance Park & Recreation Willows Pier ARPA $500,844 Asset Preservation/Maintenance Increases Operational or Maintenance Park & Recreation Court/Field and Associated Renovations, City Wide Playground, Park Equipment replacement, Small Repairs, Site Furnishings, and Other Improvements ARPA $100,000 Asset Preservation/Maintenance Park & Recreation Park and Recreation ADA Compliance and Related Repairs Fund 2000 $10,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Transportation Jefferson - Willson Intersection Improvements ARPA, Bond Proceeds $1,010,000 Increases Operational or Maintenance Transportation Washington Street Sidewalk Extension ARPA $875,000 New Investment for Economic Growth Transportation Washington @ Essex Fence Installation ARPA $50,000 New Request Transportation Essex @ Cambridge Crosswalk Improvements GF Bond $325,000 Improves Safety of Asset ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 287 Department Description Funding Cost Impact Transportation Dynamic Garage Wayfinding Signs ARPA $225,221 No Impact Transportation Museum Place Garage Lighting System Improvements Revolving Fund $88,890 No Impact Transportation South Harbor Garage Lighting System Improvements Revolving Fund $45,719 No Impact Transportation Restaurant Row Sidewalk Extension ARPA $135,410 New Investment for Economic Growth Transportation Bicycle Infrastructure Design, Implementation & Repairs/Improvements Fund 2000 $100,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Transportation Garage Improvements - Annual Repairs & ADA Compliance Fund 2000 $50,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Transportation Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance Fund 2000 $150,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Transportation Traffic Calming Capital Improvements Fund 2000 $200,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Planning Salem Port Improvements [FY21 PIDP Award] Mitigation Funding $511,410 New Investment for Economic Growth Planning Salem Ferry Terminal Building Mitigation Funding $10,000 New Investment for Economic Growth Planning Willows, Phase II ARPA, CPA $421,750 Code Compliance Improves Safety of Asset Increases Operational or Maintenance Planning Dickson Chapel Exterior Restoration Phases 2-4 GF Bond $350,000 Asset Preservation/Maintenance Planning Fort Lee Preservation and Management Plan Grants $32,000 Asset Preservation/Maintenance Planning Highland Avenue Area Trail Plan Fund 2000 $40,000 No Impact Planning Church Street Lots Development Goals Fund 2000 $25,000 No Impact Planning Curtis Park Redevelopment CPA $90,813 Asset Preservation/Maintenance Planning Artists' Row Roof Replacement Project Fund 2000 $222,500 Asset Preservation/Maintenance Planning Old Town Hall Restoration and Renovation - Phase 2: Exterior & Phase 3: Interior GF Bond, Grants $2,000,000 Increases Operational or Maintenance Planning Old Town Hall & Artists' Row ADA Compliance and Associated Repairs Revolving Fund $10,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Planning Old Town Hall & Artists' Row Annual Repairs, Minor Renovations, Studies Etc. (non- ADA) Revolving Fund $30,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Planning Planning, Policy, and Zoning Studies and Implementation Fund 2000 $50,000 Police Police Portable Radio Replacement Grants $49,999 Decreased Maintenance Increased Efficiency Police Police Building Backup Generator Replacement ARPA $200,000 No Impact Police Police Level 1 DC fast vehicle chargers Revolving Fund, Rebates $217,608 Increases Operational or Maintenance Costs Police Downtown Outdoor Emergency Notification Outdoor Speakers ARPA $100,000 No Impact Police CIP24-POLICE-VAV ROOF UNITS ARPA $150,000 Asset Preservation/Maintenance Improves Safety of Asset Increased Efficiency Increases Operational or Maintenance Police Body Worn Cameras ARPA $125,000 No Impact Police Cameras - Community/Police Fund 2000 $40,000 No Impact Police Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements Fund 2000 $210,801 Asset Preservation/Maintenance Improves Safety of Asset Increased Efficiency Increases Operational or Maintenance Police Vehicle Replacement Plan - Patrol and Non Patrol - GF Bond $346,000 Decreased Maintenance Public Services purchase of truck number 86 ARPA $100,000 Increased Efficiency Public Services permanent signage replacement for street sweeping annually. Fund 2000 $25,000 Increased Efficiency Public Services DPS Sidewalk implementation project GF Bond $750,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Public Services lead service inventory. Fund 2000 $200,000 Code Compliance Improves Safety of Asset Increased Efficiency Increases Revenue Public Services ADA Improvements and Associated Repairs- DPS & Cemeteries Fund 2000 $20,000 Asset Preservation/Maintenance Public Services Annual Small Repairs, DPS Building Studies - DPS & Cemeteries Fund 2000 $30,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Public Services Szetela Ln Fund 2000 $100,000 No Impact Public Services - Sewer sewer infrastructure repair Retained Earnings $50,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Increased Efficiency Public Services Water Water infrastructure repair and replacement Retained Earnings $75,000 Decreased Maintenance Improves Safety of Asset Increased Efficiency School Playgrounds ARPA, Earmark $500,000 No Impact School Lighting GF Bond $719,473 Increased Efficiency Increases Operational or Maintenance Costs School Weatherization/infiltration reductions for all schools (except for the High School) GF Bond $259,367 Asset Preservation/Maintenance Increased Efficiency School HVAC- Chillers ARPA $96,718 Asset Preservation/Maintenance Increased Efficiency School Controls GF Bond $688,770 Asset Preservation/Maintenance Improves Safety of Asset Increased Efficiency School Generators ARPA $170,000 Asset Preservation/Maintenance Decreased Maintenance Improves Safety of Asset Increased Efficiency School Safety & Security Fund 2000 $225,000 Improves Safety of Asset Schools IT Life cycle Management Staff/Infrastructure ARPA $100,000 Decreased Maintenance Increases Operational or Maintenance Costs Schools IT Life cycle Management Student Devices Fund 2000 $250,000 Decreased Maintenance Increases Operational or Maintenance ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 288 Department Description Funding Cost Impact Schools ADA and Associated Repairs Schools Fund 2000 $20,000 Asset Preservation/Maintenance Code Compliance Decreased Maintenance Improves Safety of Asset Sustainability Resilient Together: The Point/El Punto Free Cash $50,000 Asset Preservation/Maintenance Increases Operational or Maintenance Costs Sustainability Hazard Mitigation Plan Update Free Cash $50,000 No Impact Sustainability City of Salem Fleet EV Fast Charger Revolving Fund, Rebates $250,000 No Impact ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects - Highlights: Sustainability Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 289 Capital Improvement Policies Budget Policies The city will make all capital purchases and improvements in accor- dance with the adopted capital improvement program. The city will develop a multi-year plan for capital improvements and update it annually. The city will enact an annual capital budget based on the multi-year capital improvement plan. Future capital expenditures necessitated by changes in population, changes in real estate development or changes in economic base will be calculated and included in capital budget pro- jections. The city will coordinate development of the capital improvement bud- get with the development of the operating budget. Future operating costs associated with new capital improvement will be projected and included in operating budget forecasts. The city will use intergovernmental assistance to finance only those capital improvements that are consistent with the capital improvement plan and priorities, and whos’ operating and maintenance costs have been included in operating budget forecasts. The city will maintain all its assets at a level adequate to protect the city’s capital investment and to minimize future maintenance and replacement costs. The city, as part of its capital planning process, will project its equip- ment replacement and maintenance needs for the next several years and will update this projection each year. From this projection, a main- tenance and replacement schedule will be developed and followed. The city will identify the estimated costs and potential funding sources for each capital project proposal before it is submitted to the City Coun- cil for approval. The city will determine the least costly financing method for all new projects. Debt Policies The city will confine long-term borrowing to capital improvements or projects/equipment that cannot be finance from current revenues. When the city finances capital projects by issuing bonds, it will pay back the bonds within a period not to exceed the expected useful life of the project. Total net debt service from general obligation debt will not exceed five percent of total annual operating budget as listed on part 1a of the annual tax rate recapitulation as submitted to the Department of Reve- nue. Debt will only be issued for capital that is valued greater than $25,000 and has a depreciable life of five or more years. Total general obligation debt will not exceed that provided in the state statues. Whenever possible, the city will use special revenue funds, special assessments, or other self-supporting bonds, instead of general obliga- tion bonds. The city will not use long-term debt for current operations unless other- wise allowed via special legislation. The city will retire bond anticipation debt within six months after com- pletion of the project. The city will maintain good communications with bond rating agencies about its financial condition. The city will follow a policy of full disclosure on every financial report and bond prospectus. Source: “Handbook 4, Financial Performance Goals”, Evaluating Local Government Financial Condition, International City Management Association. ---PAGE BREAK--- Capital Improvement Program Capital Improvement Policies FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 290 ---PAGE BREAK--- Departmental Budgets ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Mayor Mayor Mission Statement Why We Exist The Mayor is the Chief Executive Officer and administrative head of the City of Salem. In that capacity, he 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 he is responsible for the operations of City government in carrying out the people’s work and ensuring the City’s overall welfare. The Mayor chairs the Salem School Committee and the Salem Public Library Board of Trustees, and serves as a member of the Commonwealth’s Seaport Economic Council. He is also a member of the Salem Affordable Housing Trust Fund Board, the Board of Trust Fund Commissioners, and the Salem Harbor Port Authority. In order to better serve the community, the Mayor has joined the National Mayor’s Institute on Pedestrian Safety, the MMA Policy Committee on Personnel and Labor Relations, Mayors Against Illegal Guns, and Climate Mayors. 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. Goals and Objectives To make Salem a vibrant and livable community for all by focusing City efforts on affordability, sustainability and resilience, and equity. To deliver municipal services, policies, and projects that are forward-look- ing, open to innovation and new approaches, and implemented effectively and efficiently. To ensure that City actions are open, honest, evidence-based, and inclusive. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals The goals of the Mayor’s Office are identical 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. The Office is actively involved in the implementation of performance measurement and evaluation programs, transparency and resident engagement, and other improvement initiatives to meet the City’s goals related to improving services, affordability, and equity. Communication and transparency are also achieved through the Neighborhood Improvement Advisory Council, which is made up of residents and is chaired by the Chief of Staff. It is also met through the deployment of innovative platforms and tools, such as SeeClickFix and the city’s 311 phone line. This past year, the Mayor’s Office introduced new initiatives designed to offer even more transparency and accessibility such as City Hall to Go, the Mobile Mayor’s Office, and continued the constituent service’s team’s Wednesday Walks visiting small businesses and residents throughout Salem’s neighborhoods. The Mayor’s Office includes the City’s Latino Affairs Coordinator and Liaison, and oversees the Scholarship and Education Committee, the Salem Youth Commission, the Problem Properties Task Force, the Social Services Task Force, the Events Working Group, and the offshore wind port Community Benefits Agreement Working Group. 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 his staff are deeply engaged in advancing the City’s housing and economic growth goals, development and implementation of City plans, and the creation of new policies and projects to ensure Salem remains livable and welcoming to all. The Mayor and his team are very involved in the planning and execution of special 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 to improve the quality of life, safety, and functionality of the community, including roadway, sidewalk, and multi-use path improvement projects, park and open space improvements, capital facilities planning and buildings, infrastructure work, and climate change adaptation strategies and projects. Significant Budget & Staffing Changes For FY 2025 Over the course of this past year, the City’s previous Special Events Manager retired. This gave the City the opportunity to reimagine this role, and as a part of that process, the position was moved from the Engineering Department to the Mayor’s Office. Because this was the transfer of an existing position, there is no net increase in the overall City budget from this change. Thanks to a state grant received by the City, the Mayor’s Office and School district created a new role – the Director of the Salem Children’s Alliance - tasked with coordinating early education and child-facing issues across the community. Because this is a grant-funded position, there is no net increase in the overall City budget from this change. ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 294 Finally, with Salem’s 400th Anniversary approaching in 2026, the Mayor’s Office transitioned the role of the Salem 400+ Coordinator from part-time to full-time starting in late FY2024. Because this position is funded through a special fund, there is no net increase in the Mayor’s Office budget from this change. Recent Accomplishments Constituent Services and Office Administration Advanced the City’s efforts to become a Certified Welcoming Community through the completion of an audit. Continued the Salem City Academy. Has maintained “Wednesday Walks”, regular physical outreach to Salem’s small businesses and residential neighborhoods. Provided daily in person Spanish language interpretation. Continuously conducted outreach at the Community Life Center with office hours. Assisted the Sustainability & Resiliency Department with consultation and outreach assistance for the Resilient Together: El Punto project. More CodeRED messages translated to Spanish. Provided case management and relief assistance to residents impacted by natural disasters. Liaison continued regular attendance of nAGLY meet- ings. Launched inaugural City of Salem Poet Laureate program and middle school poetry contest. Created, designed, and maintained the City Hall Little Free Banned Book Library. Participated in Council on Aging’s Boston University MetroBridge project. Partnered with the Welcome Immigrant Network on their Gateways for Growth grant program. Regularly updated SalemTogether community resources, COVID wastewa- ter testing data, City board vacancies, and Affordable Housing Lottery pages on the Mayor’s Office website. Published a new Latino Affairs page on the City of Salem website. Launched the Salem Compass community newsletter. Through the adjusted FY2024 budget, the roles of Housing Stability Coordi- nator was made permanent. Below and in the Performance Measures are specific accomplishments related to the work of that position. Housing Stability Promoted “Right of first Refusal” project and developed associated materi- als – and entered into agreements with nine properties. Advocated for Access to Counsel and Eviction Sealing policies. Created and hosted inaugural Landlord Expo, attended by 60 Salem land- lords. Created the community-wide Demobilization Task Force to help 350 resi- dents being relocated from the Commonwealth’s Family Emergency Shelter site at the Bates dorm complex. Participated in the bi-weekly service pro- viders meeting to serve these residents throughout the first half of 2024. Created initiatives to help the residents engage with the community, including a “Trunk or Treat” event on Halloween. Participated as a panelist in five community workshops on housing stabil- ity. Created New Resident Rental Packets and delivered to affordable housing providers in the city, ensuring better access to city services and community resources for low-income residents. Serves as a member of the Homelessness Task Force run by the Community Impact Unit of the Salem Police Department. Provided technical assistance on housing stability issues to local and regional housing providers, organizations, and municipal departments and boards. Secured more than $33,800 in rental assistance from state and private resources on behalf of Salem residents. Developed emergency housing and food resource sheet in English and in Spanish for Mayor’s Office visitors in crisis. Proposed and signed into law inclusionary zoning ordinance. Special Events Management Formed a community-wide Events Working Group, for local organizations to coordinate information and share resources related to year-round events. Revived the community-wide Haunted Happening Events Committee, focused on events in October. Developed walking tour and performance zone regulations. Engaged in more than 25 meetings with community event partners. Engaged with departments and community partners to improve the per- mitting process and equitable practices. Participated in the Destination Salem Planning and Marketing Commit- tees. ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 295 Researched and proposed future improvements for Haunted Happening based on data, as well as resident, business, and City department feed- back. Organized new City of Salem events such as The Longest Table community meal and an expanded Juneteenth celebration. Planning for expanded Heritage Day Events in the future including the Bacon Fest, an Electronic Music concert, improved Touch-a-Truck, and the return of the Heritage Days Parade (in 2026). Coordinated filming with multiple productions in the City of Salem. Officially launched city-wide efforts to begin preparing for the Salem 400+ celebrations in 2026, including the creation of a new website commemo- rating the moment. Convened a stakeholder’s group of representatives from more than 250 key organizations throughout the community to plan for the Salem 400+ fes- tivities. Created a plan for celebrating Salem’s 400th+ Anniversary in 2026, includ- ing a number of new and enhanced signature events hosted and created by the city, and a framework for inviting community organizations to cele- brate the festivities with their events as well. Published a planned road closures schedule for the month of October, allowing residents, businesses, visitors and public safety officials to better plan ahead. Improving Government Received twelfth Distinguished Budget Presentation Award. Reconfirmation of record AA bond rating by Standard & Poor’s. Continuation of Neighborhood Improvement Advisory Council, and Schol- arship and Education Committee. Continued internal Problem Properties Working Group and launched new working groups focused on social services, special events and festivals, and safe streets for all. Continuation of the Salem for All Ages initiative. Updated the annual New Resident Guide in English and Spanish and con- tinued regular mailing to new Salem homeowners. Continued transparency initiative of posting of board and committee vacancies on a regular basis 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. Encouraged broader civic engagement through appointments to City boards and commissions. Participated again in the Human Rights Campaign’s Municipal Equality Index and once again scored 100. Continued planning for achieving Welcoming City status. Continued and grew official City social media accounts to provide public information about City news, updates, and notifications. Continued implementation of SeeClickFix work orders for City depart- ments. Continued the Salem311 service and migrated it from a temporary ARPA- funded initiative into a regular City program. Updated online Snow Emergency webpage with maps, guides, contact information, and other resources. Launched several employee resource groups in order to more robustly sup- port city staff. Created an Employee Relations Committee designed to give staff members additional colleagues to turn to with questions and when facing chal- ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 296 lenges. The Employee Relations Committee also works to evaluate and update the employee handbook, and strengthen morale across city staff through a variety of initiatives including off-hours outings. Launched the Salem Spotlight, an internal newsletter designed to help city staff get to know each other better, across departments and city buildings. Began convening city employees together around topics of interest and city updates at quarterly all-staff meetings. These meetings are an oppor- tunity for employees to gather cross-departmentally, learn new skills and receive up-to-date information about City of Salem community initiatives. Invested in building safety, including cameras, locks, and alert buttons, as well as training to help employees better assist visitors in crisis, in order to benefit city employees and members of the public. Shared Salem’s data with the Boston Women’s Workforce Council’s Gender and Racial Wage Gaps study to help close disparities across the region. Engaged in a comprehensive salary survey for City of Salem employees Public Improvement Initiatives Finalized agreements necessary to transform vacant industrial land on the coast of Salem into a port for assembling offshore wind turbines. Created the Massachusetts Coastal Communities Alliance, inviting the 75 mayors and town managers who lead coastal communities across Massa- chusetts to join collaboratively to share best practices, coordinated our actions related to resiliency, and leverage federal and state funding oppor- tunities in the most strategic manner possible. Created the Resilient Infrastructure Task Force to work toward more sus- tainable choices in the City of Salem’s built environment. Launched the City of Salem Federal Funds Task Force in order to best access the federal funds currently available to municipalities for infrastructure projects. Convened a working group for South Salem MBTA commuter rail station, applied for federal grants for design funding and development, and coordi- nated with the MBTA to ensure the project aligns with rail electrification efforts. Continued to support on-demand “Salem Skipper” City shuttle service and expanded into regional communities in a pilot program utilizing federal funding. Continued studying future options related to the DPW building. Continued Signature Parks projects at Salem Willows, Palmer Cove, Winter Island, Salem Common, Camp Naumkeag/Pioneer Village, and Forest River Park. Continued complete streets projects throughout the City and design phase work for Boston Street roadway improvement project. Continued advocacy with MassDOT on state projects in Salem, including the North River culvert, Bridge Street, and Highland Avenue. Continued neighborhood traffic calming program pilots and permanent installations. Continued installation of bicycle infrastructure and expansion of the Blue- bikes program. Created a free cardboard recycling program for residents through the city’s transfer station. Enhanced the community’s curbside composting initiative, investing in an opportunity for residents to begin participating in the program at a lower cost. Continued Salem PowerChoice electrical aggregation program, saving Salem residents on their electric bills and reducing the community’s carbon footprint. Convened a working group to create a Universal Basic Income pilot pro- gram designed to help Salem’s most vulnerable residents. Invested in a comprehensive Equity Audit of the city in order to ensure that our goals around diversity, equity and inclusion are met. Shared the first annual State of the Environment public report on Earth Day, explaining the initiatives the city is currently undertaking to protect our planet, and the city’s upcoming goals to that end. Chosen to participate in the White House Challenge to End Hunger and Build Healthy Communities, further committing to eliminating food inse- curity and increasing healthy eating and physical activity in Salem. Joined with Salem’s Human Rights Coalition to host the first City of Salem- sponsored Black History Month events throughout February. Engaged in extensive flooding relief efforts in Salem’s coastal neighbor- hoods following several severe storms and high tide events. Created a Lockbox registration program to give Salem’s older adults another tool to allow them to age in place when desired. Welcomed military Veterans to park for free throughout the year in the City of Salem. Eliminated all late fees and fines through the Salem Public Library. Created a Salem High School building committee in order to begin the work toward the creation of a new high school for the city. Other Accomplishments Supported job creation and retention through private business expansion and job readiness programs. Advocated for and signed into law Wage Theft Ordinance. Continued development, updating, and implementation of City Plans. Continued efforts to support and grow Mack Park Food Farm and other food security, urban agriculture, and healthy eating initiatives. Worked with Salem Chamber of Commerce and Main Streets to organize and promote the Salem Farmers Market, Living Green, and other commu- nity and business events. Managed safe and successful Haunted Happenings. Continued preservation planning projects and convening of the Preserva- tion Partners group. Received grants for programs, schools, public safety, recreation, parks and playgrounds, transportation and infrastructure needs, historic preserva- tion, planning, energy initiatives, and more. ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 297 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Submit balanced City budget on schedule Yes Yes Yes Yes Yes Total constituent contacts to office 1,855 2,123 1,723 1,855 1,877 Average business days to respond to constituent contact 0.35 0.33 0.25 0.25 0.24 Percentage of constituent contacts acknowledged on same business day 90% 89% 91% 94% 95% Average business days to close constituent contact 0.66 0.54 0.4 0.62 0.55 SeeClickFix: ìOtherî issues closed out 634 782 687 701 735 Board vacancies at end of FY 4 32 11 9 7 Board appointments and re-appointments 66 84 64 80 85 News and announcements subscribers 9,400 9,569 9,622 9,700 9,850 All salem.com subscribers 41,800 42,100 42,175 42,200 42,650 CodeRED registered phone numbers 40,000 41,125 41,130 40,741 41,500 CodeRED registered email addresses/texts 11,300 11,350 11,355 13,462 14,550 City of Salem Twitter followers 2,700 2,720 2,890 4,262 4,550 City of Salem Facebook page followers 5,400 6,900 10,241 11,766 12,500 City of Salem Instagram followers 3,100 3,225 3,230 6,277 7,500 City of Salem Threads followers - - - - 1,322 New Resident Guides sent out 593 - - 540 565 Salem for All Ages Task Force meetings 11 11 12 10 12 NIAC meetings 12 12 10 12 12 Scholarship & Education Committee meetings 11 10 9 10 12 Trust Fund Commissioners Board meetings 11 11 12 7 11 Contracted Services 13.50% Dues And Sub 2.38% Salaries-Full Time 81.49% Other 2.63% ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 298 Harbor Port Authority meetings 12 12 12 12 12 Constable appointments processed 8 6 8 8 6 Banner applications processed 40 32 38 25 31 Notarizations completed 42 44 44 85 95 Translated public facing documents into Spanish - - - 23 30 Sent CodeRed messages to the public - - - 46 55 City Hall to Go events hosted throughout the city - - - 13 20 Mobile Mayors Office days hosted - - - 4 4 Salem Compass Newsletter issues - - - 21 26 Meetings with the Mayor regarding concerns of the public - - - 694 725 Assisted residents facing housing instability - - - 1025 1250 Delivered New Resident Rental Packets to affordable housing providers - - - 72 115 Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 299 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Mayor - Personnel 11211 5111 Salaries-Full Time 407,302 483,033 449,498 489,498 573,578 573,578 0 124,080 27.60 407,302 483,033 449,498 489,498 573,578 573,578 0 124,080 27.60 Mayor - Expenditures 11212 5305 Accounting And Audit 23,000 132,220 0 0 0 0 0 0 0.00 11212 5317 Educational Training 0 0 0 0 2,000 2,000 0 2,000 0.00 11212 5320 Consult/Contracted Services 72,854 62,251 100,000 85,890 95,000 95,000 0 (5,000) (5.00) 11212 5381 Printing And Binding 1,412 2,065 1,500 3,850 1,500 1,500 0 0 0.00 11212 5421 Office Supplies (Gen 4,527 2,795 5,000 4,000 5,000 5,000 0 0 0.00 11212 5710 In State Travel/Meetings 1,205 1,516 3,000 15,700 5,000 5,000 0 2,000 66.67 11212 5720 Out Of State Travel 0 0 0 0 5,000 5,000 0 5,000 0.00 11212 5730 Dues And Sub 11,082 13,574 14,900 16,900 16,784 16,784 0 1,884 12.64 11212 5780 AA Other Expenses Covid 19 8,764 0 0 0 0 0 0 0 0.00 122,845 214,421 124,400 126,340 130,284 130,284 0 5,884 4.73 Department Total 530,147 697,454 573,898 615,838 703,862 703,862 0 129,964 22.65 ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 300 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Constituent Serv/Latino Coord 12/13/2022 68,675 1,380.77 1.00 1 72,436 72,436 Mayor 5/29/2023 150,000 2,884.62 1.00 1 150,577 150,577 Chief of Staff 5/29/2023 105,631 2,082.15 1.00 1 110,319 110,319 Office Director 5/29/2023 1,358.89 1.00 1 70,934 70,934 Constituent Serv/Sp Proj Asst 5/29/2023 887.01 1.00 1 46,997 46,997 Neighborhood Stability Coordinator 1/11/2023 40,000 1,407.41 0.54 1 40,000 40,000 Special Events Manager - 1,576.92 1.00 1 82,315 82,315 Executive Secretary 77,864 Constituent Services 47,328 11211-5111 489,498 6.54 573,578 573,578 489,498 6.54 573,578 573,578 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Salem 400th Coordinator Mayor’s Office Salem 400th 1.00 63,700.00 Neighborhood Stability Coordinator Mayor’s Office ARPA 0.46 34,568.48 Director of the Childrenís Alliance Mayor’s Office CPPI Grant 1.00 118,328.37 Salem for All Ages Chair Mayor’s Office Salem for All Ages Part-time Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 5.00 FY2024 5.44 FY2025 6.54 Variance FY25 v. FY24 1.10 All Funds FTE Full-Time Equivalent Employees: FY2023 5.00 FY2024 6.50 FY2025 9.00 Variance FY25 v. FY24 2.50 ---PAGE BREAK--- Departmental Budgets Mayor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 301 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11212 Mayor-Expenses 5317 Educational Training Employee Training Initiatives 0 2,000 2,000 0 5317 Educational Training Total 0 2,000 2,000 0 5320 Consult/Contracted Services Consulting, translation and constituent services, performance improvement and public engagement initiatives 80,000 75,000 75,000 0 Ota Japan - $20,000 20,000 20,000 20,000 0 5320 Consult/Contracted Services Total 100,000 95,000 95,000 0 5381 Printing And Binding City Seals, Business Cards, Envelopes, Notices, etc. 1,500 1,500 1,500 0 5381 Printing And Binding Total 1,500 1,500 1,500 0 5421 Office Supplies (Gen General office supplies as needed 5,000 5,000 5,000 0 5421 Office Supplies (Gen Total 5,000 5,000 5,000 0 5710 In State Travel/Meetings Registrations and travel expenses for meetings and seminars 3,000 5,000 5,000 0 5710 In State Travel/Meetings Total 3,000 5,000 5,000 0 5720 Out Of State Travel Registrations and travel expenses for meetings and seminars 0 5,000 5,000 0 5720 Out Of State Travel Total 0 5,000 5,000 0 5730 Dues And Sub Massachusetts Municipal Associations 8,400 9,830 9,830 0 North Shore Mayors’ Coalition (Metropolitan Area Planning Council) 1,500 1,500 1,500 0 U.S. Conference of Mayors 3,500 3,954 3,954 0 Welcoming America membership dues 1,500 1,500 1,500 0 5730 Dues And Sub Total 14,900 16,784 16,784 0 11212 Mayor-Expenses Total 124,400 130,284 130,284 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 City Council City Council Mission Statement Why We Exist The City of Salem is a Plan B form of Government. Per our City Charter, this is a city government and legislative body composed of a Mayor and City Council; the Councillors being elected partly at large and partly from wards of the City. Our City Council body consists of eleven members. There are seven Ward Councillors to represent each ward in the City of Salem, as well as four Councillors-At-Large. Councillors are elected to two-year terms in municipal elections held every two years in odd-numbered years. The Salem City Council enacts all legislation necessary for the effective operation of city government and to represent the citizens of Salem. They adopt all code of ordinances including traffic and zoning as well as resolutions and Home Rule Petitions. The council must hold public hearings for conduits and poles, extended hours, and zoning. Relative to Zoning, the city council must follow MGL. The Council approves appropriations and adopts the City budget and tax rate each year. The Council confirms Mayoral appointments. The City Council has 6 standing subcommittees: Administration and Finance, Community and Economic Development, Government Services, Ordinances, Licenses & Legal Affairs, Public Health, Safety and Environment, as well as Committee of the Whole. The Council also approves such licenses as public guides, taxi operators, vehicle for hire, second hand clothing & valuables, junk yards, seaworms, claims, drainlayer and contract operator licenses. The City Clerk of the City Council attends all regular, special, emergency, executive sessions and public hearing meetings. Serves as the parliamentarian. Provides quality administrative support to the Council. Prepares agendas and backup documentation for the Council and the public by posting all documents online. Records the action taken by the City Council at meetings, records roll call votes. Processes all actions taken the following day by backing the inside and outside of Council matters following through on actions needed such as the advertising of all ordinances as required by City Charter, preparing all documents necessary to be sent to the Mayor for their signature, forwarding the appropriate documents to proper departments and agencies. Takes notes at the meeting, then prepares and post minutes online as well as hard copies in our minutes books. Indexes all minutes. Schedules all Council Subcommittee meetings, sends invitation to invitees, and post meetings in accordance with the Open Meeting Law. Prepares the paperwork for the subcommittees and post minutes online . Since 2020, responsible for zoom meetings, public testimony online and keeping of recordings. Goals and Objectives Meet goal of learning and understanding and implementing agenda soft- ware by July 1, 2024. To research ways for the City Council meetings to be translated into Spanish at real-time on zoom and/or in person. Review ordinances pertaining to licenses/permits/applications to see if any need updating to reflect current times, changes and to speed up the licens- ing time frame. Continue to work with IT and SATV to tweak issues regarding hybrid meet- ings. To continue to restore and repair Council Furniture. Second Life has submit- ted a proposal to restore additional chairs and tables in the Council Cham- bers used by the public. To preserve older Council Books by having them rebound and re-stitched if necessary. Researching the ability to add the City Council sub-committee meetings audio recordings to the website. Continue to send all Ordinances to Municipal Code as they are passed so the website reflects the most up to date information. Keeping up to date on all Council Meeting Minutes. Provide training and workshops for Parliamentarian, Open Meeting Law and Conflict of Interest. Producing the 2024/2025 City Manual. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Purchased new agenda software this will reduce the amount of time it takes to put the agenda together and should allow for the flow of items after the meeting to be processed quicker. Embrace Technology and profes- sionalize city services. To have the ability for City Council meetings to be translated/spoken in Spanish in real time reflects our commitment to value diversity To shorten length of time to grant licenses will improve the time involved with processing them and will allow the petitioner to receive their license sooner. City Council amended the Tag Day ordinance for the City Clerk to approve. This eliminates the process of having to go through two Council Meeting for it to be granted. This will professionalize our City Services. To be able to tweak issues pertaining to hybrid meetings will allow us to continue embracing technology and upholding professional and ethical standards. To restore the antique furniture in the Council Chambers will bring back the splendor of this room. And will keep the public safe from injuries. . Maintaining and Archiving Council Records will preserve them for the future. Adding audio recording of Council & Subcommittee Meetings to our web- site will allow the public to acquire audio own their own. By improving this technology will improve citizen access to information more efficiently and effectively and it embraces technology and professionalizes city services. By continuing to send all ordinances to Municode as they pass, the public and department heads do not have to wait for the hard copies that are only sent once a year. By keeping up to date with posting Council Meetings will allow the public to access the actions taken by Council sooner than later and meets the sun- shine ordinance requirement. This is up holding professional and ethic standards. ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 304 Significant Budget & Staffing Changes For FY 2025 No significant budget changes. Staffing Changes are as follows: Councillor Ty Hapworth was elected as Council President for the year 2024. Councillor Conrad Prosniewski has taken the seat of Dean of the Council. Councillor and former Acting Mayor Robert K. McCarthy chose not to run for re-election after a 14 years of serving Ward One residents. Jerzylo was elected as the new Ward 1 Councillor, John Harvey was elected as the Ward 4 Counillor, and Kyle Davis was elected as a Councillor-At-Large. The chairpersons of the following standard subcommittees are: Councillor Alice Merkl, Administration and Finance, Councillor Megan Stott, Community and Economic Development, Councillor Andrew Varela, Government Services, Councillor Morsillo, Ordinances, Licenses and Legal Affairs, and Councillor Jeff Cohen, Public Health, Safety and Environment. Recent Accomplishments This is the first in-person Inauguration since the pandemic. Managed all aspects of putting together the Inauguration, which was held on Monday, January 1, 2024 at 10:00 AM in the Council Chambers. This included attain- ing the clergy to give the invocation (Rabbi Alison Adler) and benediction (Reverend Nathan Ives), obtaining the Police and Fire Honor Guard, produc- ing the Inaugural program, putting the agenda together, and outlining step by step instructions for the entire ceremony, and holding a rehearsal walk through. Swore-in all City Councillors by giving them the oath. Continued training to all committee chairs on the technical side on how to run a hybrid meeting using the equipment. Held one-on-one meetings with the new Councillors to go over handbook. Putting together the process and procedure on how to approve the Tag Days in our office. Four have already been issued by the City Clerk. This past phase of re-doing the City Council Chambers we have had the crescent tables repaired and restored. Reorganized Council Records in the upstairs and downstairs vault for easier accessibility. All tracking forms and council matters referred to committee are in the shared drive Up to date on all Council Meeting Minutes Up to date on sending SATV the zoom subcommittee videos to put on their YouTube page. Brought in a Professional Registered Parliamentarian for a training on Rob- erts Rules with all the City Councillors. This brings us more inline with mainstream Committees and how they conduct meetings. ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 305 Expenditure by Department Advertising 15.49% Fringe/Stipends 5.11% Printing And Binding 8.60% Salaries-Full Time 64.32% Software Support/Enhancements 4.96% Other 1.52% ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 306 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change City Council - Personnel 11111 5111 Salaries-Full Time 167,300 168,751 178,700 178,700 166,137 166,137 0 (12,563) (7.03) 11111 5150 Fringe/Stipends 0 1,650 0 0 13,200 13,200 0 13,200 0.00 167,300 170,401 178,700 178,700 179,337 179,337 0 637 0.36 City Council - Expenditures 11112 5306 Advertising 68,681 36,723 37,500 47,451 40,000 40,000 0 2,500 6.67 11112 5381 Printing And Binding 20,196 18,914 21,457 21,457 22,207 22,207 0 750 3.50 11112 5421 Office Supplies (Gen 189 29 250 250 436 435 0 185 74.00 11112 5520 Software Support/ Enhancements 12,630 22,520 12,200 20,920 12,820 12,820 0 620 5.08 11112 5710 In State Travel/Meetings/ Train 0 947 2,500 2,500 2,500 2,500 0 0 0.00 11112 5730 Dues And Sub 987 490 500 500 500 500 0 0 0.00 11112 5783 Midterm/Inaugural 0 264 500 500 500 500 0 0 0.00 11112 5846 Renovation & Repairs 18,480 0 0 0 0 0 0 0 0.00 121,163 79,887 74,907 93,578 78,963 78,962 0 4,055 5.41 Department Total 288,463 250,288 253,607 272,278 258,300 258,299 0 4,692 1.85 ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 307 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 COUNCILLOR 1/1/2024 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR - PRESIDENT 1/1/2020 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2020 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2022 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2024 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2022 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2020 15,500.00 298.08 1 15,559.62 15,559.62 COUNCILLOR 1/1/2024 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2022 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2020 15,000.00 288.46 1 15,057.69 15,057.69 COUNCILLOR 1/1/2022 15,000.00 288.46 1 15,057.69 15,057.69 11111-5111 165,500.00 0.00 166,137 166,137 CLERK OF COUNCIL 4,000.00 4,000.00 4,000.00 4,000.00 CLERK OF COMMITTEE 500.00 500.00 500.00 500.00 ASST CLERK 4,000.00 4,000.00 4,000.00 4,000.00 BUDGET CLERK 700.00 700.00 700.00 700.00 NEW - MINUTE TAKER 4,000.00 4,000.00 4,000.00 4,000.00 11111-5150 13,200.00 13,200.00 0.00 13,200 13,200 178,700.00 0.00 179,337 179,337 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 0.00 FY2024 0.00 FY2025 0.00 Variance FY 25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 308 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11112 City Council-Expenses 5306 Advertising Salem Evening News - Charter and M.G.L. mandated ordinance and joint public hearing advertising. Expense unpredictable due to adoption of all traffic, zoning and general code of ordinances and Bond Orders. Have no control over ordinances brought in by other departments 37,500 40,000 40,000 0 5306 Advertising Total 37,500 40,000 40,000 0 5381 Printing And Binding Annual fee of ordinances and online hosting 17,057 17,057 17,057 0 Bond paper for minutes, binders, binding of minutes ($1,000) 1,000 1,000 1,000 0 City Manual printing costs $3,000.00 Government cards (printed in-house) minimal cost for cardstock. 2,000 2,500 2,500 0 Colonial Engravers - City Council name plates, gavels, clocks ($400) 400 0 0 0 Engravers - City Council name plates, gavels, clocks 0 650 650 0 Stationery and envelopes Bond Paper for ordinances and orders - to preserve record 0 1,000 1,000 0 Stationery and envelopes ($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. 1,000 0 0 0 5381 Printing And Binding Total 21,457 22,207 22,207 0 5421 Office Supplies (Gen General office supplies as needed 250 0 0 0 General office supplies, adobe license 0 436 435 0 5421 Office Supplies (Gen Total 250 436 435 0 5520 Software Support/Enhancements Civic Plus agenda software 0 12,820 12,820 0 Quotes from Granicus ($23,136) and Civic Plus ($18,886) 12,200 0 0 0 5520 Software Support/Enhancements Total 12,200 12,820 12,820 0 5710 In State Travel/Meetings/Train 2,500 0 0 0 attend conferences, meetings, and trainings 0 2,500 2,500 0 5710 In State Travel/Meetings/Train Total 2,500 2,500 2,500 0 ---PAGE BREAK--- Departmental Budgets City Council FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 309 5730 Dues And Sub International Institute of Municipal Clerks 135 120 120 0 Massachusetts City and Town Clerk’s Association 150 150 150 0 Massachusetts City Clerk’s Association 150 150 150 0 New England Association of City and Town Clerks 40 40 40 0 North Shore City and Town Clerk’s Association 25 40 40 0 5730 Dues And Sub Total 500 500 500 0 5783 Midterm/Inaugural Programs, flowers, etc. 500 500 500 0 5783 Midterm/Inaugural Total 500 500 500 0 11112 City Council-Expenses Total 74,907 78,963 78,962 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 City Clerk 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 and knowledge of state and local laws. The City Clerk holds department head status, and serves as the custodian and keeper of the City Seal and city records. The City Clerk is the official supervisor of the recording, reporting, and preserving of vital records, including births, deaths and marriages. These records are processed, indexed, corrected, certified, and administered by the City Clerk’s Office. The City Clerk’s Office issues all permits and licenses in accordance with State Laws and Ordinances, such as marriage intentions, marriage licenses, certified birth, death and marriage certificates. dog licenses, business certificates, yard sale permits and inflammables. The City Clerk 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. In addition, other duties and responsibilities under the City Clerk include disseminating the annual conflict of interest law and on- line ethics training, maintaining and processing non-criminal citations, and time- stamping posting meeting notices from all departments on the bulletin board. Other responsibilities include filing city contracts, Planning Board and Zoning Board of Appeals, petitions, decisions and notices of appeals. The City Clerk’s office provides professional and courteous customer service either by phone, email or in person and is committed to ensuring the most accessible and equitable. Please refer to City Council and Elections for additional duties and responsibilities. Goals and Objectives To allow more payments for permits, licenses and non-criminal fines to be made on-line in order to offer alternative methods of payment. To translate more forms into Spanish. Encourage my staff to take advan- tage of the Spanish classes offered by the city. And to have a Virtual Trans- lator available when needed To encourage residents to register their dog by using the new on-line pro- gram to increase the number of dogs to get registered For staff and myself to attend City Clerk meetings, conferences and webi- nars in order to keep up with state changes, learn best practices, and to network with other city and town clerks. To learn how to use all the features on the new State Ethic’s Commission on-line program Continue to advocate for repairs to City Clerk’s offices i.e., painting, rugs, ceilings, walls, etc. Purging of additional records per MA retention laws To continue to update our website with information and forms. Continue to provide courteous and accurate information to customers. Research and Update City Clerk Fees. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Continue to add more on-line payments to our city page i.e. non-criminal fines and other permits and licenses will allow the public to pay at their convenience by not having to come downtown and park or if they work the same hours as we are open. This will allow us to modernize and embrace technology and continue to offer professional city services. Working with our DEI Director on the Spanish/English Language access pol- icy and Document Translation Policy to have all of our customer facing forms in English and in Spanish which will allow customers to fill out paperwork easier and on their own. This reflects our commitment to our diversified community. Taking Spanish classes will allow my employees to assist and communicate with customers who do not speak or understand English. Having a virtual translator available for the office to use when nec- essary . This reflects our commitment to our diversified community and make customers more comfortable to visit City hall. At the same time this will embrace technology and provide professional services. Continuing to implement our dog friendly licensing software, residents are able to register their dog on their own time, as well as reducing the time the staff will have to spend in inputting the information manually. A resi- dent may also come to our office and use our kiosk or if unable to we will still have the ability to register the dog for them. The goal by promoting and using this the new software is to increase the number of dogs that will be registered in our community. The Dog Officer will also have the ability to access the program and to look up names and addresses to see if dogs are registered. Learning the Commonwealth’s new online Vital Processing System MAVRIC which is rolling out the Death this spring. We must keep up with any changes in order to implement them. Having fellow colleagues to call ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 312 when the State is not available, is very helpful. Attending workshops regarding vitals, inflammables and even first amendment audits are valu- able. This will allow us to continue our professionalized services to custom- ers and uphold ethical standards. Continue as a Department to stay current with the Artic Wolf online train- ing videos against computer hacking and the dangers of cyber criminals. The Massachusetts Ethics Training “Skillburst” program allows City Employees, Board Members check on their status and will allow me to send email reminders and to view who has not completed their training which is required by State Law. Since this programs is available in 4 languages it values are inclusive and diversified work force and also allows us to embrace technology and uphold professional and ethical standards. Continue to repair, paint and upgrade the offices will make the rooms healthier and safer for the employees. It will also improve their morale which in turns will increase their productivity. It will also reflect on our pro- fessional city services when customers come into our office. Many custom- ers have commented on the poor condition of our rooms. Purging of materials no longer needed will increase space needed, Shred- ding old files that we no longer need to keep per our retension schedule. Increasing accessible information on the website will allow the public to search and obtain information quicker. This will uphold professional city services and embrace technology. Continuing to provide excellent customer service will allow us to serve the public quickly and efficiently while providing correct information which will continue to professionalize city services. Researching other communities fees to compare our fees to see if they should be increased. Significant Budget & Staffing Changes For FY 2025 No significant budget and staffing changes Recent Accomplishments The on-line dog software program has continue to approve and be success- ful. This system will allow for residents to license their dogs and pay on- line with ease. This new program will reduce the time my staff will need to process and mail the dog licenses. My staff has notice a significant decrease in the number of “mail in” or “walk in” dog licenses. Residents are using the on-line dog program to register their dog with ease, and all my staff needs to do is mail out the dog tag, once the transaction is complete. Our Kitchen/Lunchroom was done over this past winter. New lighting, floor and walls and ceiling painted. This provides a safe and healthy environ- ment for the employees to eat in. Transitioning our on-line marriage software to the new forms that are now required. The preservation of the Indian Deed has now started Freed up vault space by archiving and relocating council documents to our other storage room. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 313 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Copies of vital records 9000 9500 9800 9600 9700 Birth records recorded 1550 1272 1225 1250 1275 Death records recorded 550 660 625 650 514 Marriage Licenses 340 435 430 440 500 Affidavits of vital records 95 105 107 110 113 LICENSES Dog Licenses 3000 2100 2200 2250 2250 Business Certificates 320 287 300 310 312 Yard Sale permits 100 107 111 115 120 Salaries-Full Time 95.27% Other 4.73% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 314 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change City Clerk - Personnel 11611 5111 Salaries-Full Time 311,772 335,457 346,249 346,249 360,292 356,292 0 10,043 2.90 11611 5131 Overtime (General) 3,915 3,851 4,000 4,000 4,000 4,000 0 0 0.00 315,688 339,308 350,249 350,249 364,292 360,292 0 10,043 2.87 City Clerk - Expenditures 11612 5242 Office Equipment Rep 0 750 750 750 750 750 0 0 0.00 11612 5381 Printing And Binding 5,893 5,227 3,400 3,400 3,400 3,400 0 0 0.00 11612 5421 Office Supplies (Gen 1,302 1,481 1,500 1,500 1,500 1,500 0 0 0.00 11612 5450 Archival Supp & Equi 2,883 4,160 4,500 4,500 4,500 4,500 0 0 0.00 11612 5509 Dog Licenses 609 999 3,420 3,420 3,420 3,420 0 0 0.00 11612 5730 Dues And Sub 300 300 300 300 300 300 0 0 0.00 10,988 12,917 13,870 13,870 13,870 13,870 0 0 0.00 Department Total 326,676 352,225 364,119 364,119 378,162 374,162 0 10,043 2.76 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 315 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ASST CITY CLERK 9/21/2012 66,622 1,313.22 1.00 1 69,578 69,578 CITY CLERK 9/5/2000 109,950 2,210.64 1.00 1 115,395 115,395 AFSCME 169,677 3.00 175,319 171,319 11611-5111 346,249 5.00 360,292 356,292 OVERTIME 4,000 4,000.00 4,000 4,000 11611-5131 4,000 4,000 4,000 PART-TIME $17.00/HR 19 - - 350,249 5.00 364,292 360,292 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 ASST REGISTRAR 6/1/2021 2 56,605 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 ASST REGISTRAR I/II 5/14/18 2 56,605 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 ASST REGISTRAR I 7/12/2021 2 56,466 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 BILINGUAL TRANSLATOR 4,000.00 4,000.00 - 169,677 3.00 175,318.84 175,318.84 171,318.84 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 5.00 FY2024 5.00 FY2025 5.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 316 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11612 City Clerk-Expenses 5242 Office Equipment Rep repairs and maintenance on office equipment 0 750 750 0 simplex time recorder maintenance and typewriter maintenance (5 typewriters) 750 0 0 0 5242 Office Equipment Rep Total 750 750 750 0 5381 Printing And Binding Marriage Software = $2,000.00 Book Binding (Index/Birth/Death/Marriage), Marriage Return Envelopes, City Clerk Envelopes, City Clerk Stationary, dog license inserts for census mailing ($1,400.00) 3,400 3,400 3,400 0 5381 Printing And Binding Total 3,400 3,400 3,400 0 5421 Office Supplies (Gen General office supplies 1,500 1,500 1,500 0 5421 Office Supplies (Gen Total 1,500 1,500 1,500 0 5450 Archival Supp & Equi Birth, Death & Marriage certificate bond paper required by State for vital records, Vital Records Binders & Sleeves(Birth-Death-Marriage), Mylar sheets (Birth-Death-Marriage) 4,500 4,500 4,500 0 5450 Archival Supp & Equi Total 4,500 4,500 4,500 0 5509 Dog Licenses 3,000 dog tags = $1,000.00 Dog Software = $2,420.00 3,420 3,420 3,420 0 5509 Dog Licenses Total 3,420 3,420 3,420 0 5730 Dues And Sub City Clerk Educational and Training Workshops 300 300 300 0 5730 Dues And Sub Total 300 300 300 0 11612 City Clerk-Expenses Total 13,870 13,870 13,870 0 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 317 Elections & Registrations Mission Statement Why We Exist The City Clerk serves as the Chief Election Official for the City of Salem and also serves as a member of the Board of Registrars of Voters. The City Clerk is dedicated to protecting the integrity of the electoral process in accordance with federal, state, special and local laws and to conduct secure elections. On December 8, 2021, the City of Salem became subject to the bilingual election requirements of Section 203 of the Voting Rights Act 52 U.S.C Sec. 10503 with respect to persons of Hispanic heritage. All information and forms provided in English about the electoral process must be provided in Spanish. The Elections Department is responsible for the mass mailing of the annual city census and notifying non-respondents by mailing voter confirmation cards. The Election’s Office maintains accurate voter registration records, by registering new voters whether from the RMV, other agencies, on-line, mailed, or in-person to keep the voter database accurate, changing voter’s address or party affiliation, deleting voters when permitted, and inactivating others when necessary. Election responsibilities for preparing and conducting all include: inputting VBM applications into the voter database, mailing ballots, receiving ballots by entering them in the voter database, sorting ballots by ward/precinct, printing active and inactive voter lists, testing voter tabulators, electronic poll pads, virtual packing ballots for election day, preparing all paperwork and supplies for the wardens and clerks including provisional ballots, write-in and hand counts. The City Clerk manages all staffing and operation of polling locations for election day as well as in-person early and Early Voting location(s). Conducts yearly training for poll relative to election laws and update them on any changes in laws or procedures. The Election’s Office maintains accurate voter registration records, by registering new voters, changing voter’s address or party affiliation, deleting voters when permitted, and inactivating others when necessary. Also organizes the set-up of precincts and maintains handicapped accessibility of all voting locations. . The Election’s Department issues nominations papers to local candidates, certifies signatures of voters signing nomination papers and initiative petitions for ballot questions. Goals and Objectives To run a successful election this year for the Presidential Primary, State Pri- mary and Presidential Election, including managing those changes from the pandemic that were made permanent. This includes four weeks of In- Person Early voting (one week from Saturday to Friday for each primary and two consecutive weeks/ 14 continuous days for the Presidential, To incorporate what we do into formal policies and procedures. Promote the importance of the City Census. To manage the overlap of inputting the annual census forms that were mailed out in February along with inputting postcards and applications for ballots and mailing out and receiving in voted ballots. This occurs once every four years. Continue to post FAQs and voter information on the Elections website. To develop education and outreach regarding the electoral process, i.e. how to register, how to vote, what happens to your ballot, etc. LHS was awarded the RFP to purchase their voting equipment. Our current Accuvote machines were purchased in 1998 and replacement parts are no longer being produced. Demonstration from LHS and ES&S on their newest equipment were held. This is to uphold Professional and Ethical Standards and Embrace Technology. March 5, 2024 will be the last election using the Accuvote and September 2024 will be the first election to use the new ImageCast. To get Wardens and Clerks trained on these machines to open and close and to learn the other features. Would also like to train the other poll work- ers on these machines as well since one person is required to keep watch over the ballot box. To research purchasing end of night software. This would take the data directly from the memory cards to calculate each Ward and Precinct. This will Professionalize City Services by replacing the excel spreadsheet and chalk board. To lease a high-speed scanner to use for Early Depositing and a Central Tab- ulation Facility (CTF) on Election Day to tabulate mail in ballots, especially since Vote by Mail became permanent. This is to Professionalize City Ser- vices and embrace technology. Continue recruiting new poll workers including bilingual and student age groups by working with the Supt. of Schools, and other organiza- tions. This is to Value Diversity and to maximize professional services to the city. Continue Election Training for poll workers by using various scenarios to keep their interest i.e. mock elections, separate trainings for Wardens/ Clerks/Asst. and Inspectors/Translators. To eventually produce a poll worker training videotape. This is done to uphold Professional and Ethical Standards. 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 resi- dents and voters. To value diversity and uphold our professional city ser- vices. To conduct additional voter training & education, as well as, holding voter registration drives at the high school and other locations. Also to hold edu- cational training with voters who are new to this process and to hold Span- ish educational training for voters where English is not their firs language. This will continue to professionalize city services and to value diversity To make our voter database as accurate as possible by finding ways to increase the return of City’s Annual census forms, by more advertising, and possible doing a second mailing if budget allows. To include the impor- ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 318 tance of completing and returning your census form as part of the educa- tion process. This is to uphold professional and ethical standards. To attend more Naturalization Ceremonies in person when they occur in Salem. This shows how much we value diversity and professionalize our city services. Continue to purge certain documentation per retention schedule. By fol- lowing the retention schedule we are upholding ethical standards. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Purchased new voting equipment to replace current voting machines that are almost 30 years old. Need to get the new equipment certified with the State and the City Council. Election worker training on newly purchased voting equipment. To upgrade technology. Purchasing new reporting software will allow for the City’s results to be generated faster and upgrade the way they are presented to the public. To lease a high speed scanner will be beneficial to process vote by mail ballots quicker and would not have to be sent to each precinct. Working collaboratively with outside organizations to recruit and mentor student aged poll workers will help foster relations in the hopes this age group stays for future elections and become our future Wardens and Clerks. 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 train- ing course and it will allow poll workers to access the training when conve- nient to them. Positive Working Relationships with outside organizations will lead to bet- ter communication, feeling of inclusivity, less tensions, and to learn how to better realize and accommodate the needs of people with disabilities. The objective to hold voter education and registration drives outside of the office is to increase voter turnout, teach the voters the process of voting and why things are done a certain way, and to also give a face and positive image to the Election’s Office. By increasing the number of census forms returned will keep our voter database as accurate as possible. A blank census form has been placed on- line in case a household has not received theirs. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 319 Continue to attend the Naturalization Ceremonies at the Settlement House. It’s an amazing ceremony to be part of and you get to help brand new US citizens register to vote. Purging paper, documents, forms, etc. will give us much needed space to retain the increased paperwork due to VBM and other documents that are required to be retain. Preparing and becoming proficient with new Election equipment that opens, time stamps ballots and census envelopes we received in the office and addresses and seals ballot envelops that are being mailed out of the office. Getting prepared for the March In-Person Early voting and Election Day, and thinking ahead for the September and November Elections on how to manage the volume and all other aspects relating to elections. Significant Budget & Staffing Changes For FY 2025 No significant budget changes. Recent Accomplishments Successfully administered 4 elections in 2023. Two being special elections for filling the vacancy of the Mayor. These were held in March and May, as well as local preliminary election in September and a local election November 2023 without incident. Since Vote By Mail Ballots and other election laws for the pandemic became permanent on June 22, 2022, the local elections in 2023 were the first time instituting these changes which were handled efficiently. For the local elections we made vote by mail available for all voters instead of opt- ing-out. The Election’s Office mailed 839 ballots for the March Special Mayoral Elec- tion and 1,225 for the May Special Mayoral Election, mailed 77 ballots for the September 2023 Preliminary and 1,239 ballots for the November 2023 Election. Was able to add one additional full-time employee to the Election’s Office. Adding this one full-time employee (FTE) has helped tremendously. This will allow us to continue adding to our professional city services, uphold our professional standards and to value diversity. Developed a great rapport with the Salem Post Office Supervisors, Walter and Chris. Deliver ballots daily to them. They had them stay in house and given to the mail carriers without having to go to the central processing facility in Woburn and then back to us. The same four bilingual high school students still work Elections for the City of Salem. Began research and holding meetings for Elections Commission and Rank Choice Voting. Purchased 2 pieces of mailing equipment that has already been an asset to the office. The Omation 306 opens and time stamps envelopes i.e. ballots, census forms. The AS650 is used to print the name, address and bar code on the inner envelope that is sent with the ballot. We printed off over 3,500 inner envelopes in less than 30 mins. We will also be printing off the voter’s mailing labels directly onto the outer envelope along with our return label for the September election. This will save time, money and resources by automating this piece of voting instead of workers manually putting on 3 labels. For example to send out 3,550 ballots workers would have to manu- ally put on 10, 650 labels. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 320 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 ELECTIONS (based on month of Nov.) # Registered Voters 32,495 32,257 33,217 33,217 33500 # of Voters who voted 24,139 11152 16,702 6,639 25000 % of Voters who voted 74% 35% 50% 20% 71% CENSUS Census forms mailed out and processed - - 21800 22252 22800 # of New Registered Voters 3361 2613 3315 2135 2500 # of Absentee Ballots Processed - - - 117 115 # VBM Ballots Mailed 16948 - - 1374 16500 # of In-Person Early Voting 5337 *868 *1228 0 5500 Voter Confirmation Cards Sent 6548 8875 8500 7053 7500 # of Ballots Returned 15941 - - 1239 11100 # of Voters in Person 8308 - - 5400 9000 *TOTAL AV/EV PROCESSED reports could not generate this breakdown Overtime (General) 3.73% Printing And Binding 8.72% Salaries-Full Time 57.05% Seasonal Labor 20.22% Voting Machine Servi 7.84% Other 2.44% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 321 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Elections & Registrations - Personnel 11621 5111 Salaries-Full Time 119,564 124,507 178,856 178,856 183,427 183,427 0 4,571 2.56 11621 5113 Salaries-Part Time 6,751 15,599 0 0 0 0 0 0 0.00 11621 5118 Seasonal Labor 41,649 116,454 62,320 62,320 65,000 62,320 0 0 0.00 11621 5131 Overtime (General) 8,164 27,319 7,000 7,000 12,000 7,000 0 0 0.00 11621 5150 Fringe/Stipends 0 0 0 0 4,450 4,450 0 4,450 0.00 176,128 283,879 248,176 248,176 264,877 257,197 0 9,021 3.63 Elections & Registrations - Expenditures 11622 5242 Office Equipment Rep 280 493 500 500 500 500 0 0 0.00 11622 5280 Polling Place Rent 0 0 300 300 300 300 0 0 0.00 11622 5306 Advertising 1,300 0 1,600 1,600 1,600 1,600 0 0 0.00 11622 5381 Printing And Binding 21,325 42,625 28,050 33,525 28,050 28,050 0 0 0.00 11622 5386 Voting Machine Servi 23,214 20,158 25,200 25,200 25,200 25,200 0 0 0.00 11622 5421 Office Supplies (Gen 745 1,279 1,000 1,000 1,000 1,000 0 0 0.00 46,864 64,554 56,650 62,125 56,650 56,650 0 0 0.00 Department Total 222,991 348,433 304,826 310,301 321,527 313,847 0 9,021 2.96 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 322 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 BD REGISTRAR CHAIRMAN 9/17/2008 2,850 - - - CLERK OF BOARD 9/5/2000 1,600 - - - ASSISTANT CITY CLERK 9/26/2000 66,273 1,306.35 1.00 1 69,214 69,214 AFSCME 108,132 2.00 114,213 114,213 11621-5111 178,856 3.00 183,427 183,427 PT Election Clerk 8/6/18 - 19 - - 11621-5113 - 0.00 - - OVERTIME 7,000 12,000 7,000 11621-5131 7,000 0.00 12,000 7,000 Seasonal Poll Workers 62,320 65,000 62,320 Training 140 p/w @$50 x 2 TRAIINGS In-Person EV for 3 Weeks 2024 Elections - State Primary & Presidentail Sept & Nov ’24 In-Office Extra Help 11621-5118 62,320 65,000 62,320 STIPENDS BD REGISTRAR CHAIRMAN 39708 700 700 BD REGISTRAR MEMBER 3/22/00 750 750 CLERK OF BOARD 9/5/2000 1,600 1,600 BD REGISTRAR MEMBER 9/5/2000 700 700 BD REGISTRAR MEMBER 11/19/2020 700 700 11621-5150 - 4,450 4,450 248,176 3.00 264,877 257,197 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 ASST REGISTRAR 2/19/2019 2 56,605 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 ASST REGISTRAR 7/1/2023 51,528 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 108,132 2.00 114,212.56 114,212.56 114,212.56 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 323 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 2.50 FY2024 3.00 FY2025 3.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 324 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11622 Elect & Reg-Expenses 5242 Office Equipment Rep Time stamp ribbon & installation, printer cartridges 500 0 0 0 Time stamp, ink cartridges, ribbon, installation, printer cartridges, toners, vault maintenance 0 500 500 0 5242 Office Equipment Rep Total 500 500 500 0 5280 Polling Place Rent use of polling location for elections 300 300 300 0 5280 Polling Place Rent Total 300 300 300 0 5306 Advertising Salem Evening News advertising for last day to register to vote sessions. Ads have increased due to English & Spanish; this year also EV Ad 1,600 1,600 1,600 0 5306 Advertising Total 1,600 1,600 1,600 0 5381 Printing And Binding Printing of Annual Census Forms - $9,300 Annual VCC cards - $3,000 Annual Poll Books - $2,500 printing of ballots for 2 city elections Early Voting Ballots - $13,250 Official Ballots - $13,250 28,050 28,050 28,050 0 5381 Printing And Binding Total 28,050 28,050 28,050 0 5386 Voting Machine Servi Poll Pad Maintenance - $4,200 Tabulator Maintenance - $4,800 Coding/programming for 16 tabulators and 14 Automarks - $5,600 Translation Services - $1,800 Election day coverage - $2,800/election X 3 elections for FY24 = $8,400 Election Supplies- special ribbons, ink, electrical cords, adapters, paper rolls, Toner for State Printer, paper for voting lists - $400 25,200 25,200 25,200 0 5386 Voting Machine Servi Total 25,200 25,200 25,200 0 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 0 5421 Office Supplies (Gen Total 1,000 1,000 1,000 0 11622 Elect & Reg-Expenses Total 56,650 56,650 56,650 0 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Assessor Assessors 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 team assists with customer inquiries when they call, email or come into the office as well as with our daily routine onsite inspections for the purposes of the state mandated cyclical inspections, building permit inspections and sales verification inspections to name a few. The Assessing Department also receives and processes a few hundred exemption 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. Goals and Objectives To establish tax assessed values for Fiscal year 2025 on all Real and Per- sonal 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 taxpayer’s dealings with the Assessing Department pleasant and efficient. To enhance the Assessors’ portion of the City of Salem website with more online information available to the public. Continue to utilize the new software which indicates growth used in the calculations during the tax rate hearing. Continue our close working relationships with the Council on Aging and other departments to enhance the awareness of the Work-Off program and existing exemptions available to our senior and low income population. To have our FY2025 valuations certified by the end of September and be prepared to have our classification hearing by November. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Assessing Department continuously works on outreach, such as our exemption presentation at the Community Life Center, to spread aware- ness of all tax exemptions and programs geared toward helping the elderly and low-income population stay in their homes. The Assessors seek to continue providing updated information to the public via our enhanced section of the Salem website. Producing high quality work and implementing and conducting an aggres- sive 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. The Assessing Department plans to digitalize maps, documents, applica- tions and forms as to keep up with modern means of accessing and retain- ing nonpublic and public requests and entries in accordance with the Public Record Laws. Foreseeable use of cutting-edge software and online databases will help utilize the staff more efficiently and will provide the City with a return on investment in the form of growth and transparency. ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 326 Significant Budget & Staffing Changes For FY 2025 With the staff changes last year, the Assessing Department continues to evolve in our skills and productivity with a budget increase request in the In State Travel/Meetings expenditure for the Assistant Assessor to pursue his mandatory Massachusetts Association of Assessors designation by attending workshops, courses and meetings. Also, we intend to relocate our physical copies of deeds from the public side of the counter into our working area to provide a more secure and accountable location of these historic data files. This security related request is for the purchase of two new custom cabinets that can fit our deed index cards in the only underutilized space in the office. Lastly but certainly not least, the request for Munis Tax Bill implementation is high on our request with the FY25 budget changes. The Munis software was not initially designed as a tax billing system and as the company has shuffled and shifted employees over the past few years, this has resulted in glitches which have become insurmountable. The Assessing staff has spend holidays in the office working without pay to attempt workarounds for these unforeseen issues. This cannot happen again and to guarantee the bills are done properly and the property/business owners receive their tax bills in accordance with M.G.L., I request that Munis be tasked with implementation since the developers are in-house and the tech support for this essentially IT problem can be dealt with in a streamlined manner. Recent Accomplishments With the help of the Pushpin and Nearmap programs, we have managed to collect $1,181,552 in total new growth tax dollars for FY24. A smooth certification process and classification hearing was completed in December of 2023 for Fiscal Year 2024. We have implemented an annual re-inspection plan to inspect approxi- mately 1,400 properties per year beyond the annual sales verification and building permit inspection already in place in preparation for Department of Revenue 9-10 year inspection cycle. We are well on our way to accom- plishing this goal with the staff coordination and the inspection process managed by the entire office staff. Our return rate on the Personal Property Form of Lists and the Commercial/ Industrial/Mixed Use property Income and Expense Forms continue to climb with continued outreach by our staff. The Assessors website renovations with additional and thoroughly detailed information has helped the public with understanding, transparency and trust in the department as well as the City. ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 327 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Real Estate Billing - Bills done quarterly 13163 13209 13350 13376 *13441 Personal Property Bills- Billing done quarterly 798 793 842 859 *879 Auto Excise (Calendar Year) 36465 35316 36469 *36100 *36100 Boat Excise 1105 1096 1323 1220 *1220 Exemptions 344 317 296 *266 *266 Abatements received 67 50 78 51 *60 Personal Property inventory forms (required by law for abatements) 1000 1000 1000 1000 1000 ABC Forms - Tax exempts (required by law to qualify for status) 75 76 76 76 *74 Income & Expense Statements 1225 1268 1268 1530 *1530 *Estimates Appraisal Services 14.91% Fringe/Stipends 2.82% Salaries-Full Time 79.63% Other 2.64% ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 328 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Assessors - Personnel 11411 5111 Salaries-Full Time 265,391 352,586 363,547 363,547 366,808 364,693 0 1,146 0.32 11411 5150 Fringe/Stipends 5,187 5,750 2,500 2,500 13,000 13,000 0 10,500 420.00 270,579 358,336 366,047 366,047 379,808 377,693 0 11,646 3.18 Assessors - Expenditures 11412 5308 Contracted Services 52,909 49,701 62,365 62,365 68,670 62,170 0 (195) (0.31) 11412 5381 Printing And Binding 825 2,448 2,700 2,700 2,700 2,700 0 0 0.00 11412 5421 Office Supplies (Gen 1,967 2,743 2,500 2,500 5,400 2,500 0 0 0.00 11412 5710 In State Travel/Meetings 1,948 2,444 3,320 3,320 4,075 4,075 0 755 22.74 57,648 57,335 70,885 70,885 80,845 71,445 0 560 0.79 Department Total 328,227 415,672 436,932 436,932 460,653 449,138 0 12,206 2.79 ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 329 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ASST ASSESSOR 9/19/2011 70,040 1,380.59 1.00 1 73,148 73,148 ASST ASSESSOR 5/11/2022 65,000 1,281.25 1.00 1 70,000 67,884 DIR ASSESSING 10/10/12 104,797 2,065.71 1.00 1 109,448 109,448 Board Clerks 10,500 AFSCME 113,210 2.00 114,213 114,213 11411-5111 363,547 5.00 366,808 364,693 Certified Assessor Stipends 2,000 2,000.00 2,000 2,000 Mileage Reimbursement - Assessors 500 500.00 500 500 BOARD CLERK 10/10/2023 - 1,500 1,500 BOARD MEMBER 11/5/1998 - 3,000 3,000 BOARD MEMBER 10/24/2019 - 3,000 3,000 BOARD MEMBER 4/1/2014 - 3,000 3,000 11411-5150 2,500 - 13,000 13,000 366,047 5.00 379,808 377,693 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 10/10/2023 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 PRINCIPAL CLERK 03/22/1993 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 113,210.24 2.00 114,212.56 114,212.56 114,212.56 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 5.00 FY2024 5.00 FY2025 5.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 330 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11412 Assessors-Expenses 5308 Contracted Services Contract assistance with tax bill processing and review of condo sales analysis and evaluation for FY24 10,000 0 0 0 Contract assistance with tax bill processing and review of condo sales analysis and evaluation for FY25 0 8,000 8,000 0 Heritage Paper Shredding 0 100 100 0 Legal services, professional opinions and representation with ATB cases and with TIF/PILOT agreements. 3,000 3,500 3,500 0 Maintenance fee for Patriot Property AssessPro, our CAMA software provider 20,165 20,770 20,770 0 Munis Tax Bill implementation 0 6,500 0 0 Posting of Form of List and 3ABC charitable information to the public for local business 50 0 0 0 Software subscriptions to: MLS for the review of sales data, Nearmap Imagery for areal images taken during plane flyovers of the entire city and PushPin software which detects changes in parcels utilizing nearmaps images. 9,700 10,350 10,350 0 Work-plan review by our provider (Patriot) for analysis and valuation with commercial and industrial properties. Start sales analysis and valuation in spring of 2023 for Dept of Revenue five year certification in affect Required for certification. Also 3 DOR mandated appraisals (Muddy River Advisors, LLC) for Salem’s Utility companies: Mass Electric Nationalgrid and New England Power Company. 19,450 0 0 0 Work-plan review by our provider (Patriot) for analysis and valuation with commercial and industrial properties. Start sales analysis and valuation in spring of 2024 for Department of Revenue five year certification in affect required for certification. Also 3 DOR mandated appraisals (Muddy River Advisors, LLC) for Salem’s Utility companies: Mass Electric Nationalgrid and New England Power Company. 0 19,450 19,450 0 5308 Contracted Services Total 62,365 68,670 62,170 0 5381 Printing And Binding This is used to pay for binding and printing of tax commitment books, envelopes, cards. Budget to pay for the printing of our tax maps = $20 x 52 maps x 2 (two sets), assessing forms, letter head and business along with additional Street maps, Neighborhood maps, zoning maps. 0 2,700 2,700 0 Used to pay for binding and printing of tax commitment books, envelopes, assessing forms, letter head and business cards. Budget to pay for the printing of our tax maps = $20 x 52 maps x 2 (two sets), along with additional Street maps, Neighborhood maps, zoning maps. 2,700 0 0 0 5381 Printing And Binding Total 2,700 2,700 2,700 0 ---PAGE BREAK--- Departmental Budgets Assessor FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 331 5421 Office Supplies (Gen General office supplies as needed. Water, toner and paper. Additional cost Assessors’ inspection equipment. 2,500 5,400 2,500 0 5421 Office Supplies (Gen Total 2,500 5,400 2,500 0 5710 In State Travel/Meetings Used to pay for professional meetings, courses, workshops and seminars throughout the year. Eg., Mass. Assessors Association and Essex County Assessors Association, USPAP (uniform standards of appraisal practice), and Assessing Clerk’s meetings. Also additional cost for the MAAO and ECAA dues. 3,320 4,075 4,075 0 5710 In State Travel/Meetings Total 3,320 4,075 4,075 0 11412 Assessors-Expenses Total 70,885 80,845 71,445 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Collector 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. Goals and Objectives Maintain high collection rate. Continue to promote online payment system and continue to provide pub- lic education to increase usage of the system and encourage the e-billing option. Maintain quality service to customers by providing up to date information on their accounts. Record and post all payments to accounts accurately and efficiently. Continue educating members of the Collector’s Office using guidelines established by the Department of Revenue and City Ordinance. Significant Budget & Staffing Changes for FY 2025 The Collector’s office anticipates no significant changes for FY 2025. Recent Accomplishments Collector continues to attend annual school to maintain certification with MCTA. Assistant Collector to attend annual school to maintain certification with MCTA. Received passport re-certification for four members in the office. ---PAGE BREAK--- Departmental Budgets Collector FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 334 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Passports processed 169 307 320 325 325 Municipal Lien Certificates processed 1,786 1,404 851 900 900 Parking Tickets Collected 23,648 35,650 33,804 30,000 30,000 Online Payments - Real Estate 7595 8,028 8,825 8,500 8,500 Personal Property 709 625 738 750 750 Water Sewer 16,267 17,580 19,178 19,000 19,000 Trash 6,007 6,232 6,613 6,500 6,500 Boat Excise Tax 312 482 482 500 500 Motor Vehicle Excise Tax 15,165 15,552 16,286 16,000 16,000 Printing And Binding 1.52% Salaries-Full Time 96.01% Other 2.47% ---PAGE BREAK--- Departmental Budgets Collector FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 335 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Collector - Personnel 11461 5111 Salaries-Full Time 248,101 260,421 267,674 267,674 271,883 271,883 0 4,209 1.57 11461 5131 Overtime (General) 789 1,235 1,000 1,000 1,000 1,000 0 0 0.00 11461 5150 Fringe/Stipends 3,750 2,000 2,000 2,000 2,000 2,000 0 0 0.00 252,640 263,655 270,674 270,674 274,883 274,883 0 4,209 1.56 Collector - Expenditures 11462 5317 Educational Training 664 875 1,000 1,000 1,000 1,000 0 0 0.00 11462 5381 Printing And Binding 3,594 1,114 4,300 4,300 4,300 4,300 0 0 0.00 11462 5421 Office Supplies (Gen 1,836 2,870 3,000 3,000 3,000 3,000 0 0 0.00 6,094 4,859 8,300 8,300 8,300 8,300 0 0 0.00 Department Total 258,734 268,514 278,974 278,974 283,183 283,183 0 4,209 1.51 ---PAGE BREAK--- Departmental Budgets Collector FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 336 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 CITY COLLECTOR 2/01/2004 91,490 1,803.42 1.00 1 94,139 94,139 AFSCME 176,183 3.00 177,745 177,745 11461-5111 267,674 4.00 271,883 271,883 Certified Collector Stipends 2,000 2,000.00 2,000 2,000 11461-5150 2,000 0.00 2,000 2,000 OVERTIME 1,000 1,000.00 1,000 1,000 11461-5131 1,000 0.00 1,000 1,000 270,674 4.00 274,883 274,883 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 4/3/17 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 PRINCIPAL CLERK 10/30/18 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 ASSISTANT COLLECTOR 11/08/2004 2 62,973.04 1.00 1,217.09 63,532.10 3 63,532.10 63,532.10 176,183.28 3.00 177,744.66 177,744.66 177,744.66 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 4.00 FY2024 4.00 FY2025 4.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Collector FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 337 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11462 Collector-Expenses 5317 Educational Training certification courses for collectors staff, continue classes for both Collector & Asst Collector to retain certification 1,000 1,000 1,000 0 5317 Educational Training Total 1,000 1,000 1,000 0 5381 Printing And Binding Inserts for real estate tax bills, 0 4,300 4,300 0 Inserts for real estate tax bills, Print resident parking stickers - reorder zone stickers and visitor passes, Print passes for pass zone (100 per month) $1.00 per pass 4,300 0 0 0 5381 Printing And Binding Total 4,300 4,300 4,300 0 5421 Office Supplies (Gen General office supplies as needed. 3,000 3,000 3,000 0 5421 Office Supplies (Gen Total 3,000 3,000 3,000 0 11462 Collector-Expenses Total 8,300 8,300 8,300 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Finance 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. Goals and Objectives Implement sound fiscal policies and procedures. Work to close out ARPA program with final allocations and reporting. Submit for a payment plan ordinance for review. Comprehensive review of all fixed costs in the annual budget. Limit the City’s long-term liabilites. Conduct long-term debt affordability analysis and determine recom- mended annual amount for capital planning. Delineate all school-related costs in the annual City budget document. Continue training programs for department staff in best practice use of MUNIS. Continue to improve the GFOA budget as per recommendations by GFOA review committee. Publish proposed budget earlier in the year, reformat to make more read- able, and include summary document. Work collaboratively with the School Department, Business Manager, to address and implement new procedures to improve internal controls. Commence an annual fee review as part of the budget process and con- tinue to review all departmental revenues with departments to make rec- ommendations to the Mayor for potential revenue enhancements. Improve leveraging of Inflation Reduction Act, Infrastructure and Jobs Act, and other federal funding opportunities to match to existing municipal program and project needs. 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. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals The Finance Department will continue to work with the Mayor to imple- ment 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 on continuing five year forecasting of capital improvement projects and needs. (Mayor’s Goal FA. 1) The Finance Department will review the processes for approving overtime and create policies to ensure consistency and efficiency in use of overtime across departments. (Mayor’s Goal FA. 3) 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 maxi- mize the use of grant dollars and other cost offsetting opportunities to ensure all City’s assets are maintained and preserved. The Finance Department will continue to work with the Legal Department and City Council to adopt a payment plan ordinance to ensure more consis- tency and structure to payment plans offered by the City. (Mayor’s Goal FA. 4) The Finance Department will work on limiting long-term liability through the City’s continued commitment to build reserve funds. (Mayor’s Goal FA. 9) The Finance Department will strive to continue to attain GFOA designation by maintaining the highest level of budgetary practices and finance poli- cies. (Mayor’s Goal FA. 10) The Finance Department, in conjunction with the Mayor and Department Heads, will continue to conduct a comprehensive fee study. This will help to verify where fees are not reflective of the cost of service provision and correct them.(Mayor’s Goal FA. 13) The Finance Department will publish a more robust, readable, and user friendly budget earlier in the year. This will ensure the City’s budget will be more accessible to all. (Mayor’s Goal FA. 15) The Finance Department will work to improve leveraging of Inflation Reduction Act, Infrastructure and Jobs Act, and other federal funding opportunities to match to existing municipal program and project needs. This will reduce costs to taxpayers for funding critical local needs and increase the capacity of the City to complete projects. (Mayor’s Goal FA. 37) ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 340 The Finance Department will wind down ARPA program with final alloca- tions and reporting. This practice will reduce abrupt cost impacts for ARPA- sustained programs while utilizing 100% of allocated ARPA funds before the Treasury deadline. (Mayor’s Goal FA. 38) Significant Budget & Staffing Changes For FY 2025 The Finance Department is currently fully staffed and expects to be fully staffed in FY2025. The department welcomed a Director of Capital Planning & Green Infrastructure Finance at the beginning of FY2024. Federal ARPA funds are being used to support this position. This position is noted as grant funded below. Additionally, the Finance Department seeks to add a Grant Coordinator/Budget Analyst in FY2025, which will aid the City in applying for and managing grants, increasing available resources overall. Recent Accomplishments Closed out remaining COVID-19 federal reimbursement opportunities through FEMA, and implemented an accounting and reporting structure for the city’s American Rescue Plan Act (ARPA) allocation. Coordinated compensation study to inform annual budget process. Implemented travel and reimbursement policy to ensure approved travel is reimbursed appropriately. Implemented the use of MUNIS software for budget development and pro- vided training to city departments and school to improve process efficiency and reduce potential error. Updated the annual budget book document to reflect recent GFOA require- ment updates and enhance the understandability of the budget document. Reviewed and identified MUNIS processes, began training and implemen- tation to improve on quarterly grant and account reconciliations. Continued to draft step by step training manuals for financial support pro- cesses. Received the GFOA Distinguished Budget Presentation Award for the FY2023 budget (15th year awarded to the city). Received the GFOA Certificate of Achievement for Excellence in Financial Reporting (ACFR) FY2023 budget (15th year awarded to the city). Increased the City’s stabilization fund to $16 million dollars through sound fiscal policy. Collaborated to improve the Capital Improvement Project reporting, sched- uling, and budgeting process. 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. Continuing to develop, implement and execute new procedures and poli- cies 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. Addressed management letter recommendations, and implemented throughout departments. ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 341 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Free Cash certified 8,951,313 17,444,553 11,108,367 9,000,000 9,000,000 Capital Improvement Project Fund End of Year Balance) 3,476,793 6,265,899 9,768,146 7,000,000 5,000,000 Stabilization Fund Balance (End of Year Balance) 10,043,960 14,196,557 16,088,656 16,750,000 16,950,000 OPEB Liability Fund (End of Year Balance) 4,914,890 5,184,191 6,076,932 6,300,000 6,500,000 Contracted Services 22.07% Salaries-Full Time 74.32% Salaries-Part Time 1.98% Other 1.63% ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 342 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Finance - Personnel 11351 5111 Salaries-Full Time 240,705 359,686 374,270 394,270 450,773 449,968 0 75,698 20.23 11351 5113 Salaries-Part Time 7,877 3,483 12,000 12,000 12,000 12,000 0 0 0.00 11351 5131 Overtime (General) 0 0 200 200 200 200 0 0 0.00 11351 5150 Fringe/Stipends 0 0 2,000 2,000 0 0 0 (2,000) (100.00) 248,582 363,169 388,470 408,470 462,973 462,168 0 73,698 18.97 Finance - Expenditures 11352 5320 Contracted Services 153,348 106,043 124,300 124,300 133,871 118,871 0 (5,429) (4.37) 11352 5421 Office Supplies (Gen 806 1,308 2,500 2,785 2,500 2,500 0 0 0.00 11352 5423 Budget Preparation 2,060 575 2,400 2,400 2,400 2,400 0 0 0.00 11352 5710 In State Travel/Meetings 0 1,400 3,000 3,000 3,000 3,000 0 0 0.00 11352 5730 Dues And Sub 835 260 1,815 1,815 1,815 1,815 0 0 0.00 157,049 109,585 134,015 134,300 143,586 128,586 0 (5,429) (4.05) Department Total 405,631 472,754 522,485 542,770 606,559 590,754 0 68,269 13.07 ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 343 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Finance Director/Auditor 5/4/2021 147,544 2,908.32 1.00 151,814 151,814 Deputy Finance Director 99,960 1,970.36 1.00 102,853 102,853 Assistant Accountant/Budget Analyst 12/02/19 72,000 1,419.24 1.00 1 76,000 75,195 Grants Coordinator/Budget Analyst 1.00 63,000 63,000 AFSCME 54,766 1.00 57,106 57,106 11351-5111 374,270 5.00 450,773 449,968 TEMP PT STAFF/INTERNS 12,000 12,000.00 12,000 12,000 11351-5113 12,000 0.00 12,000 12,000 Stipend/Senior Part time suppport staff 2,000 2,000.00 - - 11351-5150 2,000 0.00 - - Overtime 200 200.00 200 200 11351-5131 200 0.00 200 200 388,470 5.00 462,973 462,168 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINC ACCT CLERK 1/26/2022 2 54,766.20 1.00 1,027.27 57,106.28 3 57,106.28 57,106.28 54,766.20 1.00 57,106.28 57,106.28 57,106.28 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Director of Capital Planning and Green Infrastructure Finance ARPA 25513-5111 1.00 111,125.77 Senior Accountant/Budget Analyst FINANCE NSWIB Grants 1,500.00 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 4.00 FY2024 4.00 FY2025 5.00 Variance FY25 v. FY24 1.00 ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 344 All Funds FTE Full-Time Equivalent Employees: FY2023 4.00 FY2024 6.00 FY2025 6.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Finance FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 345 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11352 Finance-Expenses 5320 Contracted Services Adobe Pro Licenses 0 371 371 0 Annual City Audit (ACFR, Retirement System, and federal Single Audit). (Line item moved from Mayor’s Office Audit & Accounting line in FY24) 61,800 64,000 64,000 0 Comprehensive Annual Financial Report filing fees. (Line item moved from Mayor’s Office Audit & Accounting in FY24). 5,000 5,000 5,000 0 Contract Services Special Projects 5,000 5,000 5,000 0 Fraud Risk Audits per Management Letter 7,500 7,500 7,500 0 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 25,000 25,000 10,000 0 MUNIS - Budget Platform Tool 0 20,000 20,000 0 Budget Platform Tool 15,000 0 0 0 Retirement Board Audit. (Line item moved from Mayor’s Office Audit & Accounting line in FY24). 5,000 7,000 7,000 0 5320 Contracted Services Total 124,300 133,871 118,871 0 5421 Office Supplies (Gen General office supplies as needed. 2,500 2,500 2,500 0 5421 Office Supplies (Gen Total 2,500 2,500 2,500 0 5423 Budget Preparation Binders For Budget, Dividers/Cover Papers/File 2,400 2,400 2,400 0 5423 Budget Preparation Total 2,400 2,400 2,400 0 5710 In State Travel/Meetings Seminars and Training as needed - MUNIS, GFOA online classes, NEGFOA, MMA, MAPPO. Mileage, tolls, etc. 3,000 3,000 3,000 0 5710 In State Travel/Meetings Total 3,000 3,000 3,000 0 5730 Dues And Sub Eastern Massachusetts Municipal Auditors/Accountants Assoc 105 105 105 0 GFOA Membership 610 610 610 0 MAPPO Membership 175 175 175 0 MMAAA membership 700 700 700 0 Publications - Financial, GASB, GAO, MMA, MGFOA, etc. 225 225 225 0 5730 Dues And Sub Total 1,815 1,815 1,815 0 11352 Finance-Expenses Total 134,015 143,586 128,586 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Purchasing Purchasing - General Administration Mission Statement Why We Exist The Purchasing Department is responsible for ensuring compliance with federal, state, and local law in the procurement and disposition of all goods, services, and real property. The Department helps other departments achieve their goals by procuring goods and services for the best value to the City. The Department also drafts and administers City contracts, oversees vendors, reports to state and federal authorities, and approves requisitions for goods, services, and construction-related activities. Goals and Objectives Assist the Finance Office in reviewing City’s property, casualty, and auto- motive insurance policies and schedules by October 31, 2024. With Legal Department, develop supplier diversity standards and program for all projects by December 31, 2024. Conduct training for local businesses on taking advantage of supplier diversity opportunities with the City and State by March 30, 2025. How FY2025 Departmental Goals Related to City’s Overall Long- & Short-term Goals Maintain a high level of accessibility to and responsiveness for City Depart- ments. Continue to make improvements to the layout and contents of the website making information more accessible. Notify vendors and constituents electronically of bidding opportunities and will maintain a page of bid results and current contract available for view- ing via the Department website. Maintain an online registration form for procurement solicitations which populates an automated plan holder list. Deliver City services more efficiently and effectively through the use of technology. Through maintaining electronic procurement files, efficiently share infor- mation among departments and with the public. Expand the use of electronic purchase orders. Implement regionalized services where applicable to better utilize tax dol- lars. The Department has engaged in, and will continue to seek, collective pur- chasing options with other communities and/or purchasing groups, includ- ing state and federal contracts. Significant Budget & Staffing Changes For FY 2025 None Recent Accomplishments Developed central database of all City contracts. With Health and Sustainability departments, implemented new sustain- able purchasing policy. Participated in equity audit under DEI Director. Joined the Salem High School Building Committee. Renewed MCPPO certification for Chief Procurement Officer. Conducted Citywide training on new Munis software features, new pro- curement rules, and procurement best practices. Participated in cooperative bidding opportunities and other collective pur- chasing arrangements, including state and federal contracts. Signed up more departments to make online purchases with Amazon Busi- ness for greater savings through their products purchased under the national purchasing cooperative of U.S. Communities. ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 348 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Invitations for Bid and Requests for Proposals 42 60 58 80 80 Purchase Orders 8780 8450 8708 8800 9000 Disadvantaged business vendors identified - - 100 100 100 Vendors signed up for EFT - 39 78 100 150 Advertising 6.92% Office Supplies (Gen 1.85% Salaries-Full Time 75.52% Salaries-Part Time 12.61% Other 3.10% ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 349 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Purchasing - General Administration - Personnel 11381 5111 Salaries-Full Time 138,381 152,575 157,813 157,813 163,628 163,295 0 5,482 3.47 11381 5113 Salaries-Part Time 13,097 10,636 25,928 25,928 27,324 26,574 0 646 2.49 11381 5150 Fringe/Stipends 500 0 0 0 0 0 0 0 0.00 151,978 163,212 183,741 183,741 190,952 189,869 0 6,128 3.34 Purchasing - General Administration - Expenditures 11382 5306 Advertising 9,356 11,950 15,000 15,861 15,000 15,000 0 0 0.00 11382 5320 Contracted Services 0 2,639 2,771 2,771 3,100 3,100 0 329 11.87 11382 5421 Office Supplies (Gen 2,976 1,153 4,000 4,000 4,000 2,000 0 (2,000) (50.00) 11382 5710 In State Travel/Meetings 0 2,043 2,700 2,700 2,700 2,700 0 0 0.00 11382 5730 Dues And Sub 1,516 595 925 925 925 925 0 0 0.00 13,847 18,381 25,396 26,257 25,725 23,725 0 (1,671) (6.58) Department Total 165,825 181,593 209,137 209,998 216,677 213,594 0 4,457 2.13 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 350 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 PURCHASING AGENT 8/23/2021 98,588 1,943.32 1.00 101,441 101,441 ASST PURCHASING AGENT 10/27/2022 59,225 1,167.41 1.00 62,186 61,853 11381-5111 157,813 2.00 163,628 163,295 PT ADMIN ASSISTANT 12/20/2021 25,928 27.66 0.50 19 27,324 26,574 11381-5113 25,928 0.50 27,324 26,574 183,741 2.50 190,952 189,868 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 2.50 FY2024 2.50 FY2025 2.50 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 351 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11382 Purchasing-Expenses 5306 Advertising Required legal notices for solicitation of bids and proposals 15,000 15,000 15,000 0 5306 Advertising Total 15,000 15,000 15,000 0 5320 Contracted Services Electronic signature software 2,771 3,100 3,100 0 5320 Contracted Services Total 2,771 3,100 3,100 0 5421 Office Supplies (Gen Office supplies as needed 2,000 2,000 2,000 0 Sit/stand desks for City Hall departments (one time purchase for FY20) 2,000 2,000 0 0 5421 Office Supplies (Gen Total 4,000 4,000 2,000 0 5710 In State Travel/Meetings MCPPO Certification and Re-certification Courses 2,000 2,000 2,000 0 Travel Reimbursement for MAPPO Meetings 700 700 700 0 5710 In State Travel/Meetings Total 2,700 2,700 2,700 0 5730 Dues And Sub ICMA Membership 250 250 250 0 Massachusetts Association of Public Purchasing Officials Yearly Membership Dues 675 675 675 0 5730 Dues And Sub Total 925 925 925 0 11382 Purchasing-Expenses Total 25,396 25,725 23,725 0 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 352 Purchasing - Fixed Costs Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Purchasing - Fixed Costs - Expenditures 11392 5341 Telephone-Wireless 45,585 2,782 0 0 0 0 0 0 0.00 11392 5422 Copiers & Supplies 35,054 26,807 39,181 53,831 39,181 39,181 0 0 0.00 80,639 29,589 39,181 53,831 39,181 39,181 0 0 0.00 Department Total 80,639 29,589 39,181 53,831 39,181 39,181 0 0 0.00 Photocopy Machine Su 100.00% ---PAGE BREAK--- Departmental Budgets Purchasing FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 353 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11392 Purchasing-Fixed Costs 5422 Copiers & Supplies Assessor/Collector 1,596 1,596 1,596 0 Clerk 1 3,096 3,096 3,096 0 Clerk 2 2,548 2,548 2,548 0 Finance 3,071 3,071 3,071 0 Health 1,980 1,980 1,980 0 Inspectional Services 2,351 2,351 2,351 0 Mayor 2,088 2,088 2,088 0 Planning 2,419 2,419 2,419 0 Purchasing/Legal 1,915 1,915 1,915 0 Supplies (Toner, Staples, Copy Paper) 3,000 3,000 3,000 0 Treasurer 1,915 1,915 1,915 0 Usage and Overage Charges 13,200 13,200 13,200 0 5422 Copiers & Supplies Total 39,181 39,181 39,181 0 11392 Purchasing-Fixed Costs Total 39,181 39,181 39,181 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Treasurer Treasurer - General Admin 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. Goals and Objectives Strive to maintain quality fiscal management and reporting. 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. Address gaps in the process to best utilize staff expertise and contribute to sustaining positive staff morale and productivity. Continue to update policies and procedures to comply with current laws and regulations. Discussions with Finance Director regarding the implementation of the Treasurer’s Cash Management module within Munis to post Treasurer’s receipts more efficiently. Comprehensive analysis of credit card fees and meetings with individual departments and merchants to discuss possible way to reduce these costs. How FY 2025 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 Stabiliza- tion, 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. Significant Budget & Staffing Changes For FY 2025 Replacement of the Principal Account Clerk who retired April 11, 2024. Recent Accomplishments Continued to supervise and enhance the Payroll Coordinator position. Supervised payroll functions for weekly and bi-weekly payroll. Prepared reconciliation for the GIC Health Insurance previously completed by a consultant. Maximized Investment Earnings. Participated in the City’s review process resulting in an upgraded bond rat- ing from Standard & Poors. ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 356 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Total Revenue Processed 249,008,774.94 291,785,418.09 270,286,649.26 261,756,739.90 261,756,739.90 Tax Title Collected 595,580.28 464,185.35 567,632.90 301,510.00 301,510.00 FTE Payolls Processed 32,191,368.66 34,470,710.43 38,085,121.63 39,727,643.38 40,522,196.25 Bank Accounts Reconciled 38 37 34 34 40 Credit Card Fees 27.83% Salaries-Full Time 68.37% Tax Foreclosure Serv 1.67% Other 2.13% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 357 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - General Admin - Personnel 11451 5111 Salaries-Full Time 253,965 248,740 286,908 286,908 294,819 292,497 0 5,589 1.95 11451 5150 Fringe/Stipends 1,000 750 1,000 1,000 1,000 1,000 0 0 0.00 254,965 249,490 287,908 287,908 295,819 293,497 0 5,589 1.94 Treasurer - General Admin - Expenditures 11452 5317 Educational Training 594 681 1,170 1,620 1,670 1,670 0 500 42.74 11452 5320 Contracted Services 832 33,560 1,426 1,426 1,300 1,300 0 (126) (8.84) 11452 5388 Tax Foreclosure Serv 7,184 6,054 0 0 7,200 5,000 0 5,000 0.00 11452 5421 Office Supplies (Gen 1,522 2,108 1,500 1,050 2,200 1,150 0 (350) (23.33) 11452 5425 Checks/Forms 2,645 2,399 2,660 2,660 2,660 2,660 0 0 0.00 11452 5709 Credit Card/Eft Fees 110,914 120,410 120,000 120,000 120,000 120,000 0 0 0.00 11452 5730 Dues And Sub 280 280 345 345 345 345 0 0 0.00 123,971 165,493 127,101 127,101 135,375 132,125 0 5,024 3.95 Department Total 378,936 414,983 415,009 415,009 431,194 425,622 0 10,613 2.56 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 358 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Payroll Coordinator 65,180 1,284.80 1.00 1 70,395 68,073 Assistant Treasurer 4/5/21 70,840 1,396.37 1.00 1 73,984 73,984 Treasurer 3/1/2023 94,000 1,889.95 1.00 98,655 98,655 AFSCME 56,887 1.00 51,785 51,785 11451-5111 286,908 4.00 294,819 292,497 Certified Treasurer’s Stipend 1,000.00 - 1,000 1,000 11451-5150 1,000.00 1,000 1,000 287,908 4.00 295,819 293,497 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 3/11/96 2 56,887 1,093.99 57,106.28 3 - - PRINCIPAL CLERK TBD 2 1.00 - 1 51,785 51,785 56,887 1.00 1,093.99 57,106.28 51,785 51,785 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 4.00 FY2024 4.00 FY2025 4.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 359 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11452 Treasurer-Expenses 5317 Educational Training Professional Training/Education 1,170 1,670 1,670 0 5317 Educational Training Total 1,170 1,670 1,670 0 5320 Contracted Services Document Shredding (500lbs @ $.90/lb) 0 450 450 0 Financial Consulting Services 0 850 850 0 Financial Consulting Services 7.7 Hrs. @ 130.00 850 0 0 0 QuickBooks Upgrade ($27.50 x 3 months plus $55.00 x 9 months) 576 0 0 0 5320 Contracted Services Total 1,426 1,300 1,300 0 5388 Tax Foreclosure Serv Cost of Required Advertising 0 7,200 5,000 0 5388 Tax Foreclosure Serv Total 0 7,200 5,000 0 5421 Office Supplies (Gen General Office supplies as needed 1,500 2,200 1,150 0 5421 Office Supplies (Gen Total 1,500 2,200 1,150 0 5425 Checks/Forms 18000 Blue C fold pressure seal checks @ $85.00 per 1000 $1,530 2,210 2,210 2,210 0 500 1099M $50, 500 1095 $50, and 1000 W’s $125 plus shipping, $100 450 450 450 0 5425 Checks/Forms Total 2,660 2,660 2,660 0 5709 Credit Card/Eft Fees Bank fees associated with credit card machines and meters located throughout the City 100,000 100,000 100,000 0 Transaction Fees 20,000 20,000 20,000 0 5709 Credit Card/Eft Fees Total 120,000 120,000 120,000 0 5730 Dues And Sub MCTA 2 members @ $140 each 280 280 280 0 Treasurer’s Association dues Eastern Mass Treasurer’s Collector’s Association 65 65 65 0 5730 Dues And Sub Total 345 345 345 0 11452 Treasurer-Expenses Total 127,101 135,375 132,125 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 360 Treasurer - Long Term Debt Service Mission Statement Treasurer – Long Term Debt Service This expenditure covers the cost of the total 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 FY25 the total General Fund long-term debt service is $13,011,695. This includes principal of $8,744,726 and interest of $4,266,969. Short-term debt service and Water & Sewer Enterprise Fund debt service is broken down as follows: Water Enterprise Fund principal $1,816,831 - Water Enterprise interest $584,898 Sewer Enterprise Fund principal $997,769 - Sewer Enterprise Fund interest $754,044 In FY24 the City’s total long-term debt service was $12,616,587. This includes principal of $8,132,058 and interest of $4,484,529. Short-term debt service and Water & Sewer Enterprise Fund debt service is broken down as follows: Water Enterprise Fund principal $1,725,054 - Water Enterprise interest $608,113 Sewer Enterprise Fund principal $933,513 - Sewer Enterprise Fund interest $789,078In FY23 the City’s total long-term debt service was $11,847,942. This includes principal of $7,704,443 and interest of $4,143,499. Short- term debt service and Water & Sewer Enterprise Fund debt service is bro- ken down as follows: Water Enterprise Fund principal $1,599,572 - Water Enterprise interest $650,021 Sewer Enterprise Fund principal $1,025,694- Sewer Enterprise Fund inter- est $828,098 General Fund capital improvements and equipment principal $4,949,177- General Fund capital improvements interest $2,795,379 In FY22 the City’s total long-term debt service was $10,570,317. This includes principal of $7,106,880 and interest of $3,463,437. Short-term debt service and Water & Sewer Enterprise Fund 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 inter- est $822,488 General Fund capital improvements and equipment principal $4,395,000 - General Fund capital improvements interest $2,075,521 In FY21 the City’s total long-term debt service was $10,642,540. This includes principal of $7,324,368 and interest of $3,318,172. Short-term debt service and Water & Sewer Enterprise Fund 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 FY22 the City refinanced the October 15, 2010, bonds (the remaining, non- called portions). Based on market rates the refunding produced approximately $373,548 in budgetary savings over the remaining life of the bonds being refunded, which is 8.98% 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 totaling $3,527,790 were included in the 11/19/21 $29,010,000 bond issue. A premium of $2,859,160 was received and used to paydown debt service. The long-term debt bond proceeds were used to pay a $27,482,818 BAN. 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). ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 361 Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Long Term Debt Service - Expenditures 17102 5908 H 16-High School-Prin (07) 320,000 315,000 0 0 0 0 0 0 0.00 17102 5908I (14 Ref) 95,000 90,000 0 0 0 0 0 0 0.00 17102 5908K Bowditch-Prin (14 Ref) 80,000 80,000 0 0 0 0 0 0 0.00 17102 5908L Carlton-Prin (14 Ref) 60,000 60,000 0 0 0 0 0 0 0.00 17102 5908 M Carlton-Prin (14 Ref) 25,000 25,000 0 0 0 0 0 0 0.00 17102 5910 Debt Principal 0 617,828 5,473,491 5,473,491 5,930,126 5,827,862 0 354,371 6.47 17102 5915 Long-Term Interest 0 670,659 3,087,337 3,087,337 2,928,027 2,928,027 0 (159,310) (5.16) 17102 5919F Saltonstall Prin (2013) 170,000 175,000 0 0 0 0 0 0 0.00 17102 5919 G Collins Prin (2013) 350,000 375,000 0 0 0 0 0 0 0.00 17102 5919 H Mcgrath Prin (2013) 40,000 40,000 0 0 0 0 0 0 0.00 17102 5948 H 16-High School-Int (07) 80,880 68,180 0 0 0 0 0 0 0.00 17102 5948 N Saltonstall Int (2013) 139,581 132,681 0 0 0 0 0 0 0.00 17102 5948 O Collins Int (2013) 288,706 274,206 0 0 0 0 0 0 0.00 17102 5948P Mcgrath Int (2013) 36,388 34,788 0 0 0 0 0 0 0.00 Debt Principal 66.95% Long-Term Interest 33.05% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 362 17102 5948 Q (14 Ref) 11,756 8,056 0 0 0 0 0 0 0.00 17102 5948S Bowditch-Int (14 Ref) 4,900 2,413 0 0 0 0 0 0 0.00 17102 5948T Carlton-Int (14 Ref) 3,600 2,513 0 0 0 0 0 0 0.00 17102 5948 U Carlton-Int (14 Ref) 3,125 0 0 0 0 0 0 0 0.00 17102 5949 A Cip 2009-Int (11) 5,400 0 0 0 0 0 0 0 0.00 17102 5949 B Cip 2010-Int (11) 17,500 0 0 0 0 0 0 0 0.00 17102 5949C Cip 2009-Prin (12) 30,000 0 0 0 0 0 0 0 0.00 17102 5949 D Cip 2010-Prin (12) 130,000 0 0 0 0 0 0 0 0.00 17102 5949E Cip 2011 Int 7,900 0 0 0 0 0 0 0 0.00 17102 5949F Cip 2011-Prin 40,000 0 0 0 0 0 0 0 0.00 17102 5949 G Cip 2012-Prin 97,000 120,000 0 0 0 0 0 0 0.00 17102 5949 H Cip 2012-Int 14,287 62,869 0 0 0 0 0 0 0.00 17102 5949I Cip 2013-Prin 150,000 150,000 0 0 0 0 0 0 0.00 17102 5949J Cip 2013-Int 30,744 49,488 0 0 0 0 0 0 0.00 17102 5949K Cip 2014-Prin 85,000 390,000 0 0 0 0 0 0 0.00 17102 5949L Cip 2014-Int 34,078 101,951 0 0 0 0 0 0 0.00 17102 5949 M Cip 2015-Prin 185,000 175,000 0 0 0 0 0 0 0.00 17102 5949 N Cip 2015-Int 49,969 40,969 0 0 0 0 0 0 0.00 17102 5949 O Cip 2016-Prin 345,000 299,827 0 0 0 0 0 0 0.00 17102 5949P Cip 2016-Int 106,925 84,633 0 0 0 0 0 0 0.00 17102 5949 Q Cip-Bertram-Prin 105,000 0 0 0 0 0 0 0 0.00 17102 5949R Cip-Bertram-Int 26,512 0 0 0 0 0 0 0 0.00 17102 5949S Cip-Roadways 2014-Prin 200,000 0 0 0 0 0 0 0 0.00 17102 5949T Cip-Roadways 2014-Int 28,000 0 0 0 0 0 0 0 0.00 17102 5949 U Cip 2017 Prin 615,174 375,000 0 0 0 0 0 0 0.00 17102 5949 V Cip 2017 Int 127,812 148,754 0 0 0 0 0 0 0.00 17102 5949 W Cip 2018 Prin 325,000 422,593 0 0 0 0 0 0 0.00 17102 5949X Cip 2018 Int 104,324 282,929 0 0 0 0 0 0 0.00 17102 5949Y Cip-289 Derby St-Prin 45,000 45,000 0 0 0 0 0 0 0.00 17102 5949Z Cip-289 Derby St-Int 22,131 19,881 0 0 0 0 0 0 0.00 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 363 17102 5949Z A Cip 2019-Prin 645,000 705,894 0 0 0 0 0 0 0.00 17102 5949Z B Cip 2019-Int 425,618 396,403 0 0 0 0 0 0 0.00 17102 5949Z C Cip-Clc-Prin 95,000 100,000 0 0 0 0 0 0 0.00 17102 5949Z D Cip-Clc-Int 170,625 84,125 0 0 0 0 0 0 0.00 17102 5949Z G Museum Pl Garage Prin 4,000 0 0 0 0 0 0 0 0.00 17102 5949Z H Museum Pl Garage Int 34,581 0 0 0 0 0 0 0 0.00 17102 5949Z I Cip 2020 Prin 140,826 323,035 0 0 0 0 0 0 0.00 17102 5949Z J Cip 2020 Interest 239,472 296,463 0 0 0 0 0 0 0.00 6,391,814 7,646,137 8,560,828 8,560,828 8,858,153 8,755,889 0 195,061 2.28 Department Total 6,391,814 7,646,137 8,560,828 8,560,828 8,858,153 8,755,889 0 195,061 2.28 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 17102 Debt Service-Expenses 5910 Debt Principal General Fund long-term debt service principal 5,473,491 5,930,126 5,827,862 0 5910 Debt Principal Total 5,473,491 5,930,126 5,827,862 0 5915 Long-Term Interest General Fund long-term debt service interest 3,087,337 2,928,027 2,928,027 0 5915 Long-Term Interest Total 3,087,337 2,928,027 2,928,027 0 17102 Debt Service-Expenses Total 8,560,828 8,858,153 8,755,889 0 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 364 Treasurer - Short Term Debt Service Mission Statement 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. Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Short Term Debt Service - Expenditures 17522 5270 Lease Payments 606,853 374,501 13,010 13,010 13,010 13,010 0 0 0.00 17522 5304 Prof Services/Fees 2,500 6,220 13,500 13,500 13,500 9,020 0 (4,480) (33.19) 17522 5925 Interest On Bans 106,878 185,142 253,493 253,493 278,842 228,842 0 (24,651) (9.72) 17522 5927 Interest On Leases 29,705 9,520 500 500 500 500 0 0 0.00 745,936 575,383 280,503 280,503 305,852 251,372 0 (29,131) (10.39) Department Total 745,936 575,383 280,503 280,503 305,852 251,372 0 (29,131) (10.39) Interest On Notes 91.17% Professional Serv/Fees 4.41% Rental & Lease 4.25% Other 0.16% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 365 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 17522 Short Term Debt Int-Expense 5270 Lease Payments Police department - 2 13,010 13,010 13,010 0 5270 Lease Payments Total 13,010 13,010 13,010 0 5304 Prof Services/Fees Fees for Hilltop Securities and Legal Services 13,500 13,500 9,020 0 5304 Prof Services/Fees Total 13,500 13,500 9,020 0 5925 Interest On Bans Interest on BAN 0 278,842 228,842 0 Interest on BAN 253,493 0 0 0 5925 Interest On Bans Total 253,493 278,842 228,842 0 5927 Interest On Leases PD 500 500 500 0 5927 Interest On Leases Total 500 500 500 0 17522 Short Term Debt Int-Expense Total 280,503 305,852 251,372 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 366 Essex Tech & Voc Assessment Mission Statement Treasurer - Essex North Shore Agricultural & Technical School District A portion (23%) of the funding for the ENSTAD comes from the State through Chapter 70 School Aid and Regional Transportation Reimbursement. The majority (77%) 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 2021, Salem had 190 students in the regional system. There will be debt service principal and interest payment in FY23 included in the assessment. Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Essex Tech & Voc Assessment - Expenditures 18202 5641 Essex Tech & Voc Assessment 2,597,484 2,599,910 2,565,518 2,565,518 2,430,076 2,430,076 0 (135,442) (5.28) 2,597,484 2,599,910 2,565,518 2,565,518 2,430,076 2,430,076 0 (135,442) (5.28) Department Total 2,597,484 2,599,910 2,565,518 2,565,518 2,430,076 2,430,076 0 (135,442) (5.28) Assess Nsrs 100.00% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 367 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 18202 School Assessments 5641 Essex Tech & Voc Assessment Essex Aggie & Technical School 2,565,518 2,430,076 2,430,076 0 5641 Essex Tech & Voc Assessment Total 2,565,518 2,430,076 2,430,076 0 18202 School Assessments Total 2,565,518 2,430,076 2,430,076 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 368 State Assessments (Cherry Sheet) Mission Statement 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. Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change State Assessments (Cherry Sheet) - Expenditures 18302 5630 Mbta 978,993 1,027,143 1,087,014 1,087,014 1,114,535 1,114,535 0 27,521 2.53 18302 5631 Special Education 7,419 232 242 242 5,511 5,511 0 5,269 2,177.27 18302 5637 Air Pollution Contr 13,547 13,956 14,733 14,733 15,102 15,087 0 354 2.40 18302 5638 Met Area Planning Co 23,814 24,843 25,974 25,974 26,623 26,579 0 605 2.33 18302 5640 Rmv Nonrenewal Sur 118,480 137,160 137,160 137,160 149,240 149,240 0 12,080 8.81 18302 5643 School Choice 601,049 738,807 685,602 693,365 751,232 752,922 0 67,320 9.82 18302 5644 Charter Schools 7,694,316 8,096,302 8,345,022 8,383,773 8,746,231 8,761,314 0 416,292 4.99 18302 5646 Ne Mass Mosquito Con 52,670 54,265 56,255 56,255 58,377 58,387 0 2,132 3.79 9,490,288 10,092,708 10,352,002 10,398,516 10,866,851 10,883,575 0 531,573 5.13 Department Total 9,490,288 10,092,708 10,352,002 10,398,516 10,866,851 10,883,575 0 531,573 5.13 Charter Schools 80.49% Mbta 10.26% School Choice 6.91% Other 2.35% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 369 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 18302 State Assessments-Expenses 5630 Mbta State Assessment amounts are derived from Massachusetts Department of Revenue 1,087,014 1,114,535 1,114,535 0 5630 Mbta Total 1,087,014 1,114,535 1,114,535 0 5631 Special Education State Assessment amounts are derived from Massachusetts Department of Revenue 242 5,511 5,511 0 5631 Special Education Total 242 5,511 5,511 0 5637 Air Pollution Contr State Assessment amounts are derived from Massachusetts Department of Revenue 14,733 15,102 15,087 0 5637 Air Pollution Contr Total 14,733 15,102 15,087 0 5638 Met Area Planning Co State Assessment amounts are derived from Massachusetts Department of Revenue 25,974 26,623 26,579 0 5638 Met Area Planning Co Total 25,974 26,623 26,579 0 5640 Rmv Nonrenewal Sur State Assessment amounts are derived from Massachusetts Department of Revenue 137,160 149,240 149,240 0 5640 Rmv Nonrenewal Sur Total 137,160 149,240 149,240 0 5643 School Choice State Assessment amounts are derived from Massachusetts Department of Revenue 685,602 751,232 752,922 0 5643 School Choice Total 685,602 751,232 752,922 0 5644 Charter Schools State Assessment amounts are derived from Massachusetts Department of Revenue 8,345,022 8,746,231 8,761,314 0 5644 Charter Schools Total 8,345,022 8,746,231 8,761,314 0 5646 Ne Mass Mosquito Con State Assessment amounts are derived from Massachusetts Department of Revenue 56,255 58,377 58,387 0 5646 Ne Mass Mosquito Con Total 56,255 58,377 58,387 0 18302 State Assessments-Expenses Total 10,352,002 10,866,851 10,883,575 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 370 Contributory Retirement Mission Statement 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 633 retirees, 99 survivors, and 16 quadros. The retirement system collects pension contributions from 1088 active employees, a decrease of 73 from FY 21, and there are 199, incomplete or on leave members as of March 17, 2022. There were 22 transfers, 27 refunds, 1 death refund and 8 rollovers. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Contributory Retirement - Expenditures 19101 5178 Pension Asses (Contr 13,458,711 14,195,757 14,930,794 14,930,794 15,762,988 15,734,481 0 803,687 5.38 13,458,711 14,195,757 14,930,794 14,930,794 15,762,988 15,734,481 0 803,687 5.38 Department Total 13,458,711 14,195,757 14,930,794 14,930,794 15,762,988 15,734,481 0 803,687 5.38 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19101 Contrib Retirement - Personnel 5178 Pension Asses (Contr City Contributory Retirement. Less Fringe ($200K) from grants. 14,930,794 15,762,988 15,734,481 0 5178 Pension Asses (Contr Total 14,930,794 15,762,988 15,734,481 0 19101 Contrib Retirement - Personnel Total 14,930,794 15,762,988 15,734,481 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 371 Non-Contributory Pensions Mission Statement Treasurer – Non-Contributory Pensions As of February 27 2024, the City continues to provide a pension benefit for one non-contributory retiree. This includes a pension payment that is paid weekly. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Non-Contributory Pensions - Expenditures 19111 5176 Pensions-Non Contrib 9,530 9,530 10,625 10,625 10,625 10,625 0 0 0.00 9,530 9,530 10,625 10,625 10,625 10,625 0 0 0.00 Department Total 9,530 9,530 10,625 10,625 10,625 10,625 0 0 0.00 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19111 Non-Contrib Retire-Personnel 5176 Pensions-Non Contrib City Non-Contributory Retirement based on current payments annualized. Weekly $192.59 X 52 weeks 1 pensioners. 10,625 10,625 10,625 0 5176 Pensions-Non Contrib Total 10,625 10,625 10,625 0 19111 Non-Contrib Retire-Personnel Total 10,625 10,625 10,625 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 372 Medicare Mission Statement Treasurer – Medicare The Medicare budget calculation is based on prior year number of employees and is adjusted for inflation and contract settlements. There is no indication that there will be enough of a change in the employment level for FY25, thus FY25 is based upon actual FY24 plus Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Medicare - Expenditures 19191 5177 Medicare 1,310,135 1,404,554 1,382,574 1,382,574 1,465,528 1,465,528 0 82,954 6.00 1,310,135 1,404,554 1,382,574 1,382,574 1,465,528 1,465,528 0 82,954 6.00 Department Total 1,310,135 1,404,554 1,382,574 1,382,574 1,465,528 1,465,528 0 82,954 6.00 Medicare 100.00% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 373 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19191 Medicare-Personnel 5177 Medicare The Medicare budget is based on the number of employees and there is no indication that there will be a significant change in the employment level for FY25. There will be retro wages for settled contracts, thus FY25 is funded based on the prior year amount budgeted plus 0 1,465,528 1,465,528 0 The Medicare budget is based on the number of employees and there is no indication that there will be enough of a change in the employment level for FY24. There will be retro wages for settled contracts, thus FY 24 is funded based on the prior year amount budgeted plus 1,382,574 0 0 0 5177 Medicare Total 1,382,574 1,465,528 1,465,528 0 19191 Medicare-Personnel Total 1,382,574 1,465,528 1,465,528 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 374 Municipal Insurance Mission Statement Treasurer – Municipal Insurance The City’s Liability Insurance is currently with Massachusetts Inter-local Insurance Association (MIIA). Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Municipal Insurance - Expenditures 19452 5740 Insurance Premiums 384,080 371,250 315,397 315,397 325,865 325,865 0 10,468 3.32 19452 5740 A Insurance Deductibles 3,880 47,799 20,000 20,000 20,000 20,000 0 0 0.00 387,960 419,049 335,397 335,397 345,865 345,865 0 10,468 3.12 Department Total 387,960 419,049 335,397 335,397 345,865 345,865 0 10,468 3.12 Insurance Deductibles 5.78% Insurance Premiums 94.22% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 375 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19452 Municipal Insurance-Expense 5740 Insurance Premiums Additional Participation Credits (15,000) (15,000) (15,000) 0 Annual municipal insurance costs Property & Casualty and Professional Liability. 2.5% increase per rate guarantee letter. 712,897 0 0 0 Annual municipal insurance costs Property & Casualty and Professional Liability. 3% increase 0 723,365 733,810 0 Less 2.5% Early Pay (17,500) (17,500) (18,345) 0 Less School Portion (320,000) (320,000) (329,600) 0 Rewards Credits (45,000) (45,000) (45,000) 0 5740 Insurance Premiums Total 315,397 325,865 325,865 0 5740A Insurance Deductibles Deductibles - estimated 20,000 20,000 20,000 0 5740A Insurance Deductibles Total 20,000 20,000 20,000 0 19452 Municipal Insurance-Expense Total 335,397 345,865 345,865 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Department of Transportation Department of Transportation 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. To better reflect the total scope of the Department’s mission and responsibilities it will be renamed the Department of Transportation. 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 Department aims to coordinate efforts with other relevant departments 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 oversees the Salem Skipper, a city-wide on-demand rideshare service, as well as the BlueBikes 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. Goals and Objectives Transportation Goals & Objectives Begin development of a Safe Streets for All Safety Action Plan Continue to evaluate and implement measures to enhance safety as part of the Neighborhood Traffic Calming Program. Continue to build ridership and partnerships with the Salem Skipper ser- vice. Continue implementation of items identified in Bicycle Master Plan. Support efforts to maintain BlueBikes bike share program and explore opportunities to introduce e-bikes. Continue to implement Complete Streets measures when roads are recon- structed or repaved through coordination with the Engineering Depart- ment. Study downtown circulation patterns, particularly on narrow streets such as Brown Street, Charter Street, Front Street, and portions of Essex Street. Parking Goals & Objectives Finalize efforts to implement license plate recognition software to assist with administration and enforcement of resident permit parking. Evaluate Sewall St Lot to improve circulation and drainage as well as replace older parking meters with multi-space payment kiosks. Complete activities to repave Crombie St and Salem Green parking lots which which may involve addressing any ADA or drainage issues. Complete fabrication and installation of garage wayfinding signs to assist with reducing congestion and improving circulation Downtown. Continue efforts to implement structural repairs to other levels of the Museum Place Garage as well as put into action some preventative mainte- nance measures. Develop plans to address additional maintenance issues in the South Har- bor Garage. How FY 2025 Departmental Goals Relate to City’s FY 2025 Strategic Plan Pillars Livability Carry out the Complete Streets/Safe Streets for All Plan (PI.28) Continue residential traffic calming program (PI.29) Complete Bicycling Master Plan infrastructure network (PI.34 Carry out the Safe Streets for All study and begin planning for implementa- tion (T.14) Study downtown traffic circulation patterns (T.19) Convene a Safe Streets Task Force (T.23) Improving Services Improve traffic and parking enforcement (PS.15) Continuation of Garage Restoration project (T.4) ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 378 Complete Downton Parking Study (T.5) Introduce electric bikes into the Salem Bluebikes system (T.6) Install parking capacity signage (T.7) Continue working for sustainable funding of Skipper, expanding the service where possible and working toward EVs (T.8) Continue working for Finalize implementation of resident permit parking reforms (T.9) Transparency Rename the Department of Traffic & Parking as the Department of Trans- portation and the Traffic and Parking Commission as the Transportation Commission (FA.48) Significant Budget & Staffing Changes For FY 2025 Overall staffing remained unchanged in FY24 with the exception of a parking enforcement vacancy. The Department Director is monitoring whether the position is needed given the recent introduction of two patrol vehicles for parking enforcement as well as the ongoing effort to migrate to a license plate based system for resident permits. Given the ongoing increase in Department responsibilities, the FY25 budget seeks to increase salaries for two staffers focused on transportation efforts including the city’s Safe Streets for All Action Plan and ongoing Traffic Calming program. The FY25 budget also reflects a salary increase for one of our garage supervisors that will be taking on more responsibilities associated with the migration to a license plate based system. An increase in the overtime budget is being requested to ensure supervisor coverage at the two city garages. Changes to the Department’s operating budget are related to support the operations of the bike share program as well as other contracted services for outside contractors and consultants. Recent Accomplishments Awarded a $200,000 Federal Highway Association Safe Streets and Roads for All grant to help Department and City develop a Vision Zero Action Plan. Awarded a $127,500 Community Development Block Grant (CDBG) to assist with the reconstruction and pedestrian safety improvements on Salem Street, from Chase Street to Lafayette Place, behind the Saltonstall School. Awarded a $500,000 MassDOT Complete Streets grant for the reconstruc- tion of the Fort Avenue at Columbus Avenue/Winter Island Road intersec- tion. Construction is underway and is expected to be completed Summer/ Fall 2024. Constructed new crosswalks and ADA bus landings on North Street to bring the North Street for All project to completion. Continued to work with the Electrical Department to install the smart sig- nals along the North Street corridor (anticipated installation spring/sum- mer 2024). Finalized the design plans and bid documents for the Jefferson Avenue/ Willson Street intersection redesign. Work to install a fully actuated traffic signal and pedestrian improvements will commence in 2024. Began analyzing Brown Street (from New Liberty Street to N Washington Square) and Essex Street (from Hawthorne Boulevard to Washington Square East) to determine if each roadway could be converted to one-way travel. Installed temporary traffic calming elements along 7 streets throughout the City as well as the second series of permanent speed humps in South Salem on Cedar Street and Fairfield Street, with Gardner Street to follow in spring/summer 2024 once utility work is complete. Continued to update the revised traffic calming prioritization tool that incorporates various criteria, including demographics, proximity to certain land uses, crash data, and vehicle speed and volume (count) data to gener- ate scores. These scores are one of several factors that will be considered when determining how the Department allocates funding and resources through the Program. Completed installation of 18 BlueBikes stations within the city which has been used to complete over 27,000 trips since launching in June 2021. During October free BlueBikes memberships for Salem residents (2nd year) and employees (1st year) were distributed. A total of 236 resi- dents and 15 employees participated in this program. Installed additional bicycle racks throughout Downtown as well as areas along North and Bridge streets. Expanded and oversaw the Satellite Shuttle Services during all five week- ends in October, Indigenous Peoples’ Day, and October 30 & 31 (Salem High School lot only). The Salem Skipper broke several ride records this year, completing 2,354 rides in one week and 458 rides in one day, as utilization of the service by Salem residents and visitors continues to grow. Since launching in Decem- ber 2020 the service has provided over 223,800 rides. Department is over- seeing an expansion of the service to Beverly and Danvers as part of a $2.3M Federal Omnibus Spending Bill grant awarded to the 3 communi- ties. Installed over 10 Electric Vehicle (EV) spaces in downtown locations includ- ing the Crombie Lot, Salem Green Lot, and Church Street Lot, as well as ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 379 drafted language for an Electric Vehicle Charging Ordinance that was adopted by the City Council. Expanded the number of reserved spaces available for purchase at the Museum Place and South Harbor garages, Drafted and submitted ordinance amendments as part of an ongoing effort to evaluate utilization of the Riley Plaza parking lot. Continued efforts to update the City’s resident permit parking program to a license plated based system with the goal of improving enforcement and administration of the program. As part of an ongoing effort to reduce congestion and improve circulation downtown, the Department began working with a consultant to fabricate and install several dynamic wayfinding signs intended to instruct motorists on when downtown garages are open or full.. ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 380 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Parking Fines collected $846,053.50 $1,198,465.67 $1,265,051.83 $1,300,000.00 $1,400,000.00 Parking Garage revenue $1,087,162.49 $1,685,578.20 $1,406,949.31 $1,700,000.00 $1,800,000.00 Parking Lot / Meter revenue $1,549,781.99 $1,851,120.38 $1,726,456.88 $2,100,000.00 $2,200,000.00 Parking citations issued 27,072 43,999 39,165 42,500 44,000 Parking citation dollar value $705,395.00 $1,166,485.00 $1,105,125.00 $1,150,000.00 $1,200,000.00 Building/Equip Maint 9.75% Contracted Services 17.85% Electricity 5.96% Overtime (General) 2.47% Salaries-Full Time 58.16% Salaries-Part Time 3.45% Other 2.36% ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 381 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Department of Transportation - Personnel 14811 5111 Salaries-Full Time 901,000 967,946 1,078,932 1,053,932 1,059,077 1,058,292 0 (20,640) (1.91) 14811 5113 Salaries-Part Time 45,324 47,473 61,072 61,072 62,807 62,807 0 1,735 2.84 14811 5131 Overtime (General) 23,558 30,896 17,500 42,500 45,000 45,000 0 27,500 157.14 14811 5150 Fringe/Stipends 4,000 8,000 8,000 8,000 8,000 8,000 0 0 0.00 973,881 1,054,315 1,165,504 1,165,504 1,174,884 1,174,099 0 8,595 0.74 Department of Transportation - Expenditures 14812 5211 Electricity 84,102 101,684 108,500 108,500 108,500 108,500 0 0 0.00 14812 5255 Building/Equip Maint 162,408 185,628 177,535 142,567 177,535 177,535 0 0 0.00 14812 5320 Contracted Services 169,154 141,809 124,000 241,830 325,000 200,000 0 76,000 61.29 14812 5341 Telephone 10,929 8,501 19,500 19,601 19,500 19,500 0 0 0.00 14812 5381 Printing And Binding 6,942 7,000 8,000 2,500 8,000 8,000 0 0 0.00 14812 5421 Office Supplies (Gen 3,000 3,000 3,000 3,000 3,000 3,000 0 0 0.00 14812 5710 In State Travel/Meetings 0 154 1,500 120 1,500 1,500 0 0 0.00 14812 5860 Equipment 3,123 3,000 3,000 4,880 3,000 3,000 0 0 0.00 439,658 450,776 445,035 522,998 646,035 521,035 0 76,000 17.08 Department Total 1,413,540 1,505,091 1,610,539 1,688,502 1,820,919 1,695,134 0 84,595 5.25 ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 382 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 TRANSPORTATION DATA ANALYST 07/16/2019 52,601 1,036.84 1.00 54,935 54,935 SHIFT SUPERVISOR 11/21/2018 42,965 930.31 1.00 49,291 49,291 DIR OF PARKING & TRAFFIC 12/6/2018 108,532 2,139.33 1.00 1 111,673 111,673 SHIFT SUPERVISOR 2/17/2014 50,645 1,018.83 1.00 53,981 53,981 SHIFT SUPERVISOR 4/10/2023 42,965 896.50 1.00 47,499 47,499 SHIFT SUPERVISOR 3/1/2021 50,031 986.18 1.00 52,251 52,251 ASST PARKING DIRECTOR 7/22/2003 63,952 1,260.60 1.00 1 65,803 65,803 SHIFT SUPERVISOR 1/3/2019 42,965 930.31 1.00 49,291 49,291 ASST. TRANSP DIRECTOR 11/08/2021 78,413 1,545.64 1.00 82,334 81,893 TRANSP PLANNER 01/03/2022 61,200 1,206.35 1.00 64,260 63,916 SHIFT SUPERVISOR (SOUTH HARBOR) 5/24/2023 42,965 854.09 1.00 45,252 45,252 13,991 4 - - AFSCME 427,706 7.00 382,508 382,508 1,078,932 18.00 1,059,077 1,058,292 Wks # Pos SEASONAL WORKER 12,854 12,854.40 52.2 1 13,230 13,230 PT METER CONTROL 16,068 16,068.00 52.2 1 16,537 16,537 SECURITY & SUPPORT 15,265 15,264.60 52.2 1 15,710 15,710 SECURITY 15,265 15,264.60 52.2 1 15,710 15,710 BOARD CLERK 10/16/2019 1,620 1,620.00 1,620 1,620 PT SHIFT SUPERVISOR - - - - 14811-5113 61,072 62,807 62,807 OVERTIME 17,500 10,000.00 45,000 45,000 14811-5131 17,500 45,000 45,000 RES PARKING STICKER Stipend 3,000 3,000.00 3,000 3,000 AICP CERTIFICATION Stipend 2,000 2,000.00 2,000 2,000 Parking Ticket Hearing Officer Stipend 3,000 3,000.00 3,000 3,000 14811-5150 8,000 8,000 8,000 1,165,504 18.00 1,174,884 1,174,099 ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 383 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 METER CONTROL I/II 11/6/2018 1 53,591.20 - - - 3 - - METER REPAIR 3/6/2023 1 52,600.78 1.00 1,054.01 55,468.97 2 55,468.97 55,468.97 METER REPAIR I/II 01/02/2019 1 56,545.84 1.00 1,092.86 57,047.29 3 57,047.29 57,047.29 PK GARAGE MAINT 01/03/2019 1 51,126.40 1.00 988.13 51,580.39 3 51,580.39 51,580.39 METER CONTROL 08/27/2001 1 53,591.20 1.00 1,035.73 54,065.11 3 54,065.11 54,065.11 METER CONTROL I/II 2/21/2023 1 49,868.66 1.00 999.08 52,648.51 2 52,648.51 52,648.51 METER CONTROL I/II 08/04/2021 53,407.34 1.00 1,035.73 54,065.11 3 54,065.11 54,065.11 METER CONTROL I/II 08/04/2021 53,407.34 1.00 1,035.73 54,065.11 3 54,065.11 54,065.11 1/2/2019 200.00 200.00 200.00 200.00 420.00 420.00 420.00 420.00 2,947.28 2,947.28 2,947.28 2,947.28 427,706.04 7.00 382,507.77 382,507.77 382,507.77 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 18.00 FY2024 18.00 FY2025 18.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 384 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 14812 Parking Department-Expenses 5211 Electricity Church St, Sewall St, Charter & Crombie 18,000 0 0 0 Church St, Sewall St, Charter, Crombie, Salem Green 0 18,000 18,000 0 Museum Place 55,500 55,500 55,500 0 South Harbor Garage 35,000 35,000 35,000 0 5211 Electricity Total 108,500 108,500 108,500 0 5255 Building/Equip Maint Amano McGann Garage Systems Maintenance Service 25,524 0 0 0 Elevator Contract 10,011 10,011 10,011 0 Garage repairs 30,000 30,000 30,000 0 Garage Systems Maintenance Service 0 25,524 25,524 0 General building maintenance & custodial supplies. Striping parking stalls, flushing storm pipes on an annual basis. 55,000 55,000 55,000 0 High pressure water jet to clean facility. 45,000 45,000 45,000 0 Parking lot kiosk communication/data fees 12,000 12,000 12,000 0 5255 Building/Equip Maint Total 177,535 177,535 177,535 0 5320 Contracted Services Bike Share Operations 0 150,000 75,000 0 Consultants 0 75,000 75,000 0 Ride Share Operations 0 100,000 50,000 0 Transportation & Parking Operations 124,000 0 0 0 5320 Contracted Services Total 124,000 325,000 200,000 0 5341 Telephone Communication Fees 3,300 3,300 3,300 0 Credit Card Transaction Communication Fees 3,900 3,900 3,900 0 Verizon Kiosk Fees 7,300 7,300 7,300 0 T-Mobile Smart Phones 5,000 5,000 5,000 0 5341 Telephone Total 19,500 19,500 19,500 0 5381 Printing And Binding Garage & Lot Tickets, & parking stamps 8,000 8,000 8,000 0 5381 Printing And Binding Total 8,000 8,000 8,000 0 5421 Office Supplies (Gen General Office Supplies 3,000 3,000 3,000 0 5421 Office Supplies (Gen Total 3,000 3,000 3,000 0 ---PAGE BREAK--- Departmental Budgets Department of Transportation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 385 5710 In State Travel/Meetings Training and meetings; certifications & membership dues 1,500 1,500 1,500 0 5710 In State Travel/Meetings Total 1,500 1,500 1,500 0 5860 Equipment Misc. office equipment replacement as needed 3,000 3,000 3,000 0 5860 Equipment Total 3,000 3,000 3,000 0 14812 Parking Department-Expenses Total 445,035 646,035 521,035 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Information Technology Services & GIS IT - General Admin 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. This includes the enterprise network, telephone system and wireless access across 28 city & school sites, as well as all essential business systems and hardware. Goals and Objectives Continue training and development for technology staff through the Udemy platform Continue Windows 11 upgrade with new workstation installs. Increase utilization of the online permitting system by updating and add- ing new applications Redesign help system front end for streamlined user interface December 2024 Expand the use of Alloy discovery; a network auditing tool. October 2024 Implement the next phase of document scanning to include Police & addi- tional documents in Assessing, City Clerks, Planning, and Building. April 2025 Upgrade phone system backend infrastructure by September 2024. Continue to promote laptops with docking stations as a work station option. Replace aging network switches by December 2024. Expansion of database storage and use to include GIS data for standardiza- tion. March 2025 Munis upgrade to allow for new 2025 tax forms. December 2024 How FY 2025 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 excel- lent examples. The department supports the mission to provide open, honest, and proac- tive services effectively and efficiently, focusing on the needs of today with a vision for the future by pursuing and implementing improvements. The department continues to pursue all means to provide a secure environ- ment, protecting critical systems, data, and infrastructure from unautho- rized access and digital attacks. Significant Budget & Staffing Changes For FY 2025 In FY2024 the department experienced significant staff turnover. Currently there are 3 vacant positions in the IT Department. The positions are posted and the city hopes to fill the vacancies soon. The IT department will focus on streamlining services, innovation and supporting officials and departments in integrating and aligning technology. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 388 In FY2025, to meet the ever-increasing GIS needs across the city, a GIS position will be created within the IT Department. The cloud services administrator position which has been vacant for over 2 years will be eliminated and absorbed into the current IT staff. Budget changes reflect the ever-increasing needs for cyber security protection, website, phone system, and infrastructure upgrades, and GIS investments. Recent Accomplishments Developed a plan for the upgrade of SPS wireless and switch infrastructure and applied for E-rate to fund the project. Implemented Laserfiche repository for Assessor’s documents working archive. Installation of CPUs with mounted large monitors in each firehouse that display the status of each fire company as well as address and information when an emergency call is dispatched. See picture Continued version upgrades of the Munis financial system . Promoted laptops with docking stations as a work station option Upgraded Fire HQ dispatch with new and additional monitors. see picture Brought the Fire Department into the Salem Domain. Expanded data collection in Laserfiche forms for public and employee use. Business System Analyst, Rob Banks was selected the winner of the 2024 solution Marketplace Submission of the Year Run Smarter Award Strengthened our cybersecurity posture by expanding employee training, and implementing continuous monitoring. Training session reporting pro- vided to departments by email and dynamic site. Expanded hybrid meeting capacity to include Room 2 at City Hall. Partnered with SFD to expand access to the NexGen CAD system. Assisted MassHire/NSWIB office moves and network relocation. Partnered with the HR office to complete and print year end 1095 forms Partnered with Treasurer’s office to complete and print year end W2 tax forms. Implemented MFA system, DUO, enhancing system security. Expanded online permitting system to include the implementation of a new permitting process for Outdoor Dining Completed SharePoint project, including trainings with staff on its use and operation. SharePoint is used across departments as a secure place to back up, store, organize, share, and access information. Implemented new internal GIS server to replace vendor provided mapping tools to relieve unnecessary vendor payments Created a Salem Munis user group. Hosting meetings to share information and demonstrate best practices. Piloted the use of internal cellular modems in police vehicle tablets. Elimi- nating external modems as a point of failure. Reinforcement and expansion of the helpdesk system to include the expansion of the knowledge base library for both internal and external use. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 389 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Help Desk Tickets Received and Resolved 3,152 2,596 2,616 2,650 2,700 Website Hits 3,620,284 3,460,897 1,803,400 2,000,000 2,800,000 Website Sessions 1,309,141 1,291,368 890,000 700,000 750,000 Website Subscribers 42,037 43,317 47,000 50,000 55,000 Salaries-Full Time 98.16% Other 1.84% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 390 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change IT - General Admin - Personnel 11551 5111 Salaries-Full Time 720,828 823,962 879,546 879,546 799,220 799,220 0 (80,326) (9.13) 11551 5113 Salaries-Part Time 0 3,000 2,500 2,500 2,500 2,500 0 0 0.00 720,828 826,962 882,046 882,046 801,720 801,720 0 (80,326) (9.11) IT - General Admin - Expenditures 11552 5317 Educational Training 6,000 6,475 6,500 6,500 6,500 6,500 0 0 0.00 11552 5421 Office Supplies (Gen 1,331 718 1,000 1,000 1,000 1,000 0 0 0.00 11552 5520 Software Support/ Enhancements 3,500 3,500 0 0 0 0 0 0 0.00 11552 5582 Data Processing Supp 0 2,706 3,000 3,000 3,000 3,000 0 0 0.00 11552 5710 In State Travel/Meetings 1,514 1,044 1,500 1,500 1,500 1,500 0 0 0.00 11552 5730 Dues And Sub 500 275 500 600 500 500 0 0 0.00 12,845 14,718 12,500 12,600 12,500 12,500 0 0 0.00 Department Total 733,673 841,680 894,546 894,646 814,220 814,220 0 (80,326) (8.98) ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 391 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 NETWORK ADMINISTRATOR 63,227 1,215.90 1.00 1 63,470 63,470 GIS MANAGER 9/24/2018 73,899 - 1.00 1 70,000 70,000 ERP SYSTEMS MANAGER 8/22/2016 83,204 1,640.07 1.00 1 87,612 87,612 NETWORK MANAGER 10/29/2018 83,852 1,655.76 1.00 1 86,431 86,431 TECHNOLOGY MANAGER 8/15/1998 92,719 1,827.63 1.00 1 95,402 95,402 Technical Support Analyst 59,160 1,182.70 1.00 1 62,663 62,663 NETWORK ADMINISTRATOR 8/2/16 63,667 1,254.97 1.00 1 66,492 66,492 CHIEF INFO OFFICER 133,747 - 1.00 1 125,000 125,000 SUPPORT DESK ANALYST 9/19/2011 62,110 1,224.28 1.00 1 63,907 63,907 Technical Support Analyst 57,868 - 1 - - BUSINESS SYSTEMS ANALYST 5/2/2022 71,094 1,401.37 1.00 1 76,152 76,152 Technical Support Analyst - 1,222.12 0.03 1 2,091 2,091 MICROSOFT 365 ADMINISTRATOR 35,000 673.08 1 - - 11551-5111 879,546 10.03 799,220 799,220 Interns 2,500 2,500.00 2,500 2,500 Innovation Team (stipends) - - - - 11551-5113 2,500 0.00 2,500 2,500 882,046 10.03 801,720 801,720 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Technical Support Analyst NSWIB Various 0.97 62,659.87 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 12.00 FY2024 12.00 FY2025 10.03 Variance FY25 v. FY24 (1.97) All Funds FTE Full-Time Equivalent Employees: FY2023 12.00 FY2024 12.00 FY2025 11.00 Variance FY25 v. FY24 (1.00) ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 392 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11552 IT/GIS-Expenses 5317 Educational Training Technology Training & Certification 6,500 6,500 6,500 0 5317 Educational Training Total 6,500 6,500 6,500 0 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 0 5421 Office Supplies (Gen Total 1,000 1,000 1,000 0 5582 Data Processing Supp Plotter supplies 3,000 3,000 3,000 0 5582 Data Processing Supp Total 3,000 3,000 3,000 0 5710 In State Travel/Meetings IT/GIS Meetings & Conferences; Registration, Travel & Gas 1,500 1,500 1,500 0 5710 In State Travel/Meetings Total 1,500 1,500 1,500 0 5730 Dues And Sub Professional memberships, subscriptions 500 500 500 0 5730 Dues And Sub Total 500 500 500 0 11552 IT/GIS-Expenses Total 12,500 12,500 12,500 0 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 393 IT - Fixed Costs Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change IT - Fixed Costs - Expenditures 11562 5243 It/Gis Maintenance 894,559 783,545 764,950 775,792 879,950 864,945 0 99,995 13.07 11562 5341 Phone/Dsl/ Communications 36,873 90,716 95,800 103,687 95,800 95,800 0 0 0.00 931,432 874,261 860,750 879,479 975,750 960,745 0 99,995 11.62 Department Total 931,432 874,261 860,750 879,479 975,750 960,745 0 99,995 11.62 It Maintenance $879,950 90.18% Telephone $95,800 9.82% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 394 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11562 IT/GIS-Fixed Costs 5243 It/Gis Maintenance Adobe Pro licensing - all departments 5,500 5,500 5,500 0 Antivirus, email security and response 20,000 20,000 20,000 0 Backup and disaster recovery services 13,000 13,000 13,000 0 City and PD website hosting and support 9,500 9,500 9,500 0 Cybersecurity 0 102,000 22,995 0 Dashboard software licensing and support 2,500 2,500 2,500 0 Data center A/C maintenance 1,000 1,000 1,000 0 Domain registration services 250 250 250 0 Electronic document management system licensing, support and public portal 21,000 21,000 21,000 0 ESRI desktop licensing - Engineering, IT, Parking, and Planning - consolidated FY24 12,000 12,000 12,000 0 ESRI server licensing 11,500 11,500 11,500 0 Facilities work order and DPS mobile 311 system 41,000 41,000 41,000 0 Help Desk and inventory system 7,000 7,000 7,000 0 Microsoft software licensing 104,000 104,000 104,000 0 MyCivic Citizen Engagement 8,500 8,500 8,500 0 Network systems maintenance, licensing and support 65,000 69,000 69,000 0 Online meeting software and video conferencing 10,000 10,000 10,000 0 Permitting system licensing and maintenance 55,000 55,000 55,000 0 Public Safety IT Support Consultant 0 0 64,000 0 Remote Computer Assistance & Administration 2,200 2,200 2,200 0 Smartsheet and data uploader module 25,500 25,500 25,500 0 SPD - surveillance camera maint. & support 60,000 60,000 60,000 0 Technology Equipment Repair 3,000 3,000 3,000 0 Tyler Technologies - Munis licensing and application services 280,000 285,000 285,000 0 Veterans - federal records document imaging system 500 500 500 0 Website chatbot AI 7,000 7,000 7,000 0 Website Upgrade 0 4,000 4,000 0 5243 It/Gis Maintenance Total 764,950 879,950 864,945 0 5341 Phone/Dsl/Communications Cellular phone service - Cemetery, City Clerk, Electrical, Engineer, Finance, Health, Legal, Mayor, Park, Parking, Planning, Public Property, Public Services, Veterans 40,000 40,000 40,000 0 Internet/Network: Internet services, City & Schools 14,000 14,000 14,000 0 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 395 Internet/Phone/PBX: City-wide telephone services 34,000 34,000 34,000 0 Mobile device data services - ITS, Public Property, Electrical, DPW, Park 7,500 7,500 7,500 0 TV: Digital Transport Adaptors for city buildings 300 300 300 0 5341 Phone/Dsl/Communications Total 95,800 95,800 95,800 0 11562 IT/GIS-Fixed Costs Total 860,750 975,750 960,745 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Legal Department 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 and entertainment. Goals and Objectives FY 2025 Goal: Successfully defend claims against city and its officers Objective: Maximize resources, including insurance coverage to defend claims as needed Goal: Revise existing ordinances to address any inefficiencies Objective: Conduct quarterly review of Ordinance with Department Heads Goal: Address local needs/neighborhood concerns Objective: Create or amend Ordinances to provide tools to address needs/ concerns as needed 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 by end of calendar year Goal: Improve vendor management and offerings Objective: Work as part of a team to improve quality of vendors each Octo- ber Goal: Ensure all liquor licenses are fully utilized Objective: Work with Boards, businesses and Chamber of Commerce annu- ally Goal: Redevelop Transfer Station Site Objective: Develop DEP approved plan to see site is remediated by 2025 Goal: Redevelop municipally controlled properties Objective: Assist in redevelopment of properties as they become available Goal: Have an inclusive workplace, prevent discrimination suits and address complaints Objective: Continue to oversee DEI Director training and address complaints Goal: Improve process for identifying and reducing the number of problem properties Objective: Work with team to step up enforcement, collect data and take legal action when necessary Goal: Conduct performance appraisals for union staff Objective: Negotiate/implement inclusion of performance reviews with unions Goal: Ensure success of new Diversity, Equity and Inclusion office Objective: Work with new DEI director to ensure annual training and change in policy to increase equity and diversity How FY 2025 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; 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; 4. Overseeing successful disposition and remediation of the transfer station site, 5 Broad St., and other sites; and 5. Strengthen city’s reputation as a welcoming, accessible, and inclusive community through work of new DEI role and Licensing Board policy and regulation. Significant Budget & Staffing Changes For FY 2025 Salary adjustments made to reflect survey results and added responsibilities of Asst. Solicitor and DEI Director ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 398 Salary adjustment to reflect annual cost for a Clerk to take minutes for the Race Equity Commission New positions of 40U hearing officer and PT Licensing Bd. enforcement officer 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 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 pre- pared disciplinary documents Drafted various easements and rights of entry agreements Prepared legal documents for disposition of city property Prepared deed restrictions for CPA-funded projects Prepared various home rule petitions Assisted the Licensing Board in conducting hearings and establishing pol- icy Worked with DEI Director and HR Director to implement new employee policies, complete an internal equity audit and DEI Report Worked with DEI Dir. to manage two grants for the completion of an exter- nal equity audit and diverse workforce program development Participating on team of city officials from five communities to develop a Commonwealth model for increasing diversity in development ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 399 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 % MIAA REWARDS ACHIEVED 90% 92% 100% 98.00% 98.00% MIIA REWARD SAVINGS $50,700 $53,200 $56,000 $57,000 58,000 Fringe/Stipends 3.70% Legal Services 11.79% Salaries-Full Time 80.20% Salaries-Part Time 1.93% Other 2.37% ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 400 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Solicitor & Licensing Board - Personnel 11511 5111 Salaries-Full Time 354,029 395,544 483,087 483,087 476,376 476,376 0 (6,711) (1.39) 11511 5113 Salaries-Part Time 0 0 0 0 11,484 11,484 0 11,484 0.00 11511 5131 Overtime (General) 2,682 2,345 3,000 3,000 3,000 3,000 0 0 0.00 11511 5150 Fringe/Stipends 2,000 3,500 4,700 4,700 22,000 21,250 0 16,550 352.13 358,711 401,389 490,787 490,787 512,860 512,110 0 21,323 4.34 Solicitor & Licensing Board - Expenditures 11512 5303 Legal Services 65,247 49,057 70,000 105,903 70,000 70,000 0 0 0.00 11512 5306 Advertising 0 0 200 200 200 200 0 0 0.00 11512 5381 Printing And Binding 0 0 100 100 100 100 0 0 0.00 11512 5421 Office Supplies (Gen 500 293 2,250 2,250 2,250 2,250 0 0 0.00 11512 5730 Dues And Sub 3,804 3,539 4,550 5,479 4,550 4,550 0 0 0.00 11512 5760 Judgments 4,071 1,927 4,000 6,072 4,000 4,000 0 0 0.00 73,622 54,815 81,100 120,004 81,100 81,100 0 0 0.00 Department Total 432,333 456,204 571,887 610,791 593,960 593,210 0 21,323 3.73 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 401 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 SOLICITOR 4/1/2004 132,273 2,607.31 1.00 1 136,102 136,102 PARALEGAL 6/28/06 58,708 1,157.21 1.00 1 61,313 61,313 ASSISTANT SOLICITOR 9/1/2023 105,000 2,463.95 1.00 1 128,618 128,618 DIRECTOR OF DIVERSITY, EQUITY, AND INCLUSION 4/11/2022 89,301 1,786.15 1.00 1 93,237 93,237 ASSISTANT SOLICITOR 31,500 - - - LICENSING BOARD MEMBERS/CHAIR 6,700 - - CLERK OF BOARD 3,000 - - AFSCME 56,605 1.00 57,106 57,106 11511-5111 483,087 5.00 476,376 476,376 Hourly rate HEARING OFFICER (40U - CIVIL INFRACTIONS) 33.00 0.07 10 3,960 3,960 PT ENFORCEMENT OFFICER 33.00 0.54 19 7,524 7,524 11511-5113 - 0.61 11,484 11,484 Overtime 3,000 3,000.00 3,000 3,000 11511-5131 3,000 3,000 3,000 PUBLIC RECORD OFFICER STIPEND 3,500 3,500.00 4,000 3,750 CLERK OF RACE EQUITY COMMISSION 1,200 1,200.00 1,800 1,800 EMPLOYEE RESOURCE GROUP STIPENDS 6,000 6,000 BOARD MEMBER 2,100.00 2,100 2,100 CLERK OF BOARD 3,000.00 3,500 3,000 BOARD CHAIRMAN 2,500.00 2,500 2,500 BOARD MEMBER 2,100.00 2,100 2,100 11511-5150 4,700 22,000 21,250 490,787 5.61 512,860 512,110 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 6/19/06 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 56,605.12 1.00 57,106.28 57,106.28 57,106.28 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 402 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 5.30 FY2024 5.30 FY2025 5.61 Variance FY25 v. FY24 0.31 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 403 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11512 Solicitor-Licensing-Expenses 5303 Legal Services Outside legal services - labor, litigation, environmental Surveying, title Examinations, Etc. arbitration fees - filing and arbitrator fees. Memberships and Publications. Expenses incurred for travel and meetings. 70,000 70,000 70,000 0 5303 Legal Services Total 70,000 70,000 70,000 0 5306 Advertising Advertisement for Alcohol Licensing 200 200 200 0 5306 Advertising Total 200 200 200 0 5381 Printing And Binding Licenses and Forms as needed (alcohol, auto dealers, etc.) Envelopes, Business Cards, Letterhead Stationary. 100 100 100 0 5381 Printing And Binding Total 100 100 100 0 5421 Office Supplies (Gen General office supplies as needed 1,500 1,500 1,500 0 Training Refreshments and Materials 750 750 750 0 5421 Office Supplies (Gen Total 2,250 2,250 2,250 0 5730 Dues And Sub Bar membership/ dues 1,050 1,050 1,050 0 Lexis service 2,500 2,500 2,500 0 Subscriptions & publications; Cont. legal ed. 1,000 1,000 1,000 0 5730 Dues And Sub Total 4,550 4,550 4,550 0 5760 Judgments Judgments 4,000 4,000 4,000 0 5760 Judgments Total 4,000 4,000 4,000 0 11512 Solicitor-Licensing-Expenses Total 81,100 81,100 81,100 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Human Resources HR - General Admin Mission Statement Why We Exist The City of Salem Human Resources Department (HR) is a department of four full-time employees. Along with myself, we have an Office Manager/Assistant, Alicia Brady, a Personnel Aide, Amy O’Keefe, and a Benefits Manager position which is currently open. The part-time switchboard operator, Joe Freitas also falls under our Department, and our Department coordinates the remaining hours at the switchboard with volunteers to have full coverage. The City of Salem Human Resources Department (HR) is responsible for many matters relative to employees and retirees, some of which are the following: Posting vacant positions Scheduling and conducting interviews Hiring full/part-time/temporary/seasonal employees Participating in negotiations and administering various collective bargain- ing agreements Monitor and administer Workers’ Compensation and Unemployment for the City and the SPS Ensuring new and existing employees are processed timely and paid cor- rectly Ensuring employees and retirees are contributing correctly for their insur- ances Resolving and hearing grievances Interpreting existing and drafting new policies and procedures Monitoring and administering health, life, dental and several other volun- tary insurances for employees (including MassHire), retirees, and survivors. Receiving and resolving employee matters and concerns. FY 2025 Goals and Objectives Increase recruitment efforts. Post vacant positions online to all relevant websites. We are not experienc- ing the difficulty in hiring we experienced during and immediately after the pandemic, yet there are times we cannot attract candidates. Highlight the benefits of working for a municipality, especially the City of Salem, not only the rewarding work and career growth, but also our gener- ous other benefits offered: employee paid FSA fees, HRA reimbursements, educational incentives, onsite Spanish classes, employee resource groups, robust leave time, sign on bonuses (in some roles) and an inclusive envi- ronment where we are committed to making everyone feel welcome. Implement a pathway for entry level employees to obtain their CDL licenses and implement a partnership with the SPS Automotive Depart- ment. We have met with them to assist us in recruitment and internships with their students, and we are working out details with them. A partner- ship with them will help us expand our Public Services Motor Pool delivera- bles. Focus on employee wellness, interaction, and job satisfaction (employee retention) Partner with our EAP provider to offer options for wellness and work-bal- ance training and activities. Hold quarterly meetings with new staff to check in with them. Ensure our salaries are competitive by maintaining salary schedules. Encourage more employee participation in off-hour employee gatherings. Offer ASL classes to employees, similar to the Spanish class model. Work with the Commission on Disabilities to continue to wisely use the funds generated from the Handicap Violations. As a member of the Com- mission’s subcommittee for this purpose, I am in the position to ensure purchases are in compliance with the statute allowing the Commission to utilize these funds. Work with our MIIA Risk Manager and promote trainings through MIIA to assist us in earning rewards towards our WC Premium. Establish a solid safety committee ensure we are doing all we can to minimize our financial risks with regard to all of our insurance premiums. Review our City policies, revise as necessary for compliance, and negotiate implementation as required. Develop Employee Handbook. Update proce- dure manual, for this Department. Seek out and encourage training for various topics, departments, and posi- tions, in addition to those designed to minimize risks, Work with the IT and Payroll department to automate our onboarding and internal personnel actions and offer MUNIS training to all end users. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals July 1, 2024 starts the second and final year with the GIC. Given that we and the Public Employee Committee (PEC) are committed to providing quality, affordable health care to our employees and retirees, even though we may not always agree, we will do our due diligence before we decide upon a health care carrier for FY’26 and beyond. The City 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. Some of these training will require additional funding, and some are offered free to us through MIIA. Our dedication to a productive, efficient, positive and consistent workforce begins with employee morale. Once an employee is hired, we need to foster the individual’s growth in the workplace. The City 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. Significant Budget & Staffing Changes for FY 2025 Budget increases this year for HR are seen in the same line we see increases in every fiscal year: health insurance and workers’ compensation insurance. Our current staff size is sufficient, and we will fill our vacant position soon. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 406 We will be offering Spanish Conversational classes again this fiscal year. These classes have been very successful by giving employees tools to communicate with our non-English speaking constituents giving them a chance to meet and “hablan Espanol” with coworkers they may not have ever met before the classes. We are getting ready to offer a Spanish II class for employees who want to expand their knowledge base. Recent Accomplishments: Successfully produced our 1095Cs and submitted verification of the same without errors to the IRS for calendar year 2023. Responded to and provided a defense for a second IRS 1095 audit with the expectation of absolving the City of a $15K plus penalty. Promoted our Employee Assistance Program from MIIA, a completely free and confidential program for all employees. EAP is a resource for employ- ees with any number of needs for assistance. Implemented check-in meetings with SPS to discuss unemployment claims, and biweekly meetings with the SPS to discuss employees retiring from the school department who will become our insureds. Maintained our practice of performative exercises as part of the interview process to ensure we hire the most qualified candidates for our open posi- tions. Performatives are a valuable tool in our evaluation of candidates for employment. Depending upon the position, we can determine the candi- date’s ability to either drive our vehicles and trucks or examine an AP batch for accuracy. Posted and filled many positions within the City, and we conducted many interviews over the fiscal year. In some areas, we have been unable to fill certain positions. However, in other areas we have been successful, specifi- cally: Since July 1, 2023 we have interviewed, processed, hired and onboarded hired 40 full time employees: Engineering: Business Manager/Water Registrar, Roadway Project Man- ager. Building: Local Inspector Park/Recreation/CLC: Administrative Assistant, Two Principal Account Clerks, Forest River Event Manager/Recreation Assistant Police: Three Patrol Officers, Records Clerk Traffic and Parking: Meter Repair Mayor: Event Manager, Director of Salem Children’s Alliance Health: Code Enforcement Officer, Regional Community Health Worker, Regional Sanitarian, Regional Field Trainer, Regional Public Health Nurse. Fire: Five Fire Fighters, Fire Alarm Operator IT: Tech Support Analyst Legal: Assistant City Solicitor Sustainability & Resiliency: Energy Manager, Sustainability Manager Planning: Sr. Planner, Planner Finance: Director of Capital Planning and Green Infrastructure Finance With summer approaching, we will be processing additional seasonal employees in the next few weeks. Our partnership with MassHire Career Center causes us to be involved in their hirings, onboarding and benefit administration; since July 1, 2023, eight employees were processed by HR. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 407 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 HR misc. CORI checks (employees, volunteers, interns) 255 198 155 125 160 Labor service applications 45 39 26 19 30 Resumes rec'd/processed 350 400 485 377 400 Retirement buybacks processed City (includes contractual buybacks for post 1/1/2023 hires) 61 67 78 88 90 SPS (includes contractual buybacks for post 1/1/2023 hires) 80 66 47 38 40 New hires Part-time 21 126 101 62 100 Full-time 30 45 56 40 30 Audit preparation/etc. City (compensated absences for all employees, rosters and salaries) 1 1 1 1 1 GASB 45 1 1 1 1 1 Provision of all information regarding employees' and their post-employment benefits for OPEB liability; census for City and SPS 1 1 1 1 1 Fringe/Stipends 2.73% Salaries-Full Time 28.55% Salaries-Part Time 1.62% Salary/Cb Reserve 64.09% Other 3.02% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 408 Workers' Compensation Open cases (pre-MIIA) 5 5 5 4 4 Salaries 167,262.95 179,848.03 189,410.32 89,814.36 121,000.00 Medicals (pre-MIIA) 3,300.00 4,300.00 4,336.11 39,066.16 45,000.00 Claims SPS 33 103 82 71 85 City 22 29 19 13 15 Trainings Workers' Compensation 1 1 1 1 2 DEI training coordination and preparation n/a n/a 2 2 2 Conversational Spanish Classes 1 n/a n/a 2 3 Emergency Prparede n/a n/a 4 8 8 Insurance PEC meetings 6 6 6 2 6 Unemployment City (percentage of budget) covid, #s not accurate 16% 10% 10% 10% SPS (percentage of budget) covid, #s not accurate 84% 90% 90% 90% Fraudulent claims City 116 0 14 4 8 SPS 190 0 15 3 8 ID Badges City Hall and Annex n/a n/a n/a 175 25 DPS n/a n/a n/a 39 15 Library n/a n/a n/a n/a 35 CLC n/a n/a n/a n/a 30 Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 409 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change HR - General Admin - Personnel 11521 5111 Salaries-Full Time 259,379 279,380 290,103 290,103 300,645 300,645 0 10,542 3.63 11521 5113 Salaries-Part Time 14,593 16,736 15,710 15,710 17,019 17,019 0 1,309 8.33 11521 5150 Fringe/Stipends 0 0 0 3,750 28,750 28,750 0 28,750 0.00 11521 5161 Retroactive Wages 783,722 531,389 0 0 0 0 0 0 0.00 11521 5171 A Salary/Cb Reserve 0 0 250,000 250,000 675,000 675,000 0 425,000 170.00 1,057,694 827,505 555,813 559,563 1,021,414 1,021,414 0 465,601 83.77 HR - General Admin - Expenditures 11522 5300 Purchase Of Services 12,000 9,854 12,000 13,130 12,000 12,000 0 0 0.00 11522 5303 Legal Services/Abritration 50 0 1,000 1,000 1,000 1,000 0 0 0.00 11522 5306 Advertising 1,605 825 2,000 2,825 2,000 2,000 0 0 0.00 11522 5317 Educational Training 2,763 10,353 15,000 15,069 15,000 15,000 0 0 0.00 11522 5421 Office Supplies (Gen 1,701 2,327 1,700 1,700 1,700 1,700 0 0 0.00 11522 5710 In State Travel/Meetings 0 0 100 100 100 100 0 0 0.00 18,120 23,359 31,800 33,824 31,800 31,800 0 0 0.00 Department Total 1,075,813 850,864 587,613 593,387 1,053,214 1,053,214 0 465,601 79.24 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 410 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 OFFICE MANAGER 8/7/2007 62,153 1,225.13 1.00 1 63,952 63,952 PERSONNEL DIRECTOR 3/5/07 111,718 2,202.14 1.00 1 115,527 115,527 BENEFITS MANAGER 12/02/19 63,408 - 1.00 1 66,000 66,000 PERSONNEL AIDE/ASST 8/29/16 52,823 1,041.22 1.00 28 55,167 55,167 11521-5111 290,103 4.00 300,645 300,645 PT SWITCHBOARD 7/16/13 15,710 - 0.54 19 17,019 17,019 11521-5113 15,710 0.54 17,019 17,019 FRINGE/STIPENDS 311 STIPENDS 3,750 3,750 LANGUAGE ACCESS STIPENDS 25,000 25,000 11521-5150 - 0.00 28,750 28,750 Salary/Collective Bargaining Reserve 250,000 250,000.00 675,000 675,000 11521-5171A 250,000 675,000 675,000 555,813 4.54 1,021,414 1,021,414 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 4.54 FY2024 4.54 FY2025 4.54 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 411 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11522 Human Resources-Expenses 5300 Purchase Of Services Custom Drug Testing, random CDL license holder testing, 4x per year $350.00- $550.00 per event. Pre-employment physicals for all new employees. Shredding services with Heritage Industries. 12,000 12,000 12,000 0 5300 Purchase Of Services Total 12,000 12,000 12,000 0 5303 Legal Services/Abritration Fees to AAA; filing fee $275.00, case fee between $500 and $1000 per case. 1,000 1,000 1,000 0 5303 Legal Services/Abritration Total 1,000 1,000 1,000 0 5306 Advertising Advertising of vacant positions within the City via various media: Mass Municipal Association, position related publications, Boston Globe 2,000 2,000 2,000 0 5306 Advertising Total 2,000 2,000 2,000 0 5317 Educational Training Union and non-union tuition reimbursement, licenses for City employees. Miscellaneous training courses for employees. Conversational/work-based Spanish classes for employees 15,000 15,000 15,000 0 5317 Educational Training Total 15,000 15,000 15,000 0 5421 Office Supplies (Gen Paper, toner cartridges, envelopes 1,700 1,700 1,700 0 5421 Office Supplies (Gen Total 1,700 1,700 1,700 0 5710 In State Travel/Meetings Periodic MMA, MIIA and MMPA seminars and training 100 100 100 0 5710 In State Travel/Meetings Total 100 100 100 0 11522 Human Resources-Expenses Total 31,800 31,800 31,800 0 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 412 Workers Comp Mission Statement – Overview We are insured with MIIA for our Workers’ Compensation (WC) claims, and we have been with them since 2008. 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 and those of the injured employee follows the claim and maintains communication with all parties along the way. Our relationship with MIIA has allowed us to minimize our premium increases. WC insurance is not inexpensive; however, in-house administration and oversight of this process is a less desirable alternative. Additionally, our involvement with the MIIA Rewards Program has enabled us to keep our other premiums somewhat affordable as our internal practices (best practices, policies, procedures and trainings) earn us credits towards our premiums. We meet with our WC representative 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. Goals and Objectives Meet with City and SPS Management Teams to explain the process of WC from initial injury to employee’s (hopeful) return to work. This will include injury reporting, investigation, remedial action, and follow-up. 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 treat- ment. Meet with MIIA and the (new) leadership at the School Department prior to the start of the new school year this Fall to promote training to prevent on the job injuries that ultimately affect our premium rates. Promote the 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 implement a strong safety/risk committee comprised of City and SPS key staff. Obtain a 111F coverage carrier for our Public Safety employees Work with our Public Safety Chiefs and our Finance Director to review, ana- lyze, and determine a process to secure a third-party administrator for such coverage. Public Safety employees are not covered with our MIIA WC insur- ance. The benefit of an outside carrier would be as valuable as our MIIA coverage is for our non-Public Safety employees. Encourage all Department Heads, managerial staff, and the SPS to imple- ment light duty or roles with restrictions for injured employees who are not fully cleared to return to their jobs. Studies show the longer an employee is out of work, the lower the chances for their return. Allowing an employee to return to work just makes sense as we budget for salary, and indemnity costs will affect our premiums. Furthermore, getting back to work in even a lesser capacity is a benefit to the injured employee’s overall well-being. Significant Budget Changes for FY 2025 Our WC premium is a big number in our budget every year. It’s based on estimated payrolls, risk codes assigned to each position, and our experi- ence. As such, the premium is the most significant change for this year; however, we’ll continue to do our due diligence in our MUNIS system to make sure that all positions are assigned the correct risk code ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 413 Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Workers Comp - Expenditures 19121 5111 Salaries-Full Time 179,848 189,410 212,460 192,460 212,460 152,460 0 (60,000) (28.24) 19121 5172 Workmens’ Comp-Medic 3,312 4,336 5,000 61,153 10,000 10,000 0 5,000 100.00 19121 5179 Workers Comp-Miia Premium 315,103 326,626 339,200 339,200 339,200 248,346 0 (90,854) (26.78) 498,263 520,372 556,660 592,813 561,660 410,806 0 (145,854) (26.20) Department Total 498,263 520,372 556,660 592,813 561,660 410,806 0 (145,854) (26.20) Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19121 Workmens' Comp-Personnel 5111 Salaries-Full Time Wages paid to former employees of the City and School Department who were injured on the job. These are pre-MIIA Workers’ Compensation coverage. COLA increase 10/1/2023 anticipated, weekly payroll increase. 212,460 0 0 0 Wages paid to former employees of the City and School Department who were injured on the job. These are pre-MIIA Workers’ Compensation coverage. COLA increase 10/1/2024 anticipated, weekly payroll increase. 0 212,460 152,460 0 5111 Salaries-Full Time Total 212,460 212,460 152,460 0 Salaries-Full Time 37.83% Workers Comp-Miia-City 60.39% Workmens' Comp-Medic 1.78% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 414 5172 Workmens' Comp-Medic Medical invoices for injuries incurred prior to 7/1/2008 5,000 10,000 10,000 0 5172 Workmens’ Comp-Medic Total 5,000 10,000 10,000 0 5179 Workers Comp-Miia Premium FY24 Premium Estimate from MIIA 760,000 0 0 0 FY25 Premium Estimate from MIIA - increase of 3% 0 760,000 782,800 0 Less 2.5% Early Pay (18,000) (18,000) (19,570) 0 School Workers Comp in School Budget 53% . Claims - School 80% City 20% (402,800) 0 0 0 School Workers Comp in School Budget (70% of premium) 0 (402,800) (514,884) 0 5179 Workers Comp-Miia Premium Total 339,200 339,200 248,346 0 19121 Workmens’ Comp-Personnel Total 556,660 561,660 410,806 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 415 Unemployment Compensation Goals and Objectives Stay current on the ever-changing landscape of unemployment; that includes monitoring unemployment rates which can trigger extensions and fraudulent claims. Communicate with the SPS to obtain the most accurate information when it comes to employee terminations, resignations, and non-renewals. Since many employees are terminated at the end of the school year, ensuring issuance of Reasonable Assurance letters is the most effective way for us to minimize and prevent financial liability. Nearly 90% of our claims are due to SPS former employees. With the maximum weekly benefit currently at $1033.00 (26 weeks = $26,858.00), along with a $25.00 dependent allowance, it is imperative that we remain vigilant on all claims filed by former City and SPS employ- ees. Overview and Recent Accomplishments We have seen an uptick in fraudulent unemployment claims. They had ceased for about a year, and as soon as we received one, we realized they were starting up again. We got ahead of the wave and notified all employees (City and Salem Public Schools) of the resurgence, with instructions on what to do if they fall victim to a fraudulent claim. The fraudulent claims have no discretion, and we are vigilant, as we are notified of every claim. We monitor our bill every month for accuracy, and make sure that erroneous charges drop off completely. We still review every claim for legitimacy, and we gather any and all information from either City Departments or the School Department to answer the claim. An unanswered claim results in an approved claim. We still protest claims we believe are meritless. Our diligence out of the gate with accurate information lends to our success in that area. Furthermore, with a potential maximum weekly benefit of $1015.00 (up $41.00 from last year plus dependent allowances of $25.00 each) it is in our best interest to review every claim. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Unemployment Compensation - Expenditures 19131 5173 Unemployment Compens 133,196 99,864 200,000 273,762 220,000 220,000 0 20,000 10.00 133,196 99,864 200,000 273,762 220,000 220,000 0 20,000 10.00 Department Total 133,196 99,864 200,000 273,762 220,000 220,000 0 20,000 10.00 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 416 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19131 Unemployment Comp-Personnel 5173 Unemployment Compens Payments to Department of Unemployment Assistance for unemployment wages paid to former City and School Department employees. School 94%, City 6% baseline 200,000 220,000 220,000 0 5173 Unemployment Compens Total 200,000 220,000 220,000 0 19131 Unemployment Comp-Personnel Total 200,000 220,000 220,000 0 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 417 Employee Insurance Benefits Mission Statement Health Insurance: July 1, 2024 marks the start of the second and final year of our current contract with the GIC. We have been with the GIC since July 2012, and since then, analysis has consistently validated that GIC coverage offers our employees, retirees and survivors the most diverse and affordable health care options. As of March 31, 2024, we had 1851 enrollees in our health insurance plans. All but 562 of those enrollees are administered in the HR department. As noted above, given our utilization and trends with rate increases, I am still confident our move to the GIC was the best move for the City. It has not been without its challenges; however, the coverage we offer is excellent in quality and offers employees, retirees, and survivors choices, rather than a one-size fits all model. Life Insurance: Our life insurance carrier, Boston Mutual, has held our rate again this year. We offer a basic life insurance policy to all benefit eligible employees ($10,000.00; $20,000.00 for AD&D), along with a voluntary term, and critical illness coverage. As of March 31, 2024, we have 343 City employees enrolled in basic life, 175 enrolled in voluntary plans. We have 306 City retirees enrolled in Basic Life, 391 retired teachers, and 140 City employees and retirees enrolled in voluntary life insurance plans with Boston Mutual. We also administer voluntary plans with Trustmark, AFLAC, American Heritage, and Legal Shield. Dental Insurance: We have negotiated a 4% rate increase with Altus Dental, our dental carrier, for our FY’25 rate with a 4% rate cap for FY’26. Dental insurance is becoming more important to our employees and retirees, and we are pleased to have secured this rate. The calendar year maximum of $2000.00 is appreciated by all of our enrollees. As of March 31, 2024, we have 469 City employees enrolled in our dental plans. Altus Dental is our carrier for retiree dental. This plan has no increase for FY’25, and as of March 31, 2024, we have 138 City retirees enrolled in the plan, and 129 retired teachers enrolled in the plan. Goals and Objectives Offer affordable health care to our employees, retirees, and survivors: Over the next several months and prior to the end of this calendar year, we will work with our Public Employee Committee (PEC) to review costs, and plan for our health insurance coverage for FY’26 and beyond. That work will include requesting our utilization from the GIC, holding meetings, developing an RFP for quotes from other carriers, reviewing proposals, and interviewing prospective carriers, Educate our enrollees: Questions come up all the time, whether they be about mail order prescrip- tions, bills, deductibles, or how to get reimbursed for a co-pay through the City’s reimbursement program. We will continue to offer assistance in those areas. The process can be confusing for some, if not many, and that is why we are happy to assist with all phases of health care issues. We are used to the process, and the ’insurance language’ lingo and processes that are confus- ing to others, so we help whenever we can. Offer additional benefits: Within the next few months, we will be offering Vision Insurance. This vol- untary benefit will allow our employees to supplement vision benefits offered through their health insurance. We have been asked about this benefit over the last few years, and we are looking forward to offering it to our employees. Significant Budget & Staffing Changes For FY 2025 The only budgetary changes are related to our rates. We are never pleased with rate increases on our offered health plans; however, not all premiums increased at the same percentage rate. We are pleased that FY’25 sees no plan design changes at all. Except for the name change from Unicare to Wellpoint, there are no changes relative to coverage, co-pays, or deductibles. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 418 Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Employee Insurance Benefits - Expenditures 19141 5174 Medical Insurance 14,490,947 15,085,276 16,756,561 16,756,561 18,409,402 18,409,402 0 1,652,841 9.86 19141 5181 Dental Insurance 41,431 32,886 48,000 48,000 50,880 50,880 0 2,880 6.00 Medical Insurance 98.95% Other 1.05% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 419 19141 5182 Life Insurance 101,720 113,005 120,000 120,000 120,000 120,000 0 0 0.00 19141 5186 Opt Out Program 18,100 22,450 25,000 25,000 25,000 25,000 0 0 0.00 14,652,198 15,253,616 16,949,561 16,949,561 18,605,282 18,605,282 0 1,655,721 9.77 Department Total 14,652,198 15,253,616 16,949,561 16,949,561 18,605,282 18,605,282 0 1,655,721 9.77 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 19141 Group Insurance-Personnel 5174 Medical Insurance City share of health insurance costs for City and School employees and Retirees. Estimate for FY 2024. (School active/retiree costs approximately 60% of appropriation. Estimate for school-related costs in FY24 is $9,814,505) 16,921,561 0 0 0 City share of health insurance costs for City and School employees and Retirees. Estimate for FY 2025. (School active/retiree costs approximately 60% of appropriation. Estimate for school-related costs in FY25 is $10,775,641) 0 18,574,402 18,574,402 0 HRA Copay 35,000 35,000 35,000 0 Less Fringe from WIB, School Grants, CDBG, less fringe (200,000) (200,000) (200,000) 0 5174 Medical Insurance Total 16,756,561 18,409,402 18,409,402 0 5181 Dental Insurance City share of dental insurance costs for City and School employees 48,000 0 0 0 City share of dental insurance costs for City and School employees. 0 50,880 50,880 0 5181 Dental Insurance Total 48,000 50,880 50,880 0 5182 Life Insurance City share of employee basic term life insurance premiums - City and School 80,000 80,000 80,000 0 City share of retiree basic term life insurance premiums - City and School 40,000 40,000 40,000 0 5182 Life Insurance Total 120,000 120,000 120,000 0 5186 Opt Out Program Program to pay for employees who opt-out of City-offered health insurance. Individual = 2,400; Family = 6,000 paid out in four installments. 25,000 25,000 25,000 0 5186 Opt Out Program Total 25,000 25,000 25,000 0 19141 Group Insurance-Personnel Total 16,949,561 18,605,282 18,605,282 0 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 FireFire 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. The Salem Fire Department operates out of five fire stations, manning four engines and two ladder companies. The department employs 89 firefighters, five full-time dispatchers, and one office department manager. The department responded to 7790 calls for service in 2023. Fire Dispatch fielded 22,862 calls for information, assistance, or emergency service. The department also operates a Fire Prevention division, the Salem Emergency Management Division, and oversees the city’s private ambulance contractor. 85 department members are EMTs, and 2 are paramedics; fire companies have all the capabilities of a BLS ambulance unit without the transport function and respond to all priority medical calls in the city. Due to the strategic positioning of the fire stations throughout the city, firefighters are well-situated to respond to all types of calls for service The Salem Fire Department is one of the oldest in the nation, steep in history – its ranks consist of true professionals who are always ready to serve and very proud of what they do. Goals and Objectives Fire Prevention: The Fire Prevention Division is integral to the Salem Fire Department. The goal of this division is to ensure fire codes are strictly enforced and to educate the public on the importance of good code enforcement and fire safety. Objectives Code enforcement: code enforcement and inspections are a critical part of any modern fire department and are the most essential functions within the fire prevention division. The division not only completes inspections daily but also oversees inspections within the fire compa- nies and assigns inspections to be completed daily. The fire department strives to complete 1200 – 1300 inspections annually. New Construction: Growth in our community is still increasing, and the fire department is responsible for working with the building depart- ment to ensure builders comply with today’s engineering standards, providing the best fire protection available. As always, our firefighters will routinely check existing buildings to ensure regulations are fol- lowed and all buildings are safe. ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 422 Formally located at Station 6 on Fort Ave, the Fire Prevention Division has been relocated to the administrative wing at Salem Fire Headquar- ters at 48 Lafayette St. This move was undertaken to consolidate assets and to better serve the public with full-time business hours, Monday to Friday. Emergency Medical Services: Modern-day emergency medical services are one of the most essential parts of the Salem Fire Department’s mission. Firefighters in Salem responded to 4468 medical calls in 2023 – 90% of all firefighters in Salem are EMTs – many with more than 20 years of experience in the emergency medical field. The department aims to continue expanding the community’s medical services and increase access to life-saving equipment and expert medical care. Salem Fire has the most advanced emergency medical equipment avail- able on every apparatus in the city, including advanced CPR machines and automatic defibrillators (AEDs) with the latest technology. These devices are game changers for persons suffering cardiac arrest and have proven to be invaluable to the emergency medical service nationwide. See online “ LUCAS 3 chest compression system” for more information. Salem fire apparatus has all the capabilities of ambulances without transport capabilities. Presently underway is a program developed to allow for the placement of city-owned AEDs in 60 businesses in the city. This will allow for better access to AEDs throughout the community. Rapid medical interventions using an AED have been proven to increase the chances of surviving a sudden cardiac emergency by 60%. Anyone can use these devices even if they have little or no training or experience. Special Operations: Special operations continue to be a priority of the Fire Department. Fire- fighters are called on to respond to more than just fires and medical calls. Every department member is trained to fill many roles, including vehicle extrication, electrical emergencies, alarm system troubleshoot- ing, forcible entry, and elevator rescues, to name a few. Footprint Power, SESD, National Grid LNG, and soon to arrive, the Off Shore Wind Terminal are all examples of high-risk specialty hazards within the city limits. On occasion, department members are called to perform very specialized tasks to affect a rescue or mitigate a challenging scene in these facilities– The Salem Fire Department Special Operation Team expands on the department’s ability by training for high-risk, low-fre- quent emergency incidents. These might include but are not limited to confined space rescues and high and low-angle rescues. Team members participate in up to three annual full-day training events at regional industrial sites funded by private partners with equipment provided by these private community partners. This specialized skill set is then returned to the department and shared with the remaining members through daily training and drills. Special Operation Team members are evenly spread throughout the department’s four divisions to make this specialized skill set always available to the department. This year, the goal for the particular operation team is to add more department mem- bers to the team and expand the training programs to include the new hazards that will be associated with the new Off Shore Wind Terminal and the many vessels that will be working at our port and in the Harbor. Building Maintenance: The city of Salem has 5 active fire stations; these buildings require a substantial amount of maintenance and repairs annually. Some upkeep is challenging since many buildings are over a hundred years old. The department’s primary goal is to continue to make repairs as needed to keep all 5 stations operational and work to modernize the buildings whenever possible. Last year saw a substantial amount of completed projects. ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 423 Significant projects completed last year include the complete exterior property renovation at Station 5 on Loring Ave, including the apparatus ramp, sidewalks, rear driveway, handicap access, signage, and lighting. Phase two will begin, including new apparatus overhead doors, build- ing access doors, and interior electrical work. At fire headquarters, a project to construct a handicap-accessible bathroom in the administra- tion wing and a new women’s locker room. is underway. The interior and exterior drainage system for station 4 was rehabbed entirely and repaired, ending years of basement flooding and damage. Sustainability – The Fire Department is part of a more considerable citywide effort to increase efficiency and sustainability in all five fire stations. This initiative will include modern lighting, new heating and air conditioning, new windows, insulation & weatherization. The department’s fire stations are a vital asset to the community and must be maintained and modernized to continue serving the community indefinitely. Firefighters take great pride in the department and have worked tire- lessly to complete many projects in the stations; without the generous efforts of the firefighters, many of these projects would not be possible. Funding and Grant Writing: Grants are a significant source of funding for the Salem Fire Depart- ment. In 2024, the department has already been successful and awarded substantial grant funding: Mass Emergency Management Grant of $21,150 will be used to pur- chase new high-visibility protective jackets for all department mem- bers Mass SAFE Education and Prevention Grant $6000 for the children’s edu- cation in the schools and afterschool programs. MEMA/FEMA SAFER Equipment Grant for $18,000 to replace aging fire- fighter turnout gear. CDBG: $150,000 funding is still being used to fund the exterior partial remodel of Station 5 on Loring Ave, as described above. Apparatus and Equipment: The department has established a goal in the form of a 20-year capital plan to better anticipate the replacement of the department apparatus and vehicles. The city presently operates 5 fire pumps, 2 ladder trucks, 3 inspection vehicles, 2 heavy-duty pickup trucks, 3 frontline response command vehicles, two UTV all-terrain vehicles, and 2 boats. This plan anticipates the year that a truck or department vehicle will need to be replaced and works to spread these purchases over the years to avoid purchasing multiple vehicles in the same year. The plan’s objectives will involve closely monitoring all department vehicle assets and adjusting the plan accordingly. The plan will be provided to the city finance direc- tor and integrated with other city departments to ensure efficient man- agement of vehicle replacement costs over a prolonged time. In May, Salem Fire took delivery of a new 2023 Ferrara Fire Pumper – This truck was the third truck purchased from Ferrara Apparatus Inc. it replaced an aging truck in our fleet and will be assigned to Fire Head- quarters and run as Salem Engine 1 – the new pump is identical to our existing Engine 2 and Engine 5. There are many advantages to keeping the trucks all the same – significantly reducing the time for repairs – every effort will be made to keep an inventory of parts for these specific trucks to minimize downtime – firefighters will be accustomed to one type of apparatus, increasing safety and performance. In August of 2023, the department took delivery of a new ladder truck to replace ladder 1, which was retired due to significant issues related to its age in 2022. Both Fire Prevention vehicles were replaced by hybrid cars the city already owned. Engine 4 is due to be replaced in 2025. A new apparatus has been ordered and is scheduled to be manufactured at the end of this year. A good stock of reliable equipment comes with the continued effort to modernize the department’s apparatus fleet. These vehicles will serve ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 424 the community well, all while saving money by reducing repair costs and the need to borrow or lease vehicles while old trucks are out of ser- vice. Communications: Significant changes have been completed at the Fire Department dis- patch center to modernize call-taking and synergize the dispatch effort with Police and private ambulances. Moving forward, goals include refining the department’s city-wide property database, including “per- sons to notify” (PTNs), property access data, and better national report- ing. With the recent implementation of a computer-aided dispatch system (CAD), this information is now available to both police and fire departments instead of both maintaining their own system. The project to replace the radio dispatch infrastructure for the entire city for both fire and police is well underway. Six aging radio repeaters will be replaced with two state-of-the-art units that will serve the whole city – station receivers will be upgraded, and all infrastructure will be modernized to ensure a reliable radio network for the city for the fore- seeable future. The new system will operate using microwave transmit- ters and fiber optics. Police and Fire will maintain separate frequencies but will no longer have independent radio repeaters and networks – instead, both will share one system, allowing for better reliability and significant savings. This project is now in the construction phase and will move to completion by the end of 2024. FY 2025 Departmental Goals Relating to the City’s Overall Long- & Short-Term Goals: The Fire Department will continue to work towards modernizing every- where possible: better technology will streamline operations, save money, and further the capabilities of the department, which will have a direct benefit for the community. In emergency services, time is everything – technology saves time. A red and blue initiative between police and fire over the past two years has shown how much more can be accomplished when agencies com- bine their efforts. Better communication between dispatch is inevitable with the new equipment and technology installed – better-combined training between both agencies will increase performance and safety – a spirit of teamwork between police and fire will help to create a better public safety work experience for all. Sustainability is an essential goal for the city: The fire department is part of a design study to replace antiquated heating, lighting, windows, overhead doors, etc. – this will have a significant impact on buildings’ efficiency and significantly reduce cost. Community involvement and partnerships have been integral to the department’s overall plan. So often, people and organizations are will- ing to get involved – our department will work to identify and use these available resources. We have always relied on outside funding from community partners for special operations teams, special vehicles, and equipment - we will continue to foster the relations necessary for their continued support. Community partnership is a two-way street; our department will continue participating in special community events and activities that improve the overall city life experience. Training and special hazard preparation will continue to be one of the daily activities of this department. We are only as strong as our weakest link – a synergistic approach to training will be made to include all department members at all levels – consistency in training is essential. Quality equipment and technology are essential to a modern-day fire- fighting/EMS force. With the recent purchase of new AEDs, CPR machines, new dispatch equipment & software, and a soon-to-be- delivered fire pump, the Salem Fire Department is well-positioned to complete its mission and provide the highest level of service to the community for many years. ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 425 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Fires TR 170 118 137 116 - Emergency Medical Calls 2614 3780 4043 4468 - Hazrdous Condition Calls 280 364 344 311 - Service/Assistance Calls 640 792 802 671 - Investigations 382 328 476 528 - Alarm Activations/Investigat Alarm 1432 1667 1545 966 - Weather Related Calls 22 10 12 45 - Other 2 4 4 8 - Hazardous Materials Calls 48 84 99 75 - Structure Fires 58 31 35 38 - Vehicle Fires 8 7 8 7 - Vegitation Fires 62 36 89 53 - Motor Vehicle Accidents 212 197 257 205 - Automobile Extrications 12 19 21 16 - Rescues Other Types 48 48 82 61 - Receive Mutual Aid 26 37 44 33 - Provide Mutual Aid 31 41 32 36 - Fringe/Stipends 2.45% Holidays 5.28% Nights 4.30% Overtime (General) 11.20% Salaries-Full Time 67.23% Other 9.54% ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 426 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Fire - Personnel 12201 5111 Salaries-Full Time 6,205,135 6,602,501 7,094,026 7,094,026 7,290,605 7,237,943 0 143,917 2.03 12201 5113 Salaries-Part Time 37,486 56,376 65,684 65,684 52,939 29,000 0 (36,684) (55.85) 12201 5131 Overtime (General) 1,479,017 1,219,549 1,150,874 1,150,874 1,214,362 1,199,362 0 48,488 4.21 12201 5133 Emt 39,106 44,427 50,400 50,400 50,400 50,400 0 0 0.00 12201 5136 Holidays 468,248 504,239 553,438 553,438 573,038 542,000 0 (11,438) (2.07) 12201 5138 Out Of Grade 75,367 77,511 80,000 80,000 85,000 85,000 0 5,000 6.25 12201 5139 Nights 390,198 429,370 429,701 429,701 466,701 466,701 0 37,000 8.61 12201 5141 Longevity 134,096 140,718 155,450 155,450 152,450 138,000 0 (17,450) (11.23) 12201 5143 Firefighter Rank Stipend 20,800 34,200 29,000 29,000 29,000 29,000 0 0 0.00 12201 5145 Education Incentive 69,444 106,258 60,000 60,000 88,000 88,000 0 28,000 46.67 12201 5150 Fringe/Stipends 287,377 274,546 298,850 298,850 265,850 259,850 0 (39,000) (13.05) 12201 5154 Specialty Stipend 6,000 7,750 8,000 8,000 8,000 8,000 0 0 0.00 9,212,274 9,497,445 9,975,423 9,975,423 10,276,346 10,133,256 0 157,833 1.58 Fire - Expenditures 12202 5211 Electricity 38,619 53,339 42,869 46,869 58,700 58,700 0 15,831 36.93 12202 5215 Natural Gas 21,261 21,531 28,000 27,428 30,800 30,800 0 2,800 10.00 12202 5216 Oil Heat 19,711 19,847 15,000 17,500 22,000 22,000 0 7,000 46.67 12202 5241 Building Maintenance 35,981 32,145 35,000 36,152 35,000 35,000 0 0 0.00 12202 5258 Fire Equipment Repai 46,092 60,198 52,000 74,964 60,500 60,500 0 8,500 16.35 12202 5277 Photocopy Machine Le 4,444 4,296 6,000 6,163 6,000 5,000 0 (1,000) (16.67) 12202 5284 Equipment Lease 87,972 87,972 87,973 87,973 87,973 0 0 (87,973) (100.00) 12202 5294 Fire Prot Clothing 35,198 77,202 47,700 77,700 47,700 47,700 0 0 0.00 12202 5300 Purchase Of Services 20,091 29,958 36,200 37,443 48,289 48,288 0 12,088 33.39 12202 5317 Educational Training 27,161 14,917 42,187 24,212 42,187 42,187 0 0 0.00 12202 5318 Dental/Medical Servi 42,779 26,451 17,600 17,930 17,600 17,600 0 0 0.00 12202 5318R Dental/Medical Servi 3,161 5,577 25,000 16,830 25,000 25,000 0 0 0.00 12202 5320 Contracted Services 0 0 5,216 5,216 5,216 5,216 0 0 0.00 12202 5341 Telephone 19,567 22,698 23,028 23,672 23,028 21,028 0 (2,000) (8.69) 12202 5421 Office Supplies (Gen 5,021 4,966 6,500 5,531 6,500 6,500 0 0 0.00 12202 5451 Custodial Supplies 9,207 6,440 9,500 9,039 9,500 9,500 0 0 0.00 12202 5510 Fire Prevention 8,319 6,403 14,500 12,719 14,500 14,500 0 0 0.00 12202 5513 Emergency Management 562 409 1,000 629 1,000 1,000 0 0 0.00 12202 5586 Fire Suppression Sup 28,255 20,233 24,930 15,217 24,930 24,930 0 0 0.00 12202 5730 Dues And Sub 2,000 2,000 2,000 2,000 2,000 2,000 0 0 0.00 455,402 496,581 522,203 545,186 568,423 477,449 0 (44,754) (8.57) Department Total 9,667,675 9,994,026 10,497,626 10,520,609 10,844,768 10,610,705 0 113,079 1.08 ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 427 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 CHIEF 167,963 3,230.05 1.00 40 172,825 172,825 DEPUTY CHIEFS 630,867 5.00 5 539,686 539,528 CAPTAINS 850,912 9.00 9 844,497 847,451 LIEUTENANTS 1,290,093 16.00 16 1,315,547 1,307,980 FIRE FIGHTERS-4 3,343,660 36.00 49 3,117,590 2,956,905 FIRE FIGHTERS-3 (181,221) 11.00 0 533,059 494,031 FIRE FIGHTERS-2 478,563 7.00 8 186,353 271,884 FIRE FIGHTERS-1 53,906 4.00 1 112,455 183,081 MECHANIC 1/1/2014 76,289 1,467.10 1.00 40 77,063 77,063 OFFICE MANAGER 9/2021 62,472 1,231.42 1.00 35 64,280 64,280 STEP INCREASES (ADDED TO BASE ABOVE) - - - - FIRE PREVENTION (ADDED TO BASE ABOVE) 7,500 3.00 7,500 Adjust for & Rounding - - 3,164 AFSCME 313,021 5.00 319,751 319,751 12201-5111 7,094,026 99.00 $7,290,605 $7,237,943 EVENING AP CLERK 8,745 454.80 1.00 16 5,000 - FAO’s - PART TIME 25,000 383.14 19 15,000 10,000 EMERGENCY MGMT CLERK 31,939 516.08 1.00 8 32,939 19,000 12201-5113 65,684 2.00 $52,939 $29,000 OT FF CONTRACTUAL-88 & MECHANIC 1,000,000 1,000,000.00 88 1,000,589 1,000,589 OT - FAO’S 45,000 45,000.00 5 60,000 50,000 OT - FF NON-CONTRACTUAL 60,000 60,000.00 90,000 85,000 OT - HAUNTED HAPENINGS 17,100 17,100.00 34,000 34,000 OT - COMMUNITY EVENTS 6,300 6,300.00 6,300 6,300 OT - RECRUITS TO ACADEMY 22,474 22,473.60 23,474 23,474 12201-5131 1,150,874 0.00 $1,214,362 $1,199,362 EMT 50,400 600.00 $50,400 $50,400 HOLIDAYS FF 553,438 Varies $573,038 $542,000 OUT OF GRADE 80,000 Varies $85,000 $85,000 NIGHTS FIREFIGHTERS 429,701 Varies $466,701 $466,701 LONGEVITY - FF & Mechanic 155,450 Varies $152,450 $138,000 FF RANK DUTY RECOGNITION 29,000 500.00 58 $29,000 $29,000 EDUCATION INCENTIVE STIPEND 60,000 Varies $88,000 $88,000 SENIOR/MASTER/VETERAN 298,850 Varies $265,850 $259,850 ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 428 SPECIALTY PAY 8,000 Varies $8,000 $8,000 1,664,839 $1,718,439 $1,666,951 9,975,423 101.00 $10,276,346 $10,133,256 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 FIRE ALARM OP SUPERV 11/11/1994 2 65,812.18 1.00 1,265.62 66,065.36 3 66,395.27 66,395.27 416.00 566.37 566.89 566.89 FIRE ALARM OPERATOR 5/22/2021 2 59,116.72 1.00 1,136.84 59,343.05 2/3 59,640.59 59,640.59 5,736.64 5,892.34 5,919.48 5,919.48 FIRE ALARM OPERATOR 3/20/2010 2 59,116.72 1.00 1,136.84 59,343.05 3 59,640.59 59,640.59 5,320.64 5,474.74 3 5,501.88 5,501.88 FIRE ALARM OPERATOR 2 57,001.88 1.00 - 55,180.62 1/2 57,507.17 57,507.17 2,055.04 2,528.57 2,617.31 2,617.31 FIRE ALARM OPERATOR 57,001.88 1.00 - 57,221.12 1/2 59,640.59 59,640.59 1,443.52 2,188.75 2,281.14 2,281.14 313,021.21 5.00 313,803.97 319,710.91 319,710.91 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 98.00 FY2024 101.00 FY2025 101.00 Variance FY25 v. FY24 0.00 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 429 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 12202 Fire-Expenses 5211 Electricity Electric service for five stations. 42,869 58,700 58,700 0 5211 Electricity Total 42,869 58,700 58,700 0 5215 Natural Gas Gas service for heating, cooking, hot water in five stations. 28,000 30,800 30,800 0 5215 Natural Gas Total 28,000 30,800 30,800 0 5216 Oil Heat Fuel oil for heat at Stations 4 & 6. 15,000 22,000 22,000 0 5216 Oil Heat Total 15,000 22,000 22,000 0 5241 Building Maintenance Repair of overhead doors, springs, and motors. General station maintenance/ repairs, exhaust recovery system/ Plymovent in all 4 stations Repairs to plumbing, toilets & sinks. 35,000 35,000 35,000 0 5241 Building Maintenance Total 35,000 35,000 35,000 0 5258 Fire Equipment Repai Air compressors service & repairs air and breathing air 3,850 3,850 3,850 0 Equipment - valves, hose repairs, plumbing 4,000 7,000 7,000 0 Ladder testing Aerial Trucks 3,500 3,500 3,500 0 Ladder testing ground ladders 2,000 2,000 2,000 0 Pump testing and repairs 2,500 2,500 2,500 0 Spark plugs, filters, small parts for trucks & other vehicles, brakes, & other misc. parts & supplies 10,500 13,000 13,000 0 Tires - cars & trucks, Batteries, motor oil, vehicle glass repairs, inspection stickers 7,650 7,650 7,650 0 Transmission, body work (apparatus) & engine work 17,000 20,000 20,000 0 Truck lighting equipment 1,000 1,000 1,000 0 5258 Fire Equipment Repai Total 52,000 60,500 60,500 0 5277 Photocopy Machine Le Machine lease and service calls - two copiers (Administration & Fire Prevention) 6,000 6,000 5,000 0 5277 Photocopy Machine Le Total 6,000 6,000 5,000 0 5284 Equipment Lease Lease payment 5 of 7 for Station 5 Pump Truck 87,973 0 0 0 Lease payment 7 of 7 for Station 5 Pump Truck 0 87,973 0 0 5284 Equipment Lease Total 87,973 87,973 0 0 ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 430 5294 Fire Prot Clothing Badges, PBI hoods, rubber & leather boots, suspenders, gloves 7,000 7,000 7,000 0 helmets, new jackets, new pants for new & existing FF per contract - new replacement gear every 10 years. 0 27,000 27,000 0 helmets.. 27,000 0 0 0 Purchase of replacement Personal Protective Equipment (PPE) boots, gloves, turnout gear, 11,700 11,700 11,700 0 Repairs to PPE (jackets & trousers) 2,000 2,000 2,000 0 5294 Fire Prot Clothing Total 47,700 47,700 47,700 0 5300 Purchase Of Services Call back/detail program: CrewSense 5,200 5,200 5,200 0 Computer upgrades, hardware, servers 5,500 5,500 5,500 0 First Due NIFIRs reporting Software 16,000 16,800 16,800 0 LEXIPOL Policy Management and Development 1st year with development $26,687.70 Year two annual cost $11,288.70 0 11,289 11,288 0 Radio service- consoles, mobiles, portables, repeaters, batteries 9,500 9,500 9,500 0 5300 Purchase Of Services Total 36,200 48,289 48,288 0 5317 Educational Training New Officer training, EMT Recertifications, Classes, Training Seminars 10,500 10,500 10,500 0 Reimbursement for academic expenses for continuing education 31,687 31,687 31,687 0 5317 Educational Training Total 42,187 42,187 42,187 0 5318 Dental/Medical Servi Provides for medical expenses for active personnel - job-related medical expenses. 17,600 17,600 17,600 0 5318 Dental/Medical Servi Total 17,600 17,600 17,600 0 5318R Dental/Medical Servi Provides for medical expenses incurred by retired personnel who were retired on a line of duty medical disability. 25,000 25,000 25,000 0 5318R Dental/Medical Servi Total 25,000 25,000 25,000 0 5320 Contracted Services Cleaning Service For the Fire Department Administrative wing. 5,216 5,216 5,216 0 5320 Contracted Services Total 5,216 5,216 5,216 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Fire FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 431 5341 Telephone Long distance provider 1,500 1,500 1,500 0 Telephone lines from repeaters/channel 2 added 4,000 4,000 4,000 0 Verizon (Local & Regional) 15,200 15,200 13,200 0 Verizon Inspection I pads 2,328 2,328 2,328 0 5341 Telephone Total 23,028 23,028 21,028 0 5421 Office Supplies (Gen General Office Supplies as needed 6,500 6,500 6,500 0 5421 Office Supplies (Gen Total 6,500 6,500 6,500 0 5451 Custodial Supplies General Custodial Supplies as needed 9,500 9,500 9,500 0 5451 Custodial Supplies Total 9,500 9,500 9,500 0 5510 Fire Prevention Citizen Academy 10,000 10,000 10,000 0 Fire Prevention seminars / meetings/expenses 500 500 500 0 Fire Prevention supplies 1,000 1,000 1,000 0 Grounds care/ lawn service 1,000 1,000 1,000 0 NFPA code updates 2,000 2,000 2,000 0 5510 Fire Prevention Total 14,500 14,500 14,500 0 5513 Emergency Management Emergency management expenses: Multi gas meter replacement 1,000 1,000 1,000 0 5513 Emergency Management Total 1,000 1,000 1,000 0 5586 Fire Suppression Sup Hand and gas tool repair and replace 2,000 2,000 2,000 0 Hose & nozzles 5,000 5,000 5,000 0 Mask fit testing 3,100 3,100 3,100 0 Mobil radio parts, microphones, cases 4,500 4,500 4,500 0 Self-contained breathing apparatus (SCBA) repair, face piece, flo testing 3,000 3,000 3,000 0 Sensors for 4-gas meters 3,200 3,200 3,200 0 Supplies laundering PPE 1,630 1,630 1,630 0 Tools and Equipment 2,500 2,500 2,500 0 5586 Fire Suppression Sup Total 24,930 24,930 24,930 0 5730 Dues And Sub Membership dues - professional organizations: ECFC/ FPdivision FCAM, NFPA 2,000 2,000 2,000 0 5730 Dues And Sub Total 2,000 2,000 2,000 0 12202 Fire-Expenses Total 522,203 568,423 477,449 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Police Police Mission Statement Why We Exist To protect the people of Salem and its visitors and to fairly uphold the law. Goals and Objectives Maintain a high level of public safety: Police and Fire Objectives 1. The Massachusetts Peace Officers Standards and Training (POST) Commission was established in 2020 and charged with creating a mandatory certification process for police officers. The Department has met all POST reporting requirements and all current Salem Police officers are POST-certified. 2. The Massachusetts Police Accreditation Commission (MPAC) offers an accreditation process for police agencies across the Commonwealth. The accreditation process consists of two major components: the establishment of a body of professional standards for police agencies to meet, and a voluntary assessment process by which agencies can be publicly recognized for meeting those standards considered best practices for the profession. The Salem Police Department has been fully accredited by MPAC since 2013 and has been reaccredited every three years since then. 3. In order to maintain a professional and responsive police agency, the Department must invest in training for its officers. Our requested training budget includes $46,800.00 for training costs for FY25. In addition to the mandated training requirements for currently servicing officers, this line item includes training and associated fees for three recruits to attend basic police academy training. Additionally, $23,823.00 is being requested to cover personnel overtime costs for mandated training in Diversity, Equity, and Inclusion (DEI). 4. In mid-FY23, the Police Department assumed responsibility for overall management, training and supervision of the school crossing guard program from the Salem Public Schools. Our budget submission reflects costs associated with staffing the school crossing guard program ($163,500.00). 5. We have increased our Community Impact Unit (CIU) by adding two additional officers, bringing the complement to a sergeant, six officers, one full-time and one part-time mental health clinicians. To increase visibility, and decrease response time to incidents in the downtown area, the two newly assigned officers will primarily operate on bicycles during the spring, summer and fall months. 6. In 2022, the Department acquired its first Community Resource Dog, “Derby”, who is specifically trained to comfort victims of crime and, alongside his handler, engages in police-community building at events and in the school system. In 2023, “Derby” was joined by K9 “Madden”, an explosive detection dog, and K9 “Liberty”, a narcotics detection dog. Improve traffic and parking enforcement Objectives 7. 6,640 motor vehicle traffic stops were conducted in calendar year 2023 (compared to 5,364 in calendar year 2022) Selective enforcement operations are a tool utilized by both the Patrol and Traffic Divisions to address residents’ concerns and traffic safety issues identified by the Department. 67 selective enforcement operations were conducted in calendar year 2023 (compared to 29 in calendar year 2022). The Department has enlarged the Traffic Division to one lieutenant and four patrol officers. 8. E-ticket modules have been installed in front line Patrol Division and Traffic Division cruisers which enables patrol officers to issue motor vehicle citations electronically, negating the need to handwrite the citation and to immediately file the citation with the Registry of Motor Vehicles (RMV) and the Massachusetts Department of Transportation (DOT). A total of 6,344 citations were issued in calendar year 2023, 70% of which (4,456) were E- ticket citations and 30% (1,888) were paper tickets, compared to calendar year 2022 when 64% (3,249) were E-ticket citations and 36% (1,809) were paper tickets. Our goal going forward is to increase the use of E-ticket citations and reduce the number of paper tickets issued. 9. In FY24, the Department received $32,000.00 through the Municipal Road Safety Grant, which is administered by Massachusetts Department of Transportation. This grant funding is utilized for selective enforcement ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 434 operations, traffic enforcement equipment and safety outreach presentations focused on bicycle and pedestrian safety. 10.In support of Haunted Happenings 2023, the Traffic Department worked closely with the Massachusetts State Police to conduct intensive parking enforcement operations throughout neighborhoods abutting the downtown area. During October, 2023, 1,469 parking tickets were issued and 293 illegally parked cars were towed (compared to 1,231 parking tickets and 294 tows in calendar year 2022). 11.The Department maintains six traffic data collection units that are deployed in response to residents’ complaints and in support of road improvement projects. These units collect data such as speed and time-of- day traffic counts, etc., and analysis of data enables the Department, working in coordination with the Traffic and Parking Commission, to address issues and design solutions to identified traffic problems. Since mid-2019, the data collection units have been deployed to 346 locations throughout the City. Enhanced use of technology in public safety Objectives 1. Through a combination of City funding and state and federal grants, all Salem police officers have been equipped with body-worn cameras (BWC) and the program has been fully implemented. 2. The Salem Police Department serves as the City’s Public Service Answering Point (PSAP) for incoming 9-1-1 calls. The current configuration of the Dispatch Center allows for three personnel to handle incoming calls, monitor the City camera system and perform the myriad of dispatching functions. In FY23, the Department received approval from the Massachusetts State 9-1-1 program for a fourth 9-1-1 answering position. The necessary equipment has been received, however, due to radio equipment delays, the installation is anticipated to occur in late FY24 or early FY25. 3. Expansion of the City-wide community camera program, which is designed to aid in crime prevention, investigation of vandalism and other criminal acts, traffic monitoring and assist in public safety planning and response during large-scale public events and criminal incidents, continues. Coverage during FY25 will include the off-shore wind assembly facility on Derby Street. 4. The Department began procuring hybrid cruisers in FY21 and they have proven satisfactory for both patrol and administrative use. We currently operate eight hybrid vehicles (5 in Patrol, 2 for use by the School Resource Officers and 1 administrative use vehicle). in FY23, we took possession of an all-electric pickup truck for use in the Traffic Division and an all-electric vehicle for use by our Criminal Investigations Division (CID). ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 435 Significant Budget & Staffing Changes For FY 2025 Personnel Chief: 1 (Lucas Miller) Superior Officers: 27 Patrol Officers: 66 (65 onboard, 1 in academy) FY24 Retirements Lieutenant John Doyle, Detective Robert Cunningham, Officer William Riley FY24 Promotions Lieutenant Deni Gaito, Sergeant Kristina Monk, Master Detective Charlene Sano, Detective Ian Canty FY24 Academy Graduates Patrol Officers Michael Belfirore, Jorge Sonora FY24 Police Academy Cadets Cadets Thomas Musumeci FY24 Leave of Absence (attending Massachusetts State Police Academy) Patrol Officer Jennifer Galvin With the departure of officers through normal attrition, the Department anticipates hiring three patrol officers during FY25. FY23 saw a 15.3% increase in calls for service from FY22. Motor vehicle accidents saw a 4.68% decrease increase from FY22 to FY23, while motor vehicle citations saw a 7.2% increase. ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 436 Crimes against persons include, for examples, 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. The number of overdoses responded to by the police in calendar year 2023 saw a 5.26% decrease from calendar year 2022, continuing the downward trend seen since the high point in calendar year 2017. The number of overdose fatalities decreased 64.74 % from 17 in calendar year 2022 to 6 in calendar year 2023. ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 437 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Calls for Service 32,221 35,547 41,010 42,250 - Arrests (Court Action Taken)/PC 1,579 1,848 1,916 1,950 - Robberies 15 10 10 10 - Breaking and Entering 50 75 43 43 - Sexual Assualts 26 19 16 16 - MV Thefts 31 38 41 40 - Larceny 519 568 655 580 - Assaults 545 567 516 510 - MV Accidents 1,443 1,730 1649 1,607 - MV Citation Volations 5,415 5,204 5603 5,802 - Neighborhood Meetings 18 37 10 40 - Education Incentive 6.61% Holidays 4.62% Overtime (General) 10.28% Salaries-Full Time 60.20% Salaries-Part Time 3.28% Senior/Master/Vet Stipend 1.95% Shift Differential 3.00% Other 10.05% ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 438 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Police - Personnel 12101 5111 Salaries-Full Time 6,673,557 7,378,619 7,883,223 7,868,860 7,914,218 7,914,218 0 30,995 0.39 12101 5113 Salaries-Part Time 204,523 228,494 238,417 238,417 431,330 431,330 0 192,913 80.91 12101 5131 Overtime (General) 1,069,288 1,160,826 1,328,242 1,328,242 1,352,065 1,352,065 0 23,823 1.79 12101 5136 Holidays 544,219 626,471 619,873 619,873 607,960 607,960 0 (11,913) (1.92) 12101 5138 Out Of Grade 11,129 11,553 15,000 26,000 17,500 17,500 0 2,500 16.67 12101 5141 Longevity 78,000 74,000 80,100 80,100 76,000 76,000 0 (4,100) (5.12) 12101 5142 Elections 19,211 45,205 23,000 26,363 35,500 35,500 0 12,500 54.35 12101 5145 Education Incentive 577,454 890,513 902,046 902,046 869,032 869,032 0 (33,014) (3.66) 12101 5151 Wellness 4,250 250 0 0 0 0 0 0 0.00 12101 5153 Senior/Master/Vet Stipend 259,025 245,200 266,450 266,450 256,550 256,550 0 (9,900) (3.72) 12101 5154 Specialty Stipend 75,325 114,818 114,750 114,750 145,150 145,150 0 30,400 26.49 12101 5156 Shift Differential 333,056 339,557 375,032 375,032 394,319 394,319 0 19,287 5.14 9,849,035 11,115,505 11,846,133 11,846,133 12,099,624 12,099,624 0 253,491 2.14 Police - Expenditures 12102 5211 Electricity 84,631 86,890 85,300 97,800 94,600 94,600 0 9,300 10.90 12102 5215 Natural Gas 20,293 19,141 29,325 35,325 32,200 32,200 0 2,875 9.80 12102 5253 Radio & Vehicle Maint 357,692 65,731 118,735 169,465 132,285 127,285 0 8,550 7.20 12102 5272 Technology 92,451 108,363 128,774 131,669 137,530 137,530 0 8,756 6.80 12102 5284 Equipment Lease 6,451 4,760 6,500 7,034 7,310 7,310 0 810 12.46 12102 5300 Building Maint & Services 81,545 116,294 89,500 100,914 99,500 97,500 0 8,000 8.94 12102 5317 Training And Education 59,493 70,778 47,549 48,769 46,800 46,800 0 (749) (1.58) 12102 5318 Medical - Active 51,789 59,085 43,000 35,837 43,000 43,000 0 0 0.00 12102 5319 Dental/Medical - Retirees 0 0 7,000 7,000 7,000 7,000 0 0 0.00 12102 5320 Contracted Services 28,304 1,531 35,000 29,000 73,000 48,000 0 13,000 37.14 12102 5326 Dive Team Expenses 8,468 5,876 6,000 6,000 6,000 6,000 0 0 0.00 12102 5341 Telephone & Communications 79,714 72,287 90,588 91,135 88,588 88,588 0 (2,000) (2.21) 12102 5381 Printing And Binding 8,910 6,118 8,750 8,750 8,750 8,750 0 0 0.00 12102 5384 Animal Care & Control 7,202 5,877 7,000 13,024 13,000 10,000 0 3,000 42.86 12102 5421 Office Supplies (Gen 29,437 27,104 32,000 35,430 32,000 32,000 0 0 0.00 12102 5585 Arms And Ammunition 7,686 57,198 35,000 35,131 35,000 35,000 0 0 0.00 12102 5710 In State Travel/Meetings 317 620 1,000 1,261 1,000 1,000 0 0 0.00 12102 5720 Out Of State Travel 345 3,850 5,000 5,000 5,000 5,000 0 0 0.00 12102 5730 Dues And Sub 13,027 13,323 18,700 19,146 18,719 18,719 0 19 0.10 12102 5775 Community Events 64,366 51,595 72,400 62,900 77,400 72,400 0 0 0.00 12102 5862 Police Equipment 47,102 99,534 89,978 95,315 88,978 88,978 0 (1,000) (1.11) 1,049,223 875,956 957,099 1,035,905 1,047,660 1,007,660 0 50,561 5.28 Department Total 10,898,258 11,991,462 12,803,232 12,882,038 13,147,284 13,107,284 0 304,052 2.37 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 439 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 CHIEF 200,000 3,846.15 1.00 1 206,792 206,792 CAPTAINS 438,801 - 4.00 4 440,489 440,489 LIEUTENANTS 757,724 - 8.00 8 760,639 760,639 SERGEANTS 1,226,966 - 15.00 15 1,231,685 1,231,685 PATROLMEN STEP 5 3,268,886 - 45.00 43 3,002,186 3,002,186 PATROLMEN STEP 4 69,312 - 6.00 6 416,601 416,601 PATROLMEN STEP 3 409,284 - 4.00 4 274,613 274,613 PATROLMEN STEP 2 331,758 - 10.00 10 676,098 676,098 PATROLMEN STEP 1 648,998 - 3.00 3 196,404 196,404 Academy - full year - - 0.00 0 - - Academy - 9 months - - 0.00 0 - - Academy - 6 months - - 1.50 3 94,578 94,578 Academy - 3 months - - 0.00 0 - - Anticipated Retirees (68,862) - - ADMIN ASSISTANT 12/06/2010 56,558 1,140.25 1.00 1 59,521 59,521 ADMIN ASSISTANT 54,928 1,102.95 1.00 1 57,862 57,862 OFFICE MANAGER 6/12/17 65,691 1,299.85 1.00 1 67,852 67,852 JR CLERK 10/23/2017 45,159 893.42 1.00 1 46,637 46,637 AFSCME 377,394 6.20 382,262 382,262 12101-5111 7,883,223 107.70 7,914,218 7,914,218 ANIMAL CONTROL 3/1/76 20,917 - 0.50 19 24,795 24,795 FINGERPRINT EXPERT 10/17/06 31,328 - 0.46 16 31,328 31,328 PER DIEM DISPATCHERS Avg/P/wk. 40,000 55,000.00 Varies 0.23 42,162 42,162 Civilians - O’Donnell/Makros/Ruiz 114,972 Varies 115,414 115,414 PT ACO - 0.50 19 22,811 22,811 PT Custodian 24,700 0.50 19 24,795 24,795 Custodian - seasonal 6,500 6,525 6,525 Crossing Guards (18) - 163,500 163,500 12101-5113 238,417 1.96 431,330 431,330 OVERTIME 690,000 690,000.00 690,000 690,000 TRAINING 132,000 132,000.00 132,000 132,000 OT COURT 132,000 132,000.00 132,000 132,000 OT-EVENTS 52,000 52,000.00 52,000 52,000 OT HH 297,242 297,242.47 297,242 297,242 OT - DISPATCHERS 25,000 25,000.00 25,000 25,000 OT - DEI TRAINING 23,823 23,823 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 440 12101-5131 1,328,242 1,352,065 1,352,065 HOLIDAYS Oficers & Dispatch 619,873 619,872.96 607,960 607,960 OUT OF GRADE 15,000 15,000.00 17,500 17,500 LONGEVITY 80,100 80,100.00 76,000 76,000 ELECTIONS 23,000 23,000.00 35,500 35,500 SENIOR/MASTER/VETERAN 266,450 266,450.00 256,550 256,550 SPECIALTY STIPEND 114,750 114,750.00 140,650 140,650 OIC - SPECIALTY STIPEND 4,500 4,500.00 OIC - 900 per year X 5 = 4,500 4,500 4,500 1,123,673 1,138,660 1,138,660 EDUCATION INCENTIVE-Old QUINN 387,546 387,546.40 348,532 348,532 EDUCATION INCENTIVE-New Hires 514,500 514,500.00 520,500 520,500 12101-5145 902,046 869,032 869,032 SHIFT DIFFERENTIAL 375,032 375,032.35 394,319 394,319 Night/Weekend Differential-Dispatchers - Include d in AFSCM E FT Amoun t - - 12101-5156 375,032 394,319 394,319 11,850,633 109.66 12,099,626 12,099,624 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 Sr. Building Manager 02/18/20 57,526.19 1.00 1,111.78 58,034.92 3 58,034.92 58,034.92 Police Dispatcher 2 24,669.38 0.70 1,142.52 59,639.54 59,639.54 59,639.54 Base Rate X 9% 2,220.25 - 5,367.57 5,367.57 5,367.57 PRIN CLERK 3/10/2016 56,605.13 1.00 1,094.00 57,106.80 3 57,106.80 57,106.80 Police Dispatcher 10/3/2015 2 41,380.89 0.70 1,142.52 59,639.54 3 59,639.54 59,639.54 Base Rate X 9% - - - - - Police Dispatcher 2/2/2019 2 41,380.89 0.70 1,142.52 59,639.54 3 59,639.54 59,639.54 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 441 Base Rate X 9% 3,724.28 - 5,367.57 5,367.57 5,367.57 Police Dispatch Supervisor 9/26/2010 2 46,068.53 0.70 1,271.95 66,395.79 3 66,395.79 66,395.79 Police Dispatcher 11/11/2019 2 41,380.89 0.70 1,142.52 59,639.54 3 59,639.54 59,639.54 Base Rate X 9% (0.00) - - - - Police Dispatcher 2 - - - - - - 1,560.00 - - - 359,829.83 6.20 496,741.77 496,741.77 496,741.77 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Police 911 Support Grant 25343-5111 0.30 114,480.00 Police Budget 12101-5111 0.70 267,120.00 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 111.71 FY2024 109.41 FY2025 109.66 Variance FY25 v. FY24 0.25 All Funds FTE Full-Time Equivalent Employees: FY2023 111.71 FY2024 109.41 FY2025 109.96 Variance FY25 v. FY24 0.55 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 442 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 12102 Police-Expenses 5211 Electricity Costs for OnPoint Building shifting to School (1,700) 0 0 0 National Grid (95 Margin Street/50 Leavitt Street) Electric 87,000 0 0 0 National Grid - Electricity - 95 Margin Street 0 94,600 94,600 0 5211 Electricity Total 85,300 94,600 94,600 0 5215 Natural Gas Costs for OnPoint Building shifting to Schools (875) 0 0 0 National Grid Gas for 95 Margin Street and 50 Leavitt Street - Direct Energy for 95 Margin Street and 50 Leavitt Street 30,200 0 0 0 National Grid/NRG - Gas - 95 Margin Street 0 32,200 32,200 0 5215 Natural Gas Total 29,325 32,200 32,200 0 5253 Radio & Vehicle Maint All Comm contract maintenance & repair radios 34,800 34,800 34,800 0 All Comm repair of portable, mobile and base radios 4,000 4,000 4,000 0 Car washes for a fleet of over 50 vehicles 500 0 0 0 Car washes for vehicles 0 500 500 0 ELSAG SELEX License Plate Reader software 4,435 2,985 2,985 0 Normal maintenance of 50+ vehicles and deductibles 75,000 0 0 0 Normal maintenance of vehicles and deductibles 0 90,000 85,000 0 5253 Radio & Vehicle Maint Total 118,735 132,285 127,285 0 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 443 5272 Technology ADOBE PRO 2,752 2,412 2,412 0 AFFIX Technologies (Fingerprint) 6,383 0 0 0 AFFIX Technologies (Fingerprint) AWARE, Inc. 0 6,660 6,660 0 AKAMI/LINODE (Website Yearly Contract) 480 576 576 0 Cellebrite (Cell phone extraction) 4,300 6,100 6,100 0 Community cameras maintenance contract (Bridgewave) 50,000 50,000 50,000 0 Flock (License Plate Reader) 15,000 0 0 0 Flock Cameras 0 25,000 25,000 0 GiM Security maintenance/support fee 2,500 2,500 2,500 0 Idemia Morpho Trust (Live Scan) 4,771 4,771 4,771 0 Integration Partners (Approved Vendor for CJIS) 730 730 730 0 NexGen (CAD/RMS) 23,997 24,835 24,835 0 NexGen (Licenses) PLUS - Net motion Maintenance and Appeon Maintenance 4,182 4,182 4,182 0 PMAM 5,504 5,504 5,504 0 Transcor GPS (Trackstar Software) 3,975 0 0 0 TransUnion - Identity verification capabilities 4,200 4,260 4,260 0 5272 Technology Total 128,774 137,530 137,530 0 5284 Equipment Lease Seacoast Lease 0 810 810 0 XEROX - Lease 2 Copiers ( color/black) OIC and Muster Room 6,500 6,500 6,500 0 5284 Equipment Lease Total 6,500 7,310 7,310 0 5300 Building Maint & Services Bldg. Services & maintenance not covered by contract 22,000 22,000 22,000 0 Custodial Supplies - Home Depot, Coast, Winer, Hayden, 20,000 25,000 25,000 0 Falite (maintenance) 30,000 0 0 0 General Inspections and services (Boiler, Elevator and Cells- Sprinklers etc.) 12,100 12,100 12,100 0 HVAC and Boiler preventative maintenance 0 35,000 33,000 0 Outdoor Equip./Grounds Maint./Landscaping-Lawn mower, snowblower, sprinklers 4,000 4,000 4,000 0 Terminix (pest control) 1,400 1,400 1,400 0 5300 Building Maint & Services Total 89,500 99,500 97,500 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 444 5317 Training And Education Academy Training for 2 new recruits Tuition 8,000 0 0 0 Academy Tuition for 3 recruits 0 12,000 12,000 0 Apple computers/Books for 2 New Recruits 600 0 0 0 FUJI MATS 4,149 0 0 0 Leadership and Supervisory Training 13,500 13,500 13,500 0 MA Police Accreditation 3,300 3,300 3,300 0 Mandated Training & Supplemental (Legal Updates/K-9 In-service Training) 5,000 5,000 5,000 0 MGL updates, mandated posters, Printed, Legal Updates, I.D. Manuals 5,500 5,500 5,500 0 MPI In-service training 7,500 7,500 7,500 0 5317 Training And Education Total 47,549 46,800 46,800 0 5318 Medical - Active consults, medical costs and drug screens-Active 43,000 43,000 43,000 0 5318 Medical - Active Total 43,000 43,000 43,000 0 5319 Dental/Medical - Retirees RETIRED OFFICERS MEDICAL EXPENSES 7,000 7,000 7,000 0 5319 Dental/Medical - Retirees Total 7,000 7,000 7,000 0 5320 Contracted Services A1 Data Shred (3 SPD - 1 Courthouse) 0 3,000 3,000 0 Assessment Centers - Lieutenant and Sergeants 0 20,000 20,000 0 Evidence Audit 0 20,000 0 0 Kelli From Boston - Media Management 0 5,000 0 0 Outreach Specialist/Language Specialist 30,000 20,000 20,000 0 SJ Contractor/David Shea - Snow/Ice removal/general cleaning 5,000 5,000 5,000 0 5320 Contracted Services Total 35,000 73,000 48,000 0 5326 Dive Team Expenses Replacement and repair of Robotics & tanks & truck repair/equip 6,000 6,000 6,000 0 5326 Dive Team Expenses Total 6,000 6,000 6,000 0 5341 Telephone & Communications Code Red Weather 588 588 588 0 Code Red Yearly maintenance 19,000 19,000 19,000 0 Comcast Internet Services / Cable / DCJIS Access - 95 Margin Street 0 5,000 5,000 0 Comcast Internet Services / Cable / DCJIS Access - 95 Margin Street and 50 Leavitt Street 7,000 0 0 0 Verizon Wireless & AT&T Mobility 50,000 50,000 50,000 0 Verizon/ AT&T - avg 14,000 14,000 14,000 0 5341 Telephone & Communications Total 90,588 88,588 88,588 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 445 5381 Printing And Binding Bus. cards, Detail Slips, Warnings, Property Tags, Taxi Medallions, Public Safety Campaigns Taxi/Constable card maker system, Overtime cards, etc. 8,500 8,500 8,500 0 Oversize document printing - uptown charge 250 250 250 0 5381 Printing And Binding Total 8,750 8,750 8,750 0 5384 Animal Care & Control K9 supplies, food, training, vet costs as needed for 2 K9 dogs and one comfort dog 0 6,000 3,000 0 Temporary housing for stray/dangerous animals & transportation- City of Salem 7,000 7,000 7,000 0 5384 Animal Care & Control Total 7,000 13,000 10,000 0 5421 Office Supplies (Gen General office supplies as needed 32,000 32,000 32,000 0 5421 Office Supplies (Gen Total 32,000 32,000 32,000 0 5585 Arms And Ammunition Ammo for mandatory state qualification and training of all officers/ new recruits 35,000 35,000 35,000 0 5585 Arms And Ammunition Total 35,000 35,000 35,000 0 5710 In State Travel/Meetings In-State conferences, training, investigations, etc. - travel, EZ Pass, parking, fees, etc. 1,000 1,000 1,000 0 5710 In State Travel/Meetings Total 1,000 1,000 1,000 0 5720 Out Of State Travel Any travel out of state for conferences, training, investigations, etc. 1,000 1,000 1,000 0 Chief to Attend IACP Training/Boston FBI National Conference/Colorado 0 4,000 4,000 0 Chief to Attend IACP Training/San Diego FBI National Conference/Colorado 4,000 0 0 0 5720 Out Of State Travel Total 5,000 5,000 5,000 0 5730 Dues And Sub All police affiliations, dues, investigative databases subscriptions 18,500 18,500 18,500 0 Plymouth County Commissioner- Vehicle Bid 200 219 219 0 5730 Dues And Sub Total 18,700 18,719 18,719 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Police FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 446 5775 Community Events 4th of July, Halloween ( Boston PD, NEMLEC, local PD’s & Sheriff’s Dept. etc) 60,000 60,000 60,000 0 Archival Social (Social Media Archiving) 5,900 5,900 5,900 0 Citizen’s Police Academy 3,500 0 0 0 Citizen’s Police Academy - Spring and Fall - buses, speakers, office supplies, graduation ceremony 0 3,500 3,500 0 Gaylord Archival (Archive boxes for Archives) 1,000 1,000 1,000 0 Heroin Outreach 2,000 0 0 0 Pop up tents at 5 Divisions/Haunted Happenings and other community events 0 5,000 0 0 Substance Abuse Outreach 0 2,000 2,000 0 5775 Community Events Total 72,400 77,400 72,400 0 5862 Police Equipment Chief Miller uniform/equipment allowance 1,000 1,000 1,000 0 Crossing Guards (jackets, signs, ponchos, etc.) We have a total of 18 crossing guards. 0 5,000 5,000 0 Gen. equip, radar & Sign Board maint, AED Batteries, Repl, Tint Meters, badges, uniforms, etc. 29,000 29,000 29,000 0 Lidar (2 @ $1,989) 3,978 0 0 0 Lidar 0 3,978 3,978 0 Motorola Solutions (batteries/microphones/chargers) 10,000 0 0 0 Motorola Solutions (new radios for new hires) 15,000 0 0 0 Portable radios (batteries/microphones/chargers) 0 10,000 10,000 0 Portable radios (new radios for new hires) 0 15,000 15,000 0 Salem Cycle - 4 bikes 6,800 0 0 0 Shield and Entry Tool 15,000 15,000 15,000 0 Simons (academy uniforms for new recruits - $800 ea.) 1,600 0 0 0 Simons Uniform - Academy uniforms for new recruits 0 2,400 2,400 0 Simons/Salem Police Merchandise (Dispatcher clothing allowance) 2,600 2,600 2,600 0 Taser Supplies 5,000 5,000 5,000 0 5862 Police Equipment Total 89,978 88,978 88,978 0 12102 Police-Expenses Total 957,099 1,047,660 1,007,660 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Harbormaster 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. Goals and Objectives Coordinate vessel movement associated with the Salem Wind Terminal Project to ensure safe, efficient and equitable use of the waterway for all users. Complete the necessary design and engineering work by June of 2025, for the construction of a new Ferry/Marine Terminal Building . Commission a gangway and float system at Kernwood Marina that will be accessible for all no later than summer of 2025. Revitalize a harbor launch/ water taxi operation within Salem Harbor to commence service no later than August 2024. Work collaboratively with the Commonwealth’s Department of Fish and Game to complete a new Salem Willows Fishing Pier by November of 2024. Re-draft and renew MTSA mandated Facility Security Plan for USCG approval no later than September of 2024. Enhance experience for ridership at Ferry Terminal. Improvements to ser- vice offerings to be implemented no later than August 2024. Relocate Harbormaster Watch Office by June of 2025. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals Continue to implement/utilize technology for efficient waterway manage- ment and enhanced public safety. Revitalize Salem’s waterfront and port area for the benefit of all stakehold- ers. Leverage waterway assets to enhance public access and waterway trans- portation. Collaborate with local port partners to help facilitate improvements within the DPA to promote marine commerce and job creation. Employ best practices and tactics to promote sustainability and resiliency. Significant Budget & Staffing Changes For FY 2025 There are no significant budget or staffing changes proposed for FY 2025. However, attracting candidates for employment with requisite training or the ability to participate in necessary and/or mandated training is challenging. Recent Accomplishments Sponsored and completed mandated training to ensure eligible Harbor- master Personnel could obtain POST Certification . ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 448 Executed Security Plan and provided/supervised logistics for the first port call of a Wind Turbine Installation Vessel. Coordinated bid and award with DMF for the construction of a new Salem Willows Fishing Pier. Led Port through regulatory Annual Compliance Exam. Collaborated with colleagues to secure agreements to protect city assets and fund future waterfront activity and improvements. ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 449 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 MOORINGS RECORDS 1355 1370 1386 1458 1420 MOORINGS CATALOGED 1035 1035 975 1065 1000 SLIPS CATALOGED 320 335 411 393 420 MOORING / SLIP FEE'S COLLECTED 1344 1370 1386 1458 1420 WARNING TAGS ISSUED 98 100 95 20 75 MOORING CALLS (UNAUTHORIZED USE OR BOATS HITTING) 22 30 26 15 20 POWER PLANT SERVICE FACILITY SECURITY RESPONSE 18 40 52 50 100 COMMERCIAL VESSEL ACTIVITY VESSEL ESCORT & ASSIST 0 2 2 35 LAW ENFORCEMENT FOUND/LOST/STOLEN BOATS 28 35 32 15 30 BREAKING AND ENTERING 3 2 2 1 2 ABANDONED BOATS 2 2 1 1 1 FUEL SPILLS 12 10 8 5 7 DOMESTICS/ PUBLIC COMPLAINT 17 10 12 10 10 LARCENY 6 5 2 2 1 MOVING & CITY VIOLATIONS 1/2 5/5 7/2 10/10 - CASES THAT REACH COURT 1 2 3 5 3 WARNING/SAFETY STOP 71 90 101 75 85 LEAVING SCENE OF/ ACCIDENT 1 2 1 2 1 Contracted Services 2.26% Gasoline/Diesel Fuel 3.85% Salaries-Full Time 58.84% Salaries-Part Time 27.05% Vehicle Repair And M 2.94% Other 5.05% ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 450 ARREST/PROTECTIVE CUSTODY 0 0 0 0 0 SAR RESPONSES (SEARCH & RESCUE) FATALITIES 0 0 1 0 0 MAYDAYS 38 35 29 35 35 GROUNDINGS SOFT 11 15 22 15 18 TOWS 53 45 51 45 45 DEWATERINGS (PREVENT SINKING) 55 60 71 60 60 FLARE SIGHTINGS 1 3 4 5 5 COLLISIONS 15 3 4 5 5 FIRES 7 5 2 3 3 MANOVERBOARD 2 5 3 5 5 MED AID 32 25 18 25 25 OVERDUE 9 5 11 5 5 MUTUAL AID REQUESTS MARBLEHEAD 14 15 21 20 15 BEVERLY 18 15 16 15 15 MANCHESTER 2 3 4 3 3 COAST GUARD 33 10 17 10 15 MEP 7 5 4 5 5 OTHER CALLS 788 600 732 600 800 Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 451 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Harbormaster - Personnel 12951 5111 Salaries-Full Time 240,607 240,331 252,452 252,452 259,814 257,663 0 5,211 2.06 12951 5113 Salaries-Part Time 103,915 102,295 119,445 119,445 119,445 119,445 0 0 0.00 12951 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 0 0 0.00 344,522 342,625 373,897 373,897 381,259 379,108 0 5,211 1.39 Harbormaster - Expenditures 12952 5211 Electricity 2,271 1,847 2,500 2,500 2,750 2,750 0 250 10.00 12952 5244 Vehicle Repair And M 10,756 11,907 13,000 13,563 13,000 13,000 0 0 0.00 12952 5317 Educational Training 2,989 3,000 3,000 3,000 2,975 2,975 0 (25) (0.83) 12952 5320 Contracted Services 1,515 0 9,999 9,999 9,999 9,999 0 0 0.00 12952 5341 Telephone 5,280 5,091 5,500 5,500 5,500 5,500 0 0 0.00 12952 5353 Hauling Floats/Boats 4,424 4,480 4,500 4,500 4,500 4,500 0 0 0.00 12952 5381 Printing And Binding 775 825 850 850 875 875 0 25 2.94 12952 5421 Office Supplies (Gen 1,670 1,118 1,500 1,500 1,500 1,500 0 0 0.00 12952 5481 Gasoline/Diesel Fuel 11,527 16,255 17,000 17,000 17,000 17,000 0 0 0.00 12952 5791 Uniforms 3,255 2,173 2,200 2,200 2,200 2,200 0 0 0.00 44,464 46,695 60,049 60,612 60,299 60,299 0 250 0.42 Department Total 388,985 389,320 433,946 434,509 441,558 439,407 0 5,461 1.26 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 452 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Harbormaster 7/12/2011 98,258 1,936.81 1.00 1 101,101 101,101 Port Authority Director - - - - Office Manager/Asst 7/1/13 64,194 1,265.37 1.00 1 69,194 67,043 Port Authority Deputy Planner 08/12/19 90,000 1,714.91 1.00 1 89,518 89,518 12951-5111 252,452 3.00 259,814 257,663 Pump Out Operators 7,920 504 7,920 7,920 Deckhand/Utility 22,044 1336 22,044 22,044 Assistant Harbormaster 71,992 3511 71,992 71,992 Clerk 2,550 150 2,550 2,550 Ramp-Public Access Attendant 14,939 925 14,939 14,939 12951-5113 119,445 0.00 119,445 119,445 AICP Stipend 2,000 2,000.00 2,000 2,000 12951-5150 2,000 2,000 2,000 373,897 3.00 381,259 379,108 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount HARBORMASTER HARBORMASTER 12951-5111 0.95 95,743.10 Footprint - CBA Money 12951-5111 0.05 5,358.38 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 3.00 FY2024 3.00 FY2025 3.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 453 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 12952 Harbormaster-Expenses 5211 Electricity General electrical costs 2,500 2,750 2,750 0 5211 Electricity Total 2,500 2,750 2,750 0 5244 Vehicle Repair And M These funds allow for department vessels and their trailers to receive routine maintenance and repairs from mechanical or electrical failure. Due to the harsh salt water environment, all equipment suffer adverse effects even with proactive maintenance. 13,000 13,000 13,000 0 5244 Vehicle Repair And M Total 13,000 13,000 13,000 0 5317 Educational Training Dues to the Harbormaster Association and CHAMP ($450) for Harbormaster and Assistants. Organization(s) provides training and the nexus for state recognized certification. Also, this item provides for Law Enforcement Training through the Massachusetts Police Training Council and USCG License Ed. 3,000 2,975 2,975 0 5317 Educational Training Total 3,000 2,975 2,975 0 5320 Contracted Services These funds are to be utilized for ongoing harbor management software and vendor support which includes billing, collection and enforcement of mooring permits as well as data used for vessel excise. Also, this software improves tracking of data used for the verification of mandated mooring maintenance compliance, which enhances waterway safety. 9,999 9,999 9,999 0 5320 Contracted Services Total 9,999 9,999 9,999 0 5341 Telephone The office phone equipment operates on a 3-phone line "rollover" system . This allows multiple calls to be transferred to open lines for timely dispatch of units in an emergency. Also, this line item funds Department mobile devices. A mobile phone is assigned to the Harbormaster and Watch Officer for a total of three units as well as a tablet which is activated on a seasonal basis to audit/enforce mooring permit compliance. In addition to redundant direct communication between watch-standers, mobile phones allow for call forwarding and direct dispatch/response on a 24/7/365 basis. With the increased popularity of paddle craft, many calls for service are received by telephone in place of VHF marine radio. Also, office internet costs are funded with this item. 5,500 5,500 5,500 0 5341 Telephone Total 5,500 5,500 5,500 0 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 454 5353 Hauling Floats/Boats Hauling Floats money moved from Park & Rec budget - FY 2015 3,500 3,500 3,500 0 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 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. 1,000 1,000 1,000 0 5353 Hauling Floats/Boats Total 4,500 4,500 4,500 0 5381 Printing And Binding Mooring and slip permit decals are funded through this item. 850 875 875 0 5381 Printing And Binding Total 850 875 875 0 5421 Office Supplies (Gen General Office & Medical Supplies as needed 1,500 1,500 1,500 0 5421 Office Supplies (Gen Total 1,500 1,500 1,500 0 5481 Gasoline/Diesel Fuel Fuel and oil to operate the department’s boats. 17,000 17,000 17,000 0 5481 Gasoline/Diesel Fuel Total 17,000 17,000 17,000 0 5791 Uniforms Defrays costs to employees for uniforms, duty equipment and survival gear. 2,200 2,200 2,200 0 5791 Uniforms Total 2,200 2,200 2,200 0 12952 Harbormaster-Expenses Total 60,049 60,299 60,299 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Public Property/Inspectional Services Building/Plumb/Gas Inspectors Mission Statement Why We Exist The Inspectional Services office is currently staffed with 5 inspectors, 2 administrative and 3 maintenance/facilities personnel. The Building Commissioner is responsible for the day-to-day management and operation of the department, as well as serving as the Zoning Officer. The Department issues building, accessory dwelling unit, street/right of way, tent and outdoor seating, HVAC, and plumbing and gas permits that allow for construction, alteration, repair/replacement, installation, and demolition of buildings and structures throughout the City. Inspectional Services is also responsible for inspecting day care centers, places of assembly, restaurants, lodging/rooming houses, and new businesses. Certificates of Occupancy are solely issued through this department for new construction, total building renovations, change of business use, short-term rentals, and accessory dwelling units. The Inspectional Services Department is responsible for: Ensuring that buildings are constructed and repaired safely and according to building code and City ordinances. Ensuring that buildings, structures, and land are used properly and accord- ing to City zoning ordinances. Responding to public questions concerning permits, materials, building codes and land use. Repair and maintenance of City buildings, as well as implementing proj- ects under the City’s capital improvement budget and program. Adherence to ADA compliance of City buildings and infrastructure. Goals and Objectives The Goal: Relocation of IT and Health Departments The Objective: Prepare a viable plan with estimated costs within the next 3-6 months The Goal: Provide more responsive service to the community by developing a more streamlined permitting process with updated permits that more clearly outline required information and data. The Objective: Continue working on improving Inspectional Services per- mits throughout the year. The Goal: Begin planning for City Hall Improvement project which meets the City’s sustainability goals, accessibility, safety and productivity The Objective: Begin this project once the new Facilities Director is on board. The Goal: Support the community by better enforcement of code and zon- ing violations. The Objective: Add needed staff to address code complaints, nuisance issues, and zoning violations in FY25. The Goal: Develop a comprehensive space review of City owned and leased office space relative to department needs. The Objective: Identify future opportunities and cost savings over FY25 for future implementation. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals This Department’s goal is to continue assisting the community by responding to permit and zoning questions, processing permits as speedily as possible, and addressing nuisance and building safety complaints. Further, this department is committed to supporting City departments through implementing improved work spaces that enhance work and energy efficiencies, accessibility, and safety. Significant Budget & Staffing Changes For FY 2025 In November 2023, Stavroula (”Voula”) Orfanos took on the role as the new Building Commissioner and has led the department in accomplishing a number of projects some of which are highlighted below. John Doyle who served as the City’s Sealer of Weights and Measures for 15 years retired in March 2024. Leonard Rose, who has over 17 years of experience as a Sealer in nearby communities, accepted John’s position and has hit the job running. A new Local Building Inspector, Gail Kubik, is joining the department shortly and a new Facilities Director is expected to join towards the end of FY 24. We hope to continue to grow the department to better serve the community by adding a Code Enforcement Inspector who will work closely with the Health Department and a Zoning Review and Enforcement Assistant who will support the Commissioner in reviewing zoning questions and ensuring that projects adhere to City zoning ordinances. Recent Accomplishments Assisted Fire, Health, Police, Electrical and many other Departments with numerous inspections and miscellaneous issues. Carried out the relocation of the Sustainability and Resiliency department to their new improved location within the City Hall Annex. Implemented repairs and renovations to spaces within the City Clerks offices, as well as repairs to other areas within City Hall. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 456 Completed upgrades to security measures within City Hall and Annex. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 457 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Number of permits--- Building, plumbing and Gas and certificates of inspection 3210 1672 3174 3200 3250 Revenue $1,534,139 $ 950,000 $1,047,189 $1,650,000 $1,750,000 Contracted Services 2.33% Custodial Supplies 1.64% Salaries-Full Time 88.89% Salaries-Part Time 3.67% Other 3.46% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 458 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Building/Plumb/Gas Inspectors - Personnel 12411 5111 Salaries-Full Time 542,149 634,785 697,613 697,613 774,103 733,440 0 35,827 5.14 12411 5113 Salaries-Part Time 28,653 29,556 30,915 30,915 31,964 31,964 0 1,049 3.39 12411 5131 Overtime (General) 1,331 4,426 5,000 5,000 5,000 5,000 0 0 0.00 572,133 668,767 733,528 733,528 811,067 770,404 0 36,876 5.03 Building/Plumb/Gas Inspectors - Expenditures 12412 5295 Safety Gear 615 656 1,500 2,040 1,500 1,500 0 0 0.00 12412 5320 Contracted Services 29,708 3,963 20,334 26,984 20,334 13,684 0 (6,650) (32.70) 12412 5381 Printing And Binding 395 603 450 450 450 450 0 0 0.00 12412 5421 Office Supplies (Gen 1,156 1,690 4,500 4,500 4,708 4,708 0 208 4.62 12412 5451 Custodial Supplies 10,688 8,934 9,500 9,566 14,300 11,900 0 2,400 25.26 12412 5710 In State Travel/Meetings 11,244 9,971 12,500 12,645 12,500 12,500 0 0 0.00 12412 5713C Expenses-Clean It/Lien It 100 212 2,000 2,000 5,000 3,500 0 1,500 75.00 12412 5778 Sealer Weights & Measurers Exp 541 438 1,000 1,000 1,000 1,000 0 0 0.00 54,446 26,468 51,784 59,184 59,792 49,242 0 (2,542) (4.91) Department Total 626,579 695,235 785,312 792,712 870,859 819,646 0 34,334 4.37 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 459 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 LOCAL BLDG INSP 3/13/2023 65,650 1,294.06 1.00 1 68,563 68,563 PLUMBING & GAS INSP 8/08/2022 69,010 1,360.30 1.00 1 72,072 72,072 FACILITIES DIRECTOR 92,000 - 1.00 1 95,000 95,000 INSPECTIONAL SERV DIR 4/30/2018 109,657 1,971.16 1.00 1 110,000 104,438 LOCAL BLDG INSP 4/2/1998 - - 1.00 1 65,650 65,650 ASST BUILDING INSPEC 70,040 - - LOCAL BLDG/CODE COMPL INSP - - 1.00 1 59,800 29,900 AFSCME 291,256 5.00 303,017 297,817 12411-5111 697,613 11.00 774,103 733,440 Hourly SEALER WEIGHTS/MEAS 1/2/2008 30,915 32.23 19 31,964 31,964 12411-5113 30,915 31,964 31,964 OVERTIME - GENERAL 5,000 5,000 5,000 12411-5131 5,000 5,000 5,000 733,528 11.00 811,067 770,404 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 SR BLDG CUST 7/25/2016 1 57,526.04 1.00 1,111.80 58,035.96 3 58,035.96 58,035.96 PRINCIPAL CLERK 11/21/2022 2 52,618.64 1.00 1,093.99 57,106.28 2 57,106.28 57,106.28 PRINCIPAL CLERK 05/17/2010 2 56,604.60 1.00 1,093.99 57,106.28 3 62,306.28 57,106.28 BLDG CUSTODIAN 1/09/2023 1 53,589.64 1.00 1,035.73 54,065.11 3 54,065.11 54,065.11 Base Rate X 9% 4,864.43 4,864.43 4,864.43 3 4,864.43 4,864.43 WORKING FOREMAN 12/4/1999 1 66,053.00 1.00 1,276.61 66,639.04 3 66,639.04 66,639.04 291,256.35 5.00 297,817.10 303,017.10 297,817.10 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 11.00 FY2024 10.00 FY2025 11.00 Variance FY25 v. FY24 1.00 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 460 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 12412 Bldg/Gas/Plumb Insp - Expenses 5295 Safety Gear Hard hats, protective eyewear, etc. for inspectors 1,500 1,500 1,500 0 5295 Safety Gear Total 1,500 1,500 1,500 0 5320 Contracted Services Contract Services-Enforcement support for short term rental properties Hamari-short term rental enforcement 6,650 6,650 0 0 Contracted Services - Temp Plumbing Inspector to cover vacations/sick/etc. 4,000 4,000 4,000 0 Professional Building Cleaning Services 9,684 9,684 9,684 0 5320 Contracted Services Total 20,334 20,334 13,684 0 5381 Printing And Binding For printing and binding of zoning book and maps, as well as letterhead, envelopes, signs and placards. 450 450 450 0 5381 Printing And Binding Total 450 450 450 0 5421 Office Supplies (Gen 4 sets of International Building Code Books and 1 Plumbing Code Book. 2,500 2,500 2,500 0 General Office Supplies - as needed 1,500 1,500 1,500 0 New time and date stamp 500 0 0 0 Up-codes 0 708 708 0 5421 Office Supplies (Gen Total 4,500 4,708 4,708 0 5451 Custodial Supplies Coast Maintenance - Custodial Supplies 7,200 0 0 0 Custodial Chemicals 0 1,000 1,000 0 Custodial Supplies 0 12,000 9,600 0 Delandes Supply - Electrical Supplies 300 0 0 0 Electrical Supplies 0 300 300 0 Misc Supplies 0 1,000 1,000 0 State Chemical - Custodial Chemicals 1,000 0 0 0 Winer Bros - Misc Supplies 1,000 0 0 0 5451 Custodial Supplies Total 9,500 14,300 11,900 0 5710 In State Travel/Meetings Mileage and seminar reimbursements 0 12,500 12,500 0 Mileage and seminar reimbursements for 4 full time and one part time inspector plus mileage for Director of Facilities. 12,500 0 0 0 5710 In State Travel/Meetings Total 12,500 12,500 12,500 0 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 461 5713C Expenses-Clean It/Lien It Clean it or lien it- Monies to secure vacant buildings etc. Monies expended are recovered through a lien on the property. 2,000 5,000 3,500 0 5713C Expenses-Clean It/Lien It Total 2,000 5,000 3,500 0 5778 Sealer Weights & Measurers Exp Misc. supplies 1,000 1,000 1,000 0 5778 Sealer Weights & Measurers Exp Total 1,000 1,000 1,000 0 12412 Bldg/Gas/Plumb Insp - Expenses Total 51,784 59,792 49,242 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 462 Public Property - Fixed Costs Mission Statement Why We Exist To ensure that City facilities are adequately maintained, their condition enhanced where needed, and their useful life preserved in the most efficient and cost effective manner possible. Support the City of Salem’s departments through clean, energy efficient, and ADA compliant facilities that directly support the vision and mission of the City. 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 2025 No significant changes. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 463 Expenditure by Department City Hall Annex Rent 62.25% Electricity 11.35% Gas & Oil Heat 5.66% Postage 19.26% Other 1.49% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 464 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Public Property - Fixed Costs - Expenditures 11962 5211 Electricity 77,479 72,274 73,872 73,872 83,850 83,850 0 9,978 13.51 11962 5212 Hvac/Water-120 Washington St 2,323 1,467 2,000 2,000 2,000 2,000 0 0 0.00 11962 5216 Oil Heat 31,785 31,684 40,000 45,447 41,800 41,800 0 1,800 4.50 11962 5271 City Hall Annex 443,973 442,898 460,000 460,000 460,000 460,000 0 0 0.00 11962 5341 Telephone 9,094 6,743 9,000 9,000 9,000 9,000 0 0 0.00 11962 5342 Postage 115,864 129,365 129,500 139,563 142,300 134,300 0 4,800 3.71 680,519 684,431 714,372 729,882 738,950 730,950 0 16,578 2.32 Department Total 680,519 684,431 714,372 729,882 738,950 730,950 0 16,578 2.32 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 465 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11962 Public Prop-Fixed Costs 5211 Electricity 98 Washington Street 19,925 41,650 41,650 0 City Hall 30,047 16,300 16,300 0 Council on Aging 23,900 24,600 24,600 0 Poles 0 1,300 1,300 0 5211 Electricity Total 73,872 83,850 83,850 0 5212 Hvac/Water-120 Washington St Water 98 Washington street 2,000 2,000 2,000 0 5212 Hvac/Water-120 Washington St Total 2,000 2,000 2,000 0 5216 Oil Heat Gas CLC Bridge street 0 13,200 13,200 0 Gas COA 401 Bridge Street 12,000 0 0 0 Gas for 98 Washington 6,000 6,600 6,600 0 Oil 93 Washington Street 22,000 22,000 22,000 0 5216 Oil Heat Total 40,000 41,800 41,800 0 5271 City Hall Annex Rent - 98 Washington St 425,000 425,000 425,000 0 Taxes - 98 Washington St 69% of building 35,000 35,000 35,000 0 5271 City Hall Annex Total 460,000 460,000 460,000 0 5341 Telephone TELEPHONE 9,000 9,000 9,000 0 5341 Telephone Total 9,000 9,000 9,000 0 5342 Postage External Mailing Services (Census, Excise bills, Property Tax bills, etc.) 54,000 64,000 56,000 0 Postage for City Hall Mailings 70,000 72,800 72,800 0 Postal Meter Lease & Postal Supplies (tape, ink cartridges, glue, etc.) 5,500 5,500 5,500 0 5342 Postage Total 129,500 142,300 134,300 0 11962 Public Prop-Fixed Costs Total 714,372 738,950 730,950 0 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 466 Zoning 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. Goals and Objectives To continue the on-line applications and streamlining the process. Significant Budget & Staffing Changes For FY 2025 No significant changes. Recent Accomplishments Online applications have recently become available. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 467 Expenditure by Department Advertising 33.33% Educational Training 41.67% Office Supplies (Gen 8.33% Printing And Binding 16.67% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 468 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Zoning Board of Appeals - Expenditures 11762 5306 Advertising 0 362 400 400 400 400 0 0 0.00 11762 5317 Educational Training 0 0 500 500 500 500 0 0 0.00 11762 5381 Printing And Binding 0 0 200 200 200 200 0 0 0.00 11762 5421 Office Supplies (Gen 0 0 100 100 100 100 0 0 0.00 0 362 1,200 1,200 1,200 1,200 0 0 0.00 Department Total 0 362 1,200 1,200 1,200 1,200 0 0 0.00 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 469 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11762 Board of Appeals-Expenses 5306 Advertising Advertising for meetings. 400 400 400 0 5306 Advertising Total 400 400 400 0 5317 Educational Training Professional development, board trainings , etc. 500 500 500 0 5317 Educational Training Total 500 500 500 0 5381 Printing And Binding Letter head, envelopes. 200 200 200 0 5381 Printing And Binding Total 200 200 200 0 5421 Office Supplies (Gen Miscellaneous office supplies as needed 100 100 100 0 5421 Office Supplies (Gen Total 100 100 100 0 11762 Board of Appeals-Expenses Total 1,200 1,200 1,200 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Health Health 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. Goals and Objectives GOAL: Continue Community Health Improvement Plan geared towards reducing chronic disease risks within Salem. OBJECTIVE: The Health and Wellness Coordinator will evaluate programs to include in the Community Health Improvement plan throughout the year. GOAL: The Health and Wellness Coordinator will continue working on the Mack Park Food Farm improvement plan. OBJECTIVE: Through a variety of funding sources including donations and grants continue making improvements to the Mack Park Food Farm throughout the year. GOAL: Continue ongoing Staff development to improve the service delivery to the community. OBJECTIVE: By attending educational seminars and trainings to increase staff development within the allotted budget. This will be ongoing. GOAL: Improve communication with residents to resolve citizen concerns. OBJECTIVE: Using technology to keep residents informed of public health activities throughout the year. GOAL: Improve deficiencies in complaint tracking, inspection, and enforce- ment. OBJECTIVE: Through the use of technology close gaps in complaint tracking and inspections. This will be ongoing throughout the year. GOAL: Limit the exposure and incidence of infectious diseases. OBJECTIVE: By using the MAVEN system and through ongoing detection, investigation, and prevention of communicable diseases in the community. GOAL: Hire an Opioid Use Disorder (OUD) Coordinator. OBJECTIVE: Use funds from the Distributor and Janssen/J&J settlement for staff and efforts to reduce opioid use disorder in the community. GOAL: Continue working to reduce opioid use and opioid related overdoses in the community. OBJECTIVE: By utilizing opioid settlement funds to provide harm reduction tools and services to the community and by continuing to participate in opiate risk reduction programs with our regional partners. GOAL: Reduce the risk of communicable diseases in the community. OBJECTIVE: Maintain an inventory of vaccines and biologics for City spon- sored clinics. GOAL: Continue preparing for public health emergencies. OBJECTIVE: Work with our regional partners to drill and prepare for public health emergencies throughout the year. GOAL: Disseminate information regarding public health activities and events. OBJECTIVE: Through the use of the media, including social media plat- forms, inform the community of public health activities throughout the year. GOAL: Continue to provide shared public health services to Salem and our regional partners through the administration of the Public Health Excel- lence/Regional Field Training Hub Grant from the MA Department of Public Health. OBJECTIVE: Continue managing the regional Public Health Excellence/ Regional Field Training Hub grant of over $1,250,000. How FY 2025 Departmental Goals Relate to City’s Overall Long- Term & Short-Term Goals Reduce the number of trash complaints through education, increased staff- ing and active enforcement of regulations and ordinances to reduce the number of trash complaints citywide. Reduce the number of housing complaints through landlord outreach, scheduled inspections, and education as required under the Certificate of Fitness Ordinance. Hire a temporary Full Time Code Enforcement Officer to increase the num- ber of Certificates of Fitness issued on an annual basis. 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 the impact of chronic disease. Increase delivery of services and response by increasing use of technology. Enhance skill sets of the departmental staff that will better impact public health protections for community. Participate in Youth Substance use and reduction project with Lynn, Mar- blehead, and Swampscott to inform and educate youth and parents on developing coping skills to face the challenges of substance use in the com- munity. ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 472 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. Continue working with the Council on Aging, Salem Police, Salem Fire and Housing Authority on the Salem Regional Elder Assistance Coordinating Team (Salem REACT) to identify elders at risk and provide services to elders in need. Work to provide harm reduction programs utilizing the opioid settlement funds. This includes Nalaxone trainings and distribution through the Board of Health. 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. Significant Budget & Staffing Changes For FY 2025 The Board of Health in conjunction with our regional partners have been awarded a regional Public Health Excellence/Regional Field Training Hub grant from MA DPH, this will allow for the hiring of additional regional staff to assist and enhance public health services across the 8 communities involved in the grant. Staff for the grant include, Grant Coordinator, Regional Epidemiologist, Regional Sanitarian, and Regional Public Health Nurse. We work to hire a Regional Community Health Worker, a Regional Social Worker, and a part- time coordinator for the Field Training Hub. The Board of Health continues to be the host agency for the North Shore/Cape Ann Tobacco Policy Program. The program director and youth compliance inspectors remain working on behalf of the 16 community collaborative. The Board of Health is requesting funding from the opioid settlement funds to hire a part-time substance use coordinator to oversee all activities related to disbursement of the opioid settlement funds. Recent Accomplishments Board of Health staff continues to investigate identified cases of COVID-19 in the community. The Board of Health investigated approximately 1,000 cases of reportable contagious diseases to date. Distributed over 17,650 rapid at home COVID-19 test kits. The Health and Wellness Coordinator continues to work on the Food Farm at Mack Park project and is looking at adding additional farm offerings like honey bees. The Health and Wellness Coordinator conducts Taste and Talk events at senior living facilities in the city. The Health and Wellness Coordinator organizes meet and eat meals at Saltonstall School and the Community Life Center in conjunction with other community partners. Responded to numerous emergency calls from Police and Fire Depart- ments. Coordinates the Salem Overdose Awareness and Use Reduction Coalition, webpage www. Salem.com/opiate. Provided a community Health information program including, Blog, Face- book, and Twitter presence. Provided vaccination clinics for influenza to seniors, city retirees, employ- ees, and residents. Ensured compliance with conditions set for various developments and con- struction projects in the city. Ensured compliance with tobacco regulations. 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 throughout the city. Addressed increased complaints through” See Click Fix Tool”. 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 infor- mation 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 res- idents of both communities to participate in household hazardous waste collections twice per year. Collected hazardous waste from over 200 house- holds. Conducts active surveillance and follow up of communicable disease reports through the state MAVEN online system. Participated in Youth Substance Abuse Prevention grant with Lynn, Mar- blehead and Swampscott that focuses on underage drinking and substance use prevention. Assisted local communities in communicable disease response and immu- nization clinics. ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 473 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Number of inspections (not all inspections listed below) 4000 7500 7500 7250 8000 Number of permits issued from the Board of Health 2000 2500 3100 3500 5000 Number of Death Certificates processed/issued 681 720 850 850 900 Number of trash and general nuisance inspections 400 600 700 700 800 Number of Certificate of Fitness inspections/re- inspections (Including Short-Term Rentals 650 750 [PHONE REDACTED] Number of food establishment inspections/re- inspections 550 650 640 650 800 Temporary Food Establishments /permits 200 300 250 300 300 Body art establishments 15 20 25 25 25 Recreational camp inspections 25 35 35 35 35 Pool inspections 25 35 35 35 35 Swimming beach sampling 120 150 100 125 125 Total number of communicable disease investigations 400 1000 7425 5000 5000 Flu Shots Administered 350 400 430 450 450 Contracted Services 9.22% Hhwd 2.99% Salaries-Full Time 81.89% Other 5.89% ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 474 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Health - Personnel 15101 5111 Salaries-Full Time 510,124 557,756 572,334 572,334 642,916 613,017 0 40,683 7.11 15101 5113 Salaries-Part Time 22,583 2,504 15,141 15,141 0 0 0 (15,141) (100.00) 15101 5131 Overtime (General) 6,485 6,212 5,000 5,000 7,500 5,000 0 0 0.00 15101 5150 Fringe/Stipends 5,625 6,000 6,000 6,000 8,000 8,000 0 2,000 33.33 544,817 572,472 598,475 598,475 658,416 626,017 0 27,542 4.60 Health - Expenditures 15102 5218 Hhwd 16,138 13,317 20,000 20,000 23,500 23,500 0 3,500 17.50 15102 5306 Advertising 620 770 1,000 1,000 1,000 1,000 0 0 0.00 15102 5318 Dental/Medical Servi 680 1,452 3,600 3,600 3,600 3,600 0 0 0.00 15102 5320 Contracted Services 15,206 7,249 72,379 74,399 72,379 72,379 0 0 0.00 15102 5396 Environmental Health 1,949 1,720 11,550 11,550 10,470 10,470 0 (1,080) (9.35) 15102 5421 Office Supplies (Gen 969 2,117 2,500 2,500 2,500 2,500 0 0 0.00 15102 5710 In State Travel/Meetings 35 29 810 810 810 810 0 0 0.00 15102 5730 Dues And Sub 0 0 0 0 1,080 1,080 0 1,080 0.00 15102 5785 Rodent Control 8,640 14,670 10,500 10,675 10,500 10,500 0 0 0.00 15102 5786 Beach Water Analysis 171 0 800 800 800 800 0 0 0.00 44,408 41,324 123,139 125,334 126,639 126,639 0 3,500 2.84 Department Total 589,225 613,795 721,614 723,809 785,055 752,656 0 31,042 4.30 ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 475 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 BOARD CLERK 2,000 - - - HEALTH AGENT 1/30/2019 106,336 2,096.04 1.00 1 108,463 109,413 HEALTH & WELLNESS CO-ORD 7/1/2019 61,222 1,206.78 1.00 1 63,939 63,939 AFSCME 402,776 7.00 470,514 439,664 15101-5111 572,334 9.00 642,916 613,017 PT CODE ENFORCEMENT OFFICER 9/21/2007 15,141 - 0.50 19.0 - - 15101-5113 15,141 0.50 - - Overtime 5,000 5,000.00 7,500 5,000 15101-5131 5,000 7,500 5,000 Mileage stipend 6,000 6,000.00 6,000 6,000 BOARD CLERK - 2,000.00 2,000 2,000 15101-5150 6,000 8,000 8,000 598,475 9.50 658,416 626,017 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 SANITARIAN 4/27/15 3 67,776.28 1.00 1,309.91 68,377.30 3 68,377.30 68,377.30 PUB HLTH NURSE 8/19/2016 3 72,642.96 1.00 1,403.99 73,288.28 3 73,288.28 73,288.28 PRINCIPAL CLERK 4/24/2007 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 SR. SANITARIAN 1/7/2008 3 72,642.96 1.00 1,403.99 73,288.28 3 73,288.28 73,288.28 SANITARIAN - Step II/III 10/19/16 3 67,776.28 1.00 1,309.91 68,377.30 3 68,377.30 68,377.30 SANITARIAN - Step 1 10/19/16 3 65,332.28 1.00 1,309.91 68,377.30 3 68,377.30 68,377.30 - 1.00 61,699.36 30,849.68 402,775.88 7.00 408,814.74 470,514.10 439,664.42 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Regional Coordinator Public Health Excellence 25V23-5111 1.00 73,106.35 Regional Epidemiolgist Public Health Excellence 25V23-5111 1.00 80,771.97 ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 476 Regional Sanitarian Public Health Excellence 25V23-5111 1.00 65,777.88 Regional Public Health Nurse Public Health Excellence 25V23-5113 0.50 35,735.96 Reginal Field Trainer - Food Public Health Excellence/ RFTH 25V23-5111 1.00 77,170.26 Director Tobacco and Public Health Policy Programs 25X13-5111 1.00 97,749.52 Youth Stipends Tobacco and Public Health Policy Programs 25X13-5111 1.00 1,600.00 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 9.50 FY2024 9.50 FY2025 9.50 Variance FY25 v. FY24 0.00 All Funds FTE Full-Time Equivalent Employees: FY2023 9.50 FY2024 14.50 FY2025 19.00 Variance FY25 v. FY24 4.50 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 477 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 15102 Health-Expenses 5218 Hhwd Cost of disposal of Hazardous waste from residents event shared with the City of Beverly. Salem residents access Beverly Household Hazardous Waste day in Spring 20,000 20,000 20,000 0 Sharps Disposal 0 3,500 3,500 0 5218 Hhwd Total 20,000 23,500 23,500 0 5306 Advertising Public Health alerts, such as for Seasonal Flu, Avian Flu, other contagious diseases and legal notices required for regulations. 1,000 1,000 1,000 0 5306 Advertising Total 1,000 1,000 1,000 0 5318 Dental/Medical Servi General medical supplies as needed. 0 3,600 3,600 0 General medical supplies as needed. Increase to accommodate the $2000.00 to participate in the coalition as agreed upon in the contract with MAPC. 3,600 0 0 0 5318 Dental/Medical Servi Total 3,600 3,600 3,600 0 5320 Contracted Services Mack Park Food Farm 49,000 49,000 49,000 0 Rental property inspections per City Ordinance 23,379 23,379 23,379 0 5320 Contracted Services Total 72,379 72,379 72,379 0 5396 Environmental Health Beach signs, pool test kits, instructional videos, & Training 450 450 450 0 Codes from Mass DEP and MDPH 270 270 270 0 Educational Conferences: Contagious diseases, inspections, emergency preparedness, 630 630 630 0 Educational Materials 360 360 360 0 Fees for expert consultant to review plans and specs as needed. 360 360 360 0 Inspectional Equipment such as stem type thermometers, flashlights, batteries, 450 450 450 0 litmus paper, file, cameral supplies, hardware supplies 450 450 450 0 Mack Park Operating Expenses 7,500 7,500 7,500 0 Professional Membership for 7 employees: MHOA, APHA, MPHA, NEHA, NALBOH, MAHB, MEHA 1,080 0 0 0 5396 Environmental Health Total 11,550 10,470 10,470 0 5421 Office Supplies (Gen General Office Supplies as needed 2,500 2,500 2,500 0 5421 Office Supplies (Gen Total 2,500 2,500 2,500 0 ---PAGE BREAK--- Departmental Budgets Health FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 478 5710 In State Travel/Meetings Mileage reimbursement for travel outside of Salem 360 360 360 0 Nurse Travelling 450 450 450 0 5710 In State Travel/Meetings Total 810 810 810 0 5730 Dues And Sub Professional Membership for 7 employees: MHOA, APHA, MPHA, NEHA, NALBOH, MAHB, MEHA 0 1,080 1,080 0 5730 Dues And Sub Total 0 1,080 1,080 0 5785 Rodent Control 60 professional exterminations @ $175 each 10,500 10,500 10,500 0 5785 Rodent Control Total 10,500 10,500 10,500 0 5786 Beach Water Analysis Bacterial analysis of swimming water 800 800 800 0 5786 Beach Water Analysis Total 800 800 800 0 15102 Health-Expenses Total 123,139 126,639 126,639 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Electrical Electrical 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. Goals and Objectives Completed with the Planning Department on Gallows Hill Park Improvements adding a new electrical service and additional lighting. Working on Phase two of a comprehensive traffic improvement plan to move traffic quicker and safely from Downtown heading1 west bound along New Derby Street to North and Essex Street then to North and Fed- eral Street, North and Mason Streets, and through School and North Streets. This program is ongoing and the plan is to have the North Street corridor completed by September 2024 Working with Engineering to Make Derby Street improvements for Traffic Signals Upgrading lighting on our main Streets such as North Street, some addi- tional lights have been installed. Broad Street additional lighting has been installed. To have all our traffic signals and hardware painted at all of our major inter- sections as well as all our Decorative Street lighting throughout the City. This is an on going project. We have been assisted with Anthony Delaney. This will fall under CIP To Keep building our Smart Traffic system and to become more ADA com- pliant. Citywide. Riley Plaza has been fully upgraded for ADA. We are work- ing on North Street now with the Smart Signal program. To paint fireboxes in different locations through out the City. This is an ongoing project. To install new Fire Alarm cable from Gardner Street to Holly Street. We hope to have this completed by the end of this fiscal year 2023 To complete all the pole transfers for the City’s Street luminaires and Fire Alarm cable. This project is moving along and will go into fiscal 2024 We have roughly 80 transfers left. To step up maintenance in potential problem areas with our Fire Alarm Sys- tem and our traffic control system. Working with the Planning Department to light up our Statues. ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 480 Working on completion of our Capital improvement projects. Working on a comprehensive short term and long-term plan to move peo- ple 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 traf- fic 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. Currently Mass Dot is building a system on RTE 107 Highland Avenue. The Electrical Department has two LED rebuilding projects that need updating and they are North Street and Leslie Retreat Park. The First gener- ation of LED luminaires are losing their output and should be replaced. The department will be adding more street lighting along the corridors Some parts of the roadway are dark. Jefferson Avenue, Boston Street, Lafayette Street are also being considered for LED replacement Luminaires because of life expectancy is just about finished. Significant Budget & Staffing Changes For FY 2025 The Electrical department is asking that we replace 1 full-time employee Mr. Parent the working foreman 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 has been completed and City of Salem, MA has its first Solar Powered Radio-Controlled Fire Alarm Street Box. Worked with Mass. Highway for Adaptive signals On RTE 107 Highland Ave- nue and the project is almost completed. It should be operational hope- fully before fiscal 2024 begins. Installation of wireless technology to control our Emergency Snow light Beacons. The Traffic control smart system Phase two is in progress The Smart signal Phase 2 is still underway. We have installed concurrent signals at the intersection of School and North Streets and at Essex and North Streets The current plan is to incorporate making Essex and North Streets intersection a hybrid intersection We are still working out details on this phase. We intend to add count down timers at all the intersections on North Street and make them all ADA compliant. Continue to assist Salem P.D. installing surveillance cameras throughout the City and moving them when required. This is a continuous operation. Installed new splice kits in the hand holes 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 signal Program will include Congress Street at New Derby Street up to Hawthorne Boulevard Maintaining lighting on the Bridge Street Bypass Roadway. ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 481 Bridge Street, and Flint Street Traffic Signal upgrades have been completed Maintaining lighting on Route 107 Bridge Street. Rebuilt luminaires and maintaining them at the Common also keeping Hubie Halloween display up to date Repairing Rapid Flashing signals at various locations for the Parking Department. Installed all new LED Luminaires from Riley Plaza to Congress Street as promised completed. Maintaining all our Roadway lighting. Working with Verizon and National Grid to transfer the City’s Fire Alarm Cables to the new poles being installed throughout the City and removing the double poles. Holiday lighting throughout the City’s business district and downtown has been maintained minimally. Continually maintaining our Traffic signals and controllers throughout the City. The Electrical Department is maintaining all streetlights throughout the City. Continue to offer the highest quality customer/constituent services and responsiveness with Click Fix Helped complete improvements to Forest River Park Pool and Surrounding area. ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 482 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 ELECTRICAL PERMITS ISSUED 2110 1018 952 1000 1100 ELECTRICAL INSPECTIONS PERFORMED 1600 1200 1505 1600 1600 FIRE ALARM MASTERBOX PLUG OUT AND SYSTEM RESETS 750 800 800 750 750 TRAFFIC SIGNAL REPAIRS 500 525 525 475 475 DECORATIVE STREET LIGHT REPAIRS 220 300 300 200 250 COBRAHEAD STREEET LIGHT REPAIRS 350 350 350 450 450 BOARD OF HEALTH ELEC. COMPLAINTS 5 5 5 5 3 FIRE PREVENTION ELEC. COMPLAINTS 10 10 10 10 5 ELECTRICAL REPAIRS TO PUBLIC 25 25 25 10 10 FIRE ALARM OPEN CIRCUITS / REPAIR 200 250 250 320 250 MAINTAIN FOUNTAIN PUMPS 2 2 2 2 2 FIRE ALARM POLE TRANSFERS 50 75 75 100 80 ROADWAY BANNERS HUNG 150 200 200 150 150 DECORATED CHRISTMAS TREES 100 100 100 65 65 Fire/Mun Signal Main 1.73% Maint Traffic Signal 4.28% Mall Light Maintenan 5.15% Salaries-Full Time 48.29% Street Lighting 32.11% Traffic Signal Light 4.81% Other 3.65% ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 483 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Electrical - Personnel 12451 5111 Salaries-Full Time 372,637 378,053 426,394 426,394 476,926 461,041 0 34,647 8.13 12451 5131 Overtime (General) 4,424 6,285 10,000 10,000 10,000 10,000 0 0 0.00 377,061 384,338 436,394 436,394 486,926 471,041 0 34,647 7.94 Electrical - Expenditures 12452 5213 Street Lighting 268,984 288,200 288,200 288,200 317,088 298,200 0 10,000 3.47 12452 5214 Traffic Signal Light 41,239 35,725 43,197 43,197 47,516 45,516 0 2,319 5.37 12452 5254 Street Lighting Maint 53,455 10,435 48,400 78,674 50,820 50,820 0 2,420 5.00 12452 5255 Building/Equip Maint 11,783 9,383 13,200 15,871 13,200 13,200 0 0 0.00 12452 5256 Fire/Mun Signal Main 7,449 11,466 13,200 14,233 17,079 17,079 0 3,879 29.39 12452 5257 Maint Traffic Signal 33,670 21,403 33,000 45,225 42,225 35,000 0 2,000 6.06 12452 5301 Police Detail 1,200 0 2,000 2,000 8,000 4,000 0 2,000 100.00 12452 5324 Training & Certification 755 981 1,000 1,000 1,000 1,000 0 0 0.00 12452 5341 Telephone 432 385 1,000 1,000 1,000 1,000 0 0 0.00 12452 5421 Office Supplies (Gen 1,890 1,819 2,200 2,550 2,200 2,200 0 0 0.00 12452 5710 In State Travel/Meetings 210 378 600 675 600 600 0 0 0.00 421,067 380,174 445,997 492,625 500,728 468,615 0 22,618 5.07 Department Total 798,128 764,512 882,391 929,019 987,654 939,656 0 57,265 6.49 ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 484 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 CITY ELECTRICIAN 6/4/1984 94,790 1,868.46 1.00 1 97,534 97,534 AFSCME 331,604 6.00 379,393 363,508 12451-5111 426,394 7.00 476,926 461,041 Overtime 10,000 10,000.00 10,000 10,000 12451-5131 436,394 7.00 486,926 471,041 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 SIGNAL MAINTAINER 3/29/21 1 58,702.80 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 PRINCIPAL CLERK 2/6/17 2 56,605.12 1.00 1,093.99 57,106.28 3 57,106.28 57,106.28 WIRE INSPECTOR 4/30/2001 1 67,776.28 1.00 1,309.91 68,377.30 3 68,377.30 68,377.30 SIGNAL MAINTAINER 10/28/2002 1 60,881.08 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 WIRE INSPECTOR/ELECTRICIAN 28,865.75 1.00 - - 1 63,540.97 47,655.73 WIRE INSPECTOR 10/31/2022 58,772.48 1.00 1,262.67 67,526.98 2 67,526.98 67,526.98 331,603.51 6.00 248,324.80 379,392.75 363,507.51 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 6.50 FY2024 6.50 FY2025 7.00 Variance FY25 v. FY24 0.50 ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 485 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 12452 Electrical-Expenses 5213 Street Lighting ELECTRICITY FOR ROADWAY AND DECORATIVE LIGHTING THROUGHOUT THE CITY 288,200 317,088 298,200 0 5213 Street Lighting Total 288,200 317,088 298,200 0 5214 Traffic Signal Light TRAFFIC SIGNAL ENERGY COSTS 43,197 47,516 45,516 0 5214 Traffic Signal Light Total 43,197 47,516 45,516 0 5254 Street Lighting Maint REPLACEMENT OF POLES,LUMINAIRES,WIRING,TRANSFORMERS,LAMPS, LENSES, MAINTENANCE FOR ADDITIONAL LUMINAIRES PURCHASED FROM NATIONAL GRID. ALSO DECORATIVE STYLE POLES AND LUMINAIRES 48,400 50,820 50,820 0 5254 Street Lighting Maint Total 48,400 50,820 50,820 0 5255 Building/Equip Maint FACILITY REPAIRS, EQIPMENT, AND MAINTENANCE 13,200 13,200 13,200 0 5255 Building/Equip Maint Total 13,200 13,200 13,200 0 5256 Fire/Mun Signal Main MAINTAIN FIRE ALARM CABLE & FIREBOXES OVERHEAD AND UNDERGROUND. 13,200 17,079 17,079 0 5256 Fire/Mun Signal Main Total 13,200 17,079 17,079 0 5257 Maint Traffic Signal TRAFFIC CONTROLLERS, SIGNALS, CONDUITS AND LIGHTING MAINTENANCE. WE HAVE ADDED A LOT MORE HARDWARE TO THE SYSTEM 33,000 42,225 35,000 0 5257 Maint Traffic Signal Total 33,000 42,225 35,000 0 5301 Police Detail POLICE DETAIL FOR ROADWAY WORK AS NEEDED 2,000 8,000 4,000 0 5301 Police Detail Total 2,000 8,000 4,000 0 5324 Training & Certification ESSEX CTY SIGNAL ASSOC., IMSA NFPA LED CERTIFICATION, MUN ELEC INSP ASSOC., TRAFFIC SIGNAL SCHOOL, COMP COURSES, SIGNAL MAINTENANCE SCHOOL CERTIFICATION FOR NEW EMPLOYEE 1,000 1,000 1,000 0 5324 Training & Certification Total 1,000 1,000 1,000 0 5341 Telephone 2 BUSINESS PHONE LINES @ 120.MO & LONG DISTANCE @ 82.50 X 12 MOS 1,000 1,000 1,000 0 5341 Telephone Total 1,000 1,000 1,000 0 ---PAGE BREAK--- Departmental Budgets Electrical FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 486 5421 Office Supplies (Gen GENERAL OFFICE SUPPLIES AS NEEDED 2,200 2,200 2,200 0 5421 Office Supplies (Gen Total 2,200 2,200 2,200 0 5710 In State Travel/Meetings PROGRAMS AND SEMINARS, INTERNATIONAL ASSOCIATION OF ELECTRICAL INSPECTORS PAUL REVERE CHAPTER, MUNICIPAL ELECTRICAL INSPECTORS MEETINGS, MEMBERSHIP DUES AND EXPENSES HAVE INCREASED 600 600 600 0 5710 In State Travel/Meetings Total 600 600 600 0 12452 Electrical-Expenses Total 445,997 500,728 468,615 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 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. Goals and 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 con- ditions. 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. Goal – To protect wetlands Objectives: Identify ways to prevent and minimize the spread and encroachment of invasive species. Identify and plan for acquisition of key wetland and buffer properties. Identify ways to restore filled wetlands and provide natural floodplain pro- tection. Identify the best path to strengthening the Salem Wetlands Protection and Conservation Ordinance and its associated regulations and incorporating nature-based stormwater solutions. 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 respon- sibilities 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. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2025 There are no significant budget or staffing changes. Please note that Clerk compensation has been moved from Full-Time to Part-Time. Recent Accomplishments In accordance with the Commission’s mission, from July 1, 2022 through June 30, 2023, the Commission: Issued 10 Determinations of Applicability; Issued 31 Orders of Conditions; and Issued Certificates of Compliance. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 488 The Conservation Agent and Commission members attended various work- shops throughout the fiscal year on topics related to wetlands protection and conservation of open space. The updated Salem Wetlands Protection Ordinance, adopted in March 2022, and its implementing regulations adopted by the Conservation Com- mission in April 2022, have provided a new review of applications and a lens into where the update may be working well, and where there may need to be adjustments. Vernal pools and isolated vegetated wetlands are now protected resource areas, and there is an application currently before the Commission where these additional inland protections are under way. The updated Wetlands Ordinance was adopted by City Council in March of 2022. The ordinance and its implementing regulations provide substantial protections beyond what is currently in place through the state’s Wetlands Protection Act and Salem’s existing ordinance. They establish a new 25’ no- disturb area as well as a 50’ mitigation zone. Vernal pools and isolated veg- etated wetlands are now protected resource areas. And by adding climate change adaptation and mitigation as a resource area value, the Conserva- tion Commission for the first time has the explicit authority to incorporate climate considerations into its review. Peer Review services were used this past year for assistance in review and compliance with the updated wet- lands ordinance and implementing regulations. Commission staff has worked with Greenscapes and Salem Sound Coast Watch on implementation of LID and Nature Based Approaches. Staff has also attended various workshops and trainings including Stone Living Lab on implementation of Nature Based Solutions, Preservation in a Changing Climate, FEMA and training workshops. Commissioners partici- pated in MACC workshops. The Commission continued its contribution towards the City’s membership to Greenscapes North Shore Coalition. Greenscapes educates homeowners about maintaining attractive lawns and The Commission continued its con- tribution towards the City’s membership to Greenscapes North Shore Coali- tion. 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 supporting the goals of the Open Space & Recreation Plan. The Open Space and Recreation Plan is in the process of the 2023-2029 plan update. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 489 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Request for Determination of Applicability (RDA) applications reviewed/acted upon (Does the wetlands act apply) 15 18 10 12 12 Notices of Intent considered 18 20 35 32 25 Orders of Conditions issued 18 20 31 30 30 Full Certificates of Compliance issued 15 12 20 15 Dues And Sub 2.62% Fringe/Stipends 5.38% Salaries-Full Time 86.20% Salaries-Part Time 4.36% Other 1.45% ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 490 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Conservation Commission - Personnel 11711 5111 Salaries-Full Time 26,737 27,564 27,186 27,186 32,050 28,610 0 1,424 5.24 11711 5113 Salaries-Part Time 0 0 1,080 1,080 1,620 1,620 0 540 50.00 11711 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 0 0 0.00 26,737 27,564 30,266 30,266 35,670 32,230 0 1,964 6.49 Conservation Commission - Expenditures 11712 5421 Office Supplies (Gen 27 0 90 90 90 90 0 0 0.00 11712 5710 In State Travel/Meetings 0 348 450 450 450 450 0 0 0.00 11712 5730 Dues And Sub 0 583 873 873 973 973 0 100 11.45 27 931 1,413 1,413 1,513 1,513 0 100 7.08 Department Total 26,764 28,495 31,679 31,679 37,183 33,743 0 2,064 6.52 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 491 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Planner/Con Com Agent 3/22/21 27,186 - 0.50 32,050 28,610 11711-5111 27,186 0.50 32,050 28,610 CLERK 10/27/21 1,080 - 3.0 1,620 1,620 11711-5113 1,080 - 1,620 1,620 AICP Certification 2,000 2,000.00 2,000 2,000 11711-5150 2,000 2,000 2,000 30,266 0.50 35,670 32,230 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 0.50 FY2024 0.50 FY2025 0.50 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 492 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11712 Conservation Comm-Expenses 5421 Office Supplies (Gen GENERAL OFFICE SUPPLIES AS NEEDED 90 90 90 0 5421 Office Supplies (Gen Total 90 90 90 0 5710 In State Travel/Meetings MILEAGE, PARKING FEES AND REGISTRATION FEES AS NEEDED 450 450 450 0 5710 In State Travel/Meetings Total 450 450 450 0 5730 Dues And Sub AMERICAN PLANNING ASSOCIATION MEMBERSHIP 260 293 293 0 Membership for Conservation Commission Board Members to the Massachusetts Association of Conservation Commissions and Handbooks 613 680 680 0 5730 Dues And Sub Total 873 973 973 0 11712 Conservation Comm-Expenses Total 1,413 1,513 1,513 0 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 493 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. Goals and 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 recommenda- tions 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. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2025 Elena Eimert left the Planner position supporting the Planning Board and Dan Laroe provided interim support until new staff was hired. Robyn Lee is now the Planner supporting the Planning Board. Recent Accomplishments Between July 1, 2022 and January 31, 2024, the Planning Board approved eleven (13) Site Plan Review (SPR) applications and amendments. In January 2023, the Planning Board reviewed and approved an applica- tion for Site Plan Review, Planned Unit Development special permit, and Flood Hazard Overlay District special permit for development at 252 Bridge Street. This project consists of two phases. Phase 1 will include the con- struction of a mixed-use building with parking on the ground level, com- mercial and amenity space on the first level, and one hundred twenty (120) residential units on the floors above, all located at 252 Bridge Street, which is currently a surface parking lot adjacent to the MBTA Commuter Rail station. Phase 2 of the project will consist of the redevelopment and preservation of the historic County Commissioner’s Building and Superior Court Building which are located at 32 and 34 Federal Street. In July 2023, the Planning Board reviewed and approved an application for Site Plan Review, Planned Unit Development special permit, and Flood Hazard Overlay District special permit for development of Canal Street Sta- tion located at 266 Canal Street. The new development is striving for Pas- sive House design and will have two hundred and fifty units (250), of which 20% will be affordable at 60% Area Median Income. The project will also keep nine acres of conservation land and improve conditions of the adjacent wetlands. In July of 2023, Plummer Youth Promise Incorporated was granted a spe- cial permit through Site Plan Review and Flood Hazard Overlay District to construct a new residential building that will include two independent youth residential programs. Site improvements including “Passive House” utility installation and a new storm water management system are planned. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 494 In December of 2023, the Planning Board reviewed and approved an appli- cation for Site Plan Review and Flood Hazard Overlay District Special permit for the project located at 67 Derby Street. The proposal will create an off- shore wind (OSW) marshalling terminal where turbine components will be partially assembled and then deployed to offshore wind farms.?Freighters, barges and other marine vessels will be used to deliver these components to marshalling terminals. These will also be used to transfer the partially assembled turbines to offshore wind project locations for their full assem- bly and installation.?In addition, there will be improvements to the upland, shoreline and watershed areas of the project site.? Zoning Ordinance Changes: Between July 1, 2022 and January 31, 2024, the Board discussed and voted on recommendations to the City Council for the following zoning applications: Zoning Text Amendments: 7/8/22 – Recommended that the City Council approve an amendment to Section 8.0 of the Salem Zoning Ordinance to establish the Halloween Parking Overlay District to allow permitted off-street parking in non-residential parking lots in the downtown area during the period beginning on the Friday preceding October 1 and ending on the first Monday after October 31 of each year, subject to regulations to be established by the Traffic and Parking Commission. 12/20/22 – Recommended that the City Council approve an amendment to Section 3.2 of the Salem Zoning Ordinance to clarify the requirement that exterior stairways to an affordable accessory dwelling unit above the first floor shall be located on the rear or side of the dwelling; to remove the bedroom restriction; to allow new detached structures and require detached structures to comply with the setback requirements of an accessory structure; and to remove the owner occupancy requirement. 12/5/23 – Recommended that the City Council approve the Inclusionary Housing Ordinance. This would amend Section 5.4 of the Salem Zoning Ordinance for the purposes of establishing an Inclusionary Housing ordinance in the City. The Planning Board also recommended that City Council measure the half-mile distance from a commuter rail station, for purposes of eligibility for a parking reduction, by the approach that yields the most expansive inclusionary envelope. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 495 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Form A - Not Requiring Approval under the Subdivision Control Law 2 7 3 2 2 Form C - Subdivision 2 1 1 1 0 Site Plan Review 3 7 12 5 11 Flood Hazard Overly District Special Permit 3 3 6 3 7 North River Canal Corridor Special Permit 0 1 1 1 4 Zoning Amendment Recommendations 1 6 5 3 1 Municipal or Religious Reuse Special Permit 0 0 1 0 1 Advertising 3.90% Fringe/Stipends 5.20% Office Supplies (Gen 3.30% Salaries-Full Time 78.01% Salaries-Part Time 7.01% Other 2.58% ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 496 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Planning Board - Personnel 11751 5111 Salaries-Full Time 25,835 29,940 29,033 29,033 30,026 30,026 0 993 3.42 11751 5113 Salaries-Part Time 0 0 2,700 2,700 2,700 2,700 0 0 0.00 11751 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 0 0 0.00 25,835 29,940 33,733 33,733 34,726 34,726 0 993 2.94 Planning Board - Expenditures 11752 5306 Advertising 522 773 1,500 1,500 1,500 1,500 0 0 0.00 11752 5421 Office Supplies (Gen 0 0 270 270 1,270 1,270 0 1,000 370.37 11752 5426 Reproductions 1,000 5 1,000 1,095 0 0 0 (1,000) (100.00) 11752 5710 In State Travel/Meetings 140 161 450 450 450 450 0 0 0.00 11752 5730 Dues And Sub 0 251 510 510 543 543 0 33 6.47 1,662 1,189 3,730 3,825 3,763 3,763 0 33 0.88 Department Total 27,497 31,129 37,463 37,558 38,489 38,489 0 1,026 2.74 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 497 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Planner-Planning Board 01/xx/24 29,033 1,133.41 0.50 29,900 30,026 11751-5111 29,033 0.50 29,900 30,026 CLERK 10/27/21 2,700 2.5 2,700 2,700 11751-5113 2,700 2,700 2,700 AICP Certification 2,000 2,000.00 2,000 2,000 11751-5150 2,000 2,000 2,000 33,733 0.50 34,600 34,726 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 0.50 FY2024 0.50 FY2025 0.50 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 498 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11752 Planning Board-Expenses 5306 Advertising JOINT PUBLIC HEARINGS - CITY COUNCIL AND PLANNING BD (5 PER YEAR) 1,500 1,500 1,500 0 5306 Advertising Total 1,500 1,500 1,500 0 5421 Office Supplies (Gen General office supplies as needed 270 1,270 1,270 0 5421 Office Supplies (Gen Total 270 1,270 1,270 0 5426 Reproductions COURIER SERVICES 200 0 0 0 MANILA ENVELOPES 200 0 0 0 PAPER AND TONER FOR LARGE SCALE PRINTS 200 0 0 0 PLANNING BOARD ENVELOPES 400 0 0 0 5426 Reproductions Total 1,000 0 0 0 5710 In State Travel/Meetings Mileage, parking fees and registration fees as needed 450 450 450 0 5710 In State Travel/Meetings Total 450 450 450 0 5730 Dues And Sub AMERICAN PLANNING ASSOCIATION MEMBERSHIP (w/AICP) 260 293 293 0 CITIZEN PLANNER TRAINING COLLABORATIVE; SALEM NEWS 250 250 250 0 5730 Dues And Sub Total 510 543 543 0 11752 Planning Board-Expenses Total 3,730 3,763 3,763 0 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 499 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. Goals and Objectives 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 and performance management. Work with other City departments to continue efforts to address climate change and plan to mitigate carbon footprint through the Green Commu- nities program, energy efficiency goals, and the Resilient Together Plan. Successfully implement the twelfth year of the voter-approved Community Preservation Act. Keep the community informed and share information through full utiliza- tion of the City’s website and other online tools. Continue to provide high quality technical assistance to the various land use boards and commissions. Goal – To encourage appropriate economic development and achieve community housing goals Objectives: Continue implementation of Salem Municipal Harbor Plan and Designated Port Area Master Plan. Collaborate with project partners on implementation of offshore wind infrastructure development at the former Salem Harbor Station Power Plant site that helps create green jobs, supports alternative/renewable energy, and grows the local economy and tax base, while managing impacts on the surrounding neighborhoods. Continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors. Support the growth of new and existing private businesses, including enhanced recruiting efforts. Continue implementation of Housing Road Map. Encourage responsible private development and new growth opportuni- ties. Oversee the preservation and redevelopment of the Superior Court build- ings and 5 Broad Street. Pursue policies and opportunities to add housing to meet demand, stabi- lize rents and prices, grow the tax base, and address housing insecurity issues. Advance polices and other measures to help Salem realize its community housing goals, including right-sizing supply and improving affordability and access. Support the thoughtful advancement of public, private, and public/private projects that will help Salem achieve its housing goals. 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. Work with Park and Recreation to carry out the Signature Parks program for the Willows, Winter Island, Pioneer Village/Camp Naumkeag, Palmer Cove, and Salem Common. Complete Charlotte Forten memorial and shade structure in Charlotte Forten Park. Carry out CPA projects, historic preservation efforts as outlined in the his- toric preservation plan, and other community improvement projects. Goal – To enhance travel and tourism Objectives: Establish Salem as a dynamic year-round arts and cultural destination. Continue implementation of the Public Art Master Plan. 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 exploring opportunities for public activations at Old Town Hall, Derby Square, and Charlotte Forten Park. Continue development of new ferry terminal building and cruise port activities and marketing. Goal – To improve infrastructure and facilities Objectives: Work with Engineering to upgrade City water and sewer systems. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 500 Work with Engineering to maintain and upgrade City roads, sidewalks, and open spaces. Work with Engineering to continue to advance Highland Avenue and Bos- ton Street improvement projects and the Boston/Bridge intersection proj- ect. Continue working with the Salem Partnership to advocate for a South Salem MBTA commuter rail stop. Work with Engineering and Traffic to continue implementation of 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 as a year-round Community Center for Arts and Culture. Complete adoption and implementation of Flood Hazard Overlay District and Climate Resiliency Overlay District. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals The Department’s goal to improve general government is part of the Stra- tegic Plan’s Second Pillar: Improving Services and Third Pillar: Transpar- ency. The Department’s goal to encourage appropriate economic development and achieve community housing goals is part of the Strategic Plan’s First Pillar: Livability. The Department’s goal to improve recreation and quality of life is part of the Strategic Plan’s First Pillar: Livability. The Department’s goal to enhance travel and sustainable tourism is part of the Strategic Plan’s First Pillar: Livability. The Department’s goal to improve infrastructure, facilities, and sustainabil- ity is part of the Strategic Plan’s First Pillar: Livability. The Department of Planning and Community Development is the lead department on the following items in the FY2025 Strategic Plan. Pillar Value Scope Division Goal Number Goal Description Goal Purpose Timeline Status Livability Equity Specific Economic Growth EG.12 Begin planning for a BIPOC business incubator Grow BIPOC entrepreneurship and access to economic success Medium Preliminary Livability Equity Specific Economic Growth EG.13 Enhance distribution and use of the North Shore Diversity Catalog Grown economic power for women and BIPOC owned businesses in the region Short Underway Livability Vibrancy Broad General Government GG.34 Carry out Public Art Master Plan Meet the goals of the plan and publish results as achieved Long Underway Livability Affordability Broad General Government GG.35 Carry out Housing Roadmap Meet the goals of the plan and publish results as achieved Long Underway Livability Vibrancy Broad General Government GG.36 Carry out Community Preservation Plan Meet the goals of the plan and publish results as achieved Long Underway ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 501 Livability Affordability Broad General Government GG.37 Carry out CDBG Plan Meet the goals of the plan and publish results as achieved Long Underway Livability Vibrancy Broad General Government GG.38 Carry out Salem Harbor Master Plan Meet the goals of the plan and publish results as achieved Long Underway Livability Vibrancy Broad General Government GG.39 Carry out CPA project, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects Long Underway Livability Sustainability/ Resilience Specific General Government GG.40 Adopt Flood Hazard Overlay District and Climate Resiliency Overlay District ordinances Raise the bar for resiliency considerations and oversight in development Short Underway Livability Vibrancy Specific General Government GG.56 Complete Charlotte Forten statue, shade structures, and park activations Enliven a public space and celebrate Charlotte Forten’s life and legacy Short Underway Livability Vibrancy Specific General Government GG.57 Continue activation of Artists’ Row and Derby Square Enliven a public space and support local artists and creatives Short Underway Livability Affordability Specific Housing H.8 Study a Community Land Trust model for Salem Identify mechanisms to preserve and/or add to affordable housing supply in the community Medium Preliminary Livability Affordability Specific Housing H.9 Study tiny house and started home district options for Salem Potentially increase the supply of affordable housing for first- time homeownership Medium Preliminary ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 502 Significant Budget & Staffing Changes For FY 2025 For FY2025, we are moving funding for Public Art and Culture Programs from the Market and Tourism section of the budget to the Planning – General Administration section of the budget. Expenses for Artists’ Row remain in the Market and Tourism section. In June 2023, Elena Eimert left her position as Planner supporting the Planning Board, and in July 2023, Cassie Moskos left her position as Senior Planner. In August, Elena returned to the Department and filled the Senior Planner position Cassie had vacated. In February 2024, Robyn Lee joined the Department in the Planner role. During the eight months the Planner position was vacant, Dan Laroe did extra duty and covered the Planning Board. The Department is continuing to try to fill a vacant Senior Planner position. Despite adding a hiring incentive to this position, we have not been able to attract qualified candidates. Through these recent hiring processes, we have learned that starting salaries for comparable positions are higher than what was budgeted. The volume and complexity of work in the Department continues to be high. 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 Livability Affordability Specific Housing H.10 Study the use of property tax abatements to secure deed- restricted affordability in rental units Preserve existing affordable rental housing and increase the quantity of such housing Medium Preliminary Livability Affordability Specific Housing H.11 Complete adaptive reuse projects at 5 Broad Street and Superior Court/ County Commissioners Building Preserve iconic historic structures and create new housing and mixed-use spaces Medium Underway Livability Affordability Specific Housing H.12 Study reforms to single occupancy zoning Reduce the number of residents living without housing Short In Planning Livability Affordability Specific Housing H.13 Parking ratio study and reform More approrpiately scale parking to need to ensure maxium land possible is available for housing Short Underway Livability Vibrancy Specific Public Infrastructure PI.3 Advance South Salem Commuter Rail Station and Ocean Avenue connection project toward completion and complete associated rezonings or other necessary land use changes Reduce vehicle traffic on Jefferson Avenue and Highland Avenue and catalyze growth opportunities Medium Underway ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 503 Recent Accomplishments (Note: If you are interested in reading a more detailed version of the Recent Accomplishments, please go DPCD Detailed Accomplishments) Plans, Studies, and Policies DPCD continued developing and implementing plans and policies includ- ing: Imagine Salem (2018): DPCD uses the guiding vision and principles to inform future work. Hazard Mitigation Plan (2020): DPCD is assisting Sustainability and Resil- iency with planning its update for 2025. Housing Road Map (2022): In 2023, the City advanced several strategies identified in the Road Map, including an inclusionary housing ordinance, condominium conversion ordinance, and a variety of tenant protection efforts. Resilient Together: El Punto (2022): DPCD is assisting Sustainability and Resiliency with current phase—continued engagement within the com- munity and the advancement of preferred adaptation alternatives to enhance Palmer Cove Park resiliency to flood risk. This phase includes short-term design, permitting, and construction (2022-2024) and long- term analysis with feasibility and community engagement. Shetland Park Redevelopment Study (2023): The 2022 effort had expanded community engagement and dialog and the goal of having a shared framework that could advance the owner’s and community’s needs. The study summarizes the engagement process along with findings and addi- tional studies needed. North Street Connector Study (2023): Working with Traffic and Parking, grant funding was used to advance design of pedestrian and bicycle improvements at the North Street overpass to better connect the surround- ing neighborhoods and integrate downtown and the MBTA Commuter Rail station into the region’s expanding multiuse path network. Issues with the railroad crossing need to be addressed before additional work can be undertaken. Municipal Harbor Plan and Designated Port Area Master Plan (2023): The Harbor Plan update guides future development along Salem Harbor, most notably the reuse of the 42 acres of undeveloped. Open Space and Recreation Plan (2024): The new plan will guide decisions relative to park and recreation facilities and programming and maintain the community’s eligibility for state grant funding for park and open space projects. Disposition Ordinance (October 2022): The purpose of the amended ordi- nance is to prioritize affordable housing when disposing of public property; create a clear and transparent process when disposing of public property; and better align local rules with state procurements requirements (Chp 30B and Chp 60). Accessory Dwelling Unit Ordinance (February 2023): The amendment pro- vides more flexibility within the ADU ordinance, for example, it allows ADUs in new detached structures. CommonWealth Development Compact (May 2023): DPCD collaborated with the Builders of Color Coalition (BCC), the Civic Action Project (CAP) and the cities of Boston, Cambridge, Lynn, and Somerville to design a pilot compact to build economic opportunity for minority and women-owned firms who have historically been vastly underrepresented in private real estate development in Massachusetts. In September of 2023, DPCD staff started collected DEI disclosure forms from private development. The data is reported to the Compact. Section 3A Compliance (December 2023): In September of 2022, the City participated in the initial round of technical assistance with the Massachu- setts Housing Partnership (MHP) to evaluate whether the Central Business (B5) zoning district is in compliance with the MBTA Communities law, Sec- tion 3A. MHP concluded that it appears the B5 is in compliance. In January of 2023, DPCD staff submitted an action plan to the Executive Office of Housing and Livable Communities (EOHLC) proposing that the existing B5 zoning district would comply with Section 3A. EOHLC approved the action plan in March of 2023. In May of 2023, staff submitted a district compli- ance application to EOHLC. In December of 2023, EOHLC announced that Salem is the first community in the state to demonstrate compliance with the Section 3A. Inclusionary Housing (December 2023): Working from the ordinance that had been proposed in 2021, DPCD and MAPC updated the financial feasibil- ity analysis and made changes to the proposed policy supported by the analysis’ findings. The ordinance ensures that all developments which cre- ate six or more new residential units will provide some amount of units affordable at 60% Area Median Income and/or pay a fractional fee to the AHTF to be used in support of affordable housing. Condominium Conversion Ordinance (not yet approved): A draft of the complete ordinance was completed in 2023. As of January 2024, DPCD is awaiting action by the state legislature on the associated Home Rule Peti- tion, which must be approved prior to local consideration of the ordinance. Flood Resiliency and Climate Resilience Ordinances (not yet approved): Since 2022, DPCD has been developing these zoning ordinances to address flooding projected to worsen as a result of climate change. This work, building upon climate vulnerability assessments and community engage- ment conducted since 2014, will result in a streamlined Flood Hazard Over- lay District permit that meets new state and federal requirements and a new Planning Board review of projects in the 2070 flood zone to ensure that what Salem builds to meet its housing, economic development, and mobility goals will be resilient to projected worsening flooding. Subdivision Regulations (not yet approved): The update to the subdivision regulations will advance several strategies outlined in the City of Salem’s ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 504 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. Projects, Programs, and Intiatives Offshore Wind: In September 2021, the City partnered with Crowley on the redevelopment of the 42 acres of waterfront land surrounding the power plant. The property will be used as a construction staging facility for off- shore wind turbine installations south of Cape Cod and in the Gulf of Maine. The City continues to work closely with Crowley as they advance redevelopment plans toward a target completion date of 2026. In 2022, the project received over $110 million dollars in state and federal funding to support this goal including a $34 million federal grant through the City. Local permitting with the Conservation Commission and Planning Board was completed in 2023, and the City Council approved a Tax Increment Financing agreement with Crowley. The City, Crowley, and MassCEC are expected to execute project agreements—including a Community Bene- fits Agreement—in February 2024. Upon closing, the City will own the deepwater berth and an adjacent five acres of land which will be subleased back to Crowley. DPCD is also working with MassHire and regional partners on a $1.25 million pre-apprenticeship job training grant focused on mem- bers of environmental justice communities. Lastly, DPCD is working with the Alliance for Economic Development and other partners to support supply chain development. Historic Courthouses and Crescent Lot: The SRA continues to work with WinnDevelopment on the restoration and revitalization of the historic Fed- eral Street court buildings and on the ground-up construction of a mixed- use building with a significant residential affordability component. Permit- ting is complete for the Crescent Lot and is expected to begin for the Court- houses in April 2024. Downtown Development and Businesses: DPCD worked with the SRA to review several development projects in the downtown including: the Cres- cent Lot (110 residential units at varying levels of affordability); El Centro (North Shore Community Health Center and 19 units of affordable, age- restricted housing (with an additional 36 units at 9 Peabody Street)); 301 Essex Street (18 residential units located in a 3 ¾ story addition), and the installation of solar panels on the historic properties of The Salem Inn. Smaller projects include faÁade improvements to Barrio, Dunkin Donuts, and Funhouse Donuts and the review of signs for new and existing busi- nesses. Small Business Assistance: DPCD continued its suite of small business assis- tance tools and programs. Highlights include an updated Doing Business in Salem Guide, revamped Storefront Improvement Program, maintenance of the Salem Commercial Properties inventory and www.salemforbusi- ness.com website, and three CDBG small business loans to Couch Dog Brewing, Daily Table, and Funhouse Donuts. DPCD also supported the Salem Small Business Loan Fund managed by Mill Cities Community Investments that also provided loans to Couch Dog Brewing and Funhouse Donuts. DPCD provides referral services to the Enterprise Center, Salem Main Streets, the Chamber of Commerce, the North Shore CDC, the Small Business Association, MassDevelopment, the MA Office of Business Devel- opment, Mill Cities Community Investments, and facilitates the Economic Development Recovery and Revitalization (EDRR) Task Force. DPCD part- ners with the Executive Directors of Salem Main Streets and the Chamber of Commerce as a Business Recruitment Team to expand the diversity of local businesses. EDA Recovery Grant: DPCD completed the implementation of the $662,922 federal grant. To assist in this work, the City sub-contracted with Salem Main Streets (event support and management), Destination Salem (local and regional tourism campaigns), The Enterprise Center (technical assis- tance to tourism businesses), and the North Shore Workforce Board (NSWB, economic diversification strategy with a focus on the offshore wind indus- try). South Salem Commuter Rail Stop: DPCD and the Salem Partnership secured $372,000 through a 2022 US House Bill Community Project Funding alloca- tion to develop a 15% conceptual design and have applied for a $1,760,000 federal RAISE grant application to fund 100% design. DPCD also submitted a US EPA grant application for $500,000 to conduct environmental assess- ment and reuse planning for brownfields proximate to the planned station location. Port Improvements: The City is planning to use a $2.4 million federal grant to conduct waterside and landside improvements that increase cruise capacity at the port. DPCD staff are also using state grant funding to begin design and permitting of a new ferry terminal building. Leefort Terrace Redevelopment: Staff worked with Zoning Board of Appeals to facilitate the approval of a friendly 40B development applica- tion for Salem Housing Authority. This project includes the removal of the existing 50 units to be replaced with a multi-story building that has 124 total units. Staff also worked with the developer and Salem Housing Authority to develop an Urban Center Housing Tax Increment Financing (UCH-TIF) plan and TIF agreement. The City Council approved the plan and TIF agreement in January 2023. Affordable Housing Trust Fund Board: In 2023, the City allocated $1 million in ARPA funds to the Board. worked with the Board and awarded $100,000 to the City’s Health Department to increase the volume of Certifi- cate of Inspections conducted in Salem. The Board awarded two $250,000 grants to two shovel-ready projects that will create new affordable rental ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 505 units. The Board also launched a broader grant program that offers funding for housing services as well as the creation, preservation, and rehabilita- tion of affordable housing units. Mansell Field: In January 2024, the EPA completed $1,841,00 worth of arsenic remediation under a workshare agreement that DPCD coordinated through the City Solicitor and outside counsel. The City will complete the remaining remediation and park restoration work through 2024. Salem Willows Park: Design and permitting are complete for the recon- struction of the Salem Willows Pier. The design and permitting of the Wil- lows Phase II improvements located landward of the pier replacement project was significantly advanced in 2023. Improvements include the removal of excess asphalt, reorientation and resurfacing of pedestrian pathways, planting of new trees, and other plantings that will improve stormwater infiltration, environmental resilience, and accessibility. Palmer Cove Park: Phase II includes a second basketball court, conversion of the baseball diamond to a multiuse field, a new play area, additional trees and site furnishings, and completion of the park’s path network. Work will be completed in 2024. Charlotte Forten Park: DPCD is working to design and install a shade struc- ture in the park in 2024. Staff ran an RFP process to identify a year-round programmer for the park. The Anthem Group was selected and will begin programming in 2024. Curtis Memorial Park. The Park and Recreation Commission approved con- ceptual plans and DPCD staff will apply for PARC grant funding in 2024. Harmony Grove Trail: Work continued to design and permit a multiuse path through the Harmony Gove area along the North River. The project will connect Salem and Peabody’s expanding path networks and address a gap in the region’s expanding “New Hampshire Border to Boston” trail system. Bluebikes: DPCD collaborated with Traffic and Parking Department staff to expand the bikeshare system in June 2023 to a total of 18 stations. Almy’s Clock: DPCD completed restoration of the clock that was installed in ca. 1910 by the Almy, Bigelow & Washburn Department Store. Dickson Chapel at Greenlawn Cemetery: DPCD continues efforts to restore the chapel. Current focus is the restoration of the building’s floral motif stained glass windows. Reinstallation is expected in spring 2024. Historic Cemeteries: DPDC’s current focus is a three-year headstone conser- vation project in Broad Street Cemetery. Salem Deed: DPCD staff is working with the City Clerk and the Massachu- sett Tribe on efforts to conserve and interpret the 1686 parchment docu- ment that is used as evidence of the conveyance of the land known as Salem from the Massachusett Tribe to English Settlers. The document was recently transported to a certified conservator for repairs, conservation and digitization. The work is expected to be completed by June 2024. Historical Commission’s Design Guidelines Notebook: The notebook serves as guidance for the Historical Commission as well as for the City’s design review boards and historic property owners and was updated with support from a 2021 MHC Survey and Planning Grant. Mack Park Neighborhood Historic Survey Inventory: DPCD is managing the documentation of the historic and architectural significance of the neigh- borhood’s buildings and landscapes with completion expected by June 2024. Fort Lee: DPCD is working to secure funding to develop a preservation man- agement plan to protect and preserve the historic fort while maintaining public access to the site. “Preserving Salem” website: DPCD continues to update and enhance the site which provides information on the City’s historic resources and pro- vides information on ongoing City-sponsored preservation projects and events. Salem Preservation Partners: The Preservation Planner continues to coordi- nate meetings of this group to collaborate on educational and advocacy initiatives. The Partners also discuss strategies to address climate change impacts on historic resources and has hosted daylong Preservation in a ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 506 Changing Climate conferences on this topic in 2021, 2022, and 2023 and is now planning for the 2024 event. Old Town Hall Restoration and Renovation Project: The City has been work- ing toward reimaging Old Town Hall as a thriving year-round Community Arts and Culture facility. During FY2023, the City worked with Mills Whita- ker Architects and Anser Advisory to complete community informed design and cost estimating phases of the project. The scope includes improve- ments to accessibility, energy efficiency upgrades, new HVAC systems, fire suppression systems, acoustical enhancements, restroom replacements, and other related interior work to maximize safety, occupancy, and usabil- ity. The improvements would allow for the building to be activated more often and the infrastructure improvements would ensure the facility is on stable footing for the next 100 years. Due to costs, construction has been separated into two phases with the initial exterior work being planned for FY25. DPCD is working to develop a fundraising strategy for the interior work. Public Art Work Plan: The 2023 Plan resulted in the creation of approxi- mately 43 paid artist opportunities, 23 original works of art, and numerous partnerships with local artists and organizations. Highlights include: Installation and dedication of the Naumkeag Portrait in Council Cham- bers in December 2022 in collaboration with the Massachusetts Tribal Council. “Layers of Time,” an artist designed splash pad located at Forest River Outdoor Recreation and Nature Center. This work represents the first ever fully integrated site-specific piece of contemporary public art in Salem’s collection and is paired with its sister piece “Rivers of Time”, a three-dimensional mural made of glass and brass. Through a robust artist review and community input process, selected Humanity Memorial Inc. as the awardee for the Charlotte Forten Memo- rial public art commission. The life size bronze statue being created in the likeness of Charlotte Forten is anticipated to be installed in the fall of 2024. Installed the third annual Rotating Sculpture Garden, a collection of five large sculptural works by different artists, on long term loan to the City on display at Leslie’s Retreat from April 2023 through April 2024. Commissioned five new ArtBox installations and conducted conser- vation and restoration of ten (10) existing works of art in our ArtBox Collection in the fall of 2022 and spring/summer of 2023. Commissioned Salem-based first generation Filipino American artist Anna Dugan to design and paint a community informed mural entitled “The Seasons of Salem” for the Great Room at the Salem Community Life Center, completed in March 2023 Commissioned and installed “The Power of Three”, a long-term tempo- rary public art installation at Patten Park. Conducted cleanings as well was conversation, and restoration work on both the Kenny Scharf mural on the exterior of the Downtown Parking Garage and the Unity Path ground mural on Artist Row by artist Liz LaManche. Launched the Public Art Commission Mini-Grant Program in September 2023 resulting in over $5,000 being put into the hands of local artists to create art in the public realm ranging from performances to temporary public art. Derby Square: In addition to many reoccurring events, Derby Square brought a total of 33 activations to the area from July 2022-June 2023, sometimes working in tandem with events taking place inside Old Town Hall. Charlotte Forten Park: The Park hosted a total of 31 events from July 2022- June 2023 including theatrical and music performances, bingo nights, dance lessons, and more. In December 2022 and 2023 the park was home to Frozen Fire, Salem’s newly launched winter festival. Old Town Hall Programming: In order to allow the community new ways to engage with the building, DPCD launched new policies and programs in 2023 including the Arts and Culture Multi-Day Event Policy, the Arts-Com- munity-Access Membership Program, and an RFP calling for a single part- ner to reimagine, activate, and engage the space for the full month of October 2023. For FY23, Old Town Hall hosted 388 event bookings. These bookings collectively brought over 800 separate points of activation to the facility, approximately 350 of which were free and open to the community. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 507 Activations included an array of one-off events such as private receptions, weddings, vendor markets, lessons and workshops, rehearsals and more as well as multi-day activations such as conferences, theatrical performances, and art exhibitions. CPA Funding: Working with other departments and the Community Preser- vation Committee, the nineth round of CPA funding awards was made in spring 2023. Eight projects were recommended for funding and approved by Council. For more detailed information, see the CPA FY24 Community Preservation Plan and FY23 Annual Report. CDBG: Between July 1, 2022 and June 30, 2023 CDBG and CDBG-CV funds have been used to assist 28 social service programs which assisted 24,990 people, including at least 843 youth and 276 older adults with CDBG and CDBG-CV. CDBG funded lead abatement at the Mack Park Caretakers house, tree planting in low/moderate income neighborhoods, and several infra- structure projects that are currently underway including: Gallows Hill Park, Prince Street improvements, Old Town Hall pre-development, and Curtis Park. DPCD staff continued to manage the Housing Rehabilitation Loan Program and First Time Home Buyer Program. Community partners were funded to support with emergency rental assistance and payment of rental arrearages to avoid eviction, and a free housing stability service program assisted 237 persons. CDBG supported economic development work with 56 new, existing, or prospective businesses resulting in 16 new jobs for low/moderate income individuals. For more detailed information, see the annual CAPER report ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 508 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Community Development Block Grants Received 1,065,891 1,098,710 1,056,224 1,050,000 1,025,000 HOME funds received 145,619 179,885 210,145 200,000 200,000 CDBG CARES Act funds received $537,651 0 0 0 0 Studies and Reports Completed 1 1 1 1 1 Neighborhood improvement projects completed 4 4 5 4 4 Rental housing subsidies provided (first/last/security 3 14 12 12 12 Homeless persons provided housing through Housing First 39 7 3 7 7 Affordable housing units assisted (HOME) 8 11 19 15 15 First-time homebuyers assisted 18 3 1 1 1 Housing Units rehabilitated 2 1 2 2 2 Social service programs assisted 3 35 28 30 30 Technical assistance to businesses 25 109 56 56 56 Financial assistance to businesses 50 0 2 2 2 Street trees planted 1 18 0* 18 18 Old Town Hall activations TBD 754 442 400 450 Grants (applied/pending and actively managed) 24 26 35 38 30 Emergency Rental Assistance due to COVID-19 impacts 6 13 10 0 Emergency Public Service Programs due to COVID-19 Impacts 4 9 1 0 *Tree Warden vacancy impacted the number of street trees planted. Contracted Services 7.00% Dues And Sub 4.16% Fees 2.33% Gas & Oil Heat 1.53% Salaries-Full Time 79.89% Salaries-Part Time 3.23% Other 1.86% ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 509 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Planning - General Administration - Personnel 11821 5111 Salaries-Full Time 587,380 631,918 621,614 621,614 695,886 650,694 0 29,080 4.68 11821 5113 Salaries-Part Time 0 0 16,005 16,005 28,140 28,140 0 12,135 75.82 11821 5150 Fringe/Stipends 8,000 8,000 8,000 8,000 8,000 8,000 0 0 0.00 595,380 639,918 645,619 645,619 732,026 686,834 0 41,215 6.38 Planning - General Administration - Expenditures 11822 5216 Heat & Electricity-Old Town Ha 6,799 7,339 13,300 13,300 13,300 13,300 0 0 0.00 11822 5320 Contracted Services 55,558 18,162 22,500 26,475 60,998 60,998 0 38,498 171.10 11822 5387 Fees - Dep Admin 4,320 12,670 15,550 15,550 20,325 20,325 0 4,775 30.71 11822 5421 Office Supplies (Gen 3,617 3,123 4,000 4,000 4,180 4,180 0 180 4.50 11822 5426 Reproductions 180 0 180 180 0 0 0 (180) (100.00) 11822 5710 In State Travel/Meetings 1,105 2,754 3,000 3,130 4,000 4,000 0 1,000 33.33 11822 5730 Dues And Sub 29,709 30,899 32,625 32,625 36,209 31,209 0 (1,416) (4.34) 101,287 74,947 91,155 95,260 139,012 134,012 0 42,857 47.02 Department Total 696,667 714,865 736,774 740,879 871,038 820,846 0 84,072 11.41 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 510 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Sr. Planner - Public Art and Culture 10/1/19 72,150 1,422.19 1.00 1 80,808 74,238 Planner - Planning Board 01/XX/25 29,033 1,133.41 0.50 1 30,026 30,026 Director of Planning 8/8/16 97,902 2,573.08 0.75 1 109,651 100,736 Sr. Planner 3/4/2010 72,001 1,419.26 1.00 1 82,081 75,196 Planning Asst 01/20/20 44,342 874.04 1.00 1 50,549 46,309 Planner - Con Com 3/22/21 27,186 1,071.74 0.50 1 31,263 28,610 Sr. Planner - Historic Preservation 1/4/16 33,473 1,319.60 0.50 1 40,167 34,958 Budget Coordinator 12/14/1979 61,111 1,547.36 0.78 1 67,353 67,353 Principal Planner 1/2/19 4,636 1,523.00 0.06 1 5,192 4,770 Deputy Director of Planning 9/10/15 21,820 1,870.03 0.23 1 24,438 24,438 Sr. Planner 10/15/21 67,958 1,340.38 1.00 1 74,800 71,018 Planner - ZBA 11/17/20 57,502 1,133.46 1.00 1 62,102 60,054 Sr. Planner 32,500 1,281.25 0.50 1 37,454 32,988 11821-5111 621,614 8.82 695,886 650,694 Zoning Board Clerk 10/16/19 1,485 2.75 1,485 1,485 Public Art Commission Clerk 5/3/2021 1,215 2.25 1,215 1,215 Planning Asst XX/XX/23 11,183 0.54 1 25,440 25,440 11821-5113 13,883 0.54 28,140 28,140 AICP Certificattion 8,000 8,000 8,000 11821-5150 8,000 8,000 8,000 643,496 9.36 732,025.46 686,834 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Principal Planner CDBG - Grant 25513-5111 0.94 74,730.38 Planning Budget 11821-5111 0.06 4,770.02 PLANNER/CD DIRECTOR CDBG - Grant 25513-5111 0.25 33,578.69 Planning Budget 11821-5111 0.75 100,736.08 HOUSING COORD CDBG - Grant 25513-5111 1.00 60,076.72 Assistant CD Director CDBG - Grant 25513-5113 0.20 21,000.00 Planner- Con Com Planning Con Com 11711-5111 0.50 28,609.62 Planning Budget 11821-5111 0.50 28,609.62 Sr. Planner/Historic Planning Budget 11821-5111 0.50 34,958.14 Historic Comm Budget 16911-5111 0.50 34,958.14 Budget Coordinator CDBG - Grant 25513-5111 0.22 17,769.89 Planning Budget 11821-5111 0.78 63,002.32 Planner/Pl Bd Planning Budget 11821-5111 0.50 30,025.82 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 511 Planning BOARD 11751-5111 0.50 30,025.82 Deputy Dir of Planning CDBG 25513-5111 0.77 75,163.85 Planning Budget 11821-5111 0.23 22,451.54 Con Com Board Planning Con Com 11711-5113 12 meetings 1,080.00 Planning Board Planning Board 11751-5113 24 meetings 2,700.00 SRA/DRB CDBG 25513-5113 24 meetings 1,080.00 HisCom Board Historic Comm Budget 16911-5113 12 meetings 900.00 Senior Planner CDBG 25513-5111 0.50 32,987.50 Planning Budget 11821-5111 0.50 32,987.50 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 10.11 FY2024 9.38 FY2025 9.36 Variance FY25 v. FY24 (0.02) All Funds FTE Full-Time Equivalent Employees: FY2023 13.29 FY2024 13.24 FY2025 13.24 Variance FY25 v. FY24 0.00 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 512 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11822 Planning-Expenses 5216 Heat & Electricity-Old Town Ha For heat and electricity costs at Old Town Hall 13,300 13,300 13,300 0 5216 Heat & Electricity-Old Town Ha Total 13,300 13,300 13,300 0 5320 Contracted Services $20,000 General Consulting Services $30,000 Flood Plain Policy Development 20,000 0 0 0 General Consulting Services 0 20,000 20,000 0 Public Art and Culture Programs utility box, sculpture series, murals, placemaking, permanent installations, maintenance) 0 35,498 35,498 0 Seasonal install and deinstall of shade sails at Charlotte Forten Park 0 3,000 3,000 0 Spanish language interpretation and translation 2,500 2,500 2,500 0 5320 Contracted Services Total 22,500 60,998 60,998 0 5387 Fees - Dep Admin Furlong Park 2,455 2,455 2,455 0 Gonyea Park 4,320 4,320 4,320 0 Mansell Field 4,320 4,320 4,320 0 McGrath Park 0 4,320 4,320 0 Palmer Cove 2,455 2,455 2,455 0 Szetela Lane 2,000 2,455 2,455 0 5387 Fees - Dep Admin Total 15,550 20,325 20,325 0 5421 Office Supplies (Gen General Office supplies as needed 4,000 4,180 4,180 0 5421 Office Supplies (Gen Total 4,000 4,180 4,180 0 5426 Reproductions Copying and Binding of Studies 180 0 0 0 5426 Reproductions Total 180 0 0 0 5710 In State Travel/Meetings Mileage, EZ pass, parking fees and registration fees as needed (4x$650 SNEAPA, $1,400 other) 0 4,000 4,000 0 Mileage, parking fees and registration fees as needed (4x$600 SNEAPA, 2x$250 MAPD, $1,100 other) 3,000 0 0 0 5710 In State Travel/Meetings Total 3,000 4,000 4,000 0 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 513 5730 Dues And Sub Adobe Pro licenses 1,452 1,484 1,484 0 American Planning Association w/AICP (4 staff) 1,935 2,537 2,537 0 Americans for the Arts Membership 75 75 75 0 Arc Pro GIS 0 5,000 0 0 Boston Globe subscription 360 360 360 0 Citizen Housing and Planning Association 85 85 85 0 Economic Development Platform 0 1,500 1,500 0 Economic Development Platform Local intel) 2,900 0 0 0 Imagine Salem website hosting 168 168 168 0 North Shore Alliance Membership 5,000 5,000 5,000 0 Salem Partnership Membership 20,000 20,000 20,000 0 Urban Land Institute 650 0 0 0 5730 Dues And Sub Total 32,625 36,209 31,209 0 11822 Planning-Expenses Total 91,155 139,012 134,012 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 514 Market & Tourism Mission Statement Why We Exist Our goals are to establish Salem as a dynamic year-round arts and culture destination; identify new markets and a fresh message; and explore and expand partnerships with the Boston tourism industry. The City’s Arts and Culture Programs 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, bring people together in an urban environment, and generally support the work of artists and arts/culture organizations based in Salem. FY 2025 Goals and Objectives Goal - 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. Solicit proposals and identify new tenants for 2025/2026 Artist Row Season Conduct critically necessary roof repairs on Artists’ Row units. Goal – Market Salem as a year-round destination, utilizing the data accessed through Placer.ai to strategically target overnight travelers and visitors looking for an authentic New England expe- rience. Objectives: Continue to collaborate with Destination Salem to clearly communicate with residents regarding the importance of tourism to the Salem econ- omy. Collaborate with Salem Hospitality Stakeholders to create a holistic and sustainable year-round tourism plan for Salem. Use public relations and marketing tools to promote special events and festivals throughout the year to local and regional audiences. Engage public relations consultants to generate earned media and do outreach around the best practices for visiting Salem in October. Maximize the new Visitor Information Center to communicate with visi- tors. Support the mission and efforts of Destination Salem through contin- ued financial support from the hotel/motel tax and acquisition of grant funding. Support Destination Salem during their period of change while finding a new Executive Director and creating a strategic plan for the organiza- tion. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning - General Administration Significant Budget & Staffing Changes For FY 2025 For FY2025, we are moving funding for Public Art and Culture Programs from the Market and Tourism section of the budget to the Planning – General Administration section of the budget. Expenses for Artists’ Row remain in the Market and Tourism section. As such, the budget narrative below corresponds to the FY2025 budget scope. Other Art and Culture Program accomplishments are listed in the Planning – General Administration budget narrative. Recent Accomplishments Artists’ Row The Artists’ Row Program provides space in the heart of downtown at below- market rates for creative entrepreneurs to develop their businesses. The tenants are selected for a two-year lease term. In addition to being provided with prime space to create, showcase, and sell their works, tenants also participate in technical assistance programs, business development workshops, and other professional development opportunities and forge connections with local organizations like Salem Main Streets, the Salem Chamber of Commerce, The Creative Collective and more. In June 2023, the City collaborated with the Salem Arts Festival by hosting the annual Mural Slam where twelve (12) artists were paid an honorarium to create original works of art on 4’x8’ plywood panels on the back of Artists’ Row stalls and showcased to the community for one year. During the reporting period of July 1, 2022 through January 31, 2024 which includes nearly two full ’market seasons’, Artists’ Row was host to the creative businesses ShinDig, Robber’s Daughter/Melon Rose, and Chagall Performing Arts Collaborative. ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 515 From May to December 2022, Artists’ Row hosted the City’s third annual Public Artist in Residence (PAiR), Maia Mattson. Maia offered workshops and created installations by inviting the community to tell stories about their favorite natural spaces and places in Salem. Participants helped her dye fabrics and create images using found, foraged, and local botanicals. These engagements culminated in an immersive art installation at Old Town Hall in December 2022 through January 2023. In May 2023 through December 2023, local artist and architect Claudia Paraschiv of Studioful Design assumed the mantel of Public Arts in Residence. In her role and through her interactive and iterative project entitled City of Care and Wonder, Claudia conducted deep community engagement and meaningful policy development work to explore way in which we can build a city and community of care and wonder together. Claudia’s term as PAiR culminated with an immersive art installation at Old Town Hall in January 2024. The PAiR Program, now entering its fifth year, is an eight-month residency for an experienced artist working in the public realm. The City provides the PAiR with a stipend and a free space in which to work on Artists’ Row. The PAiR imbeds community engagement and activation in the day-to-day activities of Artists’ Row and culminates in a large-scale public art project that is reflective of the imbedded community process. Destination Salem Destination Salem is the official destination marketing organization (DMO) for the City of Salem. Founded in 1998 and reestablished in 2008, the organization cooperatively markets, promotes and manages tourism in Salem. Destination Salem advocates the kind of tourism which improves the quality of life for Salem residents and provides the greatest economic benefits to Salem’s taxpayers. Destination Salem strives to take a leadership position in the development and promotion of high-end, year-round tourism. Destination Salem worked with 192 businesses to execute the mission of the organization to increase year-round tourism during FY23. In October 2022, Destination Salem opened a new Visitor Information Center at 245 Derby Street in the South Harbor Garage, and committed to maintaining a visitor center that is open daily, year-round. The City’s new public restrooms, which were opened in August 2022, are adjacent to the new visitor information center. Per agreement with the City of Salem, Destination Salem is responsible for the cleaning of the restrooms and has contracted with SJ Services to execute that service. Since being opened in 2022 the Visitor Center has welcomed 63,334 visitors, and in 2023 Destination Salem welcomed 55,550 visitors. The organization’s staff currently includes two full-time staff members: Assistant Director Stacia Cooper, and Communications Manager Horrigan. After the departure of long-time Executive Director, Kate Fox, the organization retained a part time Interim Director, Kara McLaughlin. They also hired a part-time Visitor Center Manager Sharon Driscoll. The organization staffs the visitor information with an additional 10 and 16 part-time information specialists depending on the season. In addition to staff, Destination Salem works with consultants and agencies to achieve its goals, including Sperling Interactive for digital marketing, Kristen Villalongo Design for creative services, Kristen Levesque PR for Public Relations, MuseumTastic for history and content development, and LocaliQ for digital ads. Recent Accomplishments Include: Local hotel/motel tax collections continued to grow in FY23. After col- lecting $1,836,110 in FY22 the city collected $2,124,418 in FY23, an increase of $288,308 or 15.7%. The City has collected $1,805,131 in local option hotel/motel tax during the first six months of FY24. This amount is almost equal to the amount that was collected for all of FY22! Destination Salem budgeted $882,500 in revenue and $5,200 in operat- ing income for FY23. Revenue exceeded projections by more than $150,000 due to better than expected advertisement sales as well as some additional grant funding. Expense associated with the grants cou- pled with lower than expected retail sales resulted in an operating loss ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 516 of approximately $27k. (These figures are unaudited as of the time of this report.) The FY24 budget forecasts $972,545 in revenue. In FY23, Destination Salem generated $314K in private investment through advertising investments from 199 businesses. Destination Salem received an FY22 Travel and Tourism Recovery Grant in the amount of $47,500 from the Massachusetts Office of Travel & Tourism and used the funds to update Salem.org, and create a new advertising campaign to promote Salem as a walkable destination. These projects are still being utilized today in FY 24 with the promotion of the Salem Heritage Trail and our Year-round slate of festivals. Destination Salem used recovery marketing grant funds from the EDA to conduct consumer research, develop a new ad campaign, and invest in television, radio, print, and digital advertising campaigns that invite visitors to “Make your destination Salem.”. In FY 24 we are continuing to see the benefits of these campaigns: our radio ad buys, co-op advertis- ing throughout the region, and re-runs of our NESN tv ad segments. The annual Salem City Guide & Map continues to be printed with a dis- tribution of 275,000. Print brochures are distributed via direct mail, through CTM Media, and through AAA offices, visitor centers, and tour- ism businesses throughout New England and along the I-95 corridor in Connecticut. The annual Salem Haunted Happenings brochure has a distribution of 150,000 and is also distributed through direct mail, CTM Media, AAA Offices and visitor centers. Salem Haunted Happenings brochure distri- bution focuses on the greater Boston and New England areas. Destination Salem also maintains the Destination Salem app, which was downloaded 51,484 times in 2023 and continues to be an import- ant communications tool, especially in October when push notifications are used to communicate parking, traffic, public safety, and event updates in real time. Social media marketing is done via a mix of sponsored content and organic posts on Facebook, Twitter, Instagram, and TikTok, under the handles @destsalem and @hauntdhappenings. Public relations efforts included hosting familiarization tours and devel- oping itineraries for travel journalists, television content, and online content creators. Press releases were distributed throughout the year to provide festival and special event support, and Destination Salem col- laborated on crisis communications during October 2023 when visita- tion exceeded the City’s downtown capacity. Destination Salem’s public relations work in 2023 generated media mentions that reached an audience of more than 553 million consum- ers and had an ad value of $5.1 million with 867 mentions. The organi- zation’s press releases and links to selected media coverage can be reviewed at salem.org/media-kit. Traditional media coverage in 2023 included The Today Show, Wall Street Journal, Travel & Leisure, WGBH- Boston, New England Traveler, The Salem News, The Boston Globe, Connecticut Magazine, AAA North- east, WBZ, and Conde Nast. Destination Salem fulfilled 23,000 direct mail requests for the 2023 Salem City Guide, which represented a 30% increase over printed guide requests in FY22. Traffic on Salem.org saw 1,164,413 million users in 2023, generating 1,616,534 million sessions, and 4,279,521 million pageviews Maintaining Haunted Happenings.org, which saw 623K visitors, gener- ated 2.4 million pageviews between January 1 - October 31, 2023 with 863K sessions Communicating with an opt-in email database of more than 78K sub- scribers that includes consumers, tourism industry representatives, con- cierge, and media. Distribution of the weekly “Salem Industry Weekly” with updates on openings, closings, tour times, and niche business needs. Destination Salem follows consumer trends and visitor profiles through subscribing to Placer.ai and conducting an annual consumer survey. The data gathered through Placer and surveys helps the organization better understand and market to Salem’s visitors. Through Placer.ai, we know 2.1M visitors came to Salem in 2023, with a visitor frequency of 2.4, which generated 4.9M individual visits to Salem. 2023 visitation was 2.9% higher than 2019. Additional Initiatives Destination Salem continues to collaborate with City of Salem offices on execution and marketing of the following initiatives: ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 517 Preservation in a Changing Climate conference, as organized by the Preservation Partners Salem Film Office Salem Haunted Happenings logistics and public safety Salem Heritage Trail Salem 400+ Revolution 250th Representation and Collaboration Destination Salem supports membership and participation with the fol- lowing organizations and collaboratives: American Bus Association Cape Cod Chamber of Commerce Discover New England (international marketing) Greater Boston Concierge Association Greater Boston Convention & Visitors Bureau Massachusetts DMO Group 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 The following Tourism Economic Impact Data for Salem has been provided by the Massachusetts Office of Travel & Tourism and US Travel Association. The first table is 2022 data and the second table is data from 2021 to demonstrate economic growth provided by tourism in Salem. The top portion of data is the current information regarding 2023 tax information. Keep in mind that this data is baked off of tourists that have either traveled over a 50 mile radius to visit Salem, or have stayed overnight at a paid for accommodation. Salem Current Data FY2023 FY2022 Increase Local Rooms Tax Collections 000) 2.12 1.84 15.2% Local Meals Tax Collections mil) 1.53 1.34 14.2% 2022 Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $139,462,956 $29,662,570 859 $8,907,324 $4,200,009 International $10,206,018 $1,576,244 34 $482,825 $269,550 Total $149,668,974 $31,238,814 893 $9,390,149 $4,469,560 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 518 2021 Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $113,119,375 $26,490,178 792 $7,302,660 $3,143,223 International $3,724,824 $935,456 22 $189,343 $102,882 Total $116,844,199 $27,425,634 814 $7,492,003 $3,246,105 2020 Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $74,342,967 $23,689,676 695 $4,902,327 $1,975,166 International $3,104,020 4779,547 18 $157786 $85,735 Total ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 519 Expenditure by Department Promotion 98.26% Other 1.74% ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 520 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Market & Tourism - Expenditures 11992 5211 Electricity 787 1,400 1,400 1,400 1,900 1,900 0 500 35.71 11992 5306 Advertising 150 150 150 150 0 0 0 (150) (100.00) 11992 5389 Promotion & Marketing 290,996 309,543 307,000 342,899 304,150 304,150 0 (2,850) (0.93) 11992 5846 Renovation & Repairs 3,055 3,428 3,500 3,562 3,500 3,500 0 0 0.00 294,989 314,521 312,050 348,011 309,550 309,550 0 (2,500) (0.80) Department Total 294,989 314,521 312,050 348,011 309,550 309,550 0 (2,500) (0.80) ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 521 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11992 Market & Tour-Expenses 5211 Electricity Electrical services for Artists’ Row Marketplace (bathrooms and PAiR unit). 0 1,900 1,900 0 ELECTRICAL SERVICES FOR MARKET PLACE 1,400 0 0 0 5211 Electricity Total 1,400 1,900 1,900 0 5306 Advertising ADVERTISEMENT FOR RFP’S FOR MARKET PLACE STALLS 150 0 0 0 5306 Advertising Total 150 0 0 0 5389 Promotion & Marketing Destination Salem Funding 250,000 282,000 282,000 0 Downtown Programming 15,000 15,150 15,150 0 Free Trolley Rides for Salem Residents - July, August, Sept 7,000 7,000 7,000 0 Public Art - programs utility box, sculpture series, murals, placemaking) and permanent installations and maintenance bike path marker, park sculpture, CLC art) 35,000 0 0 0 5389 Promotion & Marketing Total 307,000 304,150 304,150 0 5846 Renovation & Repairs $3,500 for renovations, repairs and upkeep to buildings as needed. New $10,000 request for restroom attendant during October as was done in 2022. Ideally, this funding would go to DPS since they manage the contract. 3,500 0 0 0 $3,500 for renovations, repairs and upkeep to buildings as needed. 0 3,500 3,500 0 5846 Renovation & Repairs Total 3,500 3,500 3,500 0 11992 Market & Tour-Expenses Total 312,050 309,550 309,550 0 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 522 Historic 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. Goals and Objectives Goals - To provide regulatory design review within Salem’s four local historic districts and to undertake community-wide historic preservation planning. Objectives: Goals - To provide regulatory design review within Salem’s four local his- toric districts and to undertake community-wide historic preservation planning. Objectives: Continue implementing recommendations of the 2015 Historic Preserva- tion Plan Update. Ensure that the Salem Historical Commission Ordinance is legally enforced. Ensure that the recently revised Demolition Delay Ordinance is legally enforced. Explore options for strengthening the City’s historic preservation regula- tions. Conduct public hearings and issue decisions for projects within local his- toric 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 Devel- opment. 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 Com- mission members, keep Commission members up to date on current prac- tices, 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 www.preservingsalem.com website. 149 Federal Street, before 149 Federal Street, after How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2025 There are no significant budget or staffing changes. Recent Accomplishments Published the Salem Historical Commission Design Guidelines Notebook with assistance from a Massachusetts Historical Commission grant. Revised the Demolition Review for Historically Significant Buildings Ordi- nance. The Preserving Salem website (www.preservingsalem.com) continues to serve as a valuable resource for information on Salem’s historic buildings ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 523 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 Preser- vation Partners group on preservation activities including Preservation Month celebrations. Group is currently planning the fourth annual confer- ence related to protecting historic resources from climate change impacts. The Historical Commission issued 149 decisions on projects in local historic districts. The Commission reviewed and acted on 14 requests under the Demolition Delay Ordinance. The Commission provided letters of support for: City of Salem CPA Application for Salem Willows Phase II The House of the Seven Gables Coastal Zone Management Grant Appli- cation Hamilton Hall CPA Application for Exterior Restoration City of Salem Coastal Zone Management Grant Application for Winter Island Coast Bank Stabilization City of Salem CPA Application for Fort Lee Preservation Management Plan The Commission provided comment letters for: FY23 update of the Community Preservation Plan ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 524 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Regular meetings of the Salem Historical Commission 24 21 24 24 24 Applications received for approval 165 140 155 163 175 # of Certificates of Non-Applicability to be issued 80 56 70 60 75 # of Certificates of Appropriateness to be issued 80 76 80 88 100 # of Certificates of Hardship to be issued 5 2 2 1 2 # of Requests for a Waiver of the Demolition Delay Ordinance 10 2 3 14 15 Workshops/seminars/trainings related to historic preservation issues to be attended by Staff and Commission members 30 22 25 30 40 Salaries-Full Time 89.77% Salaries-Part Time 7.24% Other 2.99% ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 525 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Historic Commission - Personnel 16911 5111 Salaries-Full Time 31,904 32,641 33,473 33,473 40,167 34,958 0 1,485 4.44 16911 5113 Salaries-Part Time 0 0 1,800 1,800 3,240 3,240 0 1,440 80.00 31,904 32,641 35,273 35,273 43,407 38,198 0 2,925 8.29 Historic Commission - Expenditures 16912 5342 Postage 0 0 200 200 0 0 0 (200) (100.00) 16912 5421 Office Supplies (Gen 0 0 90 90 470 470 0 380 422.22 16912 5583 Photography Supplies 0 0 180 180 0 0 0 (180) (100.00) 16912 5710 In State Travel/Meetings 449 352 450 450 450 450 0 0 0.00 16912 5730 Dues And Sub 0 100 268 268 418 418 0 150 55.97 449 452 1,188 1,188 1,338 1,338 0 150 12.63 Department Total 32,353 33,093 36,461 36,461 44,745 39,536 0 3,075 8.43 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 526 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 SR PLANNER/HISTORIC 1/4/16 33,473 1,319.60 0.50 40,167 34,958 16911-5111 33,473 0.50 40,167 34,958 BOARD CLERK 9/1/17 900 - 3 1,620 1,620 BOARD CLERK 5/3/21 900 - 3 1,620 1,620 16911-5113 1,800 0.00 3,240 3,240 35,273 0.50 43,407 38,198 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 0.50 FY2024 0.50 FY2025 0.50 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 527 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16912 Historical Comm-Expenses 5342 Postage Postage & labels as needed 200 0 0 0 5342 Postage Total 200 0 0 0 5421 Office Supplies (Gen General office supplies as needed 90 470 470 0 5421 Office Supplies (Gen Total 90 470 470 0 5583 Photography Supplies General photography supplies as needed 180 0 0 0 5583 Photography Supplies Total 180 0 0 0 5710 In State Travel/Meetings Mileage, parking fees and registration fees as needed 450 450 450 0 5710 In State Travel/Meetings Total 450 450 450 0 5730 Dues And Sub Dues and subscriptions 0 250 250 0 National Alliance of Preservation Commissions 100 0 0 0 Preserving Salem website hosting 168 168 168 0 5730 Dues And Sub Total 268 418 418 0 16912 Historical Comm-Expenses Total 1,188 1,338 1,338 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Sustainability & Resiliency Sustainability Mission Statement The Sustainability & Resiliency Department (“SRD”) oversees sustainability, energy, and resiliency efforts within the municipal government, directly managing programs and projects, and coordinating with other departments. In addition, the SRD engages and supports Salem residents, businesses, property owners, and non-profits to participate in activities that further the goals of Resilient Together, Salem’s Climate Action Plan, and The Beverly Salem Energy Challenge. The mission of the Sustainability and Resiliency Department is to align with or 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 by working to reach our 70+ climate action plan goals. Savings and Revenue Our department manages many projects and programs that save money or generate revenue for the City of Salem or its residents and businesses. Through our Utility Savings Revolving Loan fund, our Department works to monitor and process payments from utilities, the renewable energy credit market, demand response, and other programs to help fund programs, projects, and efforts to reduce energy use and emissions. In addition to generating revenues, these projects provide direct savings (efficiency, solar, etc.) to municipal operations. A portion of the funds are used for the salaries for staff needed to administer the participating programs. These funds are also used to support specific projects that benefit the City or its Departments. Staff support capital projects and work with National Grid to ensure that we maximize utility incentives. Our work has resulted in a 3-year “Community Solutions” program with National Grid which has set specific energy savings targets of 525,000 kWh and 20,000 therms (roughly 5% of municipal building energy use). If we meet these goals the City will get incentives of up to $208,000. This program also targets small businesses. Salem Power Choice Program SRD manages an energy aggregation program which allows the City to purchase aggregated electric energy supply on behalf of residents and small businesses. Our program has resulted in significant savings for residents, along with reduced emissions as we purchase cleaner electricity. Rates below are fixed through December 2024 meter reads. National Grid meets the basic renewable electricity required by law, equivalent to the Basic rate in Salem Power Choice. Since the program launched in January 2016, Salem Power Choice participants have saved more than $16 million on electricity costs and, because of the program’s commitment to renewable electricity, reduced the related emissions of the City’s electric supply by 196,266 metric tons of CO2, the equivalent of removing 39,621 passenger vehicles from the road for one year. Because National Grid prices change and future prices are not known, future cost savings for Power Choice participants compared with National Grid cannot be guaranteed. City of Salem Energy Supply: The Department manages the procurement process for electricity and gas supply for the City and Schools. This bulk purchase results in savings compared to the National Grid Basic Service rates. The current contract expires in December, 2024 and includes a fixed rate for general accounts of $0.10/kWh and a fixed rate for the 7 large school accounts of $0.09/kWh plus capacity charges, which equates to on average an estimated $0.10/kWh. When compared to National Grid Basic Service rates which averaged about $0.17/ kWh for the last three years, the contract saved $869,634 in calendar year 2023. The Sustainability and Resiliency Department worked with Finance and Administration, Purchasing and the Mayor’s office to lock in another three year contract beginning in December, 2024. Though it includes an increase in rates of about $0.2/kWh, we timed this contract at a low point in the market and can anticipate continued savings compared to National Grid Basic Service in the coming year. The new contract also doubled the percentage of additional Class I MA Renewable Energy Certificates (RECs) from 5% to 10%. The State required amount of MA Class 1 RECs is approximately 27%, these additional make Salem’s total approximately 38% over the three-year contract period. For Natural Gas, starting June 1st, 2023, a new 48-month agreement with Direct Energy began at $0.767/Therm. This also provided savings ($4,934) compared to the basic rates offered by National Grid. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 530 In addition, the staff organizes and monitors municipal energy use, finding issues and credits related to incorrect accounts or charges. During FY24 this work lead to the discovery of over $30,000 in unused National Grid credits dating back to our 2015 streetlight conversion. These funds have since been transferred back to the appropriate accounts. FY 2025 Goals & Objectives Goal: Reduce Municipal Greenhouse Gas Emissions, Energy Use, and increase the use of Renewable Energy. Complete the Investment Grade Audit (IGA) for an Energy Performance Contract where all City and School Facilities will be evaluated. The SRD will work with all departments to review the findings of the IGA, which will propose upgrading all systems in the facilities. We anticipate starting the first construction phase in FY 25. The goal for the whole project is a 40- 50% emission reduction. Complete installation of at least two electric vehicle DCFC stations for use by electric municipal vehicles. Pursue MA Department of Energy Resources Climate Leaders designation, which includes developing a decarbonization roadmap and an electric first vehicle purchase policy, and provides grant funding eligibility. Continue participating in demand response and utility incentive programs. Ensure all City projects receive incentives and maximize energy use reduc- tion. Develop, support, and implement city policies and ordinances that align with Resilient Together. Capitalize on Federal grant programs available through the Inflation Reduction Act and Bipartisan Infrastructure Law. Goal: Equitable Outreach and Engagement with Salem Residents to Assist them in improving their sustainability and resiliency and taking advantage of grants and other programs. Memorandum Of Understanding with National Grid to Increase use of Mass Save . Increase participation of residents within environmental justice and low- income neighborhoods. Provide materials and information on sustainability programs, opportuni- ties, and technologies. Goal: To Reduce Overall Greenhouse Gas Emissions in the City of Salem.  Continue to work with residents and businesses to implement energy-sav- ing projects to complete annual Community First Partnership/Beverly Salem Energy Challenge Goals: 2000 Home Energy Assessments 700 Weatherization Projects Installation of 20 Heat Pumps Goal: Improve Salem’s Resiliency to current and future climate change Continue the work of Resilient Together: The Point, a community lead resil- iency initiative in the Point neighborhood. Update the City’s Hazard Mitigation Plan Establish an inter-departmental resiliency task force to develop and focus city strategies. Apply for MA Executive Office of Environmental Affairs (EEA) MVP 2.0 pro- gram which funds local resiliency and adaptation projects. Integrate resiliency into all City projects Significant Budget & Staffing Changes For FY 2025 The department does not anticipate any significant budget or staffing changes for FY 2025. The activities of the Sustainability staff over the years have 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 addition, 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, which would be $1.9M annually, or per capita around $40 a year. FY24 Accomplishments: A Framework For Action - Resilient Together: Salem and Beverly’s Climate Action Plan Established an internal “Green Team” or Resilient Together Ambassadors from every department to coordinate the goals and actions of the City’s Cli- mate Action Plan. Municipal Aggregation (Salem PowerChoice) has approximately 69% par- ticipation rate. Through a Coastal Zone Management (CZM) grant, developed a preferred option for a flood mitigation barrier in the Palmer Cove Park area of the Point neighborhood, as well as resiliency related materials for Point neigh- borhood residents. Supported the adoption of the Specialized Energy Code, a more stringent option that will ensure all new construction meets the standards necessary for a NetZero Salem in 2050. Continued the Comprehensive Energy Project with Ameresco, which involved coordinating with all departments and facilities managers to identify energy efficiency and greenhouse gas emissions reducing projects. Worked with National Grid to identify and maximize incentives. Anticipat- ing a first phase of energy efficiency work in multiple city and school facili- ties in fiscal year 2025. Regional Partnerships, ongoing communication efforts, and ongoing part- nership with the City of Beverly. Stretch and Specialized energy code training for developers, contractors, city staff, and building officials from surrounding municipalities. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 531 Through a MA DOER Green Communities grant, completed the installation of 5 publicly accessible electric vehicle charging stations in downtown parking lots, and 1 charging station for use by the Police Department. Established a fee for charging electric vehicles at publicly accessible, city- owned charging stations. Fee is used to offset, but not cover completely, the expense of ownership. Community Outreach, Engagement, and Education Efforts Department staff members provided webinars, workshops, local group presentations, neighborhood and business canvassing, and a presence at fairs and expos throughout the fiscal year, including but not limited to the Living Green Expo, Salem Farmers Market, Preservation in a Changing Climate conference at the Peabody Essex Museum, Fiesta en la Calle, Drive Electric Event at Beverly High School, & National Grid’s Community First Partnership program. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 532 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Grant awards $160,024 $494,485 $100,000 $126,000 $100,000 Outreach and Engagement events 29 19 25 28 25 EV charging stations installed (municipal/school owned) 13 2 6 6 4 City/school solar installations 2 3 0 0 0 Municipal Electric Vehicles 1 3 2 0 2 Air source heat pump installs - community wide 14 56 N/A 22 (as of 2/1/24) 40 Solar installations - community wide 122 126 N/A 68 (as of 2/1/24) 100 EV charging station permits - community wide 7 10 N/A 11 (as of 2/1/24) 10 Municipal and School energy use (MMBTUs) 108,687 98,537 100,000 65,000 (est. as of 4/ 1/24) 100,000 Electric & plug-in electric vehicles registered in Salem 248 368 480 463 (as of 1/1/24) 600 Contracted Services 1.71% Educational Training 1.88% Salaries-Full Time 85.49% Salaries-Part Time 9.54% Other 1.38% ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 533 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Sustainability - Personnel 11791 5111 Salaries-Full Time 184,894 161,387 220,947 220,947 250,248 222,297 0 1,350 0.61 11791 5113 Salaries-Part Time 0 35,358 30,676 30,676 27,929 27,929 0 (2,747) (8.95) 184,894 196,745 251,623 251,623 278,177 250,226 0 (1,397) (0.56) Sustainability - Expenditures 11792 5306 Advertising 583 90 650 650 650 650 0 0 0.00 11792 5317 Educational Training 3,006 772 2,250 4,250 5,515 5,515 0 3,265 145.11 11792 5320 Contracted Services 6,250 10,250 16,000 14,000 5,000 1,000 0 (15,000) (93.75) 11792 5381 Printing And Binding 170 420 100 100 100 100 0 0 0.00 11792 5421 Office Supplies (Gen 522 248 250 250 500 350 0 100 40.00 11792 5710 In State Travel/Meetings 55 56 200 200 200 200 0 0 0.00 11792 5730 Dues And Sub 186 316 1,250 1,250 2,590 2,590 0 1,340 107.20 10,772 12,151 20,700 20,700 14,555 10,405 0 (10,295) (49.73) Department Total 195,666 208,896 272,323 272,323 292,732 260,631 0 (11,692) (4.29) ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 534 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Sustainability & Resiliency Project Manager 8/14/2023 75,000 1,379.80 1.00 1 72,386 72,386 Director 2/27/2023 88,740 1,749.20 1.00 1 91,308 91,308 Sustainability Engagement Coordinator 8/2/2021 29,019 1,030.42 0.56 1 30,307 30,307 Energy Manager 11/2/2021 28,187 1,084.13 0.50 1 42,099 28,296 11791-5111 220,947 3.06 236,100 222,297 Administrative Assistant PT 4/20/2022 26,676 25,777.44 0.50 1 27,929 27,929 11791-5113 26,676 0.50 27,929 27,929 247,623 3.56 264,029 250,226 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount Energy Manager SUSTAINABILITY 11791-5111 .5 28,295.79 Revolving Funds 23773-5111 .5 28,295.79 Engagement Coordinator SUSTAINABILITY 11791-5111 .56 30,306.83 El Punto Climate Ambassador SUSTAINABILITY 27B03-511 0.5 $25/hr Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 3.50 FY2024 3.56 FY2025 3.56 Variance FY 25 v. FY24 0.00 All Funds FTE Full-Time Equivalent Employees: FY2023 3.50 FY2024 5.00 FY2025 5.00 Variance FY 25 v. FY24 (0.00) ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 535 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 11792 SUSTAIN/RESILIENCY EXPENSES 5306 Advertising Related to the promotion of Mass Save, Resilient Together, Municipal Aggregation, Sustainability and Resiliency Programs, etc. 0 650 650 0 Related to the promotion of Mass Save, Resilient Together, Municipal Aggregation, Sustainability Programs, etc. 650 0 0 0 5306 Advertising Total 650 650 650 0 5317 Educational Training Other Depts training related to Sustainability, Energy Efficiency, etc. 500 0 0 0 Supports BOC, ACEEE, NESEA, etc., trainings and conferences for internal staff and other departments. 0 5,515 5,515 0 Supports BOC, ACEEE, NESEA, usgbc, etc. for internal staff and other departments. 1,750 0 0 0 5317 Educational Training Total 2,250 5,515 5,515 0 5320 Contracted Services Contracted services related to Resilient Together dashboard, reporting, and calculations. Sustainability related contracted services. 16,000 5,000 1,000 0 5320 Contracted Services Total 16,000 5,000 1,000 0 5381 Printing And Binding Business Cards, Envelopes, Notices, Mailers etc. 100 100 100 0 5381 Printing And Binding Total 100 100 100 0 5421 Office Supplies (Gen General Office Supplies as needed 250 500 350 0 5421 Office Supplies (Gen Total 250 500 350 0 5710 In State Travel/Meetings Registrations and travel expenses for meetings and seminars 200 200 200 0 5710 In State Travel/Meetings Total 200 200 200 0 5730 Dues And Sub Dues for Power Options 1,000 2,500 2,500 0 Other dues 250 90 90 0 5730 Dues And Sub Total 1,250 2,590 2,590 0 11792 SUSTAIN/RESILIENCY EXPENSES Total 20,700 14,555 10,405 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Public Services Public Services - General Admin 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-Four (34) parks, twenty-eight (28) playgrounds, forty- two (48) 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. Goals and Objectives Work with SCF and the existing website system to integrate all work sub- mitted and performed by the department to share with the public. Continue to support Salem Recycles program and events.  Provide courteous and timely responses to the requests from the constitu- ents and other city departments. Continue to strive to respond to all con- stituent 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 Contractors who shall maintain parks and open space during peak season. Greenlawn Cemetery Master plan is to develop a long-term plan to make Greenlawn self-sustaining, by making landscape improvements, improving operations and management, and developing options for expansion of interment sites. 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 DCR in Planting trees as part of the Greening the Gateway Cities project. Working with Park and Recreation on making ADA improvements accord- ing to the ADA transition plan throughout city parks. How FY 2025 Departmental Goals Relate to City’s Overall Long & Short Term Goals Utilizing See Click Fix (SCF) we have completed over 1600 requests for the current fiscal year. We are estimating to close a total of 1800 by the end of the fiscal year. Between our department employees and Contractors, we have continued to paint crosswalks, stop bars and centerlines. The Depart- ment continues to work with engineering in the delivery of replacement. and new trash and recycling totters. 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 are dangerously close to the end of its useful life. Significant Budget & Staffing Changes For FY 2025 With the separation of DPS and Engineering there has been some restructuring of staffing levels to meet the needs of the division. Recent Accomplishments Continued restructuring of the department to improve efficiency. The department continues to inspect and conduct sidewalk work on side- walks identified as high priority and fixing them. DPS continues to utilize the Salem-Stat program to document and measure work and performance metrics throughout the department. Meetings are held to review the data and discuss ways to improve operations based on information being provided. DPS Continues to make improvements to its 2025 street sweeping pro- gram. The annual city-wide spring and fall sweeping effort (pushing back fall start date until after October 31st) and added more frequent (every third Wednesday in the B5 district) sweeping in the downtown area from April to September. DPS has also added twice per month street sweeping in the point area starting from April to October 31st. Department employees and contractors continued to paint crosswalks, stop bars and centerlines. The department continues to work with engineering to deliver replace- ment 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 2025. The Haunted Happenings events were successful with the DPS providing preparation and cleanup for many activities. This department also pro- ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 538 vided coverage and assistance during many other events including elec- tions. City-wide, the amount of trash collected and disposed of by City personnel from public parks and open spaces has seen a marked increase. In FY 2025 we expect the tonnage to be close to 220 tons, compared with last year’s tonnage of 200 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 2023. The city recently was designated as a “Tree City USA” for the 18 consecutive year, 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 also including removing unwanted items from camp sites. Between DPS Open Space Division employees and contractors, we have made improvements to the overall cleanliness of the downtown area. Worked with other city departments to set up parklets and safe eateries to benefit our restaurant community. ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 539 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Sidewalk Repairs 123 115 163 120 130 Pothole Fills (Repairs) 628 650 614 630 630 Catch Basin Repairs 37 30 30 32 32 Sink Holes 45 35 33 45 40 Trenches 85 55 103 90 85 Sign Repair 202 185 200 190 196 Trees/Open Space/Cemetery Trees Planted 130 120 116 264 137 Tree Issues 591 511 580 726 602 Full Burials and cremations 69 72 70 47 65 Cremation 73 49 59 60 60 Foundations 70 70 70 70 70 Lots Sold 41 43 43 42 43 Contracted Services 19.80% Equipment 2.08% Gasoline/Diesel Fuel 1.80% Gen Pw Improvements 1.82% Ground Maint-Parks & Rec 2.23% Overtime (General) 5.24% Police Detail 1.80% Renovation & Repairs 1.57% Salaries-Full Time 44.74% Seasonal Labor 4.08% Spraying And Removal 6.42% Vehicle Prts & Acces 2.36% Other 6.07% ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 540 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Public Services - General Admin - Personnel 14111 5111 Salaries-Full Time 1,504,925 1,527,088 1,703,155 1,641,155 1,742,444 1,737,843 0 34,688 2.04 14111 5113 Salaries-Part Time 22,817 43,794 49,046 49,046 50,349 50,349 0 1,303 2.66 14111 5118 Seasonal Labor 138,901 142,515 154,169 154,169 158,794 158,794 0 4,625 3.00 14111 5131 Overtime (General) 219,880 212,952 154,000 216,000 204,000 179,000 0 25,000 16.23 1,886,522 1,926,350 2,060,370 2,060,370 2,155,587 2,125,986 0 65,616 3.18 Public Services - General Admin - Expenditures 14112 5211 Electricity 8,362 4,684 10,000 15,316 11,000 11,000 0 1,000 10.00 14112 5215 Natural Gas 5,206 5,177 7,700 9,585 7,700 7,700 0 0 0.00 14112 5216 Oil Heat 2,990 2,800 2,800 2,800 2,800 2,800 0 0 0.00 14112 5241 Building Maint-Dpw 16,613 21,298 22,000 22,489 22,000 22,000 0 0 0.00 14112 5249 Ground Maintenance- Cemetery 3,703 2,970 5,000 5,418 5,000 5,000 0 0 0.00 14112 5249R Ground Maint-Parks & Rec 40,830 39,062 46,800 56,184 86,800 46,800 0 0 0.00 14112 5253 Radio Maint & Parts 1,300 2,100 2,100 2,100 2,100 2,100 0 0 0.00 14112 5270 Rental & Lease 27,206 38,065 30,400 30,911 27,000 27,000 0 (3,400) (11.18) 14112 5301 Police Detail 40,842 67,155 70,000 78,969 70,000 70,000 0 0 0.00 14112 5304 Professional Serv/Fees 7,714 7,158 9,600 10,400 9,600 9,600 0 0 0.00 14112 5317 Educational Training 4,001 1,542 4,000 5,456 4,000 4,000 0 0 0.00 14112 5320 Contracted Services 610,176 802,814 786,000 837,874 771,000 771,000 0 (15,000) (1.91) 14112 5341 Telephone 5,241 5,597 9,000 12,170 5,000 5,000 0 (4,000) (44.44) 14112 5383 Burial Services 40,220 70,297 0 62,060 0 0 0 0 0.00 14112 5391 Tree Planting, Removal & Maint 325,703 256,818 250,000 275,599 250,000 250,000 0 0 0.00 14112 5421 Office Supplies (Gen 1,997 1,988 2,000 2,000 2,000 2,000 0 0 0.00 14112 5451 Custodial Supplies 2,767 3,221 3,300 3,300 4,000 4,000 0 700 21.21 14112 5461 Grounds Maint & Supplies 10,902 10,737 11,050 11,050 12,050 12,050 0 1,000 9.05 14112 5481 Gasoline/Diesel Fuel 52,496 64,946 70,000 72,850 70,000 70,000 0 0 0.00 14112 5483 Vehicle Parts-Dpw 79,734 81,891 90,000 90,418 92,000 91,000 0 1,000 1.11 14112 5483 A Vehicle Parts-Police 20,000 19,829 20,000 20,000 20,000 20,000 0 0 0.00 14112 5483 B Vehicle Parts-Other 20,107 17,024 20,000 20,250 22,000 21,000 0 1,000 5.00 14112 5485 Street Sweeping & Brooms 19,539 17,704 19,700 19,700 19,700 19,700 0 0 0.00 14112 5710 In State Travel/Meetings 1,028 765 1,000 1,095 1,000 1,000 0 0 0.00 14112 5717 Prof License Reimb 1,744 1,499 7,400 9,360 7,100 7,100 0 (300) (4.05) 14112 5730 Dues And Sub 540 829 2,000 2,000 2,000 2,000 0 0 0.00 14112 5843 Improvements Pw & Park 71,315 45,360 70,000 84,686 71,000 71,000 0 1,000 1.43 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 541 14112 5846 Repairs/Renov/Sidewalks 55,251 49,554 60,000 64,319 61,000 61,000 0 1,000 1.67 14112 5860 Equipment Purchase & Repair 222,907 88,031 116,000 143,841 81,000 81,000 0 (35,000) (30.17) 1,700,434 1,730,915 1,747,850 1,972,200 1,738,850 1,696,850 0 (51,000) (2.92) Department Total 3,586,956 3,657,265 3,808,220 4,032,570 3,894,437 3,822,836 0 14,616 0.38 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 542 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 GENERAL FOREMAN 03/12/17 82,882 1,633.73 1.00 89,882 85,281 DPS DIRECTOR 01/29/07 34,919 2,483.65 0.34 44,741 44,741 City Engineer-DPS Director 22,234 - 0.00 - - GENERAL FOREMAN 02/27/23 27,744 1,608.46 0.34 32,504 32,504 MANAGEMENT ANALYST 27,460 - 0.00 - - DEPUTY DIRECTOR 0.34 34,093 34,093 ADMINISTRATIVE ASSISTANT 0.34 20,456 20,456 SENIOR PROGRAM MANAGER 25,598 1,447.86 0.34 25,911 25,911 AFSCME 1,482,318 24.38 1,494,857 1,494,857 14111-5111 1,703,155 27.08 1,742,444 1,737,843 PT ADMIN ASSISTANT 1/4/11 24,878 490.38 0.54 19 26,088 26,088 motorpool invotory control 24,168 464.77 0.54 19 24,261 24,261 TRANSFER STATION ATTENDENT - - - - 14111-5113 49,046 1.09 50,349 50,349 SEASONAL LABOR-OS 15,600 15,600.00 16,068 16,068 SEASONAL-Park 15,600 15,600.00 16,068 16,068 SEASONAL -Park Trash Weekends - - - - WKEND/SEASONAL TRASH 80,400 80,400.00 82,812 82,812 TRANSFER STATION - - - - 2nd shift trash / dps street 7,680 7,680.00 7,910 7,910 motor pool assistant 34,889 34,889.40 35,936 35,936 14111-5118 154,169 158,794 158,794 Overtime-Park 32,000 32,000.00 42,000 37,000 Overtime-Public Services 30,000 30,000.00 40,000 35,000 Overtime-Haunted Happenings 52,000 52,000.00 82,000 67,000 Overtime-Cemetery & Trees 40,000 40,000.00 40,000 40,000 Overtime-Motor Pool - - - - 14111-5131 154,000 204,000 179,000 2,060,370 28.17 2,155,588 2,125,986 OVERTIME (GENERAL) 50,000 50,000.00 50,000 50,000 50,000 - 50,000 50,000 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 543 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 WORKING FOREMAN 03/06/2000 1 66,159.60 1.00 1,276.61 66,639.04 3 66,639.04 66,639.04 LABORER 6-28-21 1 52,210.08 1.00 1,009.06 52,672.93 3 52,672.93 52,672.93 WORKING FOREMAN 4/7/15 1 66,160.12 1.00 1,276.61 66,639.04 3 66,639.04 66,639.04 HEAD WORKING FOREMAN 4/12/2021 1 24,699.48 0.34 1,403.99 24,918.02 3 24,918.02 24,918.02 PRIN ACCT 11/14/2022 17,767.33 0.34 1,032.42 18,997.46 2 18,997.46 18,997.46 MASON 9/8/2000 1 60,882.12 1.00 1,776.64 92,740.61 3 92,740.61 92,740.61 LABORER 8/17/2015 1 52,208.52 1.00 1,009.06 52,672.93 3 52,672.93 52,672.93 ME REPAIR 7-12-21 1 22,213.33 0.34 1,265.01 22,451.40 3 22,451.40 22,451.40 LABORER 11/2/2020 1 52,210.08 1.00 1,009.06 52,672.93 3 52,672.93 52,672.93 HEO 3/2/2020 1 58,636.02 1.00 1,134.55 61,378.52 2 61,378.52 61,378.52 HEAD FOREMAN 04081996 1 72,642.96 1.00 1,403.99 73,288.28 3 73,288.28 73,288.28 WORKING FOREMAN 06211999 1 22,458.28 0.34 1,276.61 22,657.27 3 22,657.27 22,657.27 HEMO 8/12/2013 1 56,545.84 1.00 1,092.86 57,047.29 3 57,047.29 57,047.29 LABORER 1-2-23 1 48,944.95 1.00 973.44 51,746.81 2 51,746.81 51,746.81 HEAD FOREMAN II/III 7/23/1998 1 24,698.44 0.34 1,403.99 24,918.02 3 24,918.02 24,918.02 MAINT CRAFTS 8/21/2000 1 56,545.84 1.00 1,092.86 57,047.29 3 57,047.29 57,047.29 TREE CLIMBER TRANSFERR ED 1 58,649.38 - - - 1 - - TREE CLIMBER RETIRED 1 60,881.08 - - - 3 - - TRAFF MAINT/ SIGN PAINTER 06/24/19 1 56,545.84 1.00 1,092.86 57,047.29 3 57,047.29 57,047.29 PESTICIDE GROUNDSKEEPER 6/2/14 1 60,881.08 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 LABORER 7/1/2016 1 52,208.52 1.00 1,009.06 52,672.93 3 52,672.93 52,672.93 LABORER 12/17/2021 1 50,698.14 1.00 973.44 51,818.05 2 51,818.05 51,818.05 TREE CLIMBER RETIRED 1 60,881.08 - - - 3 - - HEO 03/02/2020 1 60,881.08 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 ME REPAIR RETIRED 1 22,253.92 - - - 3 - - TREE CLIMBER 4-4-2022 1 54,015.18 1.00 1,134.55 61,336.43 2 61,336.43 61,336.43 HEO TRANSFERR ED 1 57,924.73 - - - 3 - - MAINT CRAFTS 1/3/2022 1 54,399.90 1.00 1,054.01 56,930.74 2 56,930.74 56,930.74 HEO STREET 11-1-21 1 59,673.17 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 ME REPAIR - 0.34 - - 21,394.00 21,394.00 ME REPAIR - 0.34 - - 21,394.00 21,394.00 HEO CEMETERY 1.00 58,839.69 58,839.69 TREE CLIMBER 1.00 58,839.69 58,839.69 HEMO STREET 1.00 54,392.92 54,392.92 13,441.80 - 13,441.80 13,441.80 13,441.80 4,000.00 - 4,000.00 4,000.00 4,000.00 1,482,317.89 24.38 1,279,996.90 1,494,857.20 1,494,857.20 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 544 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount General Foreman Public Services 14111-5111 0.34 $32,504.00 Sewer Fund [PHONE REDACTED] 0.33 $31,548.00 Water Fund [PHONE REDACTED] 0.33 $31,548.00 DIRECTOR dps Public Services 14111-5111 0.34 $44,740.96 Sewer Fund [PHONE REDACTED] 0.33 $43,425.05 Water Fund [PHONE REDACTED] 0.33 $43,425.05 General Foreman Public Services 14111-5111 1.00 $89,881.95 Sewer Fund [PHONE REDACTED] 0 Water Fund [PHONE REDACTED] 0 Senior program Manger Public Services 14111-5111 0.34 $25,910.79 Sewer Fund [PHONE REDACTED] 0.33 $25,148.71 Water Fund [PHONE REDACTED] 0.33 $25,148.71 DEPTUY Director DPS Public Services 14111-5111 0.34 $34,093.15 Sewer Fund [PHONE REDACTED] 0.33 $33,090.41 Water Fund [PHONE REDACTED] 0.33 $33,090.41 ADMINISTRATIVE ASSISTANT Public Services 14111-5111 0.34 $20,455.89 Sewer Fund [PHONE REDACTED] 0.33 $19,854.25 Water Fund [PHONE REDACTED] 0.33 $19,854.25 $553,719.57 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 30.17 FY2024 28.17 FY2025 28.17 Variance FY25 v. FY24 (0.00) ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 545 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 14112 Public Services/General-Exp 5211 Electricity National Grid - poles 10,000 11,000 11,000 0 5211 Electricity Total 10,000 11,000 11,000 0 5215 Natural Gas Direct Energy Market, National Grid and UGI 7,700 7,700 7,700 0 5215 Natural Gas Total 7,700 7,700 7,700 0 5216 Oil Heat Booma - Yearly Maintenance for 4 oil burners 400 400 400 0 PC/VAULTS OR LOTS TO SUPPLEMENT (8,300) (8,300) (8,300) 0 Stadium Oil - Burner service for City Hall and Old Town Hall 700 700 700 0 Stadium Oil - Oil heat for 93 Washington street 5,000 5,000 5,000 0 Stadium Oil - Oil heat for maintenance garages ($1,100.00 x 6 months) 5,000 5,000 5,000 0 5216 Oil Heat Total 2,800 2,800 2,800 0 5241 Building Maint-Dpw a-1 exterminators, asap drains , Boston fire extinguisher, Delandes lighting supply , Halley elevator , Haden safe and lock, home depot , O’Connell plumbing, winner brothers, F.W Webb, stadium oil, common wealth of Massachusetts, citron hygiene 22,000 22,000 22,000 0 5241 Building Maint-Dpw Total 22,000 22,000 22,000 0 5249 Ground Maintenance-Cemetery Danvers Farm & Home, Home Depot, Winer, Mastriani, Northeast, Rent All northeast nursery, DiLisio bros 5,000 5,000 5,000 0 5249 Ground Maintenance-Cemetery Total 5,000 5,000 5,000 0 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 546 5249R Ground Maint-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 8,000 0 0 0 Annual restoration for the Salem Common 0 40,000 0 0 Beach cleaning every two weeks memorial to labor day 0 10,300 10,300 0 beach cleaning Mc Ginnis Paving memorial day to labor day every two weeks 10,300 0 0 0 forest river / Mack park bathrooms cleaning services S& J Services/ Citron cleaning 14,000 14,000 14,000 0 Forest river seed and fertilize program for base ball field 50/50 split with park and rec 2,500 2,500 2,500 0 Home depot , coast maintance Park and rec facility supplies ( trash bags rubber bans, trash pickers ) 3,500 0 0 0 McGrath Field seed and Fertilizer program 50/50 split with park and rec 8,500 8,500 8,500 0 Misc vendors - fields 0 8,000 8,000 0 Park and rec facility supplies 0 3,500 3,500 0 5249R Ground Maint-Parks & Rec Total 46,800 86,800 46,800 0 5253 Radio Maint & Parts Northeast Two-Way -rental of two way radio repeater 2,100 0 0 0 Rental of two way radio repeater 0 2,100 2,100 0 5253 Radio Maint & Parts Total 2,100 2,100 2,100 0 5270 Rental & Lease Rags, Gloves, Goggles & Safety Equipment 900 900 900 0 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 0 UNIFORMS Article 20 section B the city agrees to provide uniforms to union employees (Moved from HR) 28,000 24,600 24,600 0 5270 Rental & Lease Total 30,400 27,000 27,000 0 5301 Police Detail Details for line painting, street open, paving 22,000 22,000 22,000 0 Details for street sweeping 42,000 42,000 42,000 0 Details for tree work 6,000 6,000 6,000 0 5301 Police Detail Total 70,000 70,000 70,000 0 5304 Professional Serv/Fees Bobs Tire Company, David Porter, HAWK, Leahy Landscape, Mitchell, Rockport, Safety Clean, Tank ology 9,600 0 0 0 professional services/fees 0 9,600 9,600 0 5304 Professional Serv/Fees Total 9,600 9,600 9,600 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 547 5317 Educational Training License reimbursements, Misc. licenses per union agreements, seminars & training to maintain 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. 4,000 4,000 4,000 0 5317 Educational Training Total 4,000 4,000 4,000 0 5320 Contracted Services Overhead door main, etc. at DPS 5 Jefferson Ave 18,000 0 0 0 artist row bathroom cleaning and stock 14,000 14,000 14,000 0 Downtown Maintenance / cleaning services 150,000 125,000 125,000 0 Halloween bathroom cleaning 10,000 10,000 10,000 0 Line Painting 67,000 120,000 120,000 0 Lot Maintenance spoil piles stored at dpw facility and transfer station logs and wood chips 125,000 100,000 100,000 0 Mowing and maintenance of Open Spaces 237,000 237,000 237,000 0 ROCA services 125,000 125,000 125,000 0 Weekend coverage and staffing to operate transfer station 40,000 40,000 40,000 0 5320 Contracted Services Total 786,000 771,000 771,000 0 5341 Telephone Rockport Technology - Telephone system maintenance 3,000 0 0 0 T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 6,000 3,000 3,000 0 Telephone system maintenance 0 2,000 2,000 0 5341 Telephone Total 9,000 5,000 5,000 0 5391 Tree Planting, Removal & Maint Emergency Services 15% 20,000 20,000 20,000 0 Equipment Maint. And purchase 5,000 5,000 5,000 0 Removal of hazard tree 35% 75,000 75,000 75,000 0 tree planting and after care 40% 150,000 150,000 150,000 0 5391 Tree Planting, Removal & Maint Total 250,000 250,000 250,000 0 5421 Office Supplies (Gen General office supplies as needed, including Belmont Springs 2,000 2,000 2,000 0 5421 Office Supplies (Gen Total 2,000 2,000 2,000 0 5451 Custodial Supplies Coast Maintenance, DPS building supplies 3,300 0 0 0 DPS building supplies 0 4,000 4,000 0 5451 Custodial Supplies Total 3,300 4,000 4,000 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 548 5461 Grounds Maint & Supplies Ground maintenance 0 12,050 12,050 0 One Way Lumber, Winer, Home Depot, northeast nursery, coast, arc mate, dan Konen 11,050 0 0 0 5461 Grounds Maint & Supplies Total 11,050 12,050 12,050 0 5481 Gasoline/Diesel Fuel Burke - Diesel per state bid 60,000 0 0 0 Diesel per state bid 0 60,000 60,000 0 Global Companies - Unleaded per the state bid 10,000 0 0 0 Unleaded per the state bid 0 10,000 10,000 0 5481 Gasoline/Diesel Fuel Total 70,000 70,000 70,000 0 5483 Vehicle Parts-Dpw All Welding, CC Auto, Goodyear, J’s Warehouse, Schmidt, Motor Part Sales, etc. 90,000 0 0 0 Vehicle parts 0 92,000 91,000 0 5483 Vehicle Parts-Dpw Total 90,000 92,000 91,000 0 5483A Vehicle Parts-Police C&C Auto, Goodyear, Kelly Jeep, Liberty Chevrolet, Lyons Enterprises, Stoneham, etc. 20,000 0 0 0 Vehicle parts - police 0 20,000 20,000 0 5483A Vehicle Parts-Police Total 20,000 20,000 20,000 0 5483B Vehicle Parts-Other Bouchard & Sons, C&C, Goodyear, Hub Starters 20,000 0 0 0 Vehicle parts - other depts 0 22,000 21,000 0 5483B Vehicle Parts-Other Total 20,000 22,000 21,000 0 5485 Street Sweeping & Brooms Brooms, gutter brooms, misc. parts , 0 19,700 19,700 0 Brooms, gutter brooms, misc. parts , Contractors include Atlantic Broom, CN Wood, J’s Automotive 19,700 0 0 0 5485 Street Sweeping & Brooms Total 19,700 19,700 19,700 0 5710 In State Travel/Meetings Tolls, Parking, Seminars 1,000 1,000 1,000 0 5710 In State Travel/Meetings Total 1,000 1,000 1,000 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 549 5717 Prof License Reimb Article 8 Pay classification Sec B, 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. 2,400 2,100 2,100 0 Reimbursement for operator licenses as per AFSCME agreement: to maintain license 5,000 5,000 5,000 0 5717 Prof License Reimb Total 7,400 7,100 7,100 0 5730 Dues And Sub Essex County, Mass Highway, Society of Arborist, National Arbor Day, MAPO NWWA , Mass Arborist association, ECHA, Mass Highway Association 2,000 2,000 2,000 0 5730 Dues And Sub Total 2,000 2,000 2,000 0 5843 Improvements Pw & Park Asphalt, aggregate, manhole, trash bags, catch basin, concrete, line painting, traffic sign supplies, tree beds. 0 71,000 71,000 0 Asphalt, aggregate, manhole, trash bags, catch basin, concrete, line painting, traffic sign supplies, tree beds. Contractors include Aggregate, Benevento, Brox, Dilision, Eastern Bag, EJ Prescott, Franklin, Home Depot, Permaline, Rent a TOOK, Rowley, Voss, Winer 70,000 0 0 0 5843 Improvements Pw & Park Total 70,000 71,000 71,000 0 5846 Repairs/Renov/Sidewalks Aggregate Industries, Benevento, Dilision, Home Depot, McLellan, Rent a Tool, Rowley Cement. Asphalt, aggregate, concrete, misc. street items. Additional Funding for sidewalks in Capital Improvement Projects (CIP) Budget 60,000 0 0 0 Asphalt, aggregate, concrete, misc. street items. Additional Funding for sidewalks in Capital Improvement Projects (CIP) Budget 0 61,000 61,000 0 5846 Repairs/Renov/Sidewalks Total 60,000 61,000 61,000 0 5860 Equipment Purchase & Repair dps camra install at DPS facility for safety and security 36,000 0 0 0 emergency purchase of equipment 36,000 37,000 37,000 0 motor pool inventory program updates 40,000 40,000 40,000 0 motor pool upgrades 4,000 4,000 4,000 0 5860 Equipment Purchase & Repair Total 116,000 81,000 81,000 0 14112 Public Services/General-Exp Total 1,747,850 1,738,850 1,696,850 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 550 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. Goals and 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 side- walks, 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. work with BETA on route optimization for upcoming year. work on installing brine station to cut down on road salt use across city. How FY 2025 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. Significant Budget & Staffing Changes For FY 2025 No significant budget or staffing changes for FY 2025. 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 Snow Ops software to schedule employees and contrac- tors 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 opera- tion 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 per- sistent issues at certain locations. ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 551 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, require- ments 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. purchase of a brine making machine with application equipment. this is a phased implementation hoping to overall cut down on the need of road salt. ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 552 Expenditure by Department Gasoline/Diesel Fuel 4.36% Misc Supplies 7.54% Overtime (General) 10.89% Salt 22.53% Sand 1.74% Snow Remov/Sand-School 17.43% Snow Removal 25.06% Telephone 2.38% Vehicle Repair And M 6.97% Other 1.09% ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 553 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Snow & Ice - Personnel 14231 5131 Overtime (General) 101,305 86,289 50,000 50,000 50,000 50,000 0 0 0.00 101,305 86,289 50,000 50,000 50,000 50,000 0 0 0.00 Snow & Ice - Expenditures 14232 5244 Vehicle Repair And M 315,886 262,630 32,000 32,000 32,000 32,000 0 0 0.00 14232 5292 Snow Removal 751,008 271,134 115,000 115,000 115,000 115,000 0 0 0.00 14232 5292S Snow Remov/Sand-School 87,183 58,678 80,000 80,000 80,000 80,000 0 0 0.00 14232 5341 Telephone 6,179 15,633 10,930 13,805 10,930 10,930 0 0 0.00 14232 5429 Misc Supplies 215,907 305,914 34,600 34,600 34,600 34,600 0 0 0.00 14232 5481 Gasoline/Diesel Fuel 158,529 179,162 20,000 20,000 20,000 20,000 0 0 0.00 14232 5534 Salt 360,018 320,580 103,405 103,405 103,405 103,405 0 0 0.00 14232 5535 Caclium Chloride 4,238 221,542 5,000 5,000 5,000 5,000 0 0 0.00 14232 5536 Sand 0 2,563 8,000 8,000 8,000 8,000 0 0 0.00 1,898,947 1,637,837 408,935 411,810 408,935 408,935 0 0 0.00 Department Total 2,000,252 1,724,126 458,935 461,810 458,935 458,935 0 0 0.00 ---PAGE BREAK--- Departmental Budgets Public Services FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 554 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 14232 Snow & Ice-Expenses 5244 Vehicle Repair And M General line for repairs and parts for DPS vehicles in preparation and during winter snow events 32,000 32,000 32,000 0 5244 Vehicle Repair And M Total 32,000 32,000 32,000 0 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 0 5292 Snow Removal Total 115,000 115,000 115,000 0 5292S Snow Remov/Sand-School Snow removal and sanding for school department 80,000 80,000 80,000 0 5292S Snow Remov/Sand-School Total 80,000 80,000 80,000 0 5341 Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 10,930 10,930 10,930 0 5341 Telephone Total 10,930 10,930 10,930 0 5429 Misc Supplies Aggregate Industries, Benevento and Bronx - Cold patch for potholes 30,600 0 0 0 Cold patch for potholes 0 30,600 30,600 0 Home Depot, Permaline, Precision Weather Forecasting, Winer. Parking and warning signs, weather forecasting, etc. 4,000 4,000 4,000 0 5429 Misc Supplies Total 34,600 34,600 34,600 0 5481 Gasoline/Diesel Fuel Estimate at $2250.00 per storm x 8 storms 20,000 20,000 20,000 0 5481 Gasoline/Diesel Fuel Total 20,000 20,000 20,000 0 5534 Salt Salt product purchased under state bid - $51.00 per ton 103,405 103,405 103,405 0 5534 Salt Total 103,405 103,405 103,405 0 5535 Caclium Chloride Fill up of Calcium Chloride Product in tanks 5 Jefferson Ave under state bid 5,000 5,000 5,000 0 5535 Caclium Chloride Total 5,000 5,000 5,000 0 5536 Sand Sand product purchased from Aggregate for sanding of streets. 8,000 8,000 8,000 0 5536 Sand Total 8,000 8,000 8,000 0 14232 Snow & Ice-Expenses Total 408,935 408,935 408,935 0 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Engineering Engineering - General Admin 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. Engineering, through its GIS technician, manages the data associated with its various infrastructure assets including water, sewer, drain, roadways and sidewalks. Engineering is responsible for implementing 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. Goals and Objectives The City will continue advancing design for Boston Street corridor roadway and sidewalk improvements and advocating for state funding through the TIP process. Derby Street - Continue construction of the phased approach with sidewalk improvements including paving from Orange Street to Hardy Street. 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 FY2024: Continue to manage the City’s Chapter 90 roadway improvement program to maximize the cost effectiveness of the City’s re-investment into its road- way 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. Continue workflow development and implementation of ViewPoint Cloud forms for other Engineering, Water & Sewer and Trash applications forms used by the Department. How FY 2025 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 pri- vate development projects. Significant Budget & Staffing Changes For FY 2025 No significant budget changes for FY 2025, but the department did have some staffing changes and vacancies in FY 2024. The department will continue to improve customer relations, city-wide communications and efficiencies. Recent Accomplishments Managed the City-wide paving program – utilizing the pavement man- agement program and Chapter 90 funds. We managed bidding Salem’s improvements for the City sidewalks and paved roads at a cost of $860,000. With Boston Street reconstruction project advancing through the 75% design level, we have continued to work with the state on coordinating with local utility companies, ensuring Salem’s continued successful ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 556 involvement in the TIP program. This project is programmed to start con- struction in 2025. Issued over 275 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. The Department’s construction inspector continued providing clerk of works services to many development projects city-wide. Department, through a consultant, re-surveyed the city streets as part of an update to the city-wide pavement management data base. Continued coordination and discussion on the Columbus Avenue seawall improvement project as well as assessed the condition of other City sea- walls. 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. Create, update and maintain GIS data, maps, and interactive web apps/ maps for engineering, DPS, other departments and public viewing. Create and support GIS field applications for DPS Staff for viewing munici- pal utility data and creating new GIS layers for use by DPS. Continued to work with the IT Department to open 11 applications on the City’s online public permitting system, including the street opening permit application, curb cut opening/ sidewalk modification application, applica- tion for temporary water use during constructions, backflow design data sheet, water meter sizing worksheet, and the drainage alternation. ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 557 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Number of street permits issued 550 700 650 275 300 Drain layer licenses issued 42 45 40 39 40 Commercial Backflow tests completed 1450 1600 1500 1500 1500 Backflow surveys completed 300 300 250 275 275 Number of linear miles streets paved 3.5 2 3 0 3 Number of linear miles sidewalk reconstructed 3.5 2 2.5 1 0 Contracted Services 36.35% Salaries-Full Time 58.32% Other 5.33% ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 558 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Engineering - General Admin - Personnel 14121 5111 Salaries-Full Time 178,685 145,212 160,965 160,965 120,346 119,174 0 (41,791) (25.96) 178,685 145,212 160,965 160,965 120,346 119,174 0 (41,791) (25.96) Engineering - General Admin - Expenditures 14122 5317 Educational Training 2,104 752 2,500 2,575 2,500 2,500 0 0 0.00 14122 5320 Contracted Services 55,468 20,250 15,000 15,000 75,000 15,000 0 0 0.00 14122 5421 Office Supplies (Gen 1,379 1,596 1,500 1,656 1,500 1,500 0 0 0.00 14122 5710 In State Travel/Meetings 425 812 1,000 1,070 1,000 1,000 0 0 0.00 14122 5730 Dues And Sub 1,519 1,293 3,000 3,000 3,000 3,000 0 0 0.00 14122 5780 Other Expenses 0 857 1,500 2,072 1,500 1,500 0 0 0.00 14122 5851 Office Equipment 1,500 819 1,500 1,500 1,500 1,500 0 0 0.00 62,396 26,378 26,000 26,873 86,000 26,000 0 0 0.00 Department Total 241,081 171,590 186,965 187,838 206,346 145,174 0 (41,791) (22.35) ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 559 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ADMIN ASSISTANT 9/26/85 59,855 1,474.80 - - Assistant Engineer 5/28/18 38,842 114,241.18 0.34 38,842 38,842 City Engineer 5/21/2007 16,676 2,582.21 0.25 33,698 33,698 GIS 11/01/2021 21,746 1,260.75 0.34 23,884 22,711 BUSINESS MGR/WTR REG 10/14/2019 23,846 1,833.17 0.25 23,923 23,923 160,965 1.18 120,346 119,174 160,965 1.18 120,346 119,174 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount City Engineer ENGINEERING 14121-5111 0.25 33,697.86 SEWER [PHONE REDACTED] 0.25 33,697.86 WATER [PHONE REDACTED] 0.25 33,697.86 TRASH [PHONE REDACTED] 0.25 33,697.86 Business Manager/Water Reg ENGINEERING 14121-5111 0.25 23,922.91 SEWER [PHONE REDACTED] 0.25 23,922.91 WATER [PHONE REDACTED] 0.25 23,922.91 TRASH [PHONE REDACTED] 0.25 23,922.91 Assistant City Engineer ENGINEERING 14121-5111 0.34 38,080.11 SEWER [PHONE REDACTED] 0.33 36,960.00 WATER [PHONE REDACTED] 0.33 36,960.00 GIS Tech ENGINEERING 14121-5111 0.34 22,711.43 SEWER [PHONE REDACTED] 0.33 22,043.45 WATER [PHONE REDACTED] 0.33 22,043.45 CLERK OF WORKS Capital Projects VARIOUS 1.00 81,029.21 ROADWAY PROJECT ENGINEER Capital Projects VARIOUS 1.00 90,000.00 CONSTRUCTION INSPECTOR Capital Projects VARIOUS 1.00 67,479.63 SECRETARY SEWER [PHONE REDACTED] 0.33 17,996.20 WATER [PHONE REDACTED] 0.33 17,996.20 TRASH [PHONE REDACTED] 0.34 18,541.54 Waste Reduction Coordinator RECYCLING GRANT 25433-5111 0.69 43,237.19 TRASH [PHONE REDACTED] 0.31 19,425.40 Co-op/Intern SEWER [PHONE REDACTED] 0.34 1,858.67 WATER [PHONE REDACTED] 0.33 1,804.00 TRASH [PHONE REDACTED] 0.33 2,256.58 ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 560 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 1.85 FY2024 1.85 FY2025 1.18 Variance FY25 v. FY24 (0.67) All Funds FTE Full-Time Equivalent Employees: FY2023 4.85 FY2024 4.85 FY2025 4.87 Variance FY25 v. FY24 0.02 ---PAGE BREAK--- Departmental Budgets Engineering FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 561 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 14122 Engineering-Expenses 5317 Educational Training APWA National Congress 1,000 1,000 1,000 0 Management training seminars, exhibits, and training opportunities 1,500 1,500 1,500 0 5317 Educational Training Total 2,500 2,500 2,500 0 5320 Contracted Services DEP Fee 0 10,000 0 0 Interpretation services for code red, meeting notices etc. 5,000 5,000 5,000 0 Ordinance review 0 50,000 0 0 Program Support 10,000 10,000 10,000 0 5320 Contracted Services Total 15,000 75,000 15,000 0 5421 Office Supplies (Gen General office supplies as needed 1,500 1,500 1,500 0 5421 Office Supplies (Gen Total 1,500 1,500 1,500 0 5710 In State Travel/Meetings Tolls, Parking, Seminars, Seminars on Stormwater, etc. 1,000 1,000 1,000 0 5710 In State Travel/Meetings Total 1,000 1,000 1,000 0 5730 Dues And Sub Dues and subscriptions 0 3,000 3,000 0 ENR, American Society of Civil Engineers, Essex County Highway Assoc., Mass Highway, MMAAA 3,000 0 0 0 5730 Dues And Sub Total 3,000 3,000 3,000 0 5780 Other Expenses Staff apparel for office staff and field staff. 1,500 1,500 1,500 0 5780 Other Expenses Total 1,500 1,500 1,500 0 5851 Office Equipment Equipment, toner, computer supplies, etc. 1,500 1,500 1,500 0 5851 Office Equipment Total 1,500 1,500 1,500 0 14122 Engineering-Expenses Total 26,000 86,000 26,000 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Recreation Parks & Rec - General Admin 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. Goals and Objectives Implementing the 7 year Open Space Master Plan for the City Construction work on Palmer Cove phase II Begin Salem Willows Phase II Replace Winter Island Playground Updated tree planting plan for Salem Willows Progressing Signature Park project work getting ready for Salem’s 400th Continued Design work on Pioneer Village relocation site Continue collaboration with Salem States Office of Civic Engagement and Sherriff’s department for park improvement projects Study Wardens and Park Caretaker programs for re-establishment/reform and continue to enable volunteer groups to participate in the enhance- ment of our parks and facilities Continually improve social media, marketing and website to make it more user friendly and encourage Salem Residents to register through www.salemma.myrec.com To provide affordable summer and after school programs for Salem youth and teens, while maintaining the high level of participation and quality for our special events and summer field trips. Continue to expand and improve our offsite program venues and provide more family orientated programs. Work with Salem State, Salem High and others to provide internship, vol- unteer and employment opportunities. Offer intergenerational programs in collaboration with the Council on Aging Develop and work with local agencies to provide educational and informa- tion sessions on various topics of interest to teens and adults To continue to work with Park Foreman to Establish a priority list and main- tenance plan – short and long term for park and playground improvement including accessibility. Friends of Park and Recreation Golf Tournament (5th annual event) to raise funds to support free and reduced rates How FY 2025 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”. 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. Recreation Goal:“To use updated Open Space Plan and anticipated city- wide field assessment to address problems and take advantage of possibili- ties at parks and playgrounds.”. Mayor’s Goal: Economic Development;Continue implementation of The Point Vision and Action Plan, which includes “providing a vari- ety 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. Mayor’s Goal: General Government; To maintain a high level of responsiveness and accessibility to City departments and employ- ees. Recreation Goals:Staff development, program enhancement, online pro- gram registration. All aspects of Recreation Department goals are designed to increase the level of engagement with Salem residents, as well as peo- ple 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 tech- nology. 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. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 564 Significant Budget & Staffing Changes For FY 2025 No significant changes Recent Accomplishments Host Salem Community Meet and Eats collaboration with Roots Broke ground lateral construction for New Winter Island Playground Completion of Phase 1 of Salem Willows Completion of Mack Park House de-leading project Significant work aerating, super-seeding and restoring grass at McGrath Park in partnership with Salem Youth Soccer Tree replacement plan for Forest River, dead tree removal and stump grind- ing and soil prep. Tree plantings for Salem Common, replenishing lost trees and adding to the canopy/tree-line. Replaced Collins Cove swing set MJ lee ADA accessible surfacing Worked with Salem State Recreational Management Department to offer student led programs. Collaborative work with Spaulding Adaptive Rehabilitation to offer adap- tive recreation programs at the CLC and Parks Continue to grow our Pickleball Program to include teen and adult lessons. Offered free youth and teen 1st Sat hikes through Salem Woods (in partnership with the Friends of Salem Woods) Applied and received a grant through the City of Salem Department of Planning and Community Development and the U.S. Department of Hous- ing and Urban Development to provide free enrichment programs for Salem youth at Palmer Cove Park and Mack Park. Programs included Girls and Boys Lacrosse, After School Drama, Hip Hop, Volleyball Clinic, Saturday Morning Art Classes, a week- long Art Workshop, Yoga, and Meditation. Offered a free 3- hour Summer Playground Program during the summer. Staff traveled to 12 different Salem playgrounds to offer traditional play- ground crafts and games. Collaborated with the Ipswich River Watershed Floating Classroom to pro- vide nature and conservation activities to the children in our playground programs. Continued to work with Coast to Coast Paddle to offer and expand paddle board lessons at the Salem Willows. We offered 8 weeks of Kids Paddle and 2 weeks of Teen Paddle at full capacity (10) each week. This was a total of 100 individual lessons. Utilized Salem Willows and Winter Island as outdoor locations to provide early morning and sunset yoga programs. Our Junior Scientist and Artist Club held their programs at Pioneer Village and the Forest River Conservation Area 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 contain- ers for an egg drop. Our youth and adult tennis programs at Salem High School were filled to capacity this summer. Fall included adding adult cardio tennis. Continued to partner with the Salem High Golf Team and coaches to pro- vide a Junior Golf League at Olde Salem Greens. Willows, Winter Island hosted outdoor early morning and sunset yoga pro- grams The deck at Olde Salem Greens Golf Course, WI function hall, and Salem Willows Shell served as locations for outdoor painting and art classes for all ages. Worked with local dance instructor, Greg Coles, to provide Pop Up Salsa les- sons at the Salem Ferry Landing and Charlotte Forten Park. Held our 1st Family Bingo Game at Charlotte Forten Park. Family bingo at CLC Record breaking 88 participants for cribbage tournament Worked with local dance instructor Greg Coles to provide pop up Salsa dancing at the Ferry. Collaborated with the Salem Public Schools Summer Meals Program to offer crafts and face painting during some meal distributions at Mary Jane Lee Park. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 565 Continued a collaboration with Code Wiz to provide coding classes to youth ages 7-17. Organized online contests through our Facebook page. Added program for teens for a weeklong teen filmmaking program with Filmmakers Collaborative. Partnered with the House of the Seven Gables to offer activities during the Salem So Sweet Festival. Partnered with our Veterans’ Services Department to organize a Valentine’s for Veteran’s program. Adult offerings were enhanced by adding Calligraphy, Cardio Boxing and kick boxing, Yoga, Ukelele with performances at the Farmers market and CLC Hosted Friday Fun nights at CLC – crafts, games, pizza and movies Field Trip to Endicott Park – hayride and barn tour Travel basketball Presentations include: New England Birds of Prey, Robothink workshop and curious creatures Applied and received a grant through the City of Salem Department of Planning and Community Development and the U.S. Department of Hous- ing 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, Dance and Fitness, Plein Air class for teens, Yoga, Fun Sports and Games, and Children’s Art Classes. Worked with published author, Shane Robitaille to offer two writing work- shops for adults. Co-sponsored with the Salem Bicycling Advisory Committee a Pedal Through Salem Program. Residents were encouraged to get their families outside during April and journey through Salem using bike paths and lanes. Participants received a Bike Facilities Map to guide them. Residents sent pictures of their rides to be posted on our Facebook page. Sponsored a various social media Spirit contests – Red Sox, Celtics, Hallow- een. Salem residents were asked to post pictures Utilized Forest River for a Summer Solstice Family Scavenger Hunt. Collaborated with the Salem Police Department to host a field day for chil- dren in our playground programs. Officers brought safety vehicles for chil- dren to explore, played games, had lunch and a visit from the City’s comfort dog Derby We offered summer field trips to the Franklin Park Zoo and to the Ipswich Watershed Association. At the Ipswich trip, children and staff traveled down the Ipswich River via canoes or kayaks. Continued to collaborate with Coast to Coast Paddle to offer and expand paddle board lessons at the Salem Willows. We offered 9 weeks of Kids Paddle and 3 weeks of Teen Paddle at full capacity (10) each week. This was a total of 120 individual lessons. Also added Teen Kayak Adventure. Collaborated with the Salem YMCA to provide free swim lessons for youth and adults Continued to partner with the Salem High Golf Team and coaches to pro- vide a Junior Golf League at Olde Salem Greens. 26 young golfers partici- pated this year. Hosted several Friday Fun Nights at the Community Life Center for children ages 6-12. We offered crafts, games, pizza and a movie. 18th Annual Derby Street Mile Event Worked with Blue Hills to provide a Kite Making Workshop at the new edu- cation room at Forest River Organized a Thanksgiving Cheer program whereby residents could create Thanksgiving cards for seniors. These cards were delivered to seniors with their Thanksgiving meal. Had over 100 families visit Santa during our annual Santa on the Common event. Partnered with the House of the Seven Gables to offer activities during the Salem So Sweet Festival. Participants were able to make valentines, explore the grounds of the House of the Seven Gables and partake in a chocolate themed Scavenger Hunt. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 566 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Overall Programs 146 170 175 180 *Special Events Participants 450 1500 1500 1700 Pooch Passes Sold 55 117 125 100 Parking Stickers Sold 3,006 3,121 3,100 3200 Contracted Services 27.22% Electricity 7.84% Ground Maintenance 3.03% Pool Maintenance 8.00% Recreational Supplie 1.72% Renovation & Repairs 1.62% Salaries-Full Time 36.71% Salaries-Part Time 2.87% Seasonal Labor 8.00% Other 3.00% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 567 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Parks & Rec - General Admin - Personnel 16501 5111 Salaries-Full Time 222,864 265,525 370,199 370,199 363,118 363,094 0 (7,105) (1.92) 16501 5113 Salaries-Part Time 0 2,787 30,088 30,088 28,397 28,397 0 (1,691) (5.62) 16501 5118 Seasonal Labor 80,253 83,423 79,416 79,416 79,171 79,171 0 (245) (0.31) 16501 5131 Overtime (General) 0 166 2,000 2,000 2,000 2,000 0 0 0.00 16501 5150 Fringe/Stipends 0 0 0 0 6,700 6,700 0 6,700 0.00 303,117 351,901 481,703 481,703 479,386 479,362 0 (2,341) (0.49) Parks & Rec - General Admin - Expenditures 16502 5211 Electricity 25,250 38,648 67,000 69,559 77,500 77,500 0 10,500 15.67 16502 5217 Gas/Oil Heat 9,701 7,446 4,500 9,032 6,500 6,500 0 2,000 44.44 16502 5249 Park & Ground Maint 22,953 27,569 30,000 34,061 30,000 30,000 0 0 0.00 16502 5251 Utility Serv Rep & M 0 0 600 600 600 600 0 0 0.00 16502 5320 Contracted Services 140,663 272,743 269,199 276,111 269,199 269,199 0 0 0.00 16502 5341 Telephone 1,256 2,913 4,500 4,810 4,500 4,500 0 0 0.00 16502 5352 Pool Maintenance 0 42,882 79,100 81,618 79,100 79,100 0 0 0.00 16502 5381 Printing And Binding 1,493 1,160 1,800 1,800 1,800 1,800 0 0 0.00 16502 5421 Office Supplies (Gen 4,505 4,546 5,000 5,451 5,000 5,000 0 0 0.00 16502 5588 Recreational Supplie 8,758 5,701 17,000 17,951 17,000 17,000 0 0 0.00 16502 5710 In State Travel/Meetings 0 0 700 700 700 700 0 0 0.00 16502 5730 Dues And Sub 1,079 662 1,850 1,850 1,850 1,850 0 0 0.00 16502 5846 Renovation & Repairs 9,365 12,513 14,000 15,213 16,000 14,000 0 0 0.00 16502 5860 Equipment 3,549 0 0 0 0 0 0 0 0.00 228,572 416,783 495,249 518,756 509,749 507,749 0 12,500 2.52 Department Total 531,690 768,684 976,952 1,000,459 989,135 987,111 0 10,159 1.04 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 568 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 RECEPTIONIST 4/24/2023 3,944 699.76 0.11 1 4,078 4,078 FACILITIES MANAGER 3/21/2017 49,658 1,398.34 0.70 1 51,862 51,862 REC ACTIVITIES ASST 6/25/2018 40,643 808.17 1.00 1 41,820 41,820 P/R COMMISSION CLERK 1,200 - - PROGRAM MANAGER 6/11/2015 22,616 1,350.89 0.33 1 23,294 23,270 SUPERINTENDENT 4/4/2016 103,342 2,037.02 1.00 1 106,332 106,332 FOREST RIVER MANAGER 11/14/22 53,040 - 1.00 1 53,040 53,040 SIGNATURE PARKS MANAGER 13,005 - - AFSCME 82,751 1.50 82,691 82,691 16501-5111 370,199 5.64 363,118 363,094 PT Custodian 14,820 - 19 14,877 14,877 PT Support Staff 15,268 - 14 13,520 13,520 16501-5113 30,088 28,397 28,397 Hours LEAGUE DIRECTORS 5,500 FOREST RIVER MAINTENANCE 5,760 - 12 5,760 5,760 PARK INSTRUCTORS 19,979 17.00 193 26,248 26,248 SUMMER SITE COORD 3,515 19.00 19 3,610 3,610 BASKETBALL REFS 7,200 - 20 7,200 7,200 WILLOWS LABOR 14,725 - 38 14,725 14,725 PARK RANGERS - WKE 8,680 - 28 8,680 8,680 REC LABOR 14,058 - 19 12,948 12,948 16501-5118 79,416 79,171 79,171 16501-5131 2,000 2,000.00 2,000 2,000 16501-5131 2,000 2,000 2,000 BOARD CLERK - 1,200 1,200 LEAGUE DIRECTORS - - 5,500 5,500 16501-5150 - 6,700 6,700 481,703 5.64 479,385 479,362 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 569 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 8/7/2023 2 55,624.12 1.00 995.88 53,673.08 2 53,673.08 53,673.08 SR BLDG CUST 06/17/2022 1 27,127.02 0.50 1,111.80 58,035.96 3 29,017.98 29,017.98 82,751.14 1.50 111,709.04 82,691.06 82,691.06 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount FACILITIES MANAGER Rec Budget 16501-5111 0.70 51,861.71 Golf Budget 16511-5111 0.15 11,113.22 Witch House Budget 16521-5111 0.15 11,113.22 RECEPTIONIST Rec Budget 16501-5111 0.11 4,078.28 COA Budget 15411-5111 0.89 32,996.96 PROGRAM MANAGER COA Budget 15411-5111 0.67 47,245.85 Rec Budget 16501-5111 0.33 23,270.34 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 5.14 FY2024 5.79 FY2025 5.64 Variance FY25 v. FY24 (0.15) ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 570 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16502 Recreation-Expenses 5211 Electricity Utility costs for all meters associated with Park and Rec land 67,000 77,500 77,500 0 5211 Electricity Total 67,000 77,500 77,500 0 5217 Gas/Oil Heat Mack Park Garage / Park Houses for oil delivery if vacant, yearly maintenance on furnaces 4,500 6,500 6,500 0 5217 Gas/Oil Heat Total 4,500 6,500 6,500 0 5249 Park & Ground Maint Paper & janitorial supplies for park restrooms, misc. hardware, basketball & soccer netting, backboards, field paint, turfus, chemicals for weeding playground safe chemicals for weeding, wood for repair of benches, playground certified mulch etc. 30,000 30,000 30,000 0 5249 Park & Ground Maint Total 30,000 30,000 30,000 0 5251 Utility Serv Rep & M Service Repairs, Alarms Repairs 600 600 600 0 5251 Utility Serv Rep & M Total 600 600 600 0 5320 Contracted Services Alarm Company Park property 600 600 600 0 Comcast for Forest River Pool Site 3,000 3,000 3,000 0 Conway Office copier billing 3,000 3,000 3,000 0 Pool Opening Costs 20,600 20,600 20,600 0 Porto potty rentals 850 850 850 0 Save-A-Tree 2,800 2,800 2,800 0 YMCA - Beach staffing 42,000 42,000 42,000 0 YMCA - Out of Contract Season Weekend Services (June Weekends) 4,200 4,200 4,200 0 YMCA - Pool Program Servcies 192,149 192,149 192,149 0 5320 Contracted Services Total 269,199 269,199 269,199 0 5341 Telephone All Park & Rec Telephone Lines, Parks, Pool, Garage, Kernwood Credit Card lines & Faxes 4,500 4,500 4,500 0 5341 Telephone Total 4,500 4,500 4,500 0 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 571 5352 Pool Maintenance Building Repair/Maintenance 3,000 3,000 3,000 0 Comcast 3,000 3,000 3,000 0 CPO 400 400 400 0 Estimated Chemical Cost / Misc supplies for Pool and splash pad 39,000 39,000 39,000 0 Plumbing spring set up / winterization 10,000 10,000 10,000 0 Professional Cleaning Bathroom and showers once a month, cleaning, stock, supplies 14,000 14,000 14,000 0 Software program for splash pad 1,200 1,200 1,200 0 Weston and Samson / Garinos Pools 8,500 8,500 8,500 0 5352 Pool Maintenance Total 79,100 79,100 79,100 0 5381 Printing And Binding Letterhead, Envelopes, Brochures, Park Stickers, etc... 1,800 1,800 1,800 0 5381 Printing And Binding Total 1,800 1,800 1,800 0 5421 Office Supplies (Gen General Office supplies as needed 5,000 5,000 5,000 0 5421 Office Supplies (Gen Total 5,000 5,000 5,000 0 5588 Recreational Supplie Athletic Supplies (Balls, nets, Etc..), 6,000 6,000 6,000 0 Miscellaneous supplies needed (replacement swings, etc.) 6,000 6,000 6,000 0 Purchasing American Flags for Parks 5,000 5,000 5,000 0 5588 Recreational Supplie Total 17,000 17,000 17,000 0 5710 In State Travel/Meetings (Mileage, registration, food) 700 700 700 0 5710 In State Travel/Meetings Total 700 700 700 0 5730 Dues And Sub National Park and Recreation Association 650 650 650 0 Salem Chamber of Commerce, Annual Dues, Subscriptions, etc... 1,200 1,200 1,200 0 5730 Dues And Sub Total 1,850 1,850 1,850 0 5846 Renovation & Repairs Hardware Supplies & Equipment, Plumbing, Electrical, etc.. Needed for upkeep of all Parks Buildings, houses, Garages, Kernwood Marina, Willows Cottages, etc. Renovations of all parks 9,000 11,000 9,000 0 Updates, Upgrades, Emergency repairs to the Park rental houses 5,000 5,000 5,000 0 5846 Renovation & Repairs Total 14,000 16,000 14,000 0 16502 Recreation-Expenses Total 495,249 509,749 507,749 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 572 Golf Course Mission Statement Why We Exist The mission of Olde Salem Greens Golf Course is to provide an excellent golfing experience at a reasonable price, while promoting friendly relationships within our community. Also promoting the learning of golf to all from Salem and surrounding communities. Goals and Objectives Complete 2nd phase of cart path installation. Estimate cost $652,000. By fall 2024. Includes 3 brook crossings and extensive drainage installation. Install safety fence for the new back tee on the 9th hole. By the summer of 2024. Seed and grow in construction areas from the 1st phase cart path project. Spring of 2024. Pressure wash and stain the clubhouse. Estimated cost $30,000, by the fall of 2024. Replace greens mower. Cost $59,439, by fall 2024. Replace rough mower. Cost $78,114, by spring 2025. Replace utility vehicle. Cost $36,215. By spring 2025. Continue to add/update irrigation to improve turf conditions. Holes 2,4,5,6,8,9. How FY 2025 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 renova- tions. 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. Significant Budget & Staffing Changes For FY 2025 No significant staffing changes. Recent Accomplishments Continued improvements to our turf maintenance program for improved conditions. Continued to work with the community with our entry in the Halloween parade. Increased available merchandise in the pro shop for better customer ser- vice and increased revenue. Installed new brook crossing bridges at the 6th fairway. Spring of 2023. Finished new cart path preparations: Tree/brush clearing and at holes 3, 4, 5, 6 and 7. Changed gas golf cart fleet over to electric. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 573 Installed charging stations for electric golf carts. Finished greens expansions back to there original size and shapes. Includ- ing some irrigation upgrades. Installed weather station at 2 tee/8 green. Accessible weather data to all through “Ambient Weather Network” app. Purchased impermeable greens covers to protect greens from winter ice damage. Greens 2,3,6. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 574 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Season passes sold 137 169 217 195 195 Rounds played daily fee 36,092 29,538 29,512 30,500 31000 Rounds played season pass holders 7,583 9,065 12,141 10,500 10500 Total Rounds played 41,979 38,603 41,653 41,000 41500 Cart Income $246,755 $209,268 $215,000 $225,000 $235,000 Pro Shop Sales $28,294 $26,194 $32,344 $29,000 $29,500 Gift Certificates $7,615 $10,334 $11,056 $10,500 $10,500 Total Revenue $1,041,979 $910,965 $1,017,936 $1,000,000 $1,010,000 Contracted Services 8.70% Electricity 3.07% Equipment 2.72% Groundskeeping Suppl 8.79% Renovation & Repairs 2.14% Rental & Lease 9.16% Salaries-Full Time 31.88% Seasonal Labor 24.80% Souvenirs 2.86% Other 5.87% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 575 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Golf Course - Personnel 16511 5111 Salaries-Full Time 144,938 203,997 214,981 214,981 223,085 222,997 0 8,016 3.73 16511 5118 Seasonal Labor 149,981 144,298 173,521 173,521 173,521 173,521 0 0 0.00 16511 5131 Overtime (General) 6,494 2,821 6,000 6,000 6,000 6,000 0 0 0.00 301,414 351,115 394,502 394,502 402,606 402,518 0 8,016 2.03 Golf Course - Expenditures 16512 5211 Electricity 13,786 17,684 21,300 25,916 21,513 21,513 0 213 1.00 16512 5217 Gas/Oil Heat 7,400 7,837 9,400 10,187 9,840 9,840 0 440 4.68 16512 5270 Rental & Lease 33,294 38,928 47,362 47,362 64,086 64,086 0 16,724 35.31 16512 5320 Contracted Services 47,710 57,535 62,495 88,375 60,885 60,885 0 (1,610) (2.58) 16512 5341 Telephone 5,299 4,323 5,100 5,642 5,610 5,610 0 510 10.00 16512 5354 Irrigation System Ma 3,740 9,052 7,200 7,200 7,200 7,200 0 0 0.00 16512 5421 Office Supplies (Gen 2,414 3,574 3,000 3,000 3,000 3,000 0 0 0.00 16512 5431 Bldg Rep/Maint Suppl 6,345 5,228 5,600 5,655 5,600 5,600 0 0 0.00 16512 5461 Groundskeeping Suppl 49,555 53,348 55,935 55,935 61,516 58,726 0 2,791 4.99 16512 5581 Souvenirs/Merchandise 22,441 22,095 20,000 20,000 20,000 20,000 0 0 0.00 16512 5710 In State Travel/Meetings 0 91 900 900 900 900 0 0 0.00 16512 5730 Dues And Sub 855 985 1,728 1,728 1,728 1,728 0 0 0.00 16512 5791 Uniforms 0 0 1,200 1,200 1,200 1,200 0 0 0.00 16512 5846 Renovation & Repairs 12,365 10,304 10,000 45,923 15,000 12,500 0 2,500 25.00 16512 5860 Equipment 16,103 20,097 12,000 78,113 19,000 12,000 0 0 0.00 221,307 251,081 263,220 397,136 297,078 284,788 0 21,568 8.19 Department Total 522,720 602,196 657,722 791,638 699,684 687,306 0 29,584 4.50 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 576 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 FACILITIES MANAGER 3/21/2017 10,641 1,351.05 0.15 1 11,113 11,113 GOLF COURSE SUPT 7/11/2011 82,609 1,628.35 1.00 1 85,087 85,000 AFSCME 121,731 1,170.79 2.00 126,884 126,884 16511-5111 214,981 3.15 223,085 222,997 - - 16511-5113 - - - LABORERS 50,960 50,960.00 91 50,960 50,960 LABORERS 20,480 20,480.00 32 20,480 20,480 CARTS 17,640 17,640.00 42 17,640 17,640 STARTER 35,805 35,805.00 77 35,805 35,805 CASHIER 32,256 32,256.00 63 32,256 32,256 RANGER 16,380 16,380.00 42 16,380 16,380 16511-5118 173,521 173,521.00 173,521 173,521 OVERTIME 6,000 6,000.00 6,000 6,000 16511-5131 6,000 6,000 6,000 394,502 3.15 402,606 402,518 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 Sr Pesticide/Groundskeeper 4/17/07 1 60,881.08 1.00 1,176.64 61,420.61 3 61,420.61 61,420.61 Mechanic 8/15/2022 60,850.40 1.00 1,219.76 65,463.77 2 65,463.77 65,463.77 121,731.48 2.00 126,884.38 126,884.38 126,884.38 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 3.15 FY2024 3.15 FY2025 3.15 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 577 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16512 Golf Course-Expenses 5211 Electricity Golf Course, Clubhouse, workshop, Garage, pumphouse 21,300 0 0 0 Golf Course, Clubhouse, workshop, Garage, pumphouse, 10% increase 0 21,513 21,513 0 5211 Electricity Total 21,300 21,513 21,513 0 5217 Gas/Oil Heat Heating Oil for Maintenance Building 1000 gal/year 4,400 0 0 0 Heating Oil for Maintenance Building 1000 gal/year, 10% increase 0 4,840 4,840 0 Natural Gas for Club House 5,000 5,000 5,000 0 5217 Gas/Oil Heat Total 9,400 9,840 9,840 0 5270 Rental & Lease Gas cylinder rental 0 600 600 0 Golf Cars Lease Contract 2024-2026 0 61,836 61,836 0 Golf Cars Lease Contract 46,162 0 0 0 Middlesex Gases, Gas cylinder rental 600 0 0 0 Porta Potty Rental 150 1,200 1,200 0 Rent All- Compressor Rental for blowing out irrigation System 450 450 450 0 5270 Rental & Lease Total 47,362 64,086 64,086 0 5320 Contracted Services Bathroom Cleaning Services 12,200 12,200 12,200 0 Fire Extinguisher Service 250 250 250 0 Golf Cart Contract Service 4,000 4,000 4,000 0 Instant Alarm Contract 3,302 3,332 3,332 0 MyRec.com Software 1,121 1,121 1,121 0 Portable Toilet Service 2,300 500 500 0 POS Register Service 1,800 1,800 1,800 0 Proshop Manager Contract 36,882 36,882 36,882 0 Yearly Heating/AC unit Service 640 800 800 0 5320 Contracted Services Total 62,495 60,885 60,885 0 5341 Telephone Phone/Internet,/TV- Clubhouse, Register, Computers, Maintenance Bldg 5,100 5,610 5,610 0 5341 Telephone Total 5,100 5,610 5,610 0 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 578 5354 Irrigation System Ma Irrigation Parts, PVC, Sprinker heads, wiring, valves, electronics. 7,200 7,200 7,200 0 5354 Irrigation System Ma Total 7,200 7,200 7,200 0 5421 Office Supplies (Gen Copier Paper, Printing of Tickets, Paper, Pens, Toner Cartridges, Register Tape, membership Cert. WB Mason 3,000 3,000 3,000 0 5421 Office Supplies (Gen Total 3,000 3,000 3,000 0 5431 Bldg Rep/Maint Suppl Bathroom and water cooler supplies 3,500 3,500 3,500 0 Building Maintenance 2,100 2,100 2,100 0 5431 Bldg Rep/Maint Suppl Total 5,600 5,600 5,600 0 5461 Groundskeeping Suppl Bunker Sand, 2 Tractor trailer loads 2,900 3,045 3,045 0 Greens topdressing sand, Tee Divot mix, Black Sand, Loam 7,000 7,718 7,718 0 Grounds keeping Supplies- Pesticides, fertilizer, grass seed. 0 50,753 47,963 0 Groundskeeping Supplies- Pesticides, fertilizer, grass seed. Pesticides- $25,000 Fertilizer- $15,000 Seed- $4000 46,035 0 0 0 5461 Groundskeeping Suppl Total 55,935 61,516 58,726 0 5581 Souvenirs/Merchandise ProShop Merchandise for resale. 20,000 20,000 20,000 0 5581 Souvenirs/Merchandise Total 20,000 20,000 20,000 0 5710 In State Travel/Meetings Reimbursement of superintendents private vehicle use. Seminar reimbursements. 900 900 900 0 5710 In State Travel/Meetings Total 900 900 900 0 5730 Dues And Sub Licenses & Dues Pesticide License $153.52 x 3= $462 GCSAA Dues $430 GCSANE Dues $236 Hoisting Licenses $300 1,728 1,728 1,728 0 5730 Dues And Sub Total 1,728 1,728 1,728 0 5791 Uniforms Per union contract 1,200 1,200 1,200 0 5791 Uniforms Total 1,200 1,200 1,200 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 579 5846 Renovation & Repairs Equipment parts/repairs. Equipment/vehicle repairs, parts, tools. 10,000 0 0 0 Equipment/vehicle service parts/repairs. 0 15,000 12,500 0 5846 Renovation & Repairs Total 10,000 15,000 12,500 0 5860 Equipment New Equipment needed to maintain the Golf Course. Blowers, string trimmers, chainsaws, tools. Specialty golf course equipment. 12,000 12,000 12,000 0 Sod Cutter 0 7,000 0 0 5860 Equipment Total 12,000 19,000 12,000 0 16512 Golf Course-Expenses Total 263,220 297,078 284,788 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 580 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. Goals and Objectives Review safety needs for staff and site in preparation of an even busier October in 2024. Communicate with law enforcement, HH planning group to ensure our site is supported and protected. Continue schedule of repairs by addressing all necessary clapboard repair for South side of house, as well as maintaining our interior repair schedule. Interview artists and request quotes to move forward with the first phase of our AR interactive tour element implementation. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Mayor’s Goal: Travel and Tourism; Continue to improve upon manage- ment of Haunted Happenings and other community events. Witch House Goal: Actively request quotes from AR artists and firms to move forward with the implementation of augmented reality components to the visitor experience. Such a multi-media installation would allow visi- tors to access auditory and visual elements through their phones or devices. This will include portals for educators to access our site for “pre” or “post” visit educational opportunities. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 581 Significant Budget & Staffing Changes For FY 2025 Increased budget requests for increased hourly wages Recent Accomplishments Established a timed entry system that met the increasing concerns and demands of our busiest Halloween yet. Continued hosting lectures, special exhibits, and educational program- ming. Continued relationship building with local creatives, featuring local art in the gift shop. Continued schedule of repairs and maintenance to the house. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 582 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Revenues $211,672.85 $473,468.25 $620,799.31 $620,000 $640,000 Visitation 23,519 52,607 68,997 68,888 71,111 Advertising 3.06% Contracted Services 6.08% Office Supplies (Gen 2.47% Salaries-Full Time 25.12% Seasonal Labor 41.76% Souvenirs 14.55% Telephone 1.61% Other 5.37% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 583 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Witch House - Personnel 16521 5111 Salaries-Full Time 69,375 79,471 81,625 81,625 86,325 85,926 0 4,301 5.27 16521 5118 Seasonal Labor 93,519 71,144 135,616 135,616 143,520 143,520 0 7,904 5.83 162,895 150,615 217,241 217,241 229,845 229,446 0 12,205 5.62 Witch House - Expenditures 16522 5211 Electricity 4,011 3,160 4,300 5,345 4,730 4,730 0 430 10.00 16522 5215 Natural Gas 1,322 1,284 3,100 3,416 3,410 3,410 0 310 10.00 16522 5241 Building Maintenance 5,000 5,000 5,000 5,000 5,000 5,000 0 0 0.00 16522 5306 Advertising 10,432 9,970 10,500 11,020 10,500 10,500 0 0 0.00 16522 5320 Contracted Services 18,310 44,085 20,880 22,559 20,880 20,880 0 0 0.00 16522 5341 Telephone 4,961 4,913 4,400 5,177 5,533 5,533 0 1,133 25.75 16522 5381 Printing And Binding 1,640 2,210 2,300 2,450 2,300 2,300 0 0 0.00 16522 5421 Office Supplies (Gen 7,008 5,294 8,500 11,080 8,500 8,500 0 0 0.00 16522 5581 Souvenirs 26,736 22,581 45,000 58,843 50,000 50,000 0 5,000 11.11 16522 5846 Renovation & Repairs 0 0 3,000 6,400 3,000 3,000 0 0 0.00 79,419 98,497 106,980 131,290 113,853 113,853 0 6,873 6.42 Department Total 242,314 249,113 324,221 348,531 343,698 343,299 0 19,078 5.88 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 584 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 WITCH HOUSE MANAGER 7/6/12 34,444 1,409.88 0.50 1 36,836 36,798 FACILITIES MANAGER 3/21/2017 10,641 1,398.34 0.15 1 11,269 11,113 ADMINISTRATIVE SUPPORT 9/5/2023 36,540 717.50 1.00 1 38,220 38,015 16521-5111 81,625 1.65 86,325 85,926 Hours Admin Support - - - Guest Services In-Season (Mar-Nov)(7) 97,920 18.00 160.00 103,680 103,680 Guest Services Off-Season 10,880 18.00 40.00 11,520 11,520 Shift Supervisor 22,464 19.00 24.00 23,712 23,712 Weekend Visitor services (Sept/Oct) 4,352 18.00 32.00 4,608 4,608 16521-5118 135,616 0.00 143,520 143,520 217,241 1.65 229,845 229,446 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 1.65 FY2024 1.65 FY2025 1.65 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 585 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16522 Witch House-Expenses 5211 Electricity National Grid Electric 4,300 4,730 4,730 0 5211 Electricity Total 4,300 4,730 4,730 0 5215 Natural Gas All Energy - Gas supplier 3,100 3,410 3,410 0 5215 Natural Gas Total 3,100 3,410 3,410 0 5241 Building Maintenance General building maintenance, supplies 3,000 3,000 3,000 0 Maintenance/Replacement 2,000 2,000 2,000 0 5241 Building Maintenance Total 5,000 5,000 5,000 0 5306 Advertising Visitors Guide, Trolley, Essex National Heritage Maps, Destination Salem, Haunted Happenings, Best Maps 10,500 10,500 10,500 0 5306 Advertising Total 10,500 10,500 10,500 0 5320 Contracted Services Comcash 1,500 1,500 1,500 0 Historic programming, Events, Lecturers, Honorarium, All Participants, etc. 19,380 19,380 19,380 0 5320 Contracted Services Total 20,880 20,880 20,880 0 5341 Telephone Verizon phone, wireless Comcast, Charge card Line, Fax & Internet 4,400 5,533 5,533 0 5341 Telephone Total 4,400 5,533 5,533 0 5381 Printing And Binding Promotional materials 2,300 2,300 2,300 0 5381 Printing And Binding Total 2,300 2,300 2,300 0 5421 Office Supplies (Gen General office supplies as needed 8,500 8,500 8,500 0 5421 Office Supplies (Gen Total 8,500 8,500 8,500 0 5581 Souvenirs Gift shop inventory for resale 45,000 50,000 50,000 0 5581 Souvenirs Total 45,000 50,000 50,000 0 5846 Renovation & Repairs 0 3,000 3,000 0 Witch House sign replacement 3,000 0 0 0 5846 Renovation & Repairs Total 3,000 3,000 3,000 0 16522 Witch House-Expenses Total 106,980 113,853 113,853 0 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 586 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. Goals and Objectives To safely return to normal operations. To populate the calendar with more in-person events and programming. How FY 2025 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: To design and implement an Augmented Reality (AR) offering a very robust and unexpected new way to experience the village through sights and sounds of colonial and Indigenous Salem. This installation could connect to the Witch House, Charter Street, Fort Lee, Fort Pickering Indigenous/Naumkeag Trail, Heritage Trail to offer our community/visitors an encapsulated pre-colonial and colonial inventory of Salem’s 17th century municipally owned remaining sites within the context of modern day Salem. Significant Budget & Staffing Changes For FY 2025 No additional fund requests. Recent Accomplishments Managed a record breaking season with over $102,000 in revenue Continued to move forward with the Pioneer Village/Camp Naumkeag relocation project. Maintained a continued schedule of repairs Operated successful programming and events with local schools, busi- nesses and the Indigenous community. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 587 Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Pioneer Village - Expenditures 16532 5211 Electricity 540 516 800 884 880 880 0 80 10.00 16532 5241 Building Maintenance 2,501 3,541 3,500 4,100 3,500 3,500 0 0 0.00 16532 5306 Advertising 3,000 2,190 3,000 3,800 3,000 3,000 0 0 0.00 16532 5320 Contracted Services 8,333 16,056 17,900 20,227 17,900 17,900 0 0 0.00 16532 5381 Printing And Binding 0 1,700 1,700 3,400 1,700 1,700 0 0 0.00 14,374 24,004 26,900 32,411 26,980 26,980 0 80 0.30 Department Total 14,374 24,004 26,900 32,411 26,980 26,980 0 80 0.30 Advertising 11.12% Building Maintenance 12.97% Contracted Services 66.35% Electricity 3.26% Printing And Binding 6.30% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 588 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16532 Pioneer Village-Expenses 5211 Electricity National Grid Electric. Increased usage and rates. 800 880 880 0 5211 Electricity Total 800 880 880 0 5241 Building Maintenance General repairs and supplies. 3,500 3,500 3,500 0 5241 Building Maintenance Total 3,500 3,500 3,500 0 5306 Advertising Advertising. 3,000 3,000 3,000 0 5306 Advertising Total 3,000 3,000 3,000 0 5320 Contracted Services Programming and Events 9,900 9,900 9,900 0 Souvenirs 5,000 5,000 5,000 0 Tribal Council Consultation. The collaboration and consultation of the Indigenous community is necessary to accurately share the museum’s history and also integrate Indigenous representation throughout various city signage projects. 3,000 3,000 3,000 0 5320 Contracted Services Total 17,900 17,900 17,900 0 5381 Printing And Binding Promotional Materials 1,700 1,700 1,700 0 5381 Printing And Binding Total 1,700 1,700 1,700 0 16532 Pioneer Village-Expenses Total 26,900 26,980 26,980 0 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 589 Winter Island Mission Statement Why We Exist Provide quality recreational facilities and services at Winter Island Park, offering a diverse range of maritime activities, focusing on equity, safety, improving services and affordability in accordance with the three pillars of the City of Salem FY2025 Strategic Plan, while maintaining economic self- sufficiency and compatibility with community standards and expectations. Goals and Objectives Continue to foster relationship with Sail Salem. Continue to foster relationships with Salem Cub Scout Packs and Salem Boy Scout Troops as they prepare for future community service projects at Win- ter Island Park. Support the Salem COA by offering the Function Hall and outdoor Pavilion as possible off-site locations for some COA programs. (Improving Services) Add a bilingual seasonal employee to work in the Office/Store with the goal purpose of better meeting the needs for non-English speaking camp- ing guests and visitors to Winter Island Park as well as those folks renting either of Winter Island Park’s special event venues. (Improving Services) Pilot installation of recreational amenities at Winter Island Park for older adults with the goal purpose of increasing recreational utilization by older adults. (Livability) Complete Winter Island Resiliency project as it applies to ensuring long- term access to Winter Island Park amenities. (Livability) Pilot carry in/carry out trash policy at Winter Island Park during the months the campground is non-operational, November thru April. (Livability) Apply stain/wood preservative to the interior roof of the outdoor Pavilion. The goal to complete objective is within 10 months. Purchase building materials to repair existing and build additional sea- sonal storage racks for the Dinghy/Kayak Rack Program. Project comple- tion date within 6 months. Purchase and install a storm door to the Office/Store within the next 10 months. Upgrade to the new enhanced citywide telephone system. Remove the existing concrete deck foundation located alongside the old seaplane hangar and resurface the area with asphalt. Goal to complete objective is November 2024. Replace steel door on the gatehouse at the entrance to Winter Island Park within the next 10 months. Remove existing and purchase and install a new energy efficient Hot Dawg replacement heater inside the Office/Store in the Fall 2024. Complete needed sewer system upgrade at the Winter Island Park bath- house which includes excavating trench and installing 6” PVC sewer pipe from pump station to outlet at rear of bathhouse. Goal to complete objec- tive is July / August 2024. Remove and replace roof on wooden gazebo which overlooks waterfront adjacent to main parking lot within next 10 months. Conduct feasibility study and research practicality of building a new gazebo at the end of sidewalk leading to Waikiki Beach. Goal to complete study / research objective, within 10 months. Purchase and mount large screen Smart TV on the wall in the Function Hall and make it available for meetings and events. Goal to complete objective July / August 2024. Purchase six 60” round commercialite tables for set-up of functions and events. Goal to complete objective July / August 2024. Purchase six rectangle commercialite banquet tables for set-up of func- tions and events. Goal to complete objective July / August 2024. Purchase 3 new pedestal grills and install them on select tent sites that have grills that need replacing. Goal to complete objective is within the next 10 months. Purchase steel frames and lumber to construct 6 traditional picnic tables for camping sites. Goal to complete objective is within next 10 months. Remove wooden exterior trim around all eight windows at the Function Hall and replace it with new PVC trim. Goal to objective is Fall 2024. Purchase and replace hot water heater in the bathhouse. Goal to objective is July / August 2024. Repair or replace the damaged overhead door in the garage. Goal to objec- tive is within the next 10 months. Purchase and install three outdoor rated ceiling fans in the outdoor Pavil- ion. Goal to objective is within the next 10 months. Purchase a new Ford F350 XL Supercab pickup truck with 6.75 ft bed and complete with installed lift gate and Fisher snow plow truck-side wiring and controller. Significant Budget & Staffing Changes For FY 2025 No Significant Budget or Staffing Changes anticipated for FY 2025. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 590 Recent Accomplishments Worked in collaboration with Sail Salem program for children and adults. Sold a total of 1,839 Salem Resident vehicle stickers and 35 Non-Resident vehicle stickers for entrance to Winter Island Park, Forest River Park and McCabe Marina & Recreation Area, and designated Salem Willows parking spaces between May 1 - Nov 1, 2023. Rented the Function Hall and outdoor Pavilion a total of 118 and 45 times respectively for special functions and events. 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 in collaboration with Volunteers in mitigating invasive species at Winter Island Park. Maintained bi-weekly commercial beach raking on Waikiki Beach between Memorial Day and Labor Day. Publicly promoted 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. One porta-potty (handicapped model) made available during the ’off-sea- son’ (November through April) for Winter Island Park visitors and guests. Purchased and installed a new Miracle playground which meets the latest safety standards and ADA guidelines. Restriped all vehicle and boat trailer parking spaces in the main parking lot. Restriped all HANDICAPPED PARKING spaces including VAN ACCESSIBLE spaces and installed new ADA compliant signs at each location. ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 591 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Revenue at Winter Island $348,210 $381,611 $341,777 $375,000 380,000 Rentals 29 108 163 160 155 Electricity 11.39% Equipment 3.58% Gas/Oil Heat 3.90% Ground Maintenance 5.32% Renovation & Repairs 2.28% Salaries-Full Time 20.13% Seasonal Labor 48.69% Telephone 2.51% Other 2.20% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 592 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Winter Island - Personnel 16991 5111 Salaries-Full Time 63,838 65,097 66,145 66,145 68,059 68,059 0 1,914 2.89 16991 5118 Seasonal Labor 130,946 129,019 155,503 155,503 164,658 164,658 0 9,155 5.89 194,784 194,116 221,648 221,648 232,717 232,717 0 11,069 4.99 Winter Island - Expenditures 16992 5211 Electricity 27,375 24,565 35,000 40,435 38,500 38,500 0 3,500 10.00 16992 5217 Gas/Oil Heat 8,293 8,797 12,000 12,000 13,200 13,200 0 1,200 10.00 16992 5249 Ground Maintenance 5,764 8,063 7,000 7,000 18,000 7,000 0 0 0.00 16992 5306 Advertising 0 0 500 500 500 500 0 0 0.00 16992 5320 Contracted Services 1,800 1,800 2,500 2,500 3,700 3,700 0 1,200 48.00 16992 5341 Telephone 5,412 5,378 8,500 9,390 8,500 8,500 0 0 0.00 16992 5381 Printing And Binding 834 1,525 2,000 2,000 2,000 2,000 0 0 0.00 16992 5421 Office Supplies (Gen 1,048 2,138 2,000 2,000 1,000 1,000 0 (1,000) (50.00) 16992 5730 Dues And Sub 0 207 225 225 225 225 0 0 0.00 16992 5846 Renovation & Repairs 2,765 9,666 7,000 7,191 7,700 7,700 0 700 10.00 16992 5860 Equipment 10,829 5,608 11,000 12,547 12,100 11,000 0 0 0.00 64,121 67,747 87,725 95,789 105,425 93,325 0 5,600 6.38 Department Total 258,904 261,863 309,373 317,437 338,142 326,042 0 16,669 5.39 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 593 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 MANAGER 3/14/11 66,145 1,303.81 1.00 68,059 68,059 16991-5111 66,145 1.00 68,059 68,059 Hours GATEKEEPERS 42,545 16.50 113 44,748 44,748 OFFICE/STORE 29,279 16.00 77 30,800 30,800 ASSISTANT MANAGER 18,330 17.75 40 20,520 20,520 MAINTENANCE 44,109 16.00 116 46,400 46,400 HEAD MAINTENANCE 5,280 17.50 20 5,440 5,440 OFFICE MANAGER & Weekends 15,960 16.75 40 16,750 16,750 16991-5118 155,503 164,658 164,658 221,647 1.00 232,717 232,717 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 1.00 FY2024 1.00 FY2025 1.00 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 594 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16992 Winter Island-Expenses 5211 Electricity Winter Island Road street lights, Office/Store, Function Hall, Pavilion, RV camp sites (29), bath house, hangar, garage, park lights, 10 accounts 35,000 38,500 38,500 0 5211 Electricity Total 35,000 38,500 38,500 0 5217 Gas/Oil Heat Propane Gas for Office/Store and Function Hall 12,000 13,200 13,200 0 5217 Gas/Oil Heat Total 12,000 13,200 13,200 0 5249 Ground Maintenance Bathhouse sewer system upgrade 0 11,000 0 0 Exterminators Services 1,000 1,000 1,000 0 Grounds maintenance supplies, custodial supplies, paper goods 6,000 6,000 6,000 0 5249 Ground Maintenance Total 7,000 18,000 7,000 0 5306 Advertising Salem Maps, Salem Tourism & Cultural Advertising 500 500 500 0 5306 Advertising Total 500 500 500 0 5320 Contracted Services COMCASH - POS 2,500 2,500 2,500 0 RB - Productions Myrec software 0 1,200 1,200 0 5320 Contracted Services Total 2,500 3,700 3,700 0 5341 Telephone Verizon, Comcast, Credit Card Lines, security cameras 8,500 8,500 8,500 0 5341 Telephone Total 8,500 8,500 8,500 0 5381 Printing And Binding Day passes, camping check-in cards/stickers, campground brochures and maps, RV wastewater disposal instructions and tickets 2,000 2,000 2,000 0 5381 Printing And Binding Total 2,000 2,000 2,000 0 5421 Office Supplies (Gen General office supplies, ink cartridges, office furniture 2,000 1,000 1,000 0 5421 Office Supplies (Gen Total 2,000 1,000 1,000 0 5730 Dues And Sub SALEM CHAMBER OF COMMERCE - SPLIT WITH REC 225 225 225 0 5730 Dues And Sub Total 225 225 225 0 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 595 5846 Renovation & Repairs Repairs to equipment, camp sites, Function Hall, Office/Store, Hangar, Bathhouse, etc... 7,000 7,700 7,700 0 5846 Renovation & Repairs Total 7,000 7,700 7,700 0 5860 Equipment Equipment needed for groundskeeping & upkeep of Winter Island Park property including all camp sites, maintenance and upkeep of 2011 Ford F350 pickup truck 11,000 12,100 11,000 0 5860 Equipment Total 11,000 12,100 11,000 0 16992 Winter Island-Expenses Total 87,725 105,425 93,325 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 596 Charter Street Mission Statement Why We Exist The primary purpose of the Charter Street Cemetery Welcome Center, located in the historic Pickman House at 43 Charter Street, is to protect and support the preservational efforts of Charter Street Cemetery, the oldest graveyard in Salem and one of the oldest cemeteries in the United States, circa 1637. The City of Salem and the Peabody Essex Museum have partnered to bring this unique opportunity to provide interpretation and historic programming to enrich the community of Salem and our visitor’s experience of this nationally significant site. Goals and Objectives Review procedures to ensure safety of staff and site in preparation for Haunted Happenings 2024. Begin utilizing revenue to repair damaged stones Continue developing database of headstones and corresponding biograph- ical information Continue events and programming Significant Budget & Staffing Changes For FY 2025 Requested increase in hourly staff wages Recent Accomplishments Increased revenue at $193,393.00 Hosted a variety of demonstrations and lectures ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 597 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Revenue - $105,135 $193,394 $195,000 $195,000 Visitation - 100,000 110,000 120,000 120,000 Contracted Services 6.87% Salaries-Full Time 17.47% Seasonal Labor 51.85% Souvenirs 22.15% Other 1.66% ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 598 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Charter Street - Personnel 16981 5111 Salaries-Full Time 0 34,444 35,900 35,900 36,836 36,798 0 898 2.50 16981 5118 Seasonal Labor 99,504 103,060 112,943 112,943 109,316 109,316 0 (3,627) (3.21) 99,504 137,504 148,843 148,843 146,152 146,114 0 (2,729) (1.83) Charter Street - Expenditures 16982 5306 Advertising 2,500 2,190 2,500 2,800 2,500 2,500 0 0 0.00 16982 5320 Contracted Services 3,643 3,394 14,490 15,890 14,490 14,490 0 0 0.00 16982 5421 Office Supplies (Gen 997 913 1,000 1,087 1,000 1,000 0 0 0.00 16982 5581 Souvenirs 31,661 23,391 41,700 57,071 46,700 46,700 0 5,000 11.99 38,801 29,889 59,690 76,848 64,690 64,690 0 5,000 8.38 Department Total 138,305 167,393 208,533 225,691 210,842 210,804 0 2,271 1.09 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 599 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Manager 7/6/12 35,900 1,409.88 0.50 1.0 36,836 36,798 16981-5111 35,900 0.50 36,836 36,798 Hours Guest Services (In Season) 54,096 16.00 112 51,408 51,408 Guest Services (Off Season) 18,000 16.00 40 17,000 17,000 Shift Supervisor 18,711 17.00 19 17,784 17,784 Admin Support 17,784 18.00 19 18,772 18,772 Weekend Guest Services (Sept/Oct) 4,352 16.00 32 4,352 4,352 16981-5118 112,943 109,316 109,316 148,843 0.50 146,152 146,114 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 0.50 FY2024 0.50 FY2025 0.50 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 600 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16982 Charter St. Cemetery-Expense 5306 Advertising 2,500 2,500 2,500 0 5306 Advertising Total 2,500 2,500 2,500 0 5320 Contracted Services Programming POS subscription Maintenance Expenses 14,490 14,490 14,490 0 5320 Contracted Services Total 14,490 14,490 14,490 0 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 0 5421 Office Supplies (Gen Total 1,000 1,000 1,000 0 5581 Souvenirs Gift shop inventory for resale 40,000 45,000 45,000 0 Telephone and Internet 1,700 1,700 1,700 0 5581 Souvenirs Total 41,700 46,700 46,700 0 16982 Charter St. Cemetery-Expense Total 59,690 64,690 64,690 0 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Council on Aging Council On Aging Mission Statement Why We Exist The mission of the Salem Council on Aging is to develop and offer inclusive programs for all seniors (60 and older) and younger disabled residents of Salem, regardless of their race, faith, culture, gender identity or sexuality, that affirm life and independence, challenge creativity, enhance socialization and promote spiritual, and physical wellness. Although most programs and services are offered at the Community Life Center, the Salem Council on Aging is also committed to serving the needs of the homebound, socially isolated and culturally diverse older adults and younger disabled individuals of Salem. Goals and Objectives Goal: Bring COA programming into the community to increase participa- tion and diversity of participants. Objective: Meet the socialization needs of diverse cultures by first quarter FY’25. Goal: Hire a bilingual Spanish/English Social Worker. Objective: Begin to meet social service needs of Spanish-speaking seniors by first quarter FY’25. Goal: Offer online registration for classes and events. Objective: Through our statistic tracking system, My Senior Center, work with developers to educate staff and seniors to an online registration option by second quarter FY’25. Goal: Promote COA offerings and services more widely in the community through the newsletter; Senior Power. Objective: Deliver Senior Power to more hubs, gathering places in the com- munity and grow number by 15% of those who receive newsletter elec- tronically by the end of first quarter FY’25. Goal: Enhance collaboration with Salem for All Ages Health subcommittee and Advocates for Positive Aging. Objective: Co-sponsor events that educate on Ageism/Positive Aging & Wellness by second quarter FY’25. Goal: Continue and expand community partnerships and services. Objective: Schedule one new offering or class per quarter such as lectures, Salem State University Nursing and Occupational Therapy Departments healthy living resource events, implement new wellness classes. Goal: Begin construction of the new Community Life Center kitchen. Objective: Work closely with City departments involved; Purchasing, Build- ing, Health Departments, etc. to gain project momentum, complete design phase by second quarter of FY’25. Goal: Continue and expand Memory Cafe’ and Caregiver Support Group participation. Objective: Offer additional resources, experiences and workshops for more people living with memory loss and their caregivers by second quarter FY’25. Goal: Through the $100,000 Digital Literacy grant, train 65+ seniors who have had no technology experience. Objective: 65+ seniors will receive 15 hours of training, a new computer and free internet access for one year by by the end of second quarter FY’25. Goal: Expand Spirituality Series-Heart & Soul Conversations-topics; social isolation, spirituality and more. Objective: Grow the number of older adults by 10% who benefit from group conversations and workshops that address emotional and spiritual voids quarterly. Goal: Add two electric vehicles to support Transportation services. Objective: Create Transportation efficiency in line with City’s overarching Sustainability goals by the third quarter of FY’25. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Mayor’s Goal: Pilot holding some COA programs off-site at selected loca- tions. COA Goal: COA staff will bring programs, including those tailored to Span- ish-speaking older adults, into community settings. Mayor’s Goal: Add a bilingual social worker to the staff. COA Goal: Work with Human Resources to attract appropriate candidates who can serve the Spanish-speaking older adults of Salem. Mayor’s Goal: Enable online registration for COA programs. COA Goal: By working with the creator of My Senior Center, increase online access to programs. Mayor’s Goal: Expand distribution areas for Senior Power, the COA newsletter, both English and Spanish versions. COA Goal: Ensure equitable access of programs and services including the expansion of electronic delivery. Significant Budget & Staffing Changes For FY 2025 -As of this writing, the COA is working to hire a Spanish-speaking Social Worker to better serve the Spanish-speaking older adults of Salem by ensuring access to health insurance, food security, housing and more. This is to fill a vacant position but now with the requirement to speak Spanish. ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 602 Recent Accomplishments in FY 2024 The Council on Aging Board continue to be vital in supporting the COA leadership and staff and serve as strong advocates for additional subsi- dized senior housing. The Friends of the COA continue to support programs through the Annual Appeal as well as sponsoring 300 Thanksgiving meals and 350 Easter din- ners for homebound and isolated seniors. Each year, the Friends sponsor large events like the Father’s Day luncheon. Post pandemic, we are in full swing adding classes that often have wait lists. The popularity of several of our wellness classes speaks to the excel- lent offerings and quality of instructors. Social Services continues to be part of North Shore React and collaborates with the Community Impact Unit on shared cases of concern for elders at risk. The Memory Cafe’ has grown and we were awarded $10,000 for FY’24 to grow our efforts to offer programs for those living with dementia as well as a caregiver support group. The Salem Pantry visits once a week to offer surplus food to seniors and others. We still work with Farm Direct Co-Op for distribution of their sur- plus organic produce in season. The Social Services team and Activities Coordinator helped to coordinate AARP’s Tax-Aide program, a free service to area seniors. On average, 30-35 seniors joined us each day at the center for congregate meals with increased participation for our Brunch and a Movie offering. Dining Services continues to offer occasional self-cook meals and we await the ability to offer more cafe’-setting meals when the kitchen enhancement is complete. As in each year, 2500+ seniors receive counseling and support services for such topics as health and insurance benefits including Medicare, housing, surplus food distributions to prevent food insecurity and more. The COA Director serves as a Board member of AgeSpan, the Aging Service Access Point, that serves Salem seniors as well as the Civic Engagement Council at Salem State University. The R U OK? wellness check program continues in collaboration with the Salem Police Department. The Lockbox program continues in partnership with the Police Department and with support from Salem for All Ages. Transportation offers 1100-1200 one-way rides per month to Salem seniors and those living with a disability to medical appointments, grocery shopping and other destinations including the North Shore Mall and Trader Joe’s. ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 603 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Total number of senior citizens served through COA (unduplicated) 2223 2567 2806 2850 2900 Congregate Meals (duplicated) 5800 5830 6634 6650 6660 Social Services (unduplicated/duplicated) 1525/7434 1700/8050 1871/9429 1875/6977 1900/8000 Tax work-off participants (60 maximum allowed) 60 42 36 38 40 Transportation Van rides, point-to-point 15360 13200 13250 13250 13300 Volunteers 130 92 77 80 85 Bldg Rep/Maint Suppl 3.31% Contracted Services 5.94% Food 3.11% Salaries-Full Time 75.96% Salaries-Part Time 6.52% Vehicle Prts & Acces 2.17% Other 2.99% ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 604 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Council On Aging - Personnel 15411 5111 Salaries-Full Time 438,371 465,631 516,790 516,790 524,304 524,077 0 7,287 1.41 15411 5113 Salaries-Part Time 34,407 40,517 42,006 42,006 44,983 35,152 0 (6,854) (16.32) 15411 5131 Overtime (General) 207 30 500 500 500 500 0 0 0.00 15411 5150 Fringe/Stipends 0 0 0 0 3,700 3,700 0 3,700 0.00 472,985 506,177 559,296 559,296 573,487 563,429 0 4,133 0.74 Council On Aging - Expenditures 15412 5320 Contracted Services 18,849 18,589 49,000 55,902 41,002 41,002 0 (7,998) (16.32) 15412 5341 Telephone 0 0 0 0 350 350 0 350 0.00 15412 5351 Recreational Activit 3,894 4,292 6,000 6,250 6,250 6,250 0 250 4.17 15412 5381 Printing And Binding 1,450 874 1,500 1,500 1,500 1,500 0 0 0.00 15412 5421 Office Supplies (Gen 4,311 4,747 4,000 4,000 4,000 4,000 0 0 0.00 15412 5431 Bldg Rep/Maint Suppl 13,514 17,746 21,300 21,931 22,830 22,830 0 1,530 7.18 15412 5483 Vehicle Prts & Acces 9,833 8,142 15,000 15,000 15,000 15,000 0 0 0.00 15412 5491 Food 3,339 15,775 15,600 15,600 21,500 17,500 0 1,900 12.18 15412 5710 In State Travel/Meetings 172 320 1,500 1,500 1,500 1,500 0 0 0.00 15412 5730 Dues And Sub 1,761 1,530 2,850 2,850 2,850 2,850 0 0 0.00 57,124 72,014 116,750 124,533 116,782 112,782 0 (3,968) (3.40) Department Total 530,109 578,192 676,046 683,829 690,269 676,211 0 165 0.02 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 605 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 COA Director 10/2/2017 88,027 1,735.14 1.00 1 91,027 91,027 OUTREACH SOCIAL WORKER 3/5/1993 25,631 1,202.91 0.42 1 26,768 26,768 RECEPTIONIST 4/24/2023 31,911 699.76 0.89 1 32,997 32,997 ACTIVITIES COORDINATOR 8/19/14 40,304 863.54 0.92 1 42,093 42,093 SOCIAL SERVICE COORDINATOR 12181995 64,759 1,276.50 1.00 1 67,633 67,633 TRANSPORTATION COORD 6/15/2017 59,560 1,174.01 1.00 1 61,347 61,284 PROGRAM MANAGER 6/11/2015 45,917 1,350.89 0.67 1 47,294 47,131 SOCIAL WORKER 45,202 - 1.00 1 45,000 45,000 DINING SERVICES COORDINATOR 28,047 833.25 0.67 1 29,142 29,142 KAY WALSH - INTERN COA/SOCIAL WORK INTERN 2,500 BOARD CLERK-STIPEND 1,200 AFSCME 70,722 1.50 81,003 81,003 15411-5111 503,780 9.07 524,304 524,077 P/T VAN DRIVER 11,830 - 0.40 14 13,548 13,548 P/T VAN DRIVER/DISPATCHER 0.54 19 19,588 19,588 P/T VAN DRIVER 0.13 18 2,015 2,015 DINING SERVICES ASSISTANT - 7,411.19 0.54 19 9,832 - 15411-5113 42,006 1.61 44,984 35,152 BOARD CLERK-STIPEND 10/19/22 - 1,200 1,200 STIPEND/FRINGE - - - - 15411-5150 - - 3,700 3,700 OVERTIME 500 500 500 15411-5131 500 500 500 546,286 10.68 573,488 563,429 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 56,605.12 1.00 995.88 51,984.94 1 51,984.94 51,984.94 SR BLDG CUST 06/17/2022 1 14,116.77 0.50 555.90 29,017.98 3 29,017.98 29,017.98 70,721.89 1.50 81,002.92 81,002.92 81,002.92 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 606 Grants Detail Job Description Dept/Grant Org/Obj FTE Amount DINING SERVICES COORD TITLE III C 25763-5111 0.32 13,918.66 COA Budget 15411-5111 0.64 27,837.32 EOEA Formula Grant 24603-5111 0.04 1,739.83 P/T VAN DRIVER EOEA Formula Grant 24603-5111 0.51 14,906.16 P/T VAN DRIVER TITLE III B 25753-5113 0.40 11,809.98 P/T VAN DRIVER EOEA Formula Grant 24603-5113 0.46 11,809.98 P/T VAN DRIVER CDBG 24613-5113 0.38 13,892.24 COA Budget 15411-5113 0.13 2,075.85 15,968.09 PT SOCIAL WORKER State Formula 24603-5111 0.58 36,965.62 COA Budget 15411-5111 0.42 26,768.21 63,733.83 RECEPTIONIST Rec Budget 16501-5111 0.11 4,078.28 COA Budget 15411-5111 0.89 32,996.96 37,075.24 ACTIVITIES COORD COA Budget 15411-5111 0.92 42,092.81 EOEA State Formula 24603-5111 0.08 3,660.24 45,753.05 PROGRAM MANAGER COA Budget 15411-5111 0.67 47,130.61 Rec Budget 16501-5111 0.33 23,213.59 EOEA State Formula 24603-5111 0.46 18,000.00 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 10.23 FY2024 10.60 FY2025 10.68 Variance FY25 v. FY24 0.08 All Funds FTE Full-Time Equivalent Employees: FY2023 10.93 FY2024 13.85 FY2025 13.91 Variance FY25 v. FY24 0.06 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 607 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 15412 Council On Aging-Expenses 5320 Contracted Services Copier Leases 0 3,500 3,500 0 Lahey Landscaping contract-CLC 32,000 0 0 0 Landscaping contract-CLC 0 14,002 14,002 0 Preventative Maintenance for HVAC Equipment at CLC 11,000 20,000 20,000 0 Service contract Base Rate and Copies 0 3,500 3,500 0 Service contract with Conway Technology Group Base Rate and Copies 3,000 0 0 0 Wells Fargo Copier Leases 3,000 0 0 0 5320 Contracted Services Total 49,000 41,002 41,002 0 5341 Telephone Fax line for COA/CLC 0 350 350 0 5341 Telephone Total 0 350 350 0 5351 Recreational Activit Guest Lectures, Musical programs, Holiday events. 3,000 3,250 3,250 0 Recreational activities for Salem Seniors 3,000 3,000 3,000 0 5351 Recreational Activit Total 6,000 6,250 6,250 0 5381 Printing And Binding Business cards, Board nameplates, stationery and envelope printing 400 400 400 0 Printing of flyers for major events and brochures as needed 1,100 1,100 1,100 0 5381 Printing And Binding Total 1,500 1,500 1,500 0 5421 Office Supplies (Gen Misc. office supplies as needed 4,000 4,000 4,000 0 5421 Office Supplies (Gen Total 4,000 4,000 4,000 0 5431 Bldg Rep/Maint Suppl Misc. building maintenance supplies as needed. 0 6,330 6,330 0 Misc. building maintenance supplies as needed. Costs for custodian’s uniform. 6,300 0 0 0 service charge for elevator, repairs to elevator, yearly certification 15,000 16,500 16,500 0 5431 Bldg Rep/Maint Suppl Total 21,300 22,830 22,830 0 5483 Vehicle Prts & Acces parts and general repairs for aging fleet 15,000 15,000 15,000 0 5483 Vehicle Prts & Acces Total 15,000 15,000 15,000 0 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 608 5491 Food Food/refreshments for special events separate from usual kitchen operations. 3,600 3,500 3,500 0 Purchase of food and smaller wares to offer more self-cook offerings as we get closer to and when the new CLC kitchen is expanded. 12,000 18,000 14,000 0 5491 Food Total 15,600 21,500 17,500 0 5710 In State Travel/Meetings MCOA fall conference social workers and COA Director 1,000 1,000 1,000 0 Travel for COA Director, three social workers, Dining Services Coordinator and occasionally other COA staff 500 500 500 0 5710 In State Travel/Meetings Total 1,500 1,500 1,500 0 5730 Dues And Sub Annual membership for Mass Council on Aging Association, Salem News, Beeyonder Travel and Motion Picture Licensing. 2,850 2,850 2,850 0 5730 Dues And Sub Total 2,850 2,850 2,850 0 15412 Council On Aging-Expenses Total 116,750 116,782 112,782 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Library 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; 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. Goals and Objectives Maintain emphasis on excellent customer service in person, over the phone, and online. Continue to evaluate and improve the accessibility of the building, collec- tions, services, and programs. Develop partnerships to expand access to library services and support com- munity organizations. Pursue opportunities to engage with and support the schools. Increase number of Pop Up Library visits in the community. Curate a Portuguese language collection in the Children’s Room by Sep- tember 2024. Initiate planning for a plant seed library by November 2024. Plan second phase of the redesign of Reference Floor by December 2024. Complete IRS certification to host VITA tax preparation services and recruit volunteers by February 2025. Reevaluate collection names and locations and implement changes by May 2025. Integrate MBTA information into digital display by June 2025. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Salem Public Library is open seven days a week and prioritizes excel- lent customer service in person, over the phone, and online to maintain a high level of accessibility and responsiveness to Salem’s citizens. The Pop Up Library is a mobile team of librarians tasked with bringing ser- vices into the community to expand library access and reach more resi- dents. The number of Pop Up visits increases each year and includes regularly scheduled events, school open houses, and community events. The Library champions equity and offers online registration for e-cards, granting full access to the Salem Public Library’s digital collections. The library no longer charges overdue fines, programs are free, and printing and copying services are offered at a discounted fee of $0.10 per page. One-on-one technology appointments are available and residents can drop by anytime for technical assistance and instruction. We strive to make our building a welcoming place for all residents and visi- tors. We celebrate inclusiveness with ongoing efforts to improve accessibil- ity, by cultivating diverse collections, and by developing partnerships to better reach members of the community. As a member of NOBLE (North of Boston Library Exchange), a cooperative effort of 25 area libraries, the Salem Public Library stretches tax dollars with services a single library could not afford to provide on its own. This regionalized service enables NOBLE libraries to share a common catalog, circulation system, internet access, e-book and audio collections, online resources, computer reservation and printing software, staff training resources, and more. NOBLE negotiates group purchases of databases, ser- vices, 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. Many online options are available to deliver services more efficiently. Library services that are always available online include: e-card registra- tion, library account management, renewals, requests for library materials, lost item payments, research databases, tutorials, museum pass booking, program registration, downloadable e-books and audiobooks, language learning programs, and test preparation. Mobile printing allows patrons to print directly from their own devices. The Salem Public Library is a strong supporter of the Salem Schools and actively works toward strengthening partnerships to support students and families. Databases, books, e-books, and digital audiobooks are purchased by the Salem Public Library to support the school curriculum. The Library offers tours for school groups, classroom registration for library cards, and classroom visits for preschool through 5th grade. Each year the library orga- nizes an author visit for 4th Grade students and the 5th Grade Read pro- gram, and purchases copies of the books for the classrooms to encourage the enjoyment of reading. The Overdrive Connect program allows students to borrow Salem Public Library ebooks and digital audiobooks through Sora using their student credentials, at no cost to the schools. The Library also offers programs and activities for students of all ages to promote learning, creativity, and socialization. ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 610 Significant Budget & Staffing Changes For FY 2025 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 grant money ($107,448 in FY24), gives Salem residents borrowing privileges at area libraries, and allows materials to be borrowed from other libraries and delivered to Salem. There are no staffing level changes for FY25. Recent Accomplishments Introduced innovative programs including Family Circle Time to Celebrate Neurodiversity, Chess for all ages, STEM Storytime, Nailed It Cupcake Deco- rating, and Read to a Dog. Created a “Calm Corner“ in the Children’s Room for kids experiencing sen- sory issues with comfortable bean bag seating, fidget toys, a weighted blanket, and a set of noise cancelling headphones. Hosted special events including Family Fun Night, Teen Night, Keepy Uppy Party, Baby Rave, Statewide Read-In, After Hours Ghosts at the Library, Noodle Boat Races, and Half Day Hooray programs on school early release days. Implemented 1,000 Books Before Kindergarten program. Increased outreach efforts to include Pop Up Library visits at the Commu- nity Life Center, community events, and school events. Introduced regularly scheduled offsite storytimes including Pop Up bilingual storytimes at the Salem Community Child Care Centers and the Fresh Express Laundry, and weekly Pop Up storytime at the Salem Farmers’ Market. Upgraded public computers on the Reference Floor with new PCs and larger 24 inch monitors, and added two new microfilm research PCs. Added Strawbery Banke museum pass. Expanded e-book and digital audio collections. Organized the Salem Literary Festival Children’s Day event in partnership with the Salem Athenaeum featuring Raul The Third, Betsy Ellor, and Jamie Michalak, and installed a storywalk in the Ropes Garden. Expanded the Library of Things collection to include a portable DVD player, CD player, and karaoke machine. Engaged in partnerships with Salem Council on Aging, AgeSpan, Salem Lit- erary Festival, Salem Pantry, Salem State University, CFCE of the North Shore, North Shore CDC, National Park Service, Pathways for Children, the Peabody Essex Museum, the House of Seven Gables, the YMCA, and the schools. ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 611 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Volumes in Circulation 161,690 168,637 242,424 250,000 260,000 Total Volumes Borrowed 154,458 235,498 250,601 270,000 290,000 Total Electronic Usage 26,478 34,274 42,339 45,000 47,000 Attendance in Library 7,776 87,353 100,266 102,000 104,000 Number of Salem Library Cardholders 17,006 16,343 16,660 17,200 18,000 Number of Reference Questions Asked 26,760 40,932 40,196 41,500 42,000 Number of Programs Held 351 272 277 280 290 Number of Internet Computer Sessions 0 6,448 8,268 8,500 8,700 Number of Wireless Sessions 19,066 58,549 60,845 63,000 65,000 Offsite Outreach Programs 0 12 42 50 55 Books-Library 12.88% Building Maintenance 2.48% Dues And Sub 3.32% Electricity 2.97% Salaries-Full Time 55.98% Salaries-Part Time 16.31% Sunday Hours 3.00% Other 3.05% ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 612 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Library - Personnel 16101 5111 Salaries-Full Time 820,684 848,648 905,074 905,074 933,926 931,961 0 26,887 2.97 16101 5113 Salaries-Part Time 197,964 222,242 257,899 257,899 272,164 272,164 0 14,265 5.53 16101 5115 Sunday Hours 27,960 39,185 47,074 47,074 50,074 50,074 0 3,000 6.37 16101 5131 Overtime (General) 3,364 2,990 4,000 4,000 4,000 4,000 0 0 0.00 1,049,972 1,113,065 1,214,047 1,214,047 1,260,164 1,258,199 0 44,152 3.64 Library - Expenditures 16102 5211 Electricity 41,756 37,974 45,000 51,802 49,500 49,500 0 4,500 10.00 16102 5216 Oil & Gas Heating Fuel 12,620 12,147 14,500 20,036 15,950 15,950 0 1,450 10.00 16102 5241 Building Maintenance 32,143 38,292 37,729 38,729 41,386 41,386 0 3,657 9.69 16102 5284 Equipment Lease 0 0 0 0 3,240 3,240 0 3,240 0.00 16102 5317 Educational Training 0 0 1,000 350 1,000 1,000 0 0 0.00 16102 5341 Telephone 2,838 2,427 3,380 3,762 2,600 2,600 0 (780) (23.08) 16102 5421 Office Supplies (Gen 0 0 0 0 8,760 8,760 0 8,760 0.00 16102 5451 Custodial Supplies 6,637 6,393 7,400 7,400 7,400 7,400 0 0 0.00 16102 5512 Books & Materials 199,046 201,014 209,834 211,668 214,784 214,784 0 4,950 2.36 16102 5516 Microfilm Subscripti 487 487 500 500 500 500 0 0 0.00 16102 5517 Periodicals 4,866 5,098 7,000 7,000 7,500 7,000 0 0 0.00 16102 5730 Dues And Sub 54,436 54,364 66,361 63,011 55,421 55,421 0 (10,940) (16.49) 354,827 358,196 392,704 404,258 408,041 407,541 0 14,837 3.78 Department Total 1,404,799 1,471,261 1,606,751 1,618,305 1,668,205 1,665,740 0 58,989 3.67 ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 613 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 Director 9/10/2012 103,908 2,048.19 1.00 1 107,450 107,450 Assistant Director 06/30/2022 76,789 1,513.64 1.00 1 78,714 79,407 Spec Library Assistant/MLS 1/28/2019 52,793 1,040.64 1.00 1 57,793 55,136 Tech Serv Computer 10/16/17 71,380 1,407.00 1.00 1 73,445 73,445 Dept Head MLS/Tech Serv Catalog 05301989 61,753 1,217.30 1.00 1 63,543 63,543 Staff Librarian II 5/25/2018 48,376 953.40 1.00 1 49,767 49,767 Dept Head MLS/Reference Librarian 8/19/13 61,753 1,217.30 1.00 1 63,543 63,543 Staff Librarian III MLS 10/23/17 53,035 1,045.45 1.00 1 54,572 54,572 Staff Librarian I 11/28/18 44,863 884.45 1.00 1 46,168 46,168 Dept Head MLS/Children’s Librarian 12/13/10 61,753 1,217.30 1.00 1 63,543 63,543 Dept Head/Circulation Librarian 1/22/18 59,441 1,171.45 1.00 1 61,150 61,150 Staff Librarian II 5/2/2022 46,956 925.40 1.00 1 48,306 48,306 Staff Librarian III 09111995 50,687 999.25 1.00 1 52,161 52,161 Staff Librarian I 06/27/2022 43,534 858.20 1.00 1 44,798 44,798 SHIFT DIFFERENTIAL - - - - MLIS Certification 2,000 2,000.00 2,000 2,000 AFSCME 66,053 1.00 66,971 66,971 16101-5111 905,074 15.00 933,926 931,961 Library Assistant II 11/16/15 18,096 356.64 0.46 16.0 18,617 18,617 Library Assistant I 11/13/2023 160.74 0.24 8.5 8,390 8,390 Library Assistant I 8/22/15 8,145 160.56 0.23 8.0 8,381 8,381 Library Assistant I 1/26/05 18,164 358.05 0.50 17.5 18,690 18,690 Library Assistant I 09/08/2022 17,290 340.90 0.50 17.5 17,795 17,795 Library Assistant I 11/14/2022 3,458 68.18 0.10 3.5 3,559 3,559 Library Assistant I 8/10/11 2,565 50.55 0.07 2.5 2,639 2,639 Library Assistant I 9/4/07 10,898 214.83 0.30 10.5 11,214 11,214 Library Assistant I 4/12/2022 7,904 0.0 - - Library Assistant II MLS 10/04/2006 20,326 400.64 0.46 16.0 20,913 20,913 Staff Librarian III 08/01/1985 30,412 599.55 0.60 21.0 31,297 31,297 Library Assistant II MLS 3/11/16 14,377 283.32 0.26 9.0 14,789 14,789 Library Assistant I 11/21/19 16,291 331.16 0.34 16.5 17,286 17,286 16101-5113 167,926 4.05 173,571 173,571 LIBRARY PAGE 7/25/2022 6,344 120.00 0.22 8.0 6,264 6,264 LIBRARY PAGE 8,723 78.75 0.08 3.0 4,111 4,111 ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 614 LIBRARY PAGE 10/01/19 6,032 120.00 0.22 8.0 6,264 6,264 LIBRARY PAGE 08/11/16 7,930 150.00 0.28 10.0 7,830 7,830 LIBRARY PAGE 8/30/2021 3,172 60.00 0.11 4.0 3,132 3,132 LIBRARY PAGE 9/21/2021 4,758 120.00 0.22 8.0 6,264 6,264 LIBRARY PAGE 9/26/2022 4,758 120.00 0.22 8.0 6,264 6,264 LIBRARY PAGE 9/25/2023 60.00 0.11 4.0 3,132 3,132 - Substitute Library Asst. I 06/10/2019 - - Substitute Library Asst. I 7/01/14 - - - - Substitute Library Asst. I 4/12/2022 - - Substitute Library Asst. I 8/31/2009 - - - - - JR. BLDG CUSTODIAN 03/15/2018 14,560 280.00 0.46 16.0 16,704 16,704 JR. BLDG CUSTODIAN 936 18.00 0.02 1.0 1,044 1,044 JR. BLDG CUSTODIAN 9/19/2022 10,920 210.00 0.34 12.0 12,528 12,528 JR. BLDG CUSTODIAN 1/21/17 10,920 210.00 0.34 12.0 12,528 12,528 JR. BLDG CUSTODIAN 12/5/2022 10,920 210.00 0.34 12.0 12,528 12,528 - 16101-5113 89,973 2.96 98,593 98,593 Sunday Hours 47,074 45,027.42 50,074 50,074 Overtime 4,000 4,000.00 4,000 4,000 1,214,047 22.01 1,260,164 1,258,199 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 LIBRARY CUSTODIAN 9/15/14 1 66,053.00 1.00 1,276.61 66,639.04 2 66,971.03 66,971.03 66,053.00 1.00 66,639.04 66,971.03 66,971.03 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 22.01 FY2024 22.01 FY2025 22.01 Variance FY25 v. FY24 0.00 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 615 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 16102 Library-Expenses 5211 Electricity National Grid, Constellation 45,000 49,500 49,500 0 5211 Electricity Total 45,000 49,500 49,500 0 5216 Oil & Gas Heating Fuel National Grid, UGI 14,500 15,950 15,950 0 5216 Oil & Gas Heating Fuel Total 14,500 15,950 15,950 0 5241 Building Maintenance 3Phase Elevator maintenance fees, inspection fees, repairs, etc.) 5,980 0 0 0 A-1 Exterminators ($132 per month, maintenance etc.) 1,584 0 0 0 ATCO (HVAC maintenance) *required for warranty 9,800 9,800 9,800 0 Bibliotheca software (library theft detection system and occupancy counters) 625 0 0 0 Bibliotheca software and security gate maintenance (library theft detection system and occupancy counters) 0 3,762 3,762 0 Carpet Cleaning (MLSA Union Contract and required for warranty) 4,300 4,300 4,300 0 Citron (OSHA disposal services) 1,255 1,255 1,255 0 Cunningham Security (yearly monitoring, maintenance) 1,600 1,600 1,600 0 Elevator maintenance fees, inspection fees, repairs, etc.) 0 6,500 6,500 0 Elevator monitoring 0 2,650 2,650 0 Exterminators 0 1,584 1,584 0 Fire sprinkler system 0 3,935 3,935 0 General Repairs 6,000 6,000 6,000 0 Hiller Companies (fire sprinkler system) & Talbot electric 3,935 0 0 0 Keane Fire & Safety Equipment, Lyons Plumbing, Patriot Alarm (Elevator Monitoring) 2,650 0 0 0 5241 Building Maintenance Total 37,729 41,386 41,386 0 5284 Equipment Lease Copier Lease 0 3,240 3,240 0 5284 Equipment Lease Total 0 3,240 3,240 0 5317 Educational Training MLSA UNION CONTRACT 1,000 1,000 1,000 0 5317 Educational Training Total 1,000 1,000 1,000 0 ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 616 5341 Telephone 740-4533 $32.00 x 12 mos, 744-0860 $18.00 x 12 mos, 744-0863 $28.00 X 12 mos 836 0 0 0 740-4533, 744-0860, 744-0863 0 836 836 0 744-4143 $99.00 x 12 mos, 744-3931/744-9667 80 per mo x 12 mos 2,148 0 0 0 744-4143, 744-3931, 744-9667 0 1,368 1,368 0 744-5442 $18.00 x 12 mos, 744-3931 long distance $32.00 x 12 mos 396 396 396 0 5341 Telephone Total 3,380 2,600 2,600 0 5421 Office Supplies (Gen Office Supplies & Marketing Materials 0 4,260 4,260 0 Toner Supplies 0 4,500 4,500 0 5421 Office Supplies (Gen Total 0 8,760 8,760 0 5451 Custodial Supplies General custodial supplies 0 7,400 7,400 0 General Custodial supplies (Staples, Home Depot, Winer Bros., etc.) 7,400 0 0 0 5451 Custodial Supplies Total 7,400 7,400 7,400 0 5512 Books & Materials Amazon, Baker & Taylor, Ingram, e-books, databases 201,934 0 0 0 E-books, databases 0 205,934 205,934 0 Museum Passes 4,700 5,350 5,350 0 Program Supplies 3,200 3,500 3,500 0 5512 Books & Materials Total 209,834 214,784 214,784 0 5516 Microfilm Subscripti New England Micrographics 500 500 500 0 5516 Microfilm Subscripti Total 500 500 500 0 5517 Periodicals North Shore News, Amazon, etc. 7,000 0 0 0 Periodicals 0 7,500 7,000 0 5517 Periodicals Total 7,000 7,500 7,000 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Library FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 617 5730 Dues And Sub Copier Lease and Office Supplies 11,000 0 0 0 NOBLE (bid) - North of Boston Library Exchange consortium of 17 public libraries, 7 colleges, 1 private high school library, and 1 special library. 54,821 0 0 0 North of Boston Library Exchange consortium of 17 public libraries, 7 colleges, 1 private high school library, and 1 special library. 0 54,821 54,821 0 Website hosting fees for salempl.org 0 600 600 0 Zoom Subscription 540 0 0 0 5730 Dues And Sub Total 66,361 55,421 55,421 0 16102 Library-Expenses Total 392,704 408,041 407,541 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Veterans Veterans Mission Statement Why We Exist The Veterans’ Services Department’s primary responsibility is to provide Mass. state benefits for eligible veterans and their dependents provided under M.G.L. 115. 75% of these benefits 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 dependents 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. Goals and Objectives A new location that better suits the Veterans Department with increased privacy and space remains a priority. Establish a committee to redo the Salem Common War Memorial in antici- pation of the 400th Anniversary of the city in 2026. To help finalize the new Massachusetts National Guard Museum. How FY 2025 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 view by all citizens of Salem. Continue 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. Significant Budget & Staffing Changes For FY 2025 There will be no significant veteran department staffing changes for 2025 and we expect to work within the level funding guidelines. We will con- tinue 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 Helped facilitate the 387th anniversary of the First Muster ceremony con- ducted by the Massachusetts National Guard. Managed over 285 Chapter 115 claim benefits, VA compensation, health- care applications, and various education and homeless claims. Among a numerous variety of veteran and widow questions. Conducted over 25 veterans information coffees and neighborhood groups meetings. ---PAGE BREAK--- Departmental Budgets Veterans FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 620 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Number of Cases 502 516 530 515 515 Dollars in Benefits expended $313,062 $340,000 $365,000 $375,000 $400,000 Amount reimbursed to the city from the State $234,796 $255,000 $273,750 $281,250 $300,000 % Authorized by the State (75% max. allowed) $234,796 $255,000 $273,750 $281,250 $300,000 Salaries-Full Time 24.86% Salaries-Part Time 2.68% Veterans Benefits 70.56% Other 1.91% ---PAGE BREAK--- Departmental Budgets Veterans FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 621 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Veterans - Personnel 15431 5111 Salaries-Full Time 109,800 123,021 128,103 128,103 140,913 132,050 0 3,947 3.08 15431 5113 Salaries-Part Time 13,758 14,490 14,820 14,820 15,175 15,175 0 355 2.40 123,558 137,511 142,923 142,923 156,088 147,225 0 4,302 3.01 Veterans - Expenditures 15432 5249 Ground Maintenance 3,652 1,303 3,780 3,780 3,780 3,780 0 0 0.00 15432 5421 Office Supplies (Gen 761 1,222 900 900 900 900 0 0 0.00 15432 5710 In State Travel/Meetings 2,559 1,402 2,970 2,970 2,970 2,970 0 0 0.00 15432 5770 Veterans Benefits 341,462 372,540 400,000 400,000 400,000 400,000 0 0 0.00 15432 5788 Veterans Events 2,710 1,836 3,150 3,150 3,150 3,150 0 0 0.00 351,145 378,302 410,800 410,800 410,800 410,800 0 0 0.00 Department Total 474,703 515,813 553,723 553,723 566,888 558,025 0 4,302 0.78 ---PAGE BREAK--- Departmental Budgets Veterans FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 622 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 VETERANS AGENT 11/12/10 81,622 1,608.89 1.00 1 89,784 83,984 ADMIN ASSISTANT 10/1/15 46,481 916.22 1.00 1 51,129 48,066 15431-5111 128,103 2.00 140,913 132,050 PART TIME DRIVER 14,820 - 0.54 19 15,175 15,175 15431-5113 14,820 0.54 15,175 15,175 142,923 2.54 156,088 147,225 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 2.54 FY2024 2.54 FY2025 2.54 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Veterans FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 623 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 15432 Veterans Services-Expenses 5249 Ground Maintenance Ground maintenance/decorations 3,780 3,780 3,780 0 5249 Ground Maintenance Total 3,780 3,780 3,780 0 5421 Office Supplies (Gen General Office Supplies as needed 900 900 900 0 5421 Office Supplies (Gen Total 900 900 900 0 5710 In State Travel/Meetings MVSOA/State mandated conferences; transportation & tolls 2,970 2,970 2,970 0 5710 In State Travel/Meetings Total 2,970 2,970 2,970 0 5770 Veterans Benefits Chapter 115 State mandated benefits 400,000 400,000 400,000 0 5770 Veterans Benefits Total 400,000 400,000 400,000 0 5788 Veterans Events Memorial Day and other events 3,150 3,150 3,150 0 5788 Veterans Events Total 3,150 3,150 3,150 0 15432 Veterans Services-Expenses Total 410,800 410,800 410,800 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Education - Salem Public Schools The Salem Public Schools FY25 Budget Book provides a detailed description of the Salem Public Schools’ proposed $74,592,616 FY25 budget allocation, a budget designed to prioritize equity and opportunity while best advancing learning and well-being for each of the more than 3800 students. This proposed budget reflects a 4.83% increase above the current year’s budget, an increase that is higher than the average annual budget increases for the Salem Public Schools Rapidly increasing fixed costs necessitate the use of reserves and one-time funding to cover the gap between overall expenditures and the annual appropriation. Salem is not alone in this challenge; many school districts are facing similar challenges. Inflation and rising costs are sharply outpacing the state’s funding formula. Consequently, the annual appropriation will be supplemented with additional revenue of $5,568,000. ---PAGE BREAK--- Education - Salem Public Schools FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 626 Even within the context of these cost increases, we believe this budget will allow us to advance our strategic priorities: elevate learning, empower educators, center belonging, and strengthen our foundation. We are grateful to Mayor Pangallo, the School Committee, the City Council, and the City of Salem for their support and partnership on behalf of our students. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Budget Transfer Out of General Fund Transfers Out Significant Budget & Staffing Changes For FY 2024 Budget Transfer Out No changes for FY2024 – the transfers are level funded with FY2023. 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Transfers Out - Expenditures 120 5965 Trans To Retirement Stab- 8311 600,000 600,000 600,000 600,000 600,000 500,000 0 (100,000) (16.67) 120 5969 Trans To Salem 2026 Fund 50,000 50,000 50,000 50,000 80,000 80,000 0 30,000 60.00 650,000 650,000 650,000 650,000 680,000 580,000 0 (70,000) (10.77) Department Total 650,000 650,000 650,000 650,000 680,000 580,000 0 (70,000) (10.77) Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 120 BUDGET TRANSFERS OUT OF GF 5965 Trans To Retirement Stab-8311 600,000 600,000 500,000 0 5965 Trans To Retirement Stab-8311 Total 600,000 600,000 500,000 0 5969 Trans To Salem 2026 Fund 50,000 80,000 80,000 0 5969 Trans To Salem 2026 Fund Total 50,000 80,000 80,000 0 120 BUDGET TRANSFERS OUT OF GF Total 650,000 680,000 580,000 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Sewer Enterprise Public Services 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. Goals and 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 res- idents. 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. Continue to investigate and remove sources of infiltration and inflow (I/I) throughout the city sewer system. How FY 2025 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. Significant Budget & Staffing Changes for FY 2025 DPS is asking for a 10% increase in our motor pool repair budget line, a 4 % increase in sweeper part and repair, and a 3% increase in our infrastructure repair lines all due to material cost going up in the FY 25 budget season. Recent Accomplishments Responded to over Fifty (50) sewer backups. Rebuilt over Thirty-two (32) sewer manholes and catch basins. Repaired more than Eighty five (85) trenches. Cleaned over Sixty-one (61) 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. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 630 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Sewer Back-Up (City) 27 20 22 24 25 Sewer Back-Up (Resident) 35 19 28 36 26 Gasoline/Diesel Fuel 10.32% Infrastructure Repai 3.65% Overtime (General) 2.13% Salaries-Full Time 69.19% Utility Serv Rep & M 3.65% Vehicle Prts & Acces 5.15% Other 5.91% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 631 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 360,272 351,391 494,119 494,119 502,583 502,583 0 8,464 1.71 [PHONE REDACTED] Overtime (General) 1,606 12,708 15,000 15,000 15,450 15,450 0 450 3.00 361,878 364,099 509,119 509,119 518,033 518,033 0 8,914 1.75 Public Services - Expenditures [PHONE REDACTED] Electricity 5,180 8,250 9,075 9,075 9,983 9,982 0 907 9.99 [PHONE REDACTED] Natural Gas 4,494 5,190 7,000 8,885 7,000 7,000 0 0 0.00 [PHONE REDACTED] Utility Serv Rep & Maint 21,816 18,325 25,750 29,167 26,523 26,522 0 772 3.00 [PHONE REDACTED] Police Detail 2,143 533 5,000 5,000 5,000 5,000 0 0 0.00 [PHONE REDACTED] Educational Training 1,000 504 1,000 1,000 1,000 1,000 0 0 0.00 [PHONE REDACTED] Contracted Services 2,500 900 5,000 5,000 5,000 5,000 0 0 0.00 [PHONE REDACTED] Telephone 4,987 2,184 4,000 5,638 4,000 4,000 0 0 0.00 [PHONE REDACTED] Office Supplies (Gen 741 0 750 750 750 750 0 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 75,400 71,166 75,000 75,000 75,000 75,000 0 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 21,526 23,489 34,000 34,376 37,400 37,400 0 3,400 10.00 [PHONE REDACTED] Street Sweeper Broom 4,000 3,846 5,000 5,274 5,200 5,200 0 200 4.00 [PHONE REDACTED] Infrastructure Repai 23,123 20,040 25,750 32,657 26,523 26,522 0 772 3.00 [PHONE REDACTED] Equipment 0 0 5,000 5,000 5,000 5,000 0 0 0.00 166,909 154,427 202,325 216,822 208,378 208,376 0 6,051 2.99 Department Total 528,787 518,526 711,444 725,941 726,411 726,409 0 14,965 2.10 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 632 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 GENERAL FOREMAN 23,624.00 - - - - DPS Director 9-12-2005 34,918.94 2,483.65 0.33 43,425 43,425 GENERAL FOREMAN 02/27/23 28,398.27 1,608.46 0.33 31,548 31,548 MANAGEMENT ANALYST 26,002.08 - - - SENIOR PROGRAM MANGER 24,750.00 1,442.31 0.33 25,149 25,149 DEPUTY DIRECTOR 0.33 33,090 33,090 ADMINISTRATIVE ASSISTANT 0.33 19,854 19,854 AFSCME 356,426 5.31 349,516 349,516 [PHONE REDACTED] 494,119 5,534.42 6.96 502,583 502,583 OVERTIME 15,000 15,000.00 15,450 15,450 509,119 6.96 518,033 518,033 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 HEAD FOREMAN I/II 3/2/2001 1 36,322.00 0.50 1,403.99 36,644.14 3 36,644.14 36,644.14 HEAD WORKING FOREMAN 4/12/2021 1 23,972.52 0.33 1,403.99 24,185.13 3 24,185.13 24,185.13 PRIN ACCT 11/14/2022 2 17,244.53 0.33 1,032.42 18,438.71 2 18,438.71 18,438.71 ME REPAIR 7-12-21 1 21,559.85 0.33 1,265.01 21,791.06 3 21,791.06 21,791.06 St/Sidewalk Foreman 06/21/99 1 21,797.88 0.33 1,276.61 21,990.88 3 21,990.88 21,990.88 HEO retired 1 28,920.20 - - - 2 - - HEAD FOREMAN II/III 07/23/98 1 23,972.52 0.33 1,403.99 24,185.13 3 24,185.13 24,185.13 HEO 6/7/2021 1 0.50 1,176.64 30,592.64 3 30,592.64 30,592.64 HEO 11/30/2009 1 30,440.28 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 WATER CRAFT SPEC’ST 8/7/17 1 30,440.28 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 ME REPAIR retired 1 21,599.76 - - - 3 - - Shift Differential Base Rate X 9% 52.95 2,763.93 - 2,763.93 2,763.93 HEO 2nd shift 4/25/2022 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 HMEO I/II 10-11-22 1 26,822.15 0.50 1,054.01 28,232.27 2 28,232.27 28,232.27 ME REPAIR 1 19,207.24 0.33 - 20,258.64 - 20,258.64 20,258.64 ME REPAIR 1 19,207.24 0.33 - 20,258.64 - 20,258.64 20,258.64 Shift Differential Base Rate X 9% 2,213.12 - - - - - - HMEO 2nd shift 24,662.04 - - - - - - 7,294.00 7,294.00 7,294.00 7,294.00 750.00 750.00 750.00 750.00 356,425.61 5.31 349,516.09 349,516.09 349,516.09 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 633 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 7.13 FY2024 6.96 FY2025 6.96 Variance FY 25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 634 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600032 Sewer-Pub Serv-Expenses 5211 Electricity National Grid 5,225 6,133 6,132 0 TransCanada. Split with DPW/Water/Sewer 3,850 3,850 3,850 0 5211 Electricity Total 9,075 9,983 9,982 0 5215 Natural Gas Direct Energy Marketing 3,000 3,000 3,000 0 National Grid 4,000 4,000 4,000 0 5215 Natural Gas Total 7,000 7,000 7,000 0 5251 Utility Serv Rep & Maint additional funds need for aging infrastructure and rising cost 13,750 13,750 13,750 0 Sewer supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals. 0 12,773 12,772 0 Sewer supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals. Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer, Green Pro. 12,000 0 0 0 5251 Utility Serv Rep & Maint Total 25,750 26,523 26,522 0 5301 Police Detail Details needed for road work during sewer line repairs in roads 5,000 5,000 5,000 0 5301 Police Detail Total 5,000 5,000 5,000 0 5317 Educational Training Misc. training courses as needed 1,000 1,000 1,000 0 5317 Educational Training Total 1,000 1,000 1,000 0 5320 Contracted Services Cleaning, inspection and repairs of sewer linesBmc , Spencer contracting, Tom Mackey 5,000 5,000 5,000 0 5320 Contracted Services Total 5,000 5,000 5,000 0 5341 Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 4,000 4,000 4,000 0 5341 Telephone Total 4,000 4,000 4,000 0 5421 Office Supplies (Gen General Office supplies as needed 750 750 750 0 5421 Office Supplies (Gen Total 750 750 750 0 5481 Gasoline/Diesel Fuel Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 0 5481 Gasoline/Diesel Fuel Total 75,000 75,000 75,000 0 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 635 5483 Vehicle Prts & Acces Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. 0 37,400 37,400 0 Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto. 34,000 0 0 0 5483 Vehicle Prts & Acces Total 34,000 37,400 37,400 0 5485 Street Sweeper Broom Associated costs for sweeper repairs 2,120 2,320 2,320 0 Associated costs for third sweep in annual year 2,880 2,880 2,880 0 5485 Street Sweeper Broom Total 5,000 5,200 5,200 0 5839 Infrastructure Repai Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. 0 26,523 26,522 0 Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. Contractors include Aggregate, EJ Prescott, Grandees, Waterworks. 25,750 0 0 0 5839 Infrastructure Repai Total 25,750 26,523 26,522 0 5860 Equipment emergency equipment purchase 5,000 5,000 5,000 0 5860 Equipment Total 5,000 5,000 5,000 0 600032 Sewer-Pub Serv-Expenses Total 202,325 208,378 208,376 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 636 Engineering Mission Statement Why We Exist The Engineering Department offers technical expertise concerning connections to and expansions of the municipal wastewater collection system. It oversees all sewer infrastructure improvement projects and manages the city’s eight wastewater pumping stations and one stormwater pumping station, along with the mechanical tide gates at the Forest River outlet to Salem Harbor. The City Engineer represents Salem on the board of directors of the South Essex Sewerage District (SESD), which operates the regional wastewater treatment plant serving Danvers, Peabody, Beverly, Marblehead, and Salem. Moreover, the Engineering Department administers the city’s annual city- wide catch basin cleaning program to enhance flood mitigation and stormwater quality. It is also responsible for billing all wastewater expenses, based on water usage, to institutional, commercial, and residential properties connected to the municipal collection system, totaling over 10,000 accounts. The sewer department provides timely and professional customer service for billing inquiries, account management, scheduling meter technician appointments, identifying accounts needing service, and processing water and sewer bills, with approximately 10% requiring analysis and estimation. Funding for these endeavors is sourced from the Sewer Enterprise System. Goals and Objectives Continue illicit connection detection and removal program city-wide. 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 with Infiltration & Inflow removal efforts to remove extraneous flows from the collection system. Manage the contractor operator of the City’s wastewater and stormwater pump stations. Advance the Rosie’s Pond Flood Mitigation project and replacement of the Ocean Ave West Stormwater Pump Station CIP projects. Continue to partner with Salem Sound Coastwatch and seek grant oppor- tunities toward clean water initiatives. Develop hydrologic/hydraulic models for watersheds in Salem to assist with decision making relative to infrastructure and resiliency. How FY 2025 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 infrastruc- ture. Partnerships are being developed with the many neighborhood associa- tions, institutions (NIAC, PEM, SSU, Salem Hospital, Salem Sound Coast- watch, etc.) and commercial establishments that will enable the Dept. goals to be obtained. Significant Budget & Staffing Changes For FY 2025 No significant budget or staffing changes are planned for FY 2025; however, due to inflation, costs for contracted services (pump station operation and maintenance, backflow testing) have risen and additional costs are reflected in the budget. New regulations related to the reduction of fats, oils, and grease (FOG) buildup in the collection system from Food Service Establishments were approved this year and costs for this new program are included in the budget. Recent Accomplishments Continued to integrate the 1,600 annual backflow surveys, testing, and design approval costs into our Munis Water and Sewer billing system, with bills issued annually and semiannually. Persisted in scrutinizing accounts with water but no sewer usage, taking necessary actions as warranted. Maintained ongoing initiatives to detect and eliminate illicit (direct sani- tary) connections to the city’s drainage systems, adhering to the City’s EPA NPDES General Permits for Stormwater Dischargers from Small Municipal Storm Sewer Systems in Massachusetts (MS4). Reviewed and coordinated the development of the city’s annual MS4 per- mit. Continued oversight of liens on overdue utility bills, ensuring they are reflected in 3rd quarter real estate tax bills. Initiated grant applications from various regulatory agencies for the reloca- tion of the Willow Avenue (pipe beach) truck sewer in Salem Harbor. Progressed with CIP funded projects aimed at alleviating flooding issues and addressing stormwater collection system deficiencies City-wide, such as the Rosie’s Pond Flood Mitigation project and replacement of the Ocean Ave West Stormwater Pump Station. Managed the catch basin cleaning contract to mitigate flooding and enhance water quality. Continued efforts to streamline the water and sewer billing system, facili- tating prompt resolution of billing disputes in a customer-friendly manner, leveraging meter software for improved customer service. Continued troubleshooting of non-billable and non-read meter locations by scheduling appointments with residents to access meters within their buildings. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 637 Expenditure by Department Contracted Services 14.91% Electricity 1.96% Pump Stat Op & Maint 17.34% Salaries-Full Time 17.52% Sewer Sys Improv Prog 42.55% Other 5.71% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 638 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 150,667 156,323 199,779 199,779 216,226 213,361 0 13,582 6.80 [PHONE REDACTED] Salaries-Part Time 0 2,173 5,467 5,467 5,467 5,467 0 0 0.00 [PHONE REDACTED] Overtime (General) 7,873 23,474 2,000 2,000 2,000 2,000 0 0 0.00 158,541 181,970 207,246 207,246 223,693 220,828 0 13,582 6.55 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 17,821 21,067 24,200 24,200 24,200 24,200 0 0 0.00 [PHONE REDACTED] Photocopy Machine Le 0 0 5,000 5,000 5,000 5,000 0 0 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 7,133 9,159 16,500 19,526 16,500 16,500 0 0 0.00 [PHONE REDACTED] Sewer Line Lease 945 945 1,200 1,200 1,200 1,200 0 0 0.00 [PHONE REDACTED] Accounting And Audit 2,000 2,000 2,500 2,500 2,562 2,562 0 62 2.48 [PHONE REDACTED] Educational Training 1,618 903 4,000 4,278 4,000 4,000 0 0 0.00 [PHONE REDACTED] Contracted Services-Maint 8,456 63,519 184,000 184,000 184,000 184,000 0 0 0.00 [PHONE REDACTED] Postage 11,097 16,709 13,000 15,238 13,000 13,000 0 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 86,254 187,933 214,000 276,013 214,000 214,000 0 0 0.00 [PHONE REDACTED] Printing And Binding 1,848 1,025 2,000 2,975 2,000 2,000 0 0 0.00 [PHONE REDACTED] Office Supplies (Gen 3,107 3,329 3,750 4,230 3,750 3,750 0 0 0.00 [PHONE REDACTED] Pump Station Suppl 1,634 3,228 5,000 5,600 5,000 5,000 0 0 0.00 [PHONE REDACTED] Software Support/ Enhancements 6,573 9,756 4,500 4,500 4,500 4,500 0 0 0.00 [PHONE REDACTED] In State Travel/Meetings 76 282 2,500 2,663 2,500 2,500 0 0 0.00 [PHONE REDACTED] Sewer Sys Improv Prog 120,145 739,874 525,000 567,061 525,000 525,000 0 0 0.00 [PHONE REDACTED] Computer Equip/Tech 1,143 3,587 3,000 4,200 3,000 3,000 0 0 0.00 [PHONE REDACTED] Point Area Neigh Catch Basin 0 45,385 0 54,615 0 0 0 0 0.00 [PHONE REDACTED] Derby St Intercept Sewer Clean 0 33,000 0 23,019 0 0 0 0 0.00 [PHONE REDACTED] Loring/Cedar Drain Improvement 0 0 0 250,000 0 0 0 0 0.00 [PHONE REDACTED] Willow Ave Beach Sewer Pipe 0 0 0 300,000 0 0 0 0 0.00 269,851 1,141,701 1,010,150 1,750,818 1,010,212 1,010,212 0 62 0.01 Department Total 428,392 1,323,671 1,217,396 1,958,064 1,233,905 1,231,040 0 13,644 1.12 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 639 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 SECRETARY 8/13/08 17,490 1,044.71 0.33 17,996 17,996 ADMIN ASSISTANT 9/26/85 7,482 - - Assistant Engineer 5/28/18 37,700 2,196.94 0.33 38,769 36,960 City Engineer 5/21/2007 18,065 2,582.21 0.25 33,698 33,698 GIS 21,107 1,260.75 0.33 23,099 22,043 BUSINESS MGR/WTR REG 10/14/2019 23,846 1,833.17 0.25 23,923 23,923 AFSCME 74,090 1.33 78,741 78,741 [PHONE REDACTED] 199,780 8,917.78 2.82 216,226 213,361 PT INTERN 5,467 5,467 5,467 [PHONE REDACTED] 5,467 - 5,467 5,467 OVERTIME 2,000 2,000.00 2,000 2,000 [PHONE REDACTED] 2,000 2,000.00 2,000 2,000 207,247 10,917.78 2.82 223,692 220,828 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 WATER METER READER 25,915.58 0.50 1,087.42 28,381.66 3 28,381.66 28,381.66 PRINCIPAL CLERK 12/18/17 2 18,679.44 0.33 1,088.56 18,751.53 3 18,751.53 18,751.53 ASST WATER REG 29,494.57 0.50 - - 3 31,607.62 31,607.62 74,089.59 1.33 47,133.19 78,740.81 78,740.81 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 2.80 FY2024 2.80 FY2025 2.82 Variance FY 25 v. FY24 0.02 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 640 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600132 Sewer-Engineer-Expenses 5211 Electricity-Pump Station Ravenna Ave, Highland Ave, Wilson Street, Forrest River Park, March St/Rice St, Ocean Ave West/Jefferson Ave, Home Street, Swampscott Road Pump. 24,200 24,200 24,200 0 5211 Electricity-Pump Station Total 24,200 24,200 24,200 0 5277 Photocopy Machine Le New copier lease 5,000 5,000 5,000 0 5277 Photocopy Machine Le Total 5,000 5,000 5,000 0 5278 Telephone Equip-Pump Station ATT lease for ARM system-data collectors 16,000 16,000 16,000 0 Various alarms to support sewer pumping stations 500 500 500 0 5278 Telephone Equip-Pump Station Total 16,500 16,500 16,500 0 5283 Sewer Line Lease Fees charge by MBTA for use of lines under commuter rail tracks 1,200 1,200 1,200 0 5283 Sewer Line Lease Total 1,200 1,200 1,200 0 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,500 2,562 2,562 0 5305 Accounting And Audit Total 2,500 2,562 2,562 0 5317 Educational Training APWA National Congress 500 500 500 0 Attending Professional organization seminars and meetings-WEF and NEWEA 1,600 1,600 1,600 0 Munis training and support, SSCW, MMAAA 1,900 1,900 1,900 0 5317 Educational Training Total 4,000 4,000 4,000 0 5320 Contracted Services-Maint Annual Catch Basin cleaning 92,000 92,000 92,000 0 Fats, Oils and Grease (FOG) Program 92,000 92,000 92,000 0 5320 Contracted Services-Maint Total 184,000 184,000 184,000 0 5342 Postage Total cost of postage for mailing w/s bills @ 50% W&S Depts. 13,000 13,000 13,000 0 5342 Postage Total 13,000 13,000 13,000 0 5375 Pump Stat Op & Maint Pump Station Maintenance 208,000 208,000 208,000 0 Stand by generator annual maintenance 6,000 6,000 6,000 0 5375 Pump Stat Op & Maint Total 214,000 214,000 214,000 0 5381 Printing And Binding Collector’s office includes printing costs; this represents annual inserts 2,000 2,000 2,000 0 5381 Printing And Binding Total 2,000 2,000 2,000 0 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 641 5421 Office Supplies (Gen Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 0 Printer paper - $500 Misc. general office supplies purchased under State Bid, supplies for office machines: fax, printers, toner, color printer. 2,500 2,500 2,500 0 5421 Office Supplies (Gen Total 3,750 3,750 3,750 0 5445 Pump Station Suppl 50% of costs for pump station op and Main. Will be shared with water 5,000 5,000 5,000 0 5445 Pump Station Suppl Total 5,000 5,000 5,000 0 5520 Software Support/Enhancements GIS and Autocad licensing-part previously under IT 4,500 4,500 4,500 0 5520 Software Support/Enhancements Total 4,500 4,500 4,500 0 5710 In State Travel/Meetings Meter Repair annual mileage 2,000 2,000 2,000 0 tolls, parking, seminars, etc. 500 500 500 0 5710 In State Travel/Meetings Total 2,500 2,500 2,500 0 5837 Sewer Sys Improv Prog Annual cleaning and maintenance of sewer and drain siphons 0 300,000 300,000 0 Annual cleaning of sewer and drain siphons 300,000 0 0 0 Year 11 Annual Report 225,000 225,000 225,000 0 5837 Sewer Sys Improv Prog Total 525,000 525,000 525,000 0 5869 Computer Equip/Tech Laptop 1,500 1,500 1,500 0 Scanner maintenance-discuss with IT 1,500 1,500 1,500 0 5869 Computer Equip/Tech Total 3,000 3,000 3,000 0 600132 Sewer-Engineer-Expenses Total 1,010,150 1,010,212 1,010,212 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 642 Treasurer Sewer Enterprise SESD Assessment Mission Statement 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Sesd Assessment 4,733,829 4,791,805 4,731,615 4,731,615 4,644,596 4,644,596 0 (87,019) (1.84) 4,733,829 4,791,805 4,731,615 4,731,615 4,644,596 4,644,596 0 (87,019) (1.84) Department Total 4,733,829 4,791,805 4,731,615 4,731,615 4,644,596 4,644,596 0 (87,019) (1.84) Sewer Enterprise SESD Assessment Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600033 Sewer Assessments 5649 Sesd Assessment City’s portion of South Essex Sewerage District operating budget 4,731,615 4,644,596 4,644,596 0 5649 Sesd Assessment Total 4,731,615 4,644,596 4,644,596 0 600033 Sewer Assessments Total 4,731,615 4,644,596 4,644,596 0 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 643 Sewer Enterprise Long Term Debt Mission Statement Treasurer–Sewer Enterprise–Long Term Debt On November 18, 2021, the City issued a bond for Canal Street Phase II, sewer leaks and flushing, sewer illicit connection removal, Derby Street/Congress Street drainage system repairs, Forest River pool sewer line and stormwater systems and, sewer Bertram Field for a total of $2,349,014 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. Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] A Insurance Deductibles 4,784 10,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] N Canal St-Prin (2014) 175,000 180,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] Debt Principal 0 66,680 933,513 933,513 997,769 997,769 0 64,256 6.88 [PHONE REDACTED] Long-Term Interest 0 22,197 789,079 789,079 754,044 754,044 0 (35,035) (4.44) [PHONE REDACTED] A Cip - 2009-Prin (11) 190,000 50,000 0 0 0 0 0 0 0.00 Debt Principal 56.96% Long-Term Interest 43.04% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 644 [PHONE REDACTED] V Canal St-Int (2014) 105,438 98,294 0 0 0 0 0 0 0.00 [PHONE REDACTED] A Cip 2009-Int (11) 121,755 18,275 0 0 0 0 0 0 0.00 [PHONE REDACTED] G Cip 2012-Prin 20,000 0 0 0 0 0 0 0 0.00 [PHONE REDACTED] H Cip 2012-Int 7,525 3,163 0 0 0 0 0 0 0.00 600034 5949K Cip 2014-Prin 125,000 125,000 0 0 0 0 0 0 0.00 600034 5949L Cip 2014-Int 55,150 48,706 0 0 0 0 0 0 0.00 [PHONE REDACTED] M Cip 2015-Prin 130,000 130,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] N Cip 2015-Int 67,200 60,700 0 0 0 0 0 0 0.00 [PHONE REDACTED] O Cip 2016-Prin 110,000 180,000 0 0 0 0 0 0 0.00 600034 5949P Cip 2016-Int 174,144 231,569 0 0 0 0 0 0 0.00 [PHONE REDACTED] U Cip 2017 Prin 105,000 85,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] V Cip 2017 Int 78,650 55,675 0 0 0 0 0 0 0.00 [PHONE REDACTED] W Cip 2018 Prin 5,000 8,563 0 0 0 0 0 0 0.00 600034 5949X Cip 2018 Int 6,481 11,731 0 0 0 0 0 0 0.00 600034 5949Z A Cip 2019-Prin 110,000 130,000 0 0 0 0 0 0 0.00 600034 5949Z B Cip 2019-Int 108,276 121,525 0 0 0 0 0 0 0.00 600034 5949Z E Cip-Canal St Repurpose- Prin 120,000 120,000 0 0 0 0 0 0 0.00 600034 5949Z F Cip-Canal St Repurpose-Int 62,725 56,725 0 0 0 0 0 0 0.00 600034 5949Z I Cip 2020 Prin 18,000 64,014 0 0 0 0 0 0 0.00 600034 5949Z J Cip 2020 Interest 35,144 107,147 0 0 0 0 0 0 0.00 1,935,272 1,984,963 1,722,592 1,722,592 1,751,813 1,751,813 0 29,221 1.70 Department Total 1,935,272 1,984,963 1,722,592 1,722,592 1,751,813 1,751,813 0 29,221 1.70 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 645 Sewer Enterprise Long Term Debt Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600034 Sewer Debt Service 5910 Debt Principal Sewer long-term debt service principal 933,513 997,769 997,769 0 5910 Debt Principal Total 933,513 997,769 997,769 0 5915 Long-Term Interest Sewer long-term debt service interest 789,079 754,044 754,044 0 5915 Long-Term Interest Total 789,079 754,044 754,044 0 600034 Sewer Debt Service Total 1,722,592 1,751,813 1,751,813 0 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 646 Sewer Enterprise Short Term Debt Expenditure by Department Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 0 765 13,000 13,000 13,000 13,000 0 0 0.00 [PHONE REDACTED] Interest On Notes 0 0 38,414 38,414 42,256 42,256 0 3,842 10.00 0 765 51,414 51,414 55,256 55,256 0 3,842 7.47 Department Total 0 765 51,414 51,414 55,256 55,256 0 3,842 7.47 Sewer Enterprise Short Term Debt Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600035 Sewer-Short Term Debt Int-Exp 5304 Professional Serv/Fees Bond and BAN Admin costs 13,000 13,000 13,000 0 5304 Professional Serv/Fees Total 13,000 13,000 13,000 0 5925 Interest On Notes Interest on BAN 38,414 42,256 42,256 0 5925 Interest On Notes Total 38,414 42,256 42,256 0 600035 Sewer-Short Term Debt Int-Exp Total 51,414 55,256 55,256 0 Interest On Notes 76.47% Professional Serv/Fees 23.53% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 647 Sewer Enterprise Insurance Deduction Mission Statement 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] A Insurance Deductibles 0 16,297 10,000 10,000 10,000 10,000 0 0 0.00 0 16,297 10,000 10,000 10,000 10,000 0 0 0.00 Department Total 0 16,297 10,000 10,000 10,000 10,000 0 0 0.00 Sewer Enterprise Insurance Deduction Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 600037 Sewer Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to Sewer claims 10,000 10,000 10,000 0 5740A Insurance Deductibles Total 10,000 10,000 10,000 0 600037 Sewer Enterprise Fund-Ins Dedu Total 10,000 10,000 10,000 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Water Enterprise Public Services 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. Goals and 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. ? Recent Accomplishments The Water Department continues to support contractors working on large CIP improvement projects in the city. The same support is given to develop- ers 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 (20) hydrants damaged during the year. How FY 2025 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. Significant Budget & Staffing Changes for FY 2025 No significant budget or staffing changes for FY 2025. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 650 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 651 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 Water Main Breaks 21 29 42 32 39 Services 12 12 21 19 9 Valve Repair 4 1 1 2 3 Electricity 1.54% Gasoline/Diesel Fuel 9.57% Infrastructure Repai 2.03% Overtime (General) 9.20% Police Detail 2.55% Salaries-Full Time 64.10% Utility Serv Rep & M 3.38% Vehicle Prts & Acces 4.77% Other 2.86% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 652 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 360,273 383,214 494,119 494,119 502,583 502,583 0 8,464 1.71 [PHONE REDACTED] Overtime (General) 59,243 86,085 70,000 70,000 72,100 72,100 0 2,100 3.00 419,517 469,300 564,119 564,119 574,683 574,683 0 10,564 1.87 Public Services - Expenditures [PHONE REDACTED] Electricity 6,375 9,900 11,000 11,000 12,100 12,100 0 1,100 10.00 [PHONE REDACTED] Natural Gas 4,494 5,189 7,000 8,885 7,700 7,700 0 700 10.00 [PHONE REDACTED] Utility Serv Rep & Maint 24,573 23,576 25,750 27,033 26,523 26,522 0 772 3.00 [PHONE REDACTED] Police Detail 13,005 13,065 20,000 20,015 20,000 20,000 0 0 0.00 [PHONE REDACTED] Educational Training 1,500 846 1,500 1,500 1,500 1,500 0 0 0.00 [PHONE REDACTED] Contracted Services 76,046 1,000 3,000 3,000 3,500 3,500 0 500 16.67 [PHONE REDACTED] Telephone 4,987 2,184 4,000 5,638 4,000 4,000 0 0 0.00 [PHONE REDACTED] Office Supplies (Gen 750 745 750 750 750 750 0 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 82,729 72,005 75,000 75,016 75,000 75,000 0 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 22,307 23,998 34,000 34,516 37,400 37,400 0 3,400 10.00 [PHONE REDACTED] Meter Program 0 0 0 200,000 0 0 0 0 0.00 [PHONE REDACTED] Infrastructure Repai 15,001 11,276 15,450 19,632 15,914 15,914 0 464 3.00 [PHONE REDACTED] Equipment 0 0 5,000 5,000 5,000 5,000 0 0 0.00 [PHONE REDACTED] Replace Water Sewer Util Truck 0 0 0 179,330 0 0 0 0 0.00 251,769 163,786 202,450 591,315 209,387 209,386 0 6,936 3.43 Department Total 671,285 633,085 766,569 1,155,434 784,070 784,069 0 17,500 2.28 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 653 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 GENERAL FOREMAN 23,624 - - - - City Engineer-DPS Director 9-12-2005 34,919 2,483.65 0.33 43,425 43,425 GENERAL FOREMAN 06/03/19 28,398 1,608.46 0.33 31,548 31,548 MANAGEMENT ANALYST 26,002 - - - SENIOR PROGRAM MANGER 24,750 1,442.31 0.33 25,149 25,149 DEPUTY DIRECTOR 0.33 33,090 33,090 ADMINISTRATIVE ASSISTANT 0.33 19,854 19,854 AFSCME 356,426 5.31 349,516 349,516 [PHONE REDACTED] 494,119 6.96 502,583 502,583 OVERTIME 70,000 70,000.00 72,100 72,100 564,119 6.96 574,683 574,683 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 HEAD FOREMAN I/II 3/2/2001 1 36,322.00 0.50 1,403.99 36,644.14 3 36,644.14 36,644.14 HEAD WORKING FOREMAN 4/12/2021 1 23,972.52 0.33 1,403.99 24,185.13 3 24,185.13 24,185.13 PRIN ACCT 11/14/2022 2 17,244.53 0.33 1,032.42 18,438.71 2 18,438.71 18,438.71 ME REPAIR 7-12-21 1 21,559.85 0.33 1,265.01 21,791.06 3 21,791.06 21,791.06 St/Sidewalk Foreman 06/21/99 1 21,797.88 0.33 1,276.61 21,990.88 3 21,990.88 21,990.88 HEO retired 1 28,920.20 - - - 2 - - HEAD FOREMAN II/III 07/23/98 1 23,972.52 0.33 1,403.99 24,185.13 3 24,185.13 24,185.13 HEO 6/7/2021 1 0.50 1,176.64 30,592.64 3 30,592.64 30,592.64 HEO 11/30/2009 1 30,440.28 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 WATER CRAFT SPEC’ST 8/7/17 1 30,440.28 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 ME REPAIR retired 1 21,599.76 - - - 3 - - Shift Differential Base Rate X 9% 52.95 2,763.93 - 2,763.93 2,763.93 HEO 2nd shift 4/25/2022 0.50 1,176.64 30,710.31 3 30,710.31 30,710.31 HMEO I/II 10-11-22 1 26,822.15 0.50 1,054.01 28,232.27 2 28,232.27 28,232.27 ME REPAIR 1 19,207.24 0.33 - 20,258.64 - 20,258.64 20,258.64 ME REPAIR 1 19,207.24 0.33 - 20,258.64 - 20,258.64 20,258.64 Shift Differential Base Rate X 9% 2,213.12 - - - - - - HMEO 2nd shift 24,662.04 - - - - - - 7,294.00 7,294.00 7,294.00 7,294.00 750.00 750.00 750.00 750.00 356,425.61 5.31 349,516.09 349,516 349,516 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 654 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 7.13 FY2024 6.96 FY2025 6.96 Variance FY25 v. FY24 0.00 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 655 Sewer Enterprise Insurance Deduction Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610032 Water-Pub Serv-Expenses 5211 Electricity National Grid 4,400 5,500 5,500 0 TransCanada. Split with DPW/Water/Sewer 6,600 6,600 6,600 0 5211 Electricity Total 11,000 12,100 12,100 0 5215 Natural Gas National grid , Direct energy , UGI 7,000 7,700 7,700 0 5215 Natural Gas Total 7,000 7,700 7,700 0 5251 Utility Serv Rep & Maint additional funds need for aging infrastructure and rising cost. Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer. 5,750 5,750 5,750 0 Supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals 20,000 20,773 20,772 0 5251 Utility Serv Rep & Maint Total 25,750 26,523 26,522 0 5301 Police Detail Details needed for road work during water line repairs in roads 20,000 20,000 20,000 0 5301 Police Detail Total 20,000 20,000 20,000 0 5317 Educational Training License Reimbursements & membership dues NWWA , Mass Arborist association, ECHA, Mass Highway Association, New England Sewer Association 500 500 500 0 New England Water Works - $150 per course average x 10 = $1,000 1,000 1,000 1,000 0 5317 Educational Training Total 1,500 1,500 1,500 0 5320 Contracted Services Leak detection 3,000 3,500 3,500 0 5320 Contracted Services Total 3,000 3,500 3,500 0 5341 Telephone T mobile , Amazon, any GPS upgrades 4,000 4,000 4,000 0 5341 Telephone Total 4,000 4,000 4,000 0 5421 Office Supplies (Gen General office supplies as needed 750 750 750 0 5421 Office Supplies (Gen Total 750 750 750 0 5481 Gasoline/Diesel Fuel Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 0 5481 Gasoline/Diesel Fuel Total 75,000 75,000 75,000 0 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 656 5483 Vehicle Prts & Acces Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. 0 37,400 37,400 0 Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto 34,000 0 0 0 5483 Vehicle Prts & Acces Total 34,000 37,400 37,400 0 5839 Infrastructure Repai Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. 0 15,914 15,914 0 Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. Contractors include Aggregate, EJ Prescott, Granese, Waterworks. EJ Prescott - Sewer supplies: pipe, valves, covers, frames, gaskets, etc. 15,450 0 0 0 5839 Infrastructure Repai Total 15,450 15,914 15,914 0 5860 Equipment for emergency equipment purchase for equipment not covered under CIP request 5,000 5,000 5,000 0 5860 Equipment Total 5,000 5,000 5,000 0 610032 Water-Pub Serv-Expenses Total 202,450 209,387 209,386 0 Sewer Enterprise Insurance Deduction Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 657 Engineering Mission Statement Why We Exist The Engineering Department is the primary source of technical guidance for connections to and expansions of the municipal water distribution system. It oversees all water infrastructure enhancement projects within the city. The City Engineer serves as Salem’s representative on the Salem Beverly Water Supply Board which is responsible for treating Salem’s public drinking water.Additionally, the Engineering Department manages the contracted operations and maintenance of the city’s two water pumping stations and two covered storage reservoirs, including utility and supply expenses. It is also accountable for billing water usage to over 10,000 institutional, commercial, and residential properties connected to the municipal collection system.With a volume of approximately 3,500 water and sewer billings, around 10% of which require analysis and estimation, the department ensures prompt and professional customer service for billing inquiries, account management, appointment scheduling for meter readings, and identifying accounts needing service. Moreover, the department handles billing for mandatory backflow device testing and water turn on/off fees performed by DPS crews.Furthermore, the Engineering Department offers technical support to the Public Services Divisions’ Water Operations regarding the condition and location of the city’s water infrastructure. Ensuring the integrity of the transmission mains conveying Salem water from to the city remains a top priority for the department.Funding for these initiatives is sourced from the Water Enterprise System. Goals and Objectives  Implement a system for sending continuous water usage notifications to property owners, alerting them to potential leaks within their buildings. Evaluate the viability of utilizing the “Estimate“ meter reading feature in Munis software to automate water/sewer billing and reduce human involvement. Initiate the installation of new meter interface units (MIUs) to replace fail- ing units, enhancing accuracy and enabling walk-by readings when neces- sary. Enhance public awareness of water conservation through initiatives like Earth Day, Swap and Drop events, COA presentations, and collaborations with external organizations. Decrease the percentage of ’unaccounted for water’ through improved reporting, leak detection, meter upgrades, and Capital Improvement Proj- ect (CIP) implementations. Provide enhanced customer service by evaluating leaks, usage, etc., on water and sewer accounts. Reinstate city-wide leak detection programs to further reduce ’unac- counted for’ water loss. Supervise the contract operator responsible for managing the City’s water pump stations and storage facilities. Utilize letters to residents for notifying issues with water meters, eliminat- ing the need for door tags and enabling more efficient troubleshooting and appointments. Enhance tracking of water meter troubleshooting through the Viewpoint Cloud platform, including documentation of meter setups, readings, and MIU ID numbers. Revise procedures for placing liens on condominiums, addressing chal- lenges with current billing software related to parcel identification. Explore alternative methods for collecting overdue accounts receivables, such as requiring condo associations to pay delinquent funds upon unit sale. Update policies and streamline dispute resolution processes related to esti- mated water usage and meter troubleshooting periods. Identify and implement more efficient, modern, and cost-effective meter- ing solutions. Manage the Cross Connection Control Program to meet all Drinking water regulatory requirements. Continue to complete water improvement projects to upgrade the City infrastructure with a focus on area with history of issues and further reduce the City’s unaccounted for water. Continue to work with City consultants to design the repairs needed to be able to bring the 3rd water transmission main back on service. How FY 2025 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The department’s objective to reinvest in and rehabilitate the City’s water transmission and distribution infrastructure aligns with both the City’s long- and short-term goals for sustainable infrastructure, ensuring they are achieved. Recent Accomplishments Sent informative letters to residents regarding water meter issues, sched- uling and completing troubleshooting for approximately 20 locations weekly, doubling efficiency in some cases compared to the prior year. Eliminated the necessity for meter technicians to post door tags for resi- dent appointment scheduling. Issued continuous water usage letters to properties, aiding residents in identifying leaks such as running toilets, thus fostering water conservation awareness. Transitioned the final water and trash reading application to the Viewpoint cloud platform. Successfully completed the lien process for water, sewer, and trash despite software-related challenges. Improved the process for estimating water bills for codes. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 658 Maintained efficient billing and meter repair services, minimizing issues with water consumption billing. Collaborated with the Department of Public Services on leak detection ini- tiatives. Oversaw the City’s contract operator for water pumping stations and stor- age facilities. Managed the City’s backflow inspection, testing, and survey program. Significant Budget & Staffing Changes For FY 2025 There are no significant budget or staffing alterations anticipated for FY 2025. However, due to inflation, costs for contracted services for backflow testing have risen, and additional expenses related to meters nearing expiration of their warranty are also factored into the budget. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 659 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 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 MIUís 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 - Computer Software 5.65% Contracted Services-Backflow 10.88% Electricity 32.89% Pump Stat Op & Maint 11.47% Salaries-Full Time 21.19% State Taxes 1.76% Telephone Equip Leas 1.62% Water Meters (Rev) 9.80% Other 4.74% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 660 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 150,668 148,118 199,779 199,779 216,226 213,361 0 13,582 6.80 [PHONE REDACTED] Salaries-Part Time 0 2,173 5,467 5,467 5,467 5,467 0 0 0.00 [PHONE REDACTED] Overtime (General) 7,874 23,474 2,000 2,000 2,000 2,000 0 0 0.00 158,541 173,765 207,246 207,246 223,693 220,828 0 13,582 6.55 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 240,328 280,667 305,000 305,369 335,500 335,500 0 30,500 10.00 [PHONE REDACTED] Computer Maintenance 0 10,876 750 750 1,000 1,000 0 250 33.33 [PHONE REDACTED] Photocopy Machine Le 0 0 5,000 5,000 5,000 5,000 0 0 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 5,590 4,796 16,500 18,724 16,500 16,500 0 0 0.00 [PHONE REDACTED] Accounting And Audit 2,500 2,500 2,500 2,500 2,563 2,563 0 63 2.52 [PHONE REDACTED] Educational Training 1,670 2,519 4,200 4,200 4,200 4,200 0 0 0.00 [PHONE REDACTED] Contracted Services 0 40,204 0 4,796 0 0 0 0 0.00 [PHONE REDACTED] Contracted Serv-Backflow 82,301 120,123 111,000 125,877 111,000 111,000 0 0 0.00 [PHONE REDACTED] Postage 11,097 16,017 13,000 14,717 13,000 13,000 0 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 57,903 75,237 117,000 119,393 117,000 117,000 0 0 0.00 [PHONE REDACTED] Printing And Binding 778 950 1,500 2,050 1,500 1,500 0 0 0.00 [PHONE REDACTED] Office Supplies (Gen 1,809 3,209 3,750 4,203 3,750 3,750 0 0 0.00 [PHONE REDACTED] Pump Station Suppl 1,934 3,661 5,000 5,600 5,000 5,000 0 0 0.00 [PHONE REDACTED] Computer Software 34,574 38,283 37,000 37,000 57,624 57,624 0 20,624 55.74 [PHONE REDACTED] Water Meters (Rev) 19,516 43,756 100,000 100,000 100,000 100,000 0 0 0.00 [PHONE REDACTED] State Taxes 16,530 19,212 18,000 19,076 18,000 18,000 0 0 0.00 [PHONE REDACTED] In State Travel/Meetings 199 1,205 2,100 2,263 2,100 2,100 0 0 0.00 [PHONE REDACTED] Prof License Reimb 190 0 500 500 500 500 0 0 0.00 [PHONE REDACTED] Computer Equip/Tech 1,858 2,265 2,250 2,250 2,250 2,250 0 0 0.00 478,776 665,480 745,050 774,268 796,487 796,487 0 51,437 6.90 Department Total 637,317 839,245 952,296 981,514 1,020,180 1,017,315 0 65,019 6.83 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 661 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 SECRETARY 8/13/08 17,490 1,044.71 0.33 17,996 17,996 ADMIN ASSISTANT 9/26/85 7,482 - - Assistant Engineer 5/28/18 37,700 2,196.94 0.33 38,769 36,960 City Engineer 5/21/2007 18,065 2,582.21 0.25 33,698 33,698 GIS 21,107 1,260.75 0.33 23,099 22,043 BUSINESS MGR/WTR REG 10/14/2019 23,846 1,833.17 0.25 23,923 23,923 AFSCME 74,090 1.33 78,741 78,741 [PHONE REDACTED] 199,780 2.82 216,226 213,361 PT INTERN 5,467 5,467 5,467 [PHONE REDACTED] 5,467 0.00 5,467 5,467 OVERTIME 2,000 2,000.00 2,000 2,000 [PHONE REDACTED] 2,000 0.00 2,000 2,000 207,247 2.82 223,692 220,828 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 WATER METER READER 25,916 0.50 1,087.42 28,381.66 3 28,381.66 28,381.66 PRINCIPAL CLERK 12/18/17 2 18,679 0.33 1,088.56 18,751.53 3 18,751.53 18,751.53 ASSISTANT WATER REGISTRAR 29,495 0.50 605.51 31,607.62 3 31,607.62 31,607.62 74,090 1.33 78,740.81 78,740.81 78,740.81 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 2.80 FY2024 2.80 FY2025 2.82 Variance FY25 v. FY24 0.02 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 662 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610132 Water-Engineer-Expenses 5211 Electricity-Pump Station Salem’s share of electricity for Salem/Beverly Water Board based on water usage; also based on generation charges which fluctuate with fuel costs 305,000 335,500 335,500 0 5211 Electricity-Pump Station Total 305,000 335,500 335,500 0 5233 Computer Maintenance Ongoing support for Ti Sales/Neptune computer program 750 1,000 1,000 0 5233 Computer Maintenance Total 750 1,000 1,000 0 5277 Photocopy Machine Le New Copier Lease 5,000 5,000 5,000 0 5277 Photocopy Machine Le Total 5,000 5,000 5,000 0 5278 Telephone Equip-Pump Station ATT lease for ARM system-data collectors 16,000 16,000 16,000 0 Various alarms to support sewer pumping stations 500 500 500 0 5278 Telephone Equip-Pump Station Total 16,500 16,500 16,500 0 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,500 0 0 0 Annual service for audits, contracted through Finance Dept. Requested increase of 2.5% 0 2,563 2,563 0 5305 Accounting And Audit Total 2,500 2,563 2,563 0 5317 Educational Training APWA National Congress 500 500 500 0 Attending Professional organization seminars and meetings-AWWA, NEWWA 1,800 1,800 1,800 0 Munis training and support, SSCW 1,900 1,900 1,900 0 5317 Educational Training Total 4,200 4,200 4,200 0 5321 Contracted Serv-Backflow Contract for Weston & Sampson to conduct backflow testing. 111,000 111,000 111,000 0 5321 Contracted Serv-Backflow Total 111,000 111,000 111,000 0 5342 Postage Total cost of postage for mailing w/s bills @ 50% W&S Depts. 13,000 13,000 13,000 0 5342 Postage Total 13,000 13,000 13,000 0 5375 Pump Stat Op & Maint Stand by generator annual maintenance 5,000 5,000 5,000 0 Water Department (60% sewer, 40% water) 112,000 112,000 112,000 0 5375 Pump Stat Op & Maint Total 117,000 117,000 117,000 0 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 663 5381 Printing And Binding Collector’s office includes printing costs; this represents annual inserts 1,500 1,500 1,500 0 5381 Printing And Binding Total 1,500 1,500 1,500 0 5421 Office Supplies (Gen General Office supplies as needed 2,500 2,500 2,500 0 Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 0 5421 Office Supplies (Gen Total 3,750 3,750 3,750 0 5445 Pump Station Suppl 50% of costs for pump station op and Maint. Will be shared with Sewer 5,000 5,000 5,000 0 5445 Pump Station Suppl Total 5,000 5,000 5,000 0 5519 Computer Software Annual Maintenance Fee Neptune 360 20,000 0 0 0 GIS and AutoCAD licensing-part previously under IT 4,500 4,500 4,500 0 Neptune 360 Advanced Module Annual Subscription 0 40,624 40,624 0 Ti Sales maintenance agreement for meter software; and repairs of field tool- from CIP 12,500 12,500 12,500 0 5519 Computer Software Total 37,000 57,624 57,624 0 5538 Water Meters (Rev) Misc. water meters for replacements (ECODER), meter supplies: MIU’s, Transponders, meter heads, freeze plates, flanges, seals. 100,000 100,000 100,000 0 5538 Water Meters (Rev) Total 100,000 100,000 100,000 0 5692 State Taxes State fee charged per capita annually for water usage & taxes for Danvers Folly Hill 18,000 18,000 18,000 0 5692 State Taxes Total 18,000 18,000 18,000 0 5710 In State Travel/Meetings Meter Repair annual mileage 2,000 2,000 2,000 0 Tolls, parking, seminars, etc. 100 100 100 0 5710 In State Travel/Meetings Total 2,100 2,100 2,100 0 5717 Prof License Reimb City Engineer and Assistant Engineer PE Renewal 500 500 500 0 5717 Prof License Reimb Total 500 500 500 0 5869 Computer Equip/Tech Laptop/tablet for Junior Engineer 1,500 1,500 1,500 0 Scanner maintenance 750 750 750 0 5869 Computer Equip/Tech Total 2,250 2,250 2,250 0 610132 Water-Engineer-Expenses Total 745,050 796,487 796,487 0 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 664 Treasurer Water Enterprise Long Term Debt Mission Statement 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 FY23 there is a principal and interest payment of $136,181.98 due on July 15, 2022, and an interest-only payment of $5,444.55 due in January 2023. On November 18, 2021, the City issued a bond for water leak detection, flushing and GIS administration, Salem PS and booster station, Bertram Field phase II, Forest River new water, water distribution main system improvements, water transmission main improvements, vector truck and Highland Ave. 16 inch water main for a total of $1,759,369. 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Debt Principal 0 460,129 1,725,054 1,725,054 1,816,831 1,816,831 0 91,777 5.32 [PHONE REDACTED] Long-Term Interest 0 144,450 608,113 608,113 584,898 584,898 0 (23,215) (3.82) [PHONE REDACTED] Water Bond 1 - Prin- Mwpat 126,880 129,443 0 0 0 0 0 0 0.00 [PHONE REDACTED] Water Bond 2 - Prin 145,000 145,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] Water Bond 1 - Int-Mwpat 14,747 12,184 0 0 0 0 0 0 0.00 [PHONE REDACTED] Water Bond 2 - Int 37,620 31,820 0 0 0 0 0 0 0.00 [PHONE REDACTED] A Cip 2009-Int (11) 138,913 25,300 0 0 0 0 0 0 0.00 610034 5949C Cip 2009-Prin (12) 505,000 70,000 0 0 0 0 0 0 0.00 610034 5949E Cip 2011 Int 32,800 0 0 0 0 0 0 0 0.00 610034 5949F Cip 2011-Prin 150,000 0 0 0 0 0 0 0 0.00 610034 5949K Cip 2014-Prin 330,000 0 0 0 0 0 0 0 0.00 610034 5949L Cip 2014-Int 33,000 0 0 0 0 0 0 0 0.00 [PHONE REDACTED] M Cip 2015-Prin 65,000 0 0 0 0 0 0 0 0.00 [PHONE REDACTED] N Cip 2015-Int 11,125 3,125 0 0 0 0 0 0 0.00 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 665 [PHONE REDACTED] O Cip 2016-Prin 170,000 695,000 0 0 0 0 0 0 0.00 610034 5949P Cip 2016-Int 96,700 134,763 0 0 0 0 0 0 0.00 [PHONE REDACTED] U Cip 2017 Prin 70,000 110,000 0 0 0 0 0 0 0.00 [PHONE REDACTED] V Cip 2017 Int 91,950 76,381 0 0 0 0 0 0 0.00 [PHONE REDACTED] W Cip 2018 Prin 10,000 20,000 0 0 0 0 0 0 0.00 610034 5949X Cip 2018 Int 6,981 6,481 0 0 0 0 0 0 0.00 610034 5949Z A Cip 2019-Prin 35,000 40,000 0 0 0 0 0 0 0.00 610034 5949Z B Cip 2019-Int 63,625 61,750 0 0 0 0 0 0 0.00 610034 5949Z I Cip 2020 Prin 15,000 15,000 0 0 0 0 0 0 0.00 610034 5949Z J Cip 2020 Interest 19,968 46,016 0 0 0 0 0 0 0.00 2,169,308 2,226,842 2,333,167 2,333,167 2,401,729 2,401,729 0 68,562 2.94 Department Total 2,169,308 2,226,842 2,333,167 2,333,167 2,401,729 2,401,729 0 68,562 2.94 Water Enterprise Long Term Debt Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610034 Water Debt Service 5910 Debt Principal Water long-term debt service principal 1,725,054 1,816,831 1,816,831 0 5910 Debt Principal Total 1,725,054 1,816,831 1,816,831 0 5915 Long-Term Interest Water long-term debt service interest 608,113 584,898 584,898 0 5915 Long-Term Interest Total 608,113 584,898 584,898 0 610034 Water Debt Service Total 2,333,167 2,401,729 2,401,729 0 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 666 Water Enterprise Short Term Debt Mission Statement Treasurer–Water Enterprise–Short Term Debt 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 1,106 1,679 914 914 914 914 0 0 0.00 [PHONE REDACTED] Interest On Notes 0 0 71,364 71,364 78,501 78,501 0 7,137 10.00 1,106 1,679 72,278 72,278 79,415 79,415 0 7,137 9.87 Department Total 1,106 1,679 72,278 72,278 79,415 79,415 0 7,137 9.87 Water Enterprise Short Term Debt Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610035 Water-Short Term Debt Int-Exp 5304 Professional Serv/Fees WMPAT Annual Service Fees 914 914 914 0 5304 Professional Serv/Fees Total 914 914 914 0 5925 Interest On Notes Interest on BAN 71,364 78,501 78,501 0 5925 Interest On Notes Total 71,364 78,501 78,501 0 610035 Water-Short Term Debt Int-Exp Total 72,278 79,415 79,415 0 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 667 Water Enterprise Assessment Mission Statement 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 2023 is $2,906,306. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Assessment 2,785,009 2,906,306 3,017,336 3,017,336 3,147,612 3,147,612 0 130,276 4.32 2,785,009 2,906,306 3,017,336 3,017,336 3,147,612 3,147,612 0 130,276 4.32 Department Total 2,785,009 2,906,306 3,017,336 3,017,336 3,147,612 3,147,612 0 130,276 4.32 Water Enterprise Assessment Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610033 Water Assessments 5650 Assessment Salem Beverly Water Supply Board Annual Operating Assessment 3,017,336 3,147,612 3,147,612 0 5650 Assessment Total 3,017,336 3,147,612 3,147,612 0 610033 Water Assessments Total 3,017,336 3,147,612 3,147,612 0 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 668 Water Enterprise Insurance Deductibles Mission Statement 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. Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Treasurer - Expenditures [PHONE REDACTED] A Insurance Deductibles 2,500 5,487 5,000 5,000 5,000 5,000 0 0 0.00 2,500 5,487 5,000 5,000 5,000 5,000 0 0 0.00 Department Total 2,500 5,487 5,000 5,000 5,000 5,000 0 0 0.00 Water Enterprise Insurance Deductibles Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 610037 Water Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to water claims 5,000 5,000 5,000 0 5740A Insurance Deductibles Total 5,000 5,000 5,000 0 610037 Water Enterprise Fund-Ins Dedu Total 5,000 5,000 5,000 0 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Trash/Solid Waste Enterprise Engineering - Trash/Solid Waste Disposal 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 to promote diversion, reduction, reuse, repair and recycling throughout the year. The Department continues to process billing to approximately 1,783 accounts generating over $950,000 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. Goals and Objectives Decrease solid waste tonnage (current rate is $81.46/ton of trash set to increase to $83.50/ton in FY2025) Continue to successfully manage the solid waste collection and recycling program, continuing to reduce solid waste and increase diversion and recy- cling including many educational initiatives. Expand popular reuse and recycle events to include twice a year Styrofoam recycling collection, twice a year Free Book Swaps, three times a year Repair CafÈ, return of the Free Swap N Drop, and a new Zero Waste series of events to include Salem State University and Salem businesses. Continue to manage contracts for solid waste and recycling collection, transportation, and disposal. Continue to make it easy for residents to recycle hard-to-recycle items accepted by TerraCycle. Manage the mattress and box spring curbside recycling program with Tough Stuff Recycling that began November 2022. Continue with liens process for delinquent bills. Continue quarterly electronic waste recycling collection at Salem High School. Manage sharps collection and solid waste orange overflow bag programs. Continue to promote the subscription based curbside compost collection program with intent to expand the compost drop off sites in more locations throughout the city. Continue to educate the public in the benefits of recycling, waste reduc- tion, composting and implement the DEP mandatory recycling enforce- ment plan. Continue to enforce the mandatory recycling enforcement ordinance through the efforts of the Waste Reduction Coordinator and conducting recycle bin checks to educate residents about contaminants in the recy- cling. Communicating with thousands of residents about best recycling practices. Collaborating with SalemSound Coastwatch, Keep Salem Beautiful, the Salem Beautification Committee, Change is Simple, SAFE, and others on lit- ter reduction initiatives and beautification of the City. How FY 2025 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 investing in and promoting recy- cling and food waste collection programs. Department continues to monitor the service of the current MSW & recy- cling contract and has been preparing an RPF for next contract that will begin July 1, 2025. Continued support of SalemRecycles, the City’s all volunteer recycling com- mittee, which continues to promote waste reduction education and offer important initiatives such as Repair Cafes, Textile Recycling, Book Swaps, Public Events, and mandatory recycling. To reduce solid waste tonnage, it is imperative that we continue to expand participation in curbside residential composting, public drop off sites, and introduce composting to Salem Public Schools. Continue to explore new initiatives such as increased public recycling, curb- side compost, TerraCycle recycling, textile recycling, soft plastic drop-off, and recycling in schools to support the Green Communities designation. Continue to improve customer service through use of the Waste Manage- ment 800 number, See Click Fix, contract monitoring, and educational out- reach. Recent Accomplishments Implemented school composting at the Carlton Innovation School and working on expanding this program in all Salem Public Schools. By doing so, solid waste dumpsters are being serviced less frequently, rodents will have less access to trash, less plastic bags are being used, students are learning about the importance to divert food organics from the solid waste ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 670 stream, and neighbors of the school are experiencing less odor and no swill spilling onto their properties from the solid waste dumpsters. Working with Housing Authority to educate residents on proper curbside recycling, reducing waste and introducing compost initiatives. Implemented a temporary cardboard recycling option for Salem businesses and residents. Meeting with Salem Academy students to discuss recycling, solid waste, and litter mitigation in the community. Continue to manage the solid waste and recycling contracts and working on the next contract which will be implemented July 1, 2025. Implemented fee for bulk items and offering a hardship waiver for resi- dents unable to pay for the service. Added soft plastic recycling drop off to three City locations- City Hall Annex, Salem Public Library, and the Community Life Center. Continued education that these items are not curbside recyclable. Mandatory Recycling Enforcement has continued through monitoring recycling output, enforcement, and education. Continue to grow the Curbside Composting Program which is currently a subscription program involving 906 paid subscribers. Announced the incentive for residents to enroll in a paid curbside subscription which resulted in 50 new subscribers in 3 months. Maintained the compost drop-off station at Mack Park for residents who do not want to or are unable to pay for a subscription with intent to grow this program to other areas throughout the city. Continue to promote the ’Adopt a Cigarette Butt Bin’ Program with Salem Sound Coastwatch and placing receptacles in more appropriate locations. Increase of Recycling Committee members and volunteers. This committee and their volunteers continue to be instrumental in developing and imple- menting educational programs for trash reduction including community outreach, website updates, TerraCycle recycling, textile recycling and drives, compost initiatives, Repair CafÈs, newsletter, recycling market education, elimination of single use plastic bags and Styrofoam, etc. Diverted 6,425 tons of materials from waste stream through curbside recy- cling, textiles initiative, composting, yard waste, white goods, and e-waste collections. Executed November 2023 Textiles Recycling event, collected 7,305 lbs of textiles during a 5-hour event. Working with two different companies to ensure year-round textiles recycling options are available at public and pri- vate schools and churches. Promoting textile reuse, repair, donation, recy- cling and exploring new partnerships to increase diversion. Continue to partner with HELPSY to provide curbside textile pick up to resi- dents who make an appointment online, in 2023 13,059 lbs. were col- lected in the curbside service. Continue TerraCycle Recycling, an opportunity for residents to recycle materials that would otherwise be trash including razors, Swiffer pads, toothpaste tubes and brushes, deodorant tubes, and Brita products. Installed a permanent collection bin at City Hall Annex and collected mate- rial at various events. Continued quarterly e-waste turnkey events at Salem High School. SalemRecycles continues to be regarded as a premier regional leader regarding their various initiatives, and continues to support other commu- nities in their efforts to start Repair Cafes, Book Swaps, etc. Promoted Salem Recycles activities on Facebook, Instagram, Tik Tok, PATCH, SATV, newsletters and through GreenSalem.com on a reg- ular basis. Maintained GreenSalem.com as a resource for residents, in particular the A-Z Guide. Continued to process letters for new owners of residential properties; which has resulted in several dozen new trash accounts each year; cur- rently billing almost 2,000 accounts at nearly $946,000 annualized rate. Continued to improve public recycling through community awareness and ’greening’ public events – including collecting compost at community events. Managed for the eighth year a city-wide effort to implement liens pro- gram, 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 curbside trash, recycling, and yard-waste pick-up and continued to provide information on best ways to dispose of difficult items Received $42,000 in DEP grant funds to continue funding the Waste Reduc- tion Coordinator position. Received $10,000 in DEP grant funds to purchase a container to store ille- gally dumped mattresses (currently only being used by DPW). Increased volunteer participation with the Beautification Committee to maintain public green space. Increased traffic island sponsorship from local businesses to help pay and maintain public green space. Grew Lady of Salem public art installation sponsorship Implemented litter cleanups with Beautification Committee and Keep Salem Beautiful with hundreds of volunteers involved in these efforts. Significant Budget & Staffing Changes For FY 2025 No significant budget or staffing changes. Waste Reduction Coordinator position will continue to be partially funded through DEP grant funds. ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 671 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 672 Expenditure by Department Outcomes and Performance Measures Actual FY2021 Actual FY2022 Actual FY2023 Estimated FY2024 Estimated FY2025 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 0.85 0.86 0.87 0.95 Cost of Recycling disposal 0.3 0.31 0.32 0.32 Cost of Trash collection contract, in $ Millions 2.3 2.3 2.45 2.475 Salaries-Full Time 2.51% Solid Waste Collecti 96.02% Other 1.47% ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 673 Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Engineering - Trash/Solid Waste Disposal - Personnel [PHONE REDACTED] Salaries-Full Time 71,170 55,918 77,460 77,460 116,841 114,907 0 37,447 48.34 [PHONE REDACTED] Salaries-Part Time 8,674 8,644 5,466 5,466 6,838 5,466 0 0 0.00 [PHONE REDACTED] Overtime (General) 0 0 500 500 500 500 0 0 0.00 79,844 64,562 83,426 83,426 124,179 120,873 0 37,447 44.89 Engineering - Trash/Solid Waste Disposal - Expenditures [PHONE REDACTED] Solid Waste Collecti 3,562,155 3,927,363 3,979,600 4,275,185 4,476,735 4,061,660 0 82,060 2.06 [PHONE REDACTED] Trash Removal-Bakers Island 18,714 18,525 25,935 33,345 25,935 25,935 0 0 0.00 [PHONE REDACTED] Accounting And Audit 2,500 2,500 2,500 2,500 2,500 2,500 0 0 0.00 [PHONE REDACTED] Educational Training 100 1,000 1,500 1,500 1,500 1,500 0 0 0.00 [PHONE REDACTED] Postage 8,848 9,228 10,500 12,533 10,500 10,500 0 0 0.00 [PHONE REDACTED] Printing And Binding 596 1,154 1,000 1,231 1,000 1,000 0 0 0.00 [PHONE REDACTED] Office Supplies (Gen 515 275 600 755 600 600 0 0 0.00 [PHONE REDACTED] Recycling Expenses 12,738 15,603 19,200 73,970 19,200 19,200 0 0 0.00 [PHONE REDACTED] Trash Truck 0 0 0 160,000 0 0 0 0 0.00 3,606,166 3,975,648 4,040,835 4,561,019 4,537,970 4,122,895 0 82,060 2.03 Department Total 3,686,010 4,040,210 4,124,261 4,644,445 4,662,149 4,243,768 0 119,507 2.90 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 674 Personnel Summary Job Description Hire Date Approved Budget FY2024 Calc Pay Period FY25 FTE # Hours Dept Request FY2025 Mayor Proposed FY2025 EXECUTIVE SECRETARY 8/13/2008 18,020 1,045 0.34 18,542 18,542 City Engineer 5/21/2007 16,349 2,582 0.25 33,698 33,698 BUSINESS MGR/WTR REG 10/14/2019 23,846 1,833 0.25 23,923 23,923 Waste Red. Coord. 1,171 0.31 21,359 19,425 AFSCME 19,246 0.34 19,320 19,320 [PHONE REDACTED] 77,460 1.49 116,841 114,907 PT INTERN 5,466 6,838 6,838 5,466 [PHONE REDACTED] 5,466 6,838 5,466 OVERTIME 500 500 500 500 [PHONE REDACTED] 83,426 1.49 124,179 120,873 Union Detail Job Desc Start Date Job Grp Approved Budget FY2024 FTE Calc Period Munis Budget FY2025 Step Dept Req FY2025 Mayor FY2025 PRINCIPAL CLERK 12/18/17 2 19,246 0.34 370.11 19,319.74 3 19,319.74 19,319.74 19,246 0.34 19,319.74 19,319.74 19,319.74 Budgeted Fund FTE Full-Time Equivalent Employees: FY2023 1.05 FY2024 1.05 FY2025 1.49 Variance FY 25 v. FY24 0.44 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 675 Water Enterprise Insurance Deductibles Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 620032 SOLID WASTE Ent-Expenses 5291 Solid Waste Collecti Additional Christmas Tree Pickup 8,700 8,660 8,660 0 Bulk Item Collections: 3200 items Mattresses - 1,500 Composting municipal buildings and all public schools. 0 117,800 117,800 0 Bulk Item Collections: mattresses and Bulk Items estimate 13k annual 180,000 0 0 0 DPS events/event dumpsters 18,500 84,000 20,000 0 One extra week yard waste pick-up 15,900 19,875 19,875 0 Recycling processing, assume 4,020 tons at $90/ton (changes/month pay up to 93/month) 371,000 371,000 389,550 0 Replacement Carts-1,000 Annual-$46 each Trash(500)/Recycle $58 (500) 75,000 75,000 75,000 0 Sharps Disposal-twice per month 3,500 0 0 0 Transfer Station Yard Waste Removal-3 times annually 80,000 88,000 88,000 0 Waste Management-weekly solid waste and bi weekly recycling pick-up (2.5% incr.) 2,255,000 2,681,000 2,311,375 0 WM Disposal-$81.00/ton at 12,000 tons (2.5% increase) 972,000 0 0 0 WM Disposal-$85.95/ton at 12,000 tons (2.5% increase) 0 1,031,400 1,031,400 0 5291 Solid Waste Collecti Total 3,979,600 4,476,735 4,061,660 0 5298 Trash Removal-Bakers Island Baker’s Island Trash 25,935 25,935 25,935 0 5298 Trash Removal-Bakers Island Total 25,935 25,935 25,935 0 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,500 2,500 2,500 0 5305 Accounting And Audit Total 2,500 2,500 2,500 0 5317 Educational Training Attending Professional organization seminars and meetings, along with training opportunities 1,500 1,500 1,500 0 5317 Educational Training Total 1,500 1,500 1,500 0 5342 Postage Costs of mailing trash bills to consumers 10,500 10,500 10,500 0 5342 Postage Total 10,500 10,500 10,500 0 5381 Printing And Binding printing for brochures, etc. and annual recycling calendars 1,000 1,000 1,000 0 5381 Printing And Binding Total 1,000 1,000 1,000 0 5421 Office Supplies (Gen General office supplies as needed 600 600 600 0 5421 Office Supplies (Gen Total 600 600 600 0 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 676 5780 Recycling Expenses Constant Contact-electronic newsletter license 1,000 1,000 1,000 0 E-Waste collection-pick up from DPS quarterly for dumped e-waste 5,500 5,500 5,500 0 Funds for Waste Reduction Coordinator Mileage 2,000 2,000 2,000 0 General Expenses for events such as Clean Salem-Green Salem, Science Fairs, rentals, etc. banners, supplies, handouts, displays, etc. 5,000 5,000 5,000 0 Mass Recycle Membership 1,000 1,000 1,000 0 police details- for 4 E-Waste events 1,200 1,200 1,200 0 Public Stewardship, organization memberships 2,000 2,000 2,000 0 Website hosting and support-GreenSalem.com-per IT’s request-not part of IT 1,500 1,500 1,500 0 5780 Recycling Expenses Total 19,200 19,200 19,200 0 620032 SOLID WASTE Ent-Expenses Total 4,040,835 4,537,970 4,122,895 0 Water Enterprise Insurance Deductibles Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 PEG Access Enterprise Solicitor & Licensing Board - PEG Access Budget Summary Org Obj Account Description FY2022 Actuals FY2023 Actuals FY2024 Adopted Budget FY2024 Adjusted Budget FY2025 Dept. FY2025 Mayor Approved Budget FY2025 Variance % Change Solicitor & Licensing Board - PEG Access - Expenditures 6300302 5713 Expenses 583,799 584,611 691,250 691,250 691,250 691,250 0 0 0.00 583,799 584,611 691,250 691,250 691,250 691,250 0 0 0.00 Department Total 583,799 584,611 691,250 691,250 691,250 691,250 0 0 0.00 Budget Detail Description Approved Budget FY2024 Department Request FY2025 Mayor FY2025 Approved Budget FY2025 6300302 COMCAST PEG ACCESS ENT-EXPENSE 5713 Expenses Fiber Equipment (part of quarterly payment paid to city for fiber) 31,250 31,250 31,250 0 SATV - Salem Television Access Fees (quarterly payments) 660,000 660,000 660,000 0 5713 Expenses Total 691,250 691,250 691,250 0 6300302 COMCAST PEG ACCESS ENT-EXPENSE Total 691,250 691,250 691,250 0 ---PAGE BREAK--- ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Full-Time Equivalent Employees (FTE's) FY2023 FY2024 FY2025 Change From Prior FY EXECUTIVE DIVISION Mayor 5.00 6.50 9.00 2.50 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 Elections & Registrations 2.50 3.00 3.00 0.00 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 12.00 12.00 11.00 -1.00 Finance 4.00 6.00 6.00 0.00 Parking Department 18.00 18.00 18.00 0.00 Purchasing 2.50 2.50 2.50 0.00 Treasurer 4.00 4.00 4.00 0.00 LEGAL DIVISION Solicitor 5.30 5.30 5.61 0.31 HUMAN RESOURCE DIVISION Human Resources 4.54 4.54 4.54 0.00 FIRE DIVISION Fire 98.00 101.00 101.00 0.00 POLICE DIVISION Police 111.71 109.41 109.96 0.55 Harbormaster 3.00 3.00 3.00 0.00 INSPECTIONAL SERVICES DIVISION Public Property - Inspections 11.00 10.00 11.00 1.00 Electrical 6.50 6.50 7.00 0.50 Health 9.50 14.50 19.00 4.50 PLANNING & COMMUNITY DEVELOPMENT DIVISION Planning - General Admin 13.29 13.24 13.24 0.00 ---PAGE BREAK--- Full-Time Equivalent Employees (FTE's) FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 680 Full-Time Equivalent Employee Comparisons PUBLIC SERVICES DIVISION Public Services - General Admin 30.17 28.17 28.17 0.00 Sewer Enterprise Fund 7.13 6.96 6.96 0.00 Water Enterprise Fund 7.13 6.96 6.96 0.00 ENGINEERING DIVISION Engineering - General Fund 4.85 4.85 4.87 0.02 Sewer Enterprise Fund 2.80 2.80 2.82 0.02 Water Enterprise Fund 2.80 2.80 2.82 0.02 Trash Enterprise Fund 1.05 1.05 1.49 0.44 RECREATION & COMMUNITY SERVICES DIVISION Council On Aging 10.93 13.85 13.91 0.06 Library 22.01 22.01 22.01 0.00 Recreation - General Admin 5.14 5.79 5.64 -0.15 Golf Course 3.15 3.15 3.15 0.00 Witch House 1.65 1.65 1.65 0.00 Charter Street 0.50 0.50 0.50 0.00 Winter Island 1.00 1.00 1.00 0.00 Veterans 2.54 2.54 2.54 0.00 SUSTAINABILITY & RESILIENCY DEPARTMENT Sustainability & Resiliency - General Admin 3.50 5.00 5.00 0.00 City Grand Totals 432.69 444.07 452.84 8.77 ---PAGE BREAK--- Appendix ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 The Budget Process The Budget and Appropriation Process The budget document is the instrument used by the budget-making authority to present a comprehensive financial program to the appropriating body. The legalistic view is that a budget is a plan of financial operation embodying an estimate of proposed expenditures for a given period of time and the proposed means of financing them. In a much more general sense, budgets may be regarded as devised to aid management to operate an organization more effectively. In the general sense, budgets are the financial expression of plans prepared by managers for operating an organization during a time period and for changing its physical facilities and its capital structure. The budget preparation process for all Cities is governed by Massachusetts General Law (MGL) Ch. 44. The General Laws require that the budget be supported by revenues earned during the year plus any savings from prior years. The General Laws also requires public involvement in the process, including the requirement for a public hearing on the proposed budget. The Mayor provides leadership in the budget process by developing budgetary policy and working closely with department heads and the City Council to assure that the process identifies community needs and priorities and develops a farsighted and well-crafted plan. The Mayor initiates the budget process that provides the policy context for identification of priorities and development of initiatives. Within 170 days after the annual organization of the city government (which is ordinarily in early January), the Mayor is required to submit a budget of proposed expenditures for the fiscal year beginning on the next July 1. The City Council may make appropriations for the recommended purposes and may reduce or reject any item. Without a recommendation of the Mayor, the City Council may not increase any item or make an appropriation for a purpose not included in the proposed budget (except by a two-thirds vote in case of the failure of the Mayor to recommend an appropriation for such a purpose within 7 days after a request from the City Council). If the City Council fails to act on any item of the proposed budget within 45 days, that item takes effect. If the Mayor does not make a timely budget submission, provision is made for preparation of a budget by the City Council. Provision is also made for supplementary appropriations upon recommendation of the Mayor. Enterprise Fund expenditures are required to be included in the budget adopted by the City Council. The school budget is limited to the amount appropriated by the City Council, but the school committee retains full power to allocate the funds appropriated. Under certain circumstances and subject to certain limits and requirements, the city council of a city, upon the recommendation of the Mayor, may transfer amounts appropriated for the use of the department (except for a municipal light department or a school department) to another appropriation for the same department or for the use of any other department. Commencing September 1, 1992, the City established enterprise funds in accordance with Chapter 44, Section 531F 1/2, of the General Laws for the City’s water and sewer services. In FY 2007 the City established an enterprise fund for Trash Disposal. The Finance Department prepares budget packages for each department in January. The Mayor holds a City-wide budget meeting, attended by all department heads and finance personnel, concerning a general overview of the state of the economy, and to outline specific guidelines dictating the preparation of individual department budgets. In consultation with the Finance Department, each department then prepares an operating budget and a mission statement outlining the projected goals for the future. These operating budgets are submitted to the Finance Department for review and entry into the computerized accounting system. The budgets are then prepared for the Mayor’s review. In March and April, each department head meets with the Mayor, Mayor’s Chief Administrative Aide, Finance Director, and Assistant Finance Director to review their proposed budgets and program changes for the coming year. As the proposed budgets are reviewed by the Mayor, the budgets submitted may be adjusted based on the individual needs of each department. During the months of April and May, the Mayor finalizes the Annual Budget document for submission to the City Council. The proposed budget documentation is prepared by the Finance Department. The City Council accepts the budget and submits it to the subcommittee on Administration and Finance. The City Council Subcommittee on Administration and Finance then holds subcommittee meetings with the Mayor, Finance Director, Assistant Finance Director, and Department heads to review each departmental budget. The budget must be approved by a majority vote of the City Council within 45 days of receipt of the budget, but no later than June 30th of each year. The school department budgets are prepared by the Superintendent of Schools and the School Business Manager. The school budget is reviewed and approved by the School Committee, and subsequently submitted to the City Finance Department for inclusion in the City Budget presented to the City Council for approval and appropriation. WHAT IS A BALANCED BUDGET? A budget is considered in balance when revenues are equal to, or exceed expenditures. This is a requirement of all Massachusetts communities. THE BUDGET FORMAT The budget summary contains summary totals from all operating segments. The revenue section details revenue sources with expected trends. Each departmental section contains a department mission statement and financial data relating to the entire department, including personnel detail. The enterprise section includes revenue and expenditure trends of the self- sustaining enterprise funds along with departmental goals. The CIP section details all expected capital program outlays in the current fiscal year, as well as a summary of the next following years. ---PAGE BREAK--- Appendix The Budget Process FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 683 BUDGET AMENDMENTS Budget Amendment Increases – Any increase to the budget must be submitted to the City Council by the Mayor for approval. Budget amendments usually occur from transfers from other special revenue funds (usually receipts reserved for appropriation funds), free cash appropriations in general fund, or retained earnings appropriations within the Enterprise Funds. They can also be voted as an additional appropriation to the budget to be offset by property taxes, local revenue, state aid, and reserves prior to the tax rate being set in December of each year. Budget Amendment Transfers – Budget transfers within the school department are submitted to the School Committee for their approval, and are processed by the Finance Department once approved. Budget transfers for City (non-school) budgets, either between personnel and non-personnel line items or between departments, must be submitted to City Council for their approval. This is due to the fact that the City Council votes the original budget as follows: City Budgets – The City Council votes each personnel and non-person- nel line separately within each departmental unit. School Budgets - The City Council votes the TOTAL for the school bud- get, not separate departments and/or organizational units as they do for the City budgets. On June 27, 2013 the Salem City Council adopted the Department of Revenue, Division of Local Services bullet1in IGR no. 06-209 from May 2006 Section C2. This section refers to the alternative year end procedure which allows budget transfers during May and June and the first fifteen days of July, upon recommendation of the Mayor, of any departmental appropriation to another appropriation within the same department, not to exceed three percent of the department’s annual budget. The Finance Department will provide the City Council Administration and Finance Committee with a list of these budget transfers in addition to the regular budget transfers provided in the A&F report. BUDGET GOALS Policy Driven Planning: The budget is developed based upon community values and key City strategic financial and program policies. The City’s Five Year Financial Forecast provides the nexus between the long-term financial plan and budgetary development. The plan includes a comprehensive multi- year projection of the financial position and budget projections, including documentation of revenue and cost assumptions and projections. Program of Services for the Community: The budget is designed to focus on financial information and missions and goals that have value added outcomes to the community through City services. The Mayor and the City Council will use the City’s fundamental principles as a basis for allocation choices and policy discussions. It also provides a basis for measuring progress toward goals during the budget period. Financial Plan of Allocation and Resource Management: The budget establishes the plan and legal appropriations to allow the City to operate during the fiscal year. The budget provides specific direction for departments and agencies for management of resources. It also provides broad goals related to the City’s overall financial position and identifies business decisions required to keep the City financially viable and strong. It is developed using all available financial and planning reviews, including the Five-Year Financial Forecast and the five-year rolling Capital Improvement Program. Communication Tool: The budget is intended to communicate to a broad range of readers, both locally and around the region, as well as the larger governmental and financial community. The budget expresses priorities and goals, assignments and plans, and targets and hopes. It is a key statement of City priorities, and is meant to provide confidence in, and confirmation of, the Ordinance mandated Mayor form of government. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Budgeting & Accounting Practices The basic financial statements of the City of Salem, Massachusetts are prepared in accordance with Generally Accepted Accounting Principles (GAAP) in the United States of America. The Governmental Accounting Standards Board (GASB) is the recognized standard-setting body for establishing governmental accounting and financial reporting principles. The significant accounting policies are described herein. For budgetary financial reporting purposes, the Uniform Municipal Accounting System (UMAS) basis of accounting (established by the Commonwealth of Massachusetts) is followed, which differs from the GAAP basis of accounting are listed below. A reconciliation of budgetary-basis to GAAP-basis results for the general fund for the fiscal year ended June 30th, can be found in the City’s Comprehensive Annual Financial Statement (CAFR) at the following website: pages/financial-statements . Basis of Accounting & Budgeting The basis of accounting and the basis of budgeting determine when revenues and expenditures are recognized for the purposes of financial reporting and budget control. Accounting on a cash basis means that revenues and expenditures are recorded when cash is actually received or paid out. Most large businesses employ full accrual accounting in which revenue are recorded when earned (rather than when received), and expenditures are recognized when an obligation to pay is incurred (rather than when the payment is made). Capital expenses (the cost of acquiring tangible assets) are recognized over the life of the asset, not when the asset is purchased. Governments typically employ a hybrid basis of accounting termed modified accrual. Under this system, revenues are recognized when they become measurable and available; expenditures are recognized when the obligation to pay is incurred. Capital expenditures are recognized at the time of purchase. This means that governments may experience significant increases and decreases in total expenditures from year to year because capital expenses tend to be large and unevenly timed. To help explain year to year expenditure trends, capital expenditures are reported separately from operating costs in this budget document. The City of Salem uses modified accrual accounting and budgeting for its governmental fund types which include the general fund, special revenue funds, and capital project funds. For proprietary fund types (enterprise funds) the city uses full accrual accounting and budgeting. Fund Accounting Fund accounting is an accounting system organized on the basis of funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues and expenditures, or expenses as appropriate. Resources are allocated to and accounted for in individual funds based upon purposed for which they are to be spent and the means by which spending activities are controlled. Fund accounting is used by states and local governments and by not-for-profit organizations that need to account for resources the use of which is restricted by donors or grantors. Types of Funds There are seven types of funds that can be used, as needed, by state and local governments, both general purpose and limited purpose. The types of funds are as follows: Governmental Funds The General Fund – The General Fund is the major operating fund of municipal governments, and it accounts for most municipal operations. The General Fund is supported by revenues from real estate and personal property taxes, state and federal aid, excise taxes, investment income, fines and forfeitures, and fees and charges. Most of the municipal departments, including the schools, are supported in whole or in part by the General Fund. Special Revenue Funds – to account for the proceeds of specific revenue sources (other than expendable trust or for major capital projects) that are legally restricted to expenditures for specific purposed. These funds are used mostly for donations, state, federal, and other intergovernmental rev- enue, and expenditures. Capital Projects Funds – to account for financial resources to be used for the acquisition or construction of major capital facilities – other than those financed by proprietary funds and trust funds. Debt Service Funds – to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Proprietary Funds Enterprise Funds – to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs (expenses, including depreci- ation) of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided the periodic determination of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. Internal Service Funds – to account for the financing of good or services provided by one department or agency to other departments or agencies of the governmental unit, or to other governmental units, on a cost-reim- bursement basis. Fiduciary Funds Trust and Agency Funds – to account for assets held by a governmental unit in a trustee capacity or as an agent for individuals, private organiza- tions, other governmental units, and/or other funds. These include expendable trust funds, nonexpendable trust funds, pension trust funds, and agency funds. ---PAGE BREAK--- Appendix Budgeting & Accounting Practices FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 685 Governmental Accounting- The modified accrual basis of accounting, as appropriate, should be utilized in measuring financial position and operating results. Governmental fund revenues and expenditures should be recognized on the modified accrual basis. Revenues should be recognized in the accounting period in which they become available and measurable. Expenditures should be recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured interest on general long-term debt, which should be recognized when due. Proprietary fund revenues and expenses should be recognized on the accrual basis. Revenues should be recognized in the accounting period in which they are earned and become measurable; expense should e recognized in the period incurred, if measurable. Fiduciary fund revenues and expense or expenditures (as appropriate) should be recognized on the basis consistent with the fund’s accounting measurement objective. Nonexpendable trust and pension trust funds (and investment trust funds0 should be accounted for on the accrual basis; expendable trust funds should be accounted for on the modified accrual basis. Agency fund assets and liabilities should be accounted for on the modified accrual basis. Transfers should be recognized in the accounting period in which the interfund receivable a payable arise. Fund Balance & Fund Equity – The arithmetic difference between the amount of financial resources and the amount of liabilities recorded in the fund is the FUND EQUITY. Residents of the governmental unit have no legal claim on any excess of liquid assets over current liabilities; therefore, the Fund Equity is not analogous to the capital accounts of an investor-owned entity. Accounts in the Fund Equity category of the General Fund and special revenue funds consist of reserve accounts established to disclose that portions of the equity are not available for appropriation (reserved or designated); the portion of equity available for appropriation is disclosed in an account called FUND BALANCE. Annual Audits At the close of each fiscal year, state law requires the City of Salem to publish a complete set of financial statements in conformity with accounting principles generally accepted in the United States of America (GAAP), and that are audited in accordance with generally accepted auditing standards by a firm of licensed certified public accountants. Pursuant to that requirement, the City of Salem has been audited by the firm of Powers & Sullivan, Certified Public Accountants, of Wakefield, Massachusetts. A copy of the most current CAFR and prior fiscal year financial statements can be found on the City’s website at statements . Reporting Entity For financial reporting purposes, the City has included all funds, organizations, agencies, boards, commissions and institutions. The City has also considered all potential component units for which it is financially accountable as well as other organizations for which the nature and significance of their relationship with the City are such that exclusion would cause the basic financial statements to be misleading or incomplete. As required by GAAP, these basic financial statements present the City (the primary government) and its component units. One entity has been included as a component unit in the reporting entity, because of the significance of its operational and/or financial relationship. Blended Component Units – Blended component units are entities that are legally separate from the City, but are so related that they are, in substance, the same as the City, or entities providing services entirely or almost entirely for the benefit of the City. The following component unit is blended within the Fiduciary Funds of the primary government: The Salem Contributory Retirement System (CRS) was established to provide retirement benefits to City employees, the Salem Housing Authority employees, the South Essex Sewerage District employees, the Salem-Beverly Water Supply Board employees, the School employees and their beneficiaries. The System is governed by a five-member board comprised of the Finance Director (ex-officio), two members elected by the System’s participants, one member appointed by the Mayor and one member appointed by the other board members. The CRS is presented using the accrual basis of accounting and is reported as a pension trust fund in the fiduciary fund financial statements. The City is a member of the South Essex Sewerage District (SESD), a joint venture with the Cities of Salem and Beverly and the Towns of Danvers and Marblehead, for the operation of a septage disposal facility. The members share in overseeing the operations of SESD. Each member is responsible for its proportionate share of the operational costs of the SESD, which are paid in the form of assessments Complete financial statements for the District can be obtained by contacting them at 50 Fort Avenue, Salem, MA 01970. The City is a member of the Salem-Beverly Water Supply Board a joint venture with the City of Beverly for the operation of a water distribution system. The City does not have an equity interest in the Salem-Beverly Water Supply Board. Complete financial information for the can be obtained by contacting them at 50 Arlington Avenue, Beverly, MA 01915. Availability of Financial Information for Component Units The Salem Contributory Retirement System does not issue separate audited financial statement. The CRS issues a publicly available unaudited financial report in accordance with guidelines established by the Commonwealth of Massachusetts’ (Commonwealth) Public Employee Retirement Administration Commission (PERAC). That report may be obtained by contacting the CRS located at 20 Central Street, Suite 110, Salem, Massachusetts01970. ---PAGE BREAK--- Appendix Budgeting & Accounting Practices FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 686 Government-Wide and Fund Financial Statements The government-wide financial statements statement of net assets and the statement of changes in net assets) report information on all of the non- fiduciary activities of the primary government and its component units. Governmental activities, which are primarily supported by taxes and intergovernmental revenues, are reported separately from business-type activities, which are supported primarily by user fees and charges. Fund Financial Statements Separate financial statements are provided for governmental funds, proprietary funds, and fiduciary funds, even though fiduciary funds are excluded from the government-wide financial statements. Major individual governmental funds and major individual enterprise funds are reported as separate columns in the fund financial statements. Non-major funds are aggregated and displayed in a single column. Major Fund Criteria Major funds must be reported if the following criteria are met: If the total assets, liabilities, revenues, or expenditures/expenses of an indi- vidual governmental or enterprise fund are at least 10 percent of the corre- sponding element (assets, liabilities, etc.) for all funds of that category or type (total governmental or total enterprise funds), and If the total assets, liabilities, revenues, or expenditures/expenses of the individual governmental fund or enterprise fund are at least 5 percent of the corresponding element for all governmental and enterprise funds com- bined. Additionally, any other governmental or enterprise fund that management believes is particularly significant to the basic financial statements may be reported as a major fund. Internal service funds and fiduciary funds are reported by fund type. Measurement Focus, Basis of Accounting and Financial Statement Presentation Government-Wide Financial Statements The government-wide financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded when the liabilities are incurred. Real estate and personal property taxes are recognized as revenues in the fiscal year for which they are levied. Grants and similar items are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. The statement of activities demonstrates the degree to which the direct expenses of a particular function or segment are offset by program revenues. Direct expenses are those that are clearly identifiable with a specific function or segment. Program revenues include the following: Charges to customers or applicants who purchase, use, or directly benefit from goods, services, or privileges provided by a given function or seg- ment. Grants and contributions are restricted to meeting the operational require- ments of a particular function or segment. Grants and contributions are restricted to meeting the capital requirements of a particular function or segment. Taxes and other items not identifiable as program revenues are reported as general revenues. For the most part, the effect of inter-fund activity has been removed from the government-wide financial statements. However, the effect of inter-fund services provided and used between functions is not eliminated as the elimination of these charges would distort the direct costs and program revenues reported for the functions affected. Fund Financial Statements Governmental fund financial statements are reported using the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual measurable and available). Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to pay liabilities of the current period. Expenditures are recorded when the related fund liability is incurred, except for un-matured interest on general long-term debt which is recognized when due, and certain compensated absences, claims and judgments which are recognized when the obligations are expected to be liquidated with current expendable available resources. Real estate and personal property tax revenues are considered available if they are collected within 60 days after fiscal year-end. Investment income is susceptible to accrual. Other receipts and tax revenues become measurable and available when the cash is received and are recognized as revenue at that time. Entitlements and shared revenues are recorded at the time of receipt or earlier if the susceptible to accrual criteria is met. Expenditure driven grants recognize revenue when the qualifying expenditures are incurred, and all other grant requirements are met. The following major governmental funds are reported: The general fund is the primary operating fund. It is used to account for all financial resources, except those that are required to be accounted for in another fund. The stabilization fund is a special revenue fund used to account for the accumulation of resources to be used for general and/or capital purposes upon approval of City Council. ---PAGE BREAK--- Appendix Budgeting & Accounting Practices FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 687 The school capital projects fund is used to account for the ongoing construction and renovations of the City’s school buildings. The non-major governmental funds consist of other special revenue, capital projects and permanent funds that are aggregated and presented in the non- major governmental funds’ column on the governmental funds financial statements. The following describes the general use of these fund types: The special revenue fund is used to account for the proceeds of specific revenue sources (other than permanent funds or capital projects funds) that are restricted by law or administrative action to expenditures for specified purposes. The capital projects fund is used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Enterprise Funds). The permanent fund is used to account for financial resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support the governmental programs. Proprietary fund financial statements are reported using the flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded when the liabilities are incurred. Proprietary funds distinguish operating revenues and expenses from non- operating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with the proprietary funds principal ongoing operations. All revenues and expenses not meeting this definition are reported as non-operating revenues and expenses. The following major proprietary funds are reported: The sewer enterprise fund is used to account for the sewer activities. The water enterprise fund is used to account for the water activities. The golf course enterprise fund is used to account for the golf course activi- ties. The parking activities enterprise fund is used to account for parking activi- ties. The trash enterprise fund is used to account for the solid waste disposal activities. Additionally, the following proprietary fund type is reported: The internal service fund is used to account for the financing of services provided by one department to other departments or governmental units. This fund is used to account for risk financing activities related to retirees’ health insurance. Fiduciary fund financial statements are reported using the flow of economic resources measurement focus and use the accrual basis of accounting except for the Agency Fund, which has no measurement focus. Fiduciary funds are used to account for assets held in a trustee capacity for others that cannot be used to support the governmental programs. The following fiduciary fund types are reported: The pension trust fund is used to account for the activities of the System, which accumulates resources to provide pension benefits to eligible retirees and their beneficiaries. The private-purpose trust fund is used to account for trust arrangements that exclusively benefit individuals, private organizations, or other governments. Some of these trusts have donor restrictions and trustee policies that do not allow the endowment portion and any unrealized appreciation to be spent. The donor restrictions and trustee policies only allow the trustees to authorize spending of the realized investment earnings. The City’s educational scholarships and housing subsidy trust funds are accounted for in this fund. The agency fund is used to account for assets held in a purely custodial capacity. The City’s agency funds consist primarily of payroll withholdings, police and fire details, escrow deposits and unclaimed property. Government-Wide and Fund Financial Statements Private-sector standards of accounting and financial reporting issued prior to December 1, 1989, generally are followed in both the government-wide and proprietary fund financial statements to the extent that those standards do not conflict with or contradict guidance of the Governmental Accounting Standards Board. Governments also have the option of following subsequent private-sector guidance for their business-type activities and enterprise funds, subject to this same limitation. The government has elected not to follow subsequent private-sector guidance. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Major & Non-Major Funds Overview General Fund - 100 MAJOR Sewer Enterprise Fund - 6000 MAJOR Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB 2014 9,113,053.00 7,647,714.00 (1,465,339.00) -16% 2014 1,704,140.00 2,789,557.00 1,085,417.00 64% 2015 7,647,714.00 6,761,445.00 (886,269.00) -12% 2015 2,789,557.00 1,968,687.00 (820,870.00) -29% 2016 6,761,445.00 7,309,209.67 547,764.67 8% 2016 1,968,687.00 3,044,316.83 1,075,629.83 55% 2017 7,309,209.67 7,780,093.84 470,884.17 6% 2017 3,044,316.83 3,304,394.36 260,077.53 9% 2018 7,780,093.84 7,243,321.87 (536,771.97) 2018 3,304,394.36 2,703,564.03 (600,830.33) -18% 2019 7,243,321.87 8,690,995.41 1,447,673.54 20% 2019 2,703,564.03 3,683,860.63 980,296.60 36% 2020 8,690,995.41 12,223,007.00 3,532,011.59 41% 2020 3,683,860.63 3,811,623.00 127,762.37 3% 2021 12,223,007.00 17,188,121.00 4,965,114.00 41% 2021 3,811,623.00 4,475,939.79 664,316.79 17% 2022 17,188,121.00 16,856,224.00 (331,897.00) 2022 4,475,939.79 5,084,653.00 608,713.21 14% 2023 16,856,224.00 19,356,224.00 2,500,000.00 15% 2023 5,084,653.00 6,528,289.00 1,443,636.00 28% 2024 19,356,224.00 19,856,224.00 500,000.00 3% Est. 2024 6,528,289.00 7,528,289.00 1,000,000.00 15% Est. The objective of the General Fund is to raise revenue to cover expenses for the fiscal year. Rate increases to cover projected expenditures. FY 2023 saw an increase due in local receipts, cannabis, excise tax, parking fees and FY 2024 is projected to be more steady state. Water Enterprise Fund - 6100 MAJOR Trash Enterprise Fund - 6200 MAJOR Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB 2014 542.00 (466,988.00) (467,530.00) -86260% 2014 323,739.00 480,117.00 156,378.00 48% 2015 (466,988.00) (165,558.00) 301,430.00 -65% 2015 480,117.00 327,689.00 (152,428.00) -32% 2016 (165,558.00) - 165,558.00 -100% 2016 327,689.00 446,378.94 118,689.94 36% 2017 - - - 0% 2017 446,378.94 530,887.17 84,508.23 19% 2018 - - - 0% 2018 530,887.17 324,421.69 (206,465.48) -39% 2019 - - - 0% 2019 324,421.69 113,461.18 (210,960.51) -65% 2020 - - - 0% 2020 113,461.18 526,978.00 413,516.82 364% 2021 - - - 0% 2021 526,978.00 760,533.71 233,555.71 44% 2022 - 207,489.96 207,489.96 0% 2022 760,533.71 1,088,192.00 327,658.29 43% 2023 207,489.96 - (207,489.96) 0% 2023 1,088,192.00 1,306,579.00 218,387.00 20% 2024 - - 100% Est. 2024 1,306,579.00 1,506,579.00 200,000.00 15% Est. Rate increases to cover expenditures, Sewer Fund tranfers Balance in retained earnings to be used for future capital needs and recycling into Water at year-end to cover any deficits. initiatives. Fees increased in recent years due to new trash contractor and increased prices. ---PAGE BREAK--- Appendix Major & Non-Major Funds Overview FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 689 Stabilization Fund - 8301 Non-Major Stabilization Retirement Anticipation Fund - 8311 Non-Major Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB 2014 3,438,798.74 5,173,812.00 1,735,013.26 50% 2014 195,088.47 297,018.62 101,930.15 52% 2015 5,173,812.00 5,440,226.00 266,414.00 5% 2015 297,018.62 462,839.00 165,820.38 56% 2016 5,440,226.00 5,331,962.97 (108,263.03) 2016 462,839.00 577,501.10 114,662.10 25% 2017 5,331,962.97 6,037,015.34 705,052.37 13% 2017 577,501.10 729,441.30 151,940.20 26% 2018 6,037,015.34 6,511,290.45 474,275.11 8% 2018 729,441.30 181,555.62 (547,885.68) -75% 2019 6,511,290.45 7,397,757.43 886,466.98 14% 2019 181,555.62 380,808.33 199,252.71 110% 2020 7,397,757.43 9,111,336.91 1,713,579.48 23% 2020 380,808.33 452,314.00 71,505.67 19% 2021 9,111,336.91 10,043,960.01 932,623.10 10% 2021 452,314.00 734,710.61 282,396.61 62% 2022 10,043,960.01 14,067,845.00 4,023,884.99 40% 2022 734,710.61 107,590.48 (627,120.13) -85% 2023 14,067,845.00 16,300,000.00 2,232,155.00 16% 2023 107,590.48 453,295.37 345,704.89 321% 2024 16,300,000.00 16,950,000.00 650,000.00 4% Est. 2024 453,295.37 235,000.00 (218,295.37) -48% Est. Increases due to Finance Policy of 20% of Free Cash to Stabilization Changes due to of retirements during fiscal year. City policy is to build this fund We anticipate at least 800K to 900K annually to be transferred in from free cash. balance to cover unanticipated retirements in current and future fiscal years. City policy is to have 5% of annual general fund budget in stabilization fund. At the end of each fiscal year we transfer free cash to this fund. This fund fluxuates greatly due to the number of retirements during each year year and free cash available for transfer at year end. Capital Improvement Fund (Short Term) - 2000 Non-Major Other Post Employment Benefits(OPEB)-8313 Non-Major Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB Fiscal Year Beg FB End FB Inc/Decr from prior FY End Fund Bal % Var in FB 2014 1,681,855.79 2,441,168.85 759,313.06 45% 2014 675,003.22 1,353,522.49 678,519.27 101% 2015 2,441,168.85 2,256,852.55 (184,316.30) 2015 1,353,522.49 1,534,442.50 180,920.01 13% 2016 2,256,852.55 3,277,260.42 1,020,407.87 45% 2016 1,534,442.50 1,749,486.90 215,044.40 14% 2017 3,277,260.42 2,406,827.45 (870,432.97) -27% 2017 1,749,486.90 2,189,298.64 439,811.74 25% 2018 2,406,827.45 1,543,760.49 (863,066.96) -36% 2018 2,189,298.64 2,572,669.85 383,371.21 18% 2019 1,543,760.49 1,859,667.87 315,907.38 20% 2019 2,572,669.85 3,042,850.49 470,180.64 18% 2020 1,859,667.87 2,315,097.70 455,429.83 24% 2020 3,042,850.49 3,511,488.16 468,637.67 15% 2021 2,315,097.70 3,476,793.64 1,161,695.94 50% 2021 3,511,488.16 4,914,890.22 1,403,402.06 40% 2022 3,476,793.64 6,170,279.92 2,693,486.28 77% 2022 4,914,890.22 5,197,511.10 282,620.88 6% 2023 6,170,279.92 9,768,145.74 3,597,865.82 58% 2023 5,197,511.10 6,076,932.80 879,421.70 17% 2024 9,768,145.74 5,000,000.00 (4,768,145.74) -49% Est. 2024 6,076,932.80 6,500,000.00 423,067.20 7% Est. This fund is used for unanticipated and smaller capital needs that is not bonded Increases due to 5% free cash added to fund annually per financial policy during the fiscal year. Twenty percent of free cash is appropriated annually to this fund and interest income. Originally 10% reduced to 5% in FY 2015. (per finance policies) to cover those capital needs. ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Departmental Fund Relationships Major Non-Major Non-Major Non-Major Major Major Major Major Non-Major Non-Major Non-Major Non-Major General Fund Special Revenue Funds Revolving Funds Capital Projects Water Sewer Trash Peg Access - Cable TV Access Permanent Trust Funds - Cemetary & Other Private Scholarships & Trust Commissioners Agency Funds - WH, Escrow, Details, etc. Stabilization Funds Department Sub Department Index # Appropriated Appropriated Mayor Executive 1 Yes Yes Yes Yes Yes Yes City Clerk Legislative- City Council 2 Yes City Clerk 3 Yes Elections & Registrations 3 Yes Yes Assessors Board of Assessors 4 Yes Yes Collector Tax Collections 5 Yes Yes Data Processing Information Technology/GIS 6 Yes Yes Fixed Costs 6 Yes Finance Accounting 7 Yes Traffic & Parking General Operation 8 Yes Yes Yes Purchasing Purchasing 9 Yes Yes Fixed Costs 9 Yes Treasurer Treasury Services 10 Yes Yes Debt Service 10 Yes Short Term Debt 10 Yes North Shore Regional Voc Schoo 10 Yes State Assessments 10 Yes Contributory Retirement 10 Yes Non-contributory Pensions 10 Yes Medicare 10 Yes Municipal Insurance 10 Yes Solicitor-Licensing Legal Services & Licensing 11 Yes Yes Human Resources Personnel 12 Yes Yes Workmen's Compensation 12 Yes Unemployment Compensation 12 Yes Group Insurance 12 Yes Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 691 Major Non-Major Non-Major Non-Major Major Major Major Major Non-Major Non-Major Non-Major Non-Major General Fund Special Revenue Funds Revolving Funds Capital Projects Water Sewer Trash Peg Access - Cable TV Access Permanent Trust Funds - Cemetary & Other Private Scholarships & Trust Commissioners Agency Funds - WH, Escrow, Details, etc. Stabilization Funds Department Sub Department Index # Appropriated Appropriated Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds Harbormaster Harbormaster 15 Yes Yes Yes Yes Public Property Building/Plumbing/Gas Insp 16 Yes Yes Zoning Appeals 16 Yes Fixed Costs 16 Yes Health - Board of Administration & Support 17 Yes Yes Yes Yes Electrical Electrical Inspection & Maint 18 Yes Yes Yes Planning General Administration 19 Yes Yes Yes Yes Conservation Commission 19 Yes Planning Board 19 Yes Market & Tourism 19 Yes Historic Preservation 19 Yes Public Services Administration & Support 20 Yes Yes Yes Yes Yes Yes Yes Yes Yes Snow and Ice 20 Yes Engineering Engineering 21 Yes Yes Yes Yes Yes Yes Yes Yes Recreation Administration & Support 22 Yes Yes Yes Yes Yes Golf Course 22 Yes Yes Yes Yes Witch House 22 Yes Yes Yes Pioneer Village 22 Yes Winter Island 22 Yes Yes Yes Council On Aging Administration & Support 23 Yes Yes Yes Yes Library Administration & Support 24 Yes Yes Yes Yes Veterans Agent Administration & Support 25 Yes Yes GF Trans Out Trans Out 27 Yes Yes Yes Yes School School 26 Yes Yes Yes Yes Yes Yes Yes ENTERPRISE FUNDS ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 692 Major Non-Major Non-Major Non-Major Major Major Major Major Non-Major Non-Major Non-Major Non-Major General Fund Special Revenue Funds Revolving Funds Capital Projects Water Sewer Trash Peg Access - Cable TV Access Permanent Trust Funds - Cemetary & Other Private Scholarships & Trust Commissioners Agency Funds - WH, Escrow, Details, etc. Stabilization Funds Department Sub Department Index # Appropriated Appropriated Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds Treasurer Debt Service 28 Yes Yes Yes Sort Term Debt Service 28 Yes Yes Yes SESD Assessment 28 Yes Yes Yes Insurance Deductible 28 Yes Yes Yes Water Enterprise Public Services 29 Yes Yes Yes Yes Engineering 29 Yes Yes Yes Yes Treasurer Water Long Term Debt 29 Yes Yes Yes Water Short Term Debt 29 Yes Yes Yes Assessment 29 Yes Yes Yes Insurance Deductible 29 Yes Yes Yes Trash Enterprise Engineering 30 Yes Yes Yes Peg Access Solicitor 31 Yes ---PAGE BREAK--- FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 Performance Management & Measures The Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award program requires all submitting agencies to incorporate Performance Management and Performance Measurers into their budget. The City of Salem is continuing to incorporate those ideas and strategies as part of the overall operation and management of the City. The City has recently started a SalemStat program which uses performance measurers to determine where efficiencies can be applied based on statistical data. In the next few pages, you will see the Police, Fire and Department of Public Services SalemStat data. The Mayor and her staff hope to use these statistics to better understand how to use city resources in more efficient ways. City of Salem conducts an annual citizen survey on the City’s website (www.salem.com) that allowed all citizens of Salem to voice their opinions on various issues. The results of the recent year’s survey are listed in the next few pages. Long- and Short-Term Strategic Goals The City of Salem Long and Short-Term Strategic Plan Summary is a listing of the Mayor’s top priorities for the City of Salem for the current fiscal year and beyond. A chart of these goals is listed on the following pages. Several of the goals are high priority items of the current Citizens Survey result as noted. Each department is required to include a table of Outcomes and Performance measurers in their mission statements. They are also required to include a description of “How Fiscal Year Departmental Goals relate to the City’s Overall Long- & Short-Term Goals”. This information defines how each department’s goals tie in to the overall goals of the City and is included for each department in their mission statements throughout Section 8 – Department Budgets. What is Performance Management? Performance management is a logical and integrated approach to all aspects of the cycle of planning, budgeting, operations and evaluations that is based on data and analysis, for the purpose of continuously improving results. Performance management is: Data driven – using reliable, verifiable and relevant data. Outcome oriented – focused primarily on results, less on inputs and out- puts. Citizen focused – based on community needs. Logically aligned – mission, goals, objectives, measurers, responsibilities are integrated. Transparent – information is available and understandable by outsiders and insiders alike. Sustainable – survives leadership changes. Learning, improvement and accountability driven. Performance measurement has become increasingly prevalent in local government, yet most government managers still struggle with the fundamental question of what to do with performance measurement data when they have it. Management teams want to know how they can incorporate performance measurement into their management and decision making processes. Rather than simply reporting performance results, performance based management focuses on linking performance measurement to strategic planning and using it as a lever for cultural change. By creating a learning environment in which performance measures are regularly reviewed and discussed, organization can improve the pace of learning and decision making, improve performance, and facilitate broader cultural change. Where to get more information The information above was obtained from the GFOA website (www.gfoa.org) and more information on performance management and measurers is available on that website. ---PAGE BREAK--- ---PAGE BREAK--- Glossary of Terms ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 696 Abatement A complete or partial cancellation of a tax levy imposed by a gov- ernmental unit and administered by the local board of assessors. Accounting Period A period at the end of which, and for which, financial statements are prepared. Also know as a fiscal period. Accounting System A system of financial record keeping that record, classify and report information on the financial status and operation of an organization. Accrual a method of accounting that recognizes income when earned and expenses when incurred regardless of when cash is received or disbursed. Activity A specific and distinguishable line of work performed by one or more organization components of a governmental unit for the purpose of accomplishing a function for which the governmental unit is responsible. Adopted Budget The resulting budget that has been approved by the City Council. Allocation The distribution of available monies, personnel, buildings, and equipment among various City departments, division or cost cen- ters. Annual Budget An estimate of expenditures for specific purposes during the fis- cal year (July 1-June 30) and the proposed means (estimated revenues) for financing those activities. Appropriation An authorization granted by the City Council to incur liabilities for purposes specified in the appropriation act. Arbitrage Investing funds borrowed at a lower interest cost in investments providing a higher rate of return. Assessed Valuation A valuation set upon real or personal property by the local board of assessors as a basis for levying taxes. Audit An examination of documents, records, reports, system of inter- nal control, accounting and financial procedures to ensure that financial records are fairly presented and in compli- ance with all legal requirements for handling of public funds, including state and federal laws and the City charter. Balanced Budget A budget in which receipts are greater than (or equal to) expendi- tures. A requirement for all Massachusetts cities and towns. Bond Anticipation Notes (BAN) Notes issued in anticipation of later issuance of bonds, usually payable from the proceeds of the sale of the bonds or renewal notes. Budget A plan of financial operation embodying an estimate of proposed expenditures for a given time period and the proposed means of financing them. The term usually indicates a financial plan for a single fiscal year. Budget Calendar A schedule of certain steps to be followed in the budgeting pro- cess and the dates by which each step must be complete. Budget Document The instrument used by the Mayor to present a comprehensive financial program to the appropriating body. Budget Message A general discussion of the submitted budget presented in writ- ing by the Mayor to the legislative body as part of the budget doc- ument. Capital Budget A plan of proposed outlays for acquiring long-term assets and the means of financing those acquisitions during the current fiscal period. Capital Improvement Program (CIP) A plan for capital expenditure to be incurred each year over a fixed period of years to meet capital needs arising from the long term work program. It sets forth each project and specifies the full resources estimated to be available to finance the projected expenditures. ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 697 Charges for Service (Also called User Charges or Fees) the charges levied on the users of particular goods or services provided by local govern- ment requiring individuals to pay for the private benefits they receive. Such charges reduce the reliance on property tax fund- ing. Cherry Sheet A form showing all state and county charges and reimbursements to the City as certified by the state director of accounts. Years ago this document was printed on cherry colored paper, hence the name. A copy of this manual can be found at the following on- line address: http://www.mass.gov/dor/local-officials/municipal- databank-and-local-aid-unit/cherry- sheet-reports.html. Community Benefits Agreement (CBA) or Community Host Agreement (CHA). Typically a contract signed by a developer/ business/group and a municipality that requires the business/ developer/group to provide specific amenities and/or mitigations to the local community or neighborhood. Community Preservation Act (CPA) The CPA allows communities to create a local Community Pres- ervation Fund to raise money through a surcharge of up to 3% of the real estate tax levy on real property for open space protec- tions, historic preservation and the provision of affordable hous- ing. The act also creates a significant state matching fund, which serves as an incentive to communities to pass the CPA. Cost Center The lowest hierarchical level of allocating monies. Often referred to as a program, project or operation. Debt Limits The general debt limit of a City consists of normal debt limit, which is 2 ¾ percent of the valuation of taxable property and a double debt limit which is 5 % of that valuation. Cities and towns may authorize debt up to the normal limit without state approval. It should be noted that there are certain categories of debt which are exempt from these limits. Debt Service Payment of interest and repayment of principal to holders of a government’s debt instruments. Deficit or Budget Deficit The excess of budget expenditures over receipts. City and State laws require a balance budget. Department A principal, functional and administrative entity created by statute and the Mayor to carry out specified public services. Encumbrance An account used to record the estimated amount of purchase orders, contract, or salary commitments chargeable to an appro- priation. The account is credited when goods or services are received and the actual expenditure of the appropriation is known. Enterprise Fund A fund established to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the full costs of providing the goods or services be financed primarily through charges and fees thus removing the expenses from the tax rate. Governmentally owned utilities and hospitals are ordinarily accounted for by enterprise funds. Equalized Value (EQV) The commissioner or Revenue, in accordance with MGL CH. 58 Section 10C, is charged with the responsibility of biannually determining an equalized valuation for each city and town in the Commonwealth. EQVs present an estimate of fair cash value of all taxable property in each city and town as of January 1 of each year (MGL CH. 58, Sections 9 & 10C). The EQV is a measure of the relative prop- erty wealth in each municipality. Its purpose is to allow for com- parisons of municipal property values at one point in time, adjusting for differences in local assessing practices and revalua- tion schedules. EQVs have historically been used as a variable in the allocation of certain state aid distributions, the calculation of various state and county assessments to municipalities, ad the determination of municipal debt limits. EQVs are used in some distribution formulas so that communities with lower property val- ues receive proportionately more aid than those with higher prop- erty values. In some assessment formulas they are used so that those with lower property values assume proportionately less of the cost than communities with higher property values. The local aid receipt programs using EQV are: Public Libraries, Chapter 70, and School Construction Aid. The assessments using EQV are: Boston’s Metropolitan Transit Districts, the Count Tax, Mos- quito Control Projects and Air Pollution Control Districts. A municipality’s annual EQV is the summon f estimated fair market value for each property class plus an estimate of new growth, resulting in values indicative of January 1. ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 698 Exemptions A statutory reduction in the assessed valuation of taxable prop- erty accorded to certain taxpayers, such as senior citizens, wid- ows, and war veterans. Expenditures The amount of money, cash or checks, actually paid or obligated for payment from the treasury when liabilities are incurred pursu- ant to authority given in an appropriation. Fiduciary Funds contain resources held by a government but belonging to individ- uals or entities other than the government. A prime example is a trust fund for a public employee pension plan. Governmental funds account for everything else. Financial Accountability The obligation of government to justify the raising of public resources and what those resources were expended for. Financial Condition The probability that a government will meet its financial obliga- tions as they become due and it’s service obligations to constitu- encies, both currently and in the future. Financing Plan The estimate of revenues and their sources that will pay for the service programs outlined in the annual budget. Fiscal Period Any period at the end of which a governmental unit determines its financial position and the results of its operations. Fiscal Year The 12-month financial period used by all Massachusetts munici- palities this begins July 1st and ends June 30th of the following calendar year. The year is represented by the date on which it ends. Example: July 1, 2006 to June 30, 2007 would be FY 07. Fixed Asset Assets of a long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Full and Fair Market Valuation The requirement, by State Law, that all real and personal property be assessed at 100% of market value for taxation purposes. “Proposition 2 ¾“ laws set the City’s tax levy limit at 2 ¾ % of the full market (assessed) value of all taxable property. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities, and residual equities or balances, and changes therein, which are segregated for the purpose of carry- ing on specific activities or attaining certain objectives in accor- dance with special regulations, restrictions or limitations. Fund Balance The portion of Fund Equity available for appropriation. Fund Equity The excess of fund assets and resources over fund liabilities. A portion of the equity of a governmental fund may be reserved or designated; the remainder is referred to as Fund Balance. General Fund A fund used to account for all transaction s of a governmental unit that is not accounted for in another fund. The General Fund is used to account for the ordinary operations of a governmental unit that are financed from taxes and other general revenues. Government Accounting Standards Board (GASB) The Governmental Accounting Standards Board (GASB) was organized in 1984 as an operating entity of the Financial Accounting Foundation (FAF) to establish standards of financial accounting and reporting for state and local governmental enti- ties. Its standards guide the preparation of external financial reports of those entities. The Foundation’s Trustees are responsi- ble for selecting the members of the GASB and its Advisory Council, funding their activities and exercising general oversight- with the exception of the GASB resolution of technical issues. The GASB function is important because external financial reporting can demonstrate financial accountability to the public and is the basis for investment, credit and many legislative and regulatory decisions. The mission of the Governmental Account- ing Standards Board is to establish and improve standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports. More information, including all statements, can be found at www.gasb.org. Government Finance Officers Association (GFOA) The Government Finance Officers Association (or GFOA) is a professional association of approximately 17,500 state, provin- cial, and local government finance officers in the United States ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 699 and Canada. GFOA is headquartered in downtown Chicago. More information can be found at www.gfoa.org. Governmental Funds revenues and expenditures should be recognized on the modified accrual basis. Revenues should be recognized in the accounting period in which they become available and measurable. Expendi- tures should be recognized in the accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on general long- term debt, which should be recognized when due. Grant A contribution of assets by one governmental unit to another unit. Typically, these contributions are made to local governments from the state and federal government. The contribution is usu- ally made to aid in the support of a specified function (for exam- ple, education), but it is sometimes also for general purposes, or for the acquisition or construction of fixed assets. Group Insurance Commission (GIC) The group insurance commission was established by the Legisla- ture in 1955 to provide and administer health insurance and other benefits to the Commonwealth of Massachusetts employees and retirees, and their dependents and survivors. The GIC also cov- ers housing and redevelopment authorities’ personnel, participat- ing municipalities, and retired municipal employees and teachers in certain governmental units. Inter-fund Transactions Payments from one administrative budget fund to another or from one trust fund to another, which result in the recording of a receipt and an expenditure. Intra-fund Transactions Financial transactions between activities within the same fund. An example would be a budget transfer. Levy The amount of taxes, special assessments, or service charges imposed by a governmental unit. Levy Ceiling The limit imposed by Proposition 2 ¾ that equals 2 ¾ % of the total full and fair cash value of all taxable property. Levy Limit The amount that a municipality may raise in taxes each year which is based on the prior year’s limit plus 2 ¾ % increase on that amount plus the amount certified by the State that results from “new growth”. License and Permit Fees The charges related to regulatory activities and privileges granted by government in connection with regulations. Line-item Budget - A format of budgeting which organizes costs by object of expenditure such as supplies, equipment, mainte- nance or salaries. MBTA-Massachusetts Bay Transportation Authority The Massachusetts Bay Transportation Authority is the state authority responsible for all aspects of transportation throughout the Commonwealth of Massachusetts. An description of the assessment charged to municipalities can be found in the cherry sheet manual located on-line at http://www.mass.gov/dor/local- officials/municipal-databank-and-local-aid-unit/cherry-sheet- reports.html. MGL-Massachusetts General Law The General Laws of the Commonwealth of Massachusetts. These laws can be found at http://www.mass.gov/legis/. MSBA-Massachusetts School Building Authority The MSBA is the state authority that oversees all school building projects and funding. The web site is www.mass.gov/msba. Major Funds There are two types of major governmental funds – General Funds and Enterprise Funds. These funds are voted as part of the annual city budget. The General Fund is the major operating fund of municipal governments, and it accounts for the vast majority of municipal operations. The General Fund is supported by revenues from real estate and personal property taxes, state and federal aid, excise taxes, investment income, fines and for- feitures, and fees and charges. Most of the municipal depart- ments, including the schools, are supported in whole or in part by the General Fund. Enterprise funds are used to account for oper- ations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs (expenses, including depreciation) of pro- viding goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided the periodic determi- nation of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, manage- ment control, accountability or other purposes. ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 700 Modified Accrual Basis Under the modified accrual basis of accounting, required for use by governmental funds, revenue are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority. New Growth The additional tax revenue generated by new construction, reno- vations, and other increases in the property tax base during a cal- endar year. Non-expendable Trust Fund A fund, the principal, and sometimes also the earnings, of which may not be expended. Non-Tax Revenue All revenue coming from non-tax sources including licenses and permits, intergovernmental revenue, charges for service, fines and forfeits and various other miscellaneous revenue. Other Financing Sources (OFS) An Operating statement classification, in which financial inflows other than revenues are reported, for example, proceeds of long- term debt and operating transfers-in. Other Financing Uses (OFU) An Operating statement classification in which financial outflows other than expenditures are reported, for example, operating transfers-out. Other Post Employment Benefits (OPEB) Other Postemployment Benefits (or OPEB) are benefits (other than pensions) that U.S. state and local governments provide to their retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability, legal and other services. Operating Budget A budget that applies to all outlays other than capital outlays. See Budget. Overlay The amount raised by the assessors in excess of appro- priation and other charges for the purpose of creating a fund to cover abatements and exemptions. Overlay Surplus Any balance in the overlay account of a given year in excess of the amount remaining to be collected or abated can be trans- ferred into this account. Overlay surplus may be appropriated for any lawful purpose. Performance Indicator Variables measuring the degree of goal and objective fulfillment achieved by programs. Performance Standard A statement of the conditions that will exist when a job is well done. PILOT – Payment in Lieu of Taxes Money received from exempt (non-profit) organizations who are otherwise not obligated to pay property taxes. Federal, state, municipal facilities, hospitals, churches and colleges are exam- ples of tax exempt properties. Policy A definite course of action adopted after a review of information and directed at the realization of goals. Priority A value that ranks goals and objectives in order of importance rel- ative to one another. Procedure A method used in carrying out a policy or plan of action. Program Collections of work related activities initiated to accomplish a desired end. Program Budget A budget format which organizes expenditures and revenues around the type of activity or service provided and specifies the extent or scope of service to be pro- vided, stated whenever possible in precise units of measure. Proposition 2 ¾ A law which became effective on December 4, 1980. The two main components of the tax law relating to property taxes are: 1) the tax levy cannot exceed 2 ¾ % of the full and fair cash value, and 2) for cities and towns at or below the above limit, the tax levy cannot exceed the maximum tax levy allowed for the prior by more than 2 ¾ % (except in cases of property added to the tax rolls and for valuation increases of at least 50% other than as part of a general revaluation). ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 701 Purchase Order A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encum- brances. Rating Agencies This term usually refers to Moody’s Investors Service and Stan- dard and Poor’s Corporation. These services are the two major agencies which issue credit ratings on municipal bonds. Registered Bonds Bonds that are registered on the books of the issuer as to owner- ship; the transfer of ownership must also be recorded on the books of the issuer. Recent changes in federal tax laws mandate that all municipal bonds be registered if their tax exempt status is to be retained. Reserves An account used to indicate that portion of fund equity which is legally restricted for a specific purpose or not available for appro- priation and subsequent spending. Reserve for Contingencies A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for. Retained Earnings The accumulated earnings of an Enterprise or Internal Service Fund that have been retained in the fund and are not reserved for any specific purpose. Revenue Additions to the City’s financial assets (such as taxes and grants) other than from interfund transfers and debt issue proceeds. Revolving Fund A fund established to finance a continuing cycle of operations in which receipts are available for expenditure without further action by the City Council. RMV-Registry of Motor Vehicles The Registry of Motor Vehicles in Massachusetts is responsible for all aspects of motor vehicles including but not limited to regis- tration, sales tax, and licensing. Service Level The extent or scope of the City’s service to be provided in a given budget year. Whenever possible, service levels should be stated in precise units of measure. Special Revenue Fund (SRF) A fund used to account for revenues from specific revenue sources that by law are designed to finance particular functions or activities of government. Submitted Budget The proposed budget that has been approved by the Mayor and forwarded to the City Council for their approval. The City Council must act upon the submitted budget within prescribed guidelines and limitations according to statute and the City charter. Supplemental Appropriations Appropriation’s requested by the Mayor and approved by the City Council after an initial appropriation to cover expenditures beyond original estimates. Tax Anticipation Notes (TAN) Notes issued in anticipation of collection of taxes, usually retired only from tax collections, and only from the proceeds of the tax levy whose collection they anticipate. Tax Levy The amount of taxes, special assessments, or service charges imposed by a governmental unit. Tax Rate The amount of tax stated in terms of a unit of the tax base. Prior to a 1978 amendment to the Massachusetts Constitution, a single tax rate applied to all of the taxable real and personal property in a City or town. The 1978 amendment allowed the legislature to create three classes of taxable property: 1) residential real prop- erty, 2) open space land, and 3) all other (commercial, industrial, and personal property). Within limits, cities and towns are given the option of determining the share of the levy to be borne by the different classes of property. The share borne by residential real property must be at least 65% of the full rate. The share of com- mercial, industrial, and personal property must not exceed 150% of the full rate. Property may not be classified until the State Department of Revenue has certified that all property has been assessed at its full value. Unit Cost A term used in cost accounting to denote the cost of producing a unit of product or rendering a unit of service, for example, the cost of treating and purifying a thousand gallons of sewage. ---PAGE BREAK--- Glossary of Terms FY 2025 Proposed Operating Budget & Capital Plan 2025 - 2029 702 Valuation (100%) Requirement that the assessed valuation must be the same as the market value for all properties. Warrant An order drawn by a municipal officer directing the treasurer of the municipality to pay a specified amount to the bearer, either after the current or some future date. Warrant Payable The amount of warrants outstanding and unpaid.