Document Salem_doc_ab5fe4e2f6

FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 1 CITY OF SALEM MASSACHUSETTS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Mayor Kimberley L. Driscoll Anna Freedman, Finance Director ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 2 City of Salem, Massachusetts Fiscal Year 2023 Annual Operating Budget & Capital Plan 2023 - 2027 General Fund & Enterprise Funds July 1, 2022 to June 30, 2023 Presented By: Mayor Kimberley L. Driscoll ---PAGE BREAK--- Table of Contents FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 3 Table of Contents 1. General Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Budget Message From the Mayor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Long and Short Term Strategic Plan Summary FY 2023. . . . . . . . . . . . . . . .11 2. City Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 City Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Map of Salem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Organizational Summary - Department Heads . . . . . . . . . . . . . . . . . . . . . .30 At-A-Glance Report for Salem. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Demographics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Salem's Top Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Salem's Top Taxpayers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 3. Budget Overview All Funds . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Budget Calendar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Fiscal Year 2023 Budget Overview & Timeline . . . . . . . . . . . . . . . . . . . . . . .38 Property Tax "101" - A Taxpayers Guide FY 2023 . . . . . . . . . . . . . . . . . . . . .39 What is Voted By City Council - Budget vs RECAP-FY 2023 . . . . . . . . . . . . .41 Tax Rate Recapitulation (RECAP) Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year. . . . . . . . . . . . . .44 Revenue Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 General Fund Revenue Detail & Graphs. . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64 FY 2023 Operating Budget Summary & Graphs . . . . . . . . . . . . . . . . . . . . . .65 Other Budgeted Items Voted by Council . . . . . . . . . . . . . . . . . . . . . . . . . . . .74 Revolving Funds - Overview & Detail. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 4. Budget Overview-School . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77 Salem Public Schools - Fiscal Year 2023 Budget . . . . . . . . . . . . . . . . . . . . . .78 5. Budget Overview-Enterprise Funds . . . . . . . . . . . . . . . . . . .211 Enterprise Fund Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212 Water & Sewer Five Year Financial Forecast . . . . . . . . . . . . . . . . . . . . . . . 213 Enterprise Fund A2 Summary& Graphs . . . . . . . . . . . . . . . . . . . . . . . . . . . 215 Enterprise Fund Schedule A-2's - Sewer, Water, Trash . . . . . . . . . . . . . . . 216 Enterprise Fund Revenue Detail & Graphs. . . . . . . . . . . . . . . . . . . . . . . . . 223 Enterprise Fund FY2023 Operating Budget Summary . . . . . . . . . . . . . . 227 Water & Sewer Rate Comparisons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230 6. Financial Forecasts, Plans, Policies and Debt . . . . . . . . . . .231 Five Year Financial Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232 Long Term Debt Service By Month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238 Debt Policies & Aggregate Debt Service. . . . . . . . . . . . . . . . . . . . . . . . . . . 248 Financial Reserve Policies & Graphs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .259 Investment Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .264 Debt Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .267 Anti-Fraud Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .269 7. Capital Improvement Program. . . . . . . . . . . . . . . . . . . . . . . 271 Capital Improvement Program Mayor's Message . . . . . . . . . . . . . . . . . . .272 Capital Improvement Program Overview . . . . . . . . . . . . . . . . . . . . . . . . . .273 FY 2023 CIP General Fund Executive Summary . . . . . . . . . . . . . . . . . . . . .274 Five-Year Capital Plan - All Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .276 Capital Plan by Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .284 Capital Plan by Funding Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .289 Impact of Capital Improvement Plan on Operating Budget . . . . . . . . . .399 Capital Improvement Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .401 8. Departmental Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 402 Mayor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .403 City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .412 City Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .419 Assessors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .432 Collector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .438 Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .442 Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .449 Treasurer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .456 Traffic & Parking Department. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .479 Information Technology Services & GIS. . . . . . . . . . . . . . . . . . . . . . . . . . . .489 Legal Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .498 Human Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .504 Fire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .520 Police. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .533 Harbormaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .549 Public Property/Inspectional Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . .557 Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .569 Electrical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .577 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .584 Sustainability & Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .618 Public Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .625 Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .644 Recreation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .653 Council on Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .686 Library. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .696 Veterans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .705 Education - Salem Public Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .710 Budget Transfer Out of General Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .715 Sewer Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .717 Water Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .739 Trash/Solid Waste Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .761 ---PAGE BREAK--- Table of Contents FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 4 Peg Access Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 768 Full-Time Equivalent Employees (FTE's). . . . . . . . . . . . . . . . . . . . . . . . . . . 769 9. Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .771 Budget Document Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 772 The Budget Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 773 Budgeting & Accounting Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 775 Major & Non-Major Funds Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 779 Departmental Fund Relationships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .781 Performance Management & Measurers . . . . . . . . . . . . . . . . . . . . . . . . . .784 See-Click-Fix Website & App Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . .785 City of Salem Resident Survey Results 2022. . . . . . . . . . . . . . . . . . . . . . . .787 FYI Salem-Mayor's Newsletters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .816 10. Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 897 ---PAGE BREAK--- General Overview Budget Message From the Mayor ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Salem City Hall • 93 Washington Street • Salem, Massachusetts 01970 p: (978) 619-5600 • f: (978) 744-9327 • www.salem.com/mayor CITY OF SALEM, MASSACHUSETTS Kimberley Driscoll Mayor Office of the Mayor May 26, 2022 Honorable Salem City Council Salem City Hall Salem, MA 01970 Ladies and Gentlemen of the Council: Enclosed please find the proposed FY2023 operating and capital budgets for the City of Salem and the Salem Public Schools. I am pleased to submit this proposed expenditure plan and recognize that the coming fiscal year presents unique challenges and opportunities for our community. As we continue the recovery from the COVID-19 pandemic, the uncertainty of the future course of the virus, as well as the scope of state and federal resources to address it, is complicated by a larger economic picture impacted by global conflicts, historic supply chain and labor issues, and rapidly rising interest rates and prices. Against this backdrop we must also consider the impacts of inflation on energy costs, materials and supplies, and wages, not to mention the unavoidable increase in fixed cost centers with which the City must contend. These contextual challenges are exacerbated by level funding of our school aid from the state, increased state assessments, aging infrastructure, and a housing market where costs and values are rapidly escalating. There are reasons for optimism, however. I am proud to say that the pro-active measures we used locally to safeguard, strengthen, and rebuild our local economy during the pandemic have worked. Our revenues are rebounding, and our local economy is coming back stronger than ever. During the pandemic Salem had a net zero loss in businesses and our storefront vacancy rate decreased to Our local unemployment rate has returned to its pre-pandemic level. We weathered the fiscal challenges without having to draw down substantially from our reserve funds or tap heavily into our levy capacity. Indeed, 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 and to ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 7 the considerable increases Salem endured prior to this administration. Lastly, while net state aid has been reduced and Salem is being disproportionately and negatively treated under the new Chapter 70 formula, we do have the benefit of one-time relief funds from the American Rescue Plan Act (ARPA), the Bipartisan Infrastructure Investment and Jobs Act, the Elementary and Secondary School Emergency Relief Fund, and other federal and state sources that we are working to creatively leverage and apply to one-time needs related to recovery or to investing in our capital needs. All of this is thanks in large part to a collective partnership between local elected officials to see our way through the early stages of this pandemic as a team united in our efforts to address the impacts of this virus on our community. The professionalism and commitment of City staff, including the early actions taken to support businesses and embrace investment in our city, as well as our thoughtful approach to managing municipal finances all played a hand in our efforts to date to weather pandemic related challenges. Our collaborative partnership with the City Council, small business owners, private and public partners and our neighboring municipalities in the region has helped us to meet our needs and grow back stronger than ever. The proposed FY2023 Salem budget is $188,157,262, a change of 3.4% over the FY2022 budget. Fixed costs, such as health insurance, pension and retirement payments, insurance, debt payments, and state and other government assessments, account for about $1 of every $3 in the budget and will increase by roughly $2.5 million in FY2023, accounting for around 40% of the budget increase. Our schools’ budget is $68,747,963, an increase of $2,150,044 or 3.2%, over the FY2022 school budget. This does not include school-related costs that appear elsewhere in the budget, such as school employee health insurance increases, unemployment costs, debt for school building projects, and so forth. 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 enterprise fund budgets will increase by $335,929, or 1.7%, over the FY2022 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 FY2023 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 instituted a practice of including a 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. One point you will notice for FY2023 is a larger reliance on “pay-as-you-go” or short-term capital outlays, as well as retained earnings for water and sewer capital and ARPA allocations, all over traditional bonding. This is because rising interest rates make borrowing less cost effective at the current moment, even with our historically high bond rating. This has the additional benefit of lessening our long-term debt service payments. Highlights in the capital plan include $2.5 million in sidewalks, crosswalks, and roads, over $1 million in school building ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 8 upgrades, signature park projects including the Willows Pier and the next phase of the Pioneer Village/Camp Naumkeag project, a major enhancement of the Mayor Jean Levesque Community Life Center kitchen facility, over $250,000 for new public safety vehicles, and the first phase of a much-needed overhaul of our critical police and fire radio communication system. From having around $35,000 in our stabilization fund when I took office in 2006, we today have over $14.2 million in that fund thanks to permanent, prudent finance policies that we have worked collectively with the Council to put in place. Despite the past financial difficulties we faced, Salem remains dedicated to policies that foster economic growth, to stable financial management practices, and to sustainable and transparent budgeting. Since 2006 we have implemented professional financial management standards and our debt payment as a share of the budget has been reduced by 33%. We have been able to accomplish this by leveraging hundreds of millions in grants, as well as PILOT, SILOT, and other tax agreements, and by being responsible, thoughtful, and prudent with tax dollars. Over the last 16 years, the average single-family tax bill in Salem increased by half as much as it did in the 16 years before 2006. In our budgeting practices, the taxpayers of Salem have always been foremost in mind, and FY2023 is no different. This budget recognizes and respects the impact of property taxes on our residents, especially as many are suffering from the financial hardship afflicting many Americans today. 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. Salem has never sought a Proposition 2-1/2 override and we continue to tax below our allowable levy limit. For FY2023, we will continue to maintain excess levy capacity – in the amount of $6.2 million – a further demonstration of our prudence and care with taxpayer dollars. Despite the overwhelming impact of the pandemic on our budgetary situation, it does not diminish the other external influences with which we still must also contend. Whether it is housing needs, fears about growth, the opioids epidemic, changing demographics, or a changing climate, our community is facing many challenges that require strategic and sensible leadership. Indeed, in some respects the pandemic and ensuing economic downturn only exacerbated some of these challenges, such as the need for affordable and available housing. On the financial side, we continue to see challenges with the state not fully funding their obligations for charter school reimbursements and the existing PILOT with the South Essex Sewerage District failing to adequately compensate our community for hosting this regional facility. Most egregiously this year, an embedded flaw in the state’s school aid formula means that Salem will effectively be level funded in Chapter 70 funds for our schools: where other Gateway Cities are seeing an average increase in Chapter 70 funds of around 13%, Salem’s increase is just Aid is increasing to all other Gateway Cities by between $1.6 million and $35.8 million; in Salem, our aid is only increasing by $248,340. Rising health care costs are impacting both the public and private sector and we continue to face the challenge of OPEB and ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 9 pension liabilities, not to mention costly sick-leave buybacks, agreed to decades ago, but impacting our retirement stabilization fund now. We have worked hard to tackle these challenges by allocating funds to reserve and stabilization accounts to plan for the future and by taking actions like entering into the Group Insurance Commission and annually reassessing the cost-effectiveness of that choice. However, the financial challenges presented by these fixed cost centers are still very real and have a real effect on our budget. Despite those pressures and despite the economic setbacks of the past year, the FY2023 budget maintains our dedication to fiscal responsibility while making important investments to strengthen our community. I am proud of our collective efforts to limit impacts on Salem taxpayers while also providing much needed services to constituents. This is possible due to our joint attentiveness to City finances, as well as our ongoing efforts at identifying efficiencies in the delivery of services. Our fiscal practices have resulted in not only affirmation of our historic high AA bond rating for the last nine years in a row, but also our regular receipt – for fourteen 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 most recent affirmation of the AA bond rating, issued just this month, S&P Global Ratings specifically cited Salem’s “robust and strong economy…consistent positive financial operations…[and] strong financial management conditions, including conservative budgeting and long-term financial planning.” Lastly, another key factor in enhancing our local economy and contributing to new revenues to help meet the projected budget deficit 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 FY2023 at around $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 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 local government. In FY2023 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 short-term and long-term strategic goals and objectives, while maintaining necessary fiscal controls and a careful attention to our financial forecasts in our budgeting. ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 10 Balancing the City’s budget in a normal year itself is no easy task and 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. We are one of only a handful of Massachusetts communities who annually qualify for both a Certificate of Excellence for our Comprehensive Annual Financial Reporting and a Distinguished Budget Presentation Award from the GFOA. New this year, 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 FY2023 City budget. The proposed FY2023 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 stronger, more livable city for all. I recommend adoption of the proposed FY2023 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, Kimberley Driscoll Mayor City of Salem cc: City of Salem Department Heads ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Long and Short Term Strategic Plan Summary FY 2023 Division Goal &Objective Source Priority* Schedule** Division or Department Status EDUCATION Education To raise the level of success for all Salem Public School Students to among the top 10% of the Commonwealth's Gateway Cities. Mayor 1 Short & Medium Term Executive and School Ongoing Education Successfully implement the school's new Strategic Plan adopted by the Salem School Committee. Mayor & State 1 Short Term Executive & School Underway Education To strengthen school-community partnerships in building a culture of high expectations for student success. Mayor 1 Short & Long Term Executive & School Ongoing Education To promote academic, social, emotional, and physical development of each student and to empower all students to chart a personalized path to success. Resident Survey 1 Short & Long Term Executive & School Ongoing GENERAL GOVERNMENT General Government Improve communication and transparency with citizens, including social media and online tools, software, and more. Mayor 1 Short & Long Term Executive & CIO Ongoing General Government To maintain a high level of accessibility to and responsiveness by City departments and employees. Mayor 1 Short & Long Term All Ongoing General Government Look for ways to deliver City services more efficiently and effectively through the use of technology and performance management, including development of Salem 311. Mayor 2 Short & Long Term Executive & All Departments Ongoing General Government Implement regionalized services where applicable in order to better utilize tax dollars. Resident Survey & Mayor 2 Medium & Long Term Executive Ongoing General Government Expand implementation of performance improvement programs. Mayor & Finance 2 Short & Medium Term Executive Ongoing General Government 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. Mayor 2 Medium & Long Term Executive Underway General Government Improve citizen access to services and information. Mayor 3 Short & Medium Term Executive Ongoing General Government Strengthening City's reputation as a welcoming, accessible, and inclusive community for all. Mayor 1 Short & Long Term Executive Ongoing General Government Continue Preparing for Salem 400 in 2026. Mayor 2 Short & Medium Term Executive Ongoing FINANCE - HUMAN RESOURCES Finance Continue to attain GFOA designation by maintaining the highest level of budgetary practices and finance policies. Mayor 1 Short & Long Term Executive & Finance Ongoing Finance Continue five year forecasting of capital improvement projects and needs. Mayor 1 Short & Long Term Executive & Finance Ongoing ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2023 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 12 Division Goal &Objective Source Priority* Schedule** Division or Department Status Finance Continue conservative budgeting policies to limit the impact on property tax levels. Mayor 1 Short, Medium & Long term Executive & Finance Ongoing Finance Re-evaluate existing PILOT/SILOT and other agreements as they expire. Mayor 2 Short & Long Term Executive & Legislative Ongoing Finance Limit long-term liability through the City's continued commitment to build reserves in Stabilization and OPEB Trust Funds. Mayor 1 Short, Medium & Long term Executive & Finance Ongoing PUBLIC SAFETY Public Safety Maintain high level of all public safety services: police and fire. Resident Survey 1 Short & Long Term Executive, Police & Fire Ongoing Public Safety Improve traffic and parking enforcement. Resident Survey 2 Short & Long Term Police & Parking Ongoing Public Safety Enhance use of technology in public safety. Mayor 2 Short & Long Police & IT Ongoing Public Health Further enhance the City’s public health infrastructure to be responsive to evolving pandemic needs. Mayor 1 Short & Long Term Public Health, Public Safety, Executive Ongoing ECONOMIC DEVELOPMENT Economic Development Leverage ARPA COVID-19 recovery funds and other state and federal funding to strengthen Salem’s recovery from COVID-19, with a particular focus on investments targeted to those disproportionately impacted by COVID-19. Mayor 1 Short & Long Term Executive, Finance, Health, Planning & CD Underway Economic Development Pursue policies and opportunities to add housing to meet demand, stablize rents and prices, grow the tax base, and address housing insecurity issues. Mayor 1 Short & Long Term Executive, Planning & CD Ongoing Economic Development Advance policies and other measures to help Salem realize its community housing goals, including right-sizing supply and improving affordability and access. Mayor 1 Short & Long Term Executive, Planning & CD Ongoing Economic Development Support the thoughtful advancement of public, private, and public/private projects that will help Salem achieve its housing goals Mayor 1 Short & Long Term Executive, Planning & CD Ongoing Economic Development Collaborate with project partners on implementation of offshore wind infrastructure development at the former Salem Harbor Station Power Plan 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. Mayor 1 Short & Long Term Executive, Planning & CD Underway Economic Development Work with Footprint to ensure the successful redevelopment of the Salem Habor Station Power Plant site. Mayor 1 Short & Long Term Executive Underway ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2023 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 13 Division Goal &Objective Source Priority* Schedule** Division or Department Status Economic Development Continue revitilization of Salem Habor and the waterfront. Mayor 1 Planning - Short term, Implementation - Planning & CD Underway Economic Development Encourage responsible private development and new growth opportunities. Mayor 1 Short & Long Term Planning & CD Ongoing Economic Development Oversee the preservation and redevelopment of the Superior Court buildings. Mayor 1 Short & Medium Term Planning and SRA Underway Economic Development Support the growth of new and existing private businesses, including enhanced recruitment efforts. Resident Survey 2 Short & Long Term Mayor and Planning Ongoing PARKS AND RECREATION Recreation Launch and carry out Signature Parks program for Willows, Winter Island, Pioneer Village/Camp Naumkeag, Forest River Park, and Salem Common. Mayor 1 Planning - Short & medium term, Implementation - medium to long Planning & Parks, Finance, Capital Underway Recreation Finalize and implement plans for improvements at Palmer Cove, Bertram Field, and Gallows Hill Park. Mayor 2 Short & Medium Term Parks Underway Recreation Increase participation in recreation and COA programs. Mayor 2 Short Term Mayor & Recreation Underway Recreation Carry out CPA projects, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects. Mayor 2 Short Term Mayor, Planning & Recreation Underway TRAVEL AND TOURISM Cultural Continue to improve upon management of Haunted Happenings & other communty events. Mayor 1 Planning - Short & Long term, Implementation - Executive & Tourism Ongoing Cultural Continue development and implementation of cruise port activities and marketing. Mayor 2 Short & Medium Term Executive & Tourism Ongoing ---PAGE BREAK--- General Overview Long and Short Term Strategic Plan Summary FY 2023 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 14 Division Goal &Objective Source Priority* Schedule** Division or Department Status PUBLIC SERVICE- ENGINEERING - TRAFFIC AND PARKING Public Services Reorganize staff to more efficiently and effectively deliver services and respond to requests. Mayor 1 Short & Medium Term Executive Ongoing Public Services Improve implementation of SeeClickFix sevice request and work order system, and integrate it with Salem 311. Mayor 1 Short Term Mayor, DPW, Health, Electrical Ongoing Infrastructure & Facilities Maintain and upgrade City water and sewer systems. Mayor 1 Short & Long Term Planning & Engineering Ongoing Infrastructure & Facilities 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. Mayor/Residen t Survey 1 Short and Long Term Engineering Ongoing Infrastructure & Facilities Continue to advance Essex Street, Derby Street, Highland Avenue and Boston Street improvement projects and the Boston/Bridge intersection project. Mayor 1 Short & Long Term Planning & Engineering Underway Infrastructure & Facilities Improve overall cleanliness of streets, parks and other public areas. Resident Survey & Mayor 1 Short & Medium Term Public Works Ongoing Infrastructure & Facilities Continue residential traffic calming program. Mayor 1 Short & Long Term DPW, Traffic, PD, Engineering Ongoing Infrastructure & Facilities Study potential reuse opportunities at the transfer station site. Mayor 1 Medium & Long Term Mayor, Legal, Engineering Underway Infrastructure & Facilities Continue advocating for South Salem MBTA commuter rail stop. Mayor 1 Medium & Long Term Mayor, SSU, NSMC Underway Infrastructure & Facilities Continue implementation of complete streets policy and encouragement of alternatives to car use, including micromobility, on-demand shuttle service, and community car share pilot. Mayor 2 Short & Medium Term Planning, DPW, Engineering, Traffic Underway Notes: *Priority - 1 - High, 2 = Medium, 3 = Low . This rating is determined by the Mayor's office **Short Term = 1-12 months, Medium Term = 12 months to 24 months, Long Term = 24 months or more. ---PAGE BREAK--- City Overview ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 north- east on Boston . The City has a population of approximately 40,407 and occu- pies 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 competi- tion; 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 indus- trial 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 coun- cilors. 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 adminis- trator 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, disap- prove, or reduce the amount of appropriations, but not add to the appropria- tion. 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 a ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 17 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 devel- opments, 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 high- ways 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 signifi- cance. 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 Charter Street Cemetery . 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 signifi- cance: Peabody-Essex Museum : In 2003, the Peabody Essex Museum (“PEM”) under- took 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 down- town 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 Develop- ment 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 Marble- head 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 18 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 busi- nesses. 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 desig- nation 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 accessi- bility 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. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 19 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. 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 continu- ously growing tourist economy. These attractions provide jobs, tax revenue and buying power to the City of Salem . Development and Investment Salem has experienced over $1 billion of investment in recent years throughout the city. Three geographic areas of focus are downtown, the North River Canal Corridor, and the Waterfront. Downtown Development A number of vacant and underutilized properties have been redeveloped into mixed-use residential/commercial buildings. The downtown alone has seen over $125 million in private investment from projects such as the Laundry Building, The Distillery, Old Police Station Redevelopment, Bluestone Alley, 10 Federal Street, the Salem News Building, Latitude (former Tompkins Furniture Building), Old Salem Jail, Commonwealth Diagnostics, Hotel Salem, Hampton Inn mixed use project, and Brix (the District Court redevelopment). New proj- ects continue to be proposed, permitted, and get under construction as described below. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 20 Superior Court and County Commissioners Buildings : The Governor signed legislation in January 2017 to transfer ownership of these two iconic proper- ties to the Salem Redevelopment Authority (SRA). DCAMM completed a warm mothballing project in early 2019 to maintain the properties while the SRA works to identify a redevelopment project. The SRA issued a Request for Qual- ifications in early 2020 and selected WinnDevelopment as the preferred devel- oper. Winn has begun the permitting process for a mixed-use mixed-income development that will adaptively reuse the court building and have new construction on a parking lot across the street. Washington and Dodge Street Redevelopment : This 237,000 square foot, $50 million project includes a mixed-use development with 52 residential units, a 113 room Hampton Inn branded hotel, ground floor retail, 215 parking spaces, associated landscaping, and pedestrian and transportation improvements. Construction will begin in spring of 2018 after a redesign of the project has been approved by local boards. When completed, this project will dramatically increase the footprint of Salem’s downtown. The City was awarded a state grant in the amount of $3.36 million for infrastructure improvements to support this proposed project. This project was completed in 2020. District Court Redevelopment : The District Court building was transferred to the Salem Redevelopment Authority (SRA) in accordance with legislation passed by the Legislature for the purpose of redevelopment. The SRA solicited development proposals through an RFP process in 2015 and selected Diamond Sinacori as the designated developer. The project is projected to cost approxi- mately $26 million and began construction in 2019. It will be completed in the fall of 2021. Peabody Essex Museum (PEM) : The PEM completed a 40,000 gross square feet expansion in 2019. It includes three floors of state-of-the-art galleries, a secondary entrance to the museum and a full basement for mechanical and electrical equipment. The project cost approximately $49 million. 90 Washington Street : In 2018, the three-story building was redeveloped as office space with ground floor retail. The City entered into a 20-year lease for the office space to accommodate personnel located in other leased premises. The City took occupancy in April 2018. 120 Washington Street : The office space currently serving as the City Hall Annex was permitted in 2017 to be converted to 14 residential units. Old Salem Jail Complex Redevelopment : The first phase was completed in 2010, which includes 23 housing units, a restaurant, and a jail exhibit. Phase 2 includes an additional 13 housing units in a new building for a total project cost of approximately $11 million. Phase 2 was completed in summer 2018. Hotel Salem : In 2015, Lark Hotels purchased the “Newmark Building” on Essex Street for the purpose of converting it to a 44-room boutique hotel with a rooftop restaurant and basement lounge. The $7.4 million project was completed in 2017. The City supported this project with a five-year TIF valued at approximately $353,000. It is anticipated to be a catalyst for further economic development activity on the pedestrian mall. Commonwealth Diagnostics International (CDI) : In 2016, CDI established its headquarters at 39 Norman Street after making an approximately $5.1M investment in the purchase and renovation of the building. The business is expected to add potentially up to 100 new full-time equivalent jobs by 2021. The Merchant : In 2016, a new 11 room Lark Properties boutique hotel opened in the renovated historic Joshua Ward House in downtown Salem. J. Michael Ruane Judicial Center and Probate and Family Court : At the end of 2011, the new courthouse opened. This $106 million court expansion in downtown Salem continues to have a significant positive economic impact on the downtown and the city. The $60 million Probate and Family Court Renova- tion component of the judicial complex was completed in 2017. North River Canal Corridor Redevelopment A second area undergoing transformation is the North River Canal Corridor, known as Blubber Hollow, adjacent to downtown. Formerly the region’s whaling and then tannery center, the neighborhood has more than $70 million in pending development. Guided by a community-based plan, the City changed the zoning to encourage development. The pending private invest- ments will transform the largely vacant and contaminated sites into a vibrant mix of residences, offices, and retail uses. Specific projects are: 9 South Mason Street : The project involves redevelopment of industrial and residential land located between Mason Street and Commercial Street in the North River Canal Corridor district. The plans total 4 buildings and 29 dwelling units, including the rehabilitation and expansion of an existing two-story ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 21 concrete industrial building; expansion of a three-story residential building; and construction of two new townhouse style buildings. The project was permitted in 2016 and was completed in 2020. Riverview Place : Located on the former Salem Suede site, Riverview Place consists of the demolition of the old tannery and construction of 130 residen- tial rental units and 5,540 square feet of commercial space. Construction began in 2019 and is expected to be completed in 2021. River Rock : In September 2016, the Planning Board approved a mixed-use development containing 50 housing units and retail space. Located on the former Tan property, the 1.98-acre site contained vacant industrial buildings and land along Boston Street, a major entrance corridor into Salem and within the new North River Canal Corridor (NRCC) Neighborhood Mixed Use District. The project will was completed in 2020. Grove Street Apartments (formerly known as Legacy Apartments) : This project consists of 129 residential apartments. It was approved by the Planning Board in 2012 and amended in 2015 to meet MEPA requirements. In July 2015, the project received a MEPA certificate and Superseding Order of Condition. Envi- ronmental remediation and demolition of some on-site structures is completed. Construction is anticipated to begin in 2021. Gateway Center : Local permitting was completed in August 2016 for the development of a 3.48-acre parcel located at the corner of Bridge Street and Boston Street to include a mixed-use building with a commercial/retail and 117 housing units and a free-standing building to house the City’s Community Life Center (CLC). Construction of the CLC was completed in September 2018. 28 Goodhue Street : Now known as North River Apartments, this mixed-use project on the site of a former factory was completed in 2014. The develop- ment includes 44 residential condominiums, 6,000 square feet of commercial retail space and on-site parking. Construction was completed and the building is occupied. Waterfront Development Key changes also are rapidly occurring along Salem’s shoreline, creating rare waterfront development opportunities. Charlotte Forten Park (289 Derby Street) : In 2016, the City Council approved a $1.4 million bond order to acquire property located at 289 Derby St. for the purpose of constructing a downtown waterfront park. Construction was completed in 2019. 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 opportuni- ties. In June 2021, the City began collaborating with the Commonwealth of Massachusetts on the role the site could play in offshore 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 improve- ments 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. South River Dredge : The maintenance dredging for the South River Channel was last performed by the US Army Corps of Engineers (USACE) in 1967. In February of 2008, the USACE dredged the Federal Navigation Channel into ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 22 Salem Harbor, the Federal Anchorage Basin off Derby Wharf, and the approach to the South River Channel but stopped short of the South River Channel because of contaminated sediment that exceeded the state levels for open ocean disposal were encountered. Since then, the City obtained $155,000 from the Governor’s Seaport Advisory Council for sediment testing, batho- metric survey work, cost analysis for dredge disposal options, and preliminary design and engineering of the dredge footprint for the South River Channel and the South River Basin (area west of the Congress Street Bridge). In 2012, the City received an additional $275,000 from the Seaport Council to finish the design, engineering and permitting stage of the dredge project. The City’s consultant, Apex, has prepared a Draft Environmental Impact Report and Notice of Intent. Upon the Army Corps of Engineers’ final determination of the suitability of the CAD cell material for offshore disposal, the City will submit both documents to the appropriate regulatory agencies. Once completed, the dredging will provide direct access to downtown Salem for deeper drafting vessels, transient boats, and dingy boats, which will encourage increased boating activity and support economic development. 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. Due to the success of the program, the City of Salem has obtained $3.4 million in grant funding to add a second ferry which is expected to be operational by 2021. The City of Salem is one of only a few municipalities to own a ferry vessel, which it purchased with a grant from the Massachusetts Executive Office of Transportation. Residential Development in Other Areas of Salem First and Traders Way : In 2018, a 212-unit apartment complex with 7,000 square feet of commercial space was permitted. Construction began in 2019. North Shore Community Development Coalition Properties : The has invested $18.9 million in renovating 77 affordable housing units in Salem since 2016. In 2017, the CDC began the permitting process to develop two new affordable housing buildings with a total of 46 units at a project cost of $19 million. Clark Avenue Cluster Subdivision : The proposed plan for a 26-lot residential subdivision with approximately 1.95 acres of public open space is fully permitted and currently under construction. There is no scheduled date for completion. Osborne Hills Subdivision (Strongwater Crossing) : Currently under construction, Strongwater Crossing Subdivision is a cluster development project that includes the construction of 131 single-family homes on approximately 162 acres of land. Approximately 93 acres of the project will be permanently protected open space. The project represents one of the largest subdivisions built in Salem in recent history. Due to its size, this subdivision is being completed in phases. There is no scheduled date for completion. Witch Hill : The construction of 23 single family homes along the extension of an existing roadway is underway. There is no scheduled date for completion. St. Joseph’s Church Redevelopment : Located on the site of the former St. Joseph’s Church that was closed in 2004, this affordable housing development is a key revitalization project for the Point Neighborhood and will provide much-needed housing for the City. Phase 1 of the project is complete and includes a new building with 51 affordable housing units, commercial space, and a community room. Phase 2, which will bring an additional 37 units, began construction in 2020. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 23 Eaton Place/Former Elks Lodge (17 North Street) : With Planning Board Site Plan Approval in December 2009 to add a third and fourth floor, the former assembly hall’s conversion into six residential condominiums was completed with special care to restore the structure’s historic appearance. 50 Palmer Street : This project by the Salem Harbor Community Development Corporation (CDC) included the demolition of the existing structure and the construction of a new three-story residential structure with a footprint of 7,300 square feet. The new structure is complete and consists of 15 units of affordable rental housing for low- and moderate-income households. This project was funded using a partnership of private and public sources, including funds from the City. Institutional and Commercial Development in Other Areas of Salem 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. Large commercial and industrial development, prominent in the Highland Avenue, Swampscott Road and Vinnin Square areas, is strong. Salem’s indus- trial park on Technology Way houses large companies such as Salem Glass and Thermal Circuits. On Swampscott Road, a 170,000 square foot vacant building was converted to commercial condominiums and is now home to 9 businesses relocating or expanding in Salem. A number of significant national retailers such as Staples, WalMart, Home Depot, Target, Pep Boys and Petsmart are in these areas. The City also is home to Shetland Park, a 900,000 square foot business park abutting downtown, which houses more than 70 businesses. Tropical Products : In 2020, Tropical Products announced it was going to build a new facility along Highland Avenue in order to grow. The project was approved for a TIF and in September 2020 received $340,000 in state tax credits to support the expansion which will bring 120 new jobs. The project began its permitting process in September 2021. The existing facility will be sold. North Shore Medical Center (NSMC) : The North Shore Medical Center completed redevelopment of a portion of their existing hospital campus in order to better serve the surrounding community by consolidating existing uses, improving access and circulation around the hospital, and constructing a new state-of-the-art emergency services department. The Project consisted of 119,735 square feet of new building space, 119,734 square feet of interior renovations, parking and driveway reconfigurations, landscape and hardscape improvements, and utility infrastructure modifications to support this use. The project was completed in 2019. Salem State University : Changes to the physical campus since 2007 are profound. Nearly 760,000 square feet of new construction and renovations have been completed or are underway, bringing state-of-the-art academic and student life spaces to campus. Through the support of the Commonwealth of Massachusetts and generous donors, combined with resources of the university’s operating budget, over $250 million has been invested in campus improvements. Highlights of these changes include the Frederick E. Berry Library and Learning Commons, the Sophia Gordon Center for Creative and Performing Arts, the Harold E. and Marilyn J. Gassett Fitness Center, athletic fields and courts, and two residence halls that provide accommodations for nearly 900 students. Efforts are currently underway to secure the Common- wealth’s support for a new science facility to meet the strong demand for science, health care, and technology programming. U.S. Biological Corporation : This corporation completed the construction of a new $3 million, 50,000 square foot headquarters building on Technology Way with the plan to have 28 new jobs within five years. Endicott School (110 Boston Street) : The former Endicott School sits on a .53- acre lot along Boston Street, a major entrance-corridor into Salem with direct access to Route 128. After a competitive RFP process, the property was sold for $350,000 to a nonprofit organization, Children’s Friend, who relocated their office from another location in Salem. The City also negotiated a PILOT Agree- ment with the agency. Public Infrastructure Projects The City works throughout Salem to improve infrastructure to meet the needs of residents, businesses, and visitors. Transportation Projects Salem Skipper : In December 2020, the City launched the Salem Skipper, an on-demand shuttle service. The first eight months of operations had more than 20,000 trips. Blue Bikes : In 2021, the City launched BlueBikes bikeshare system. The program building on the success of the Zagster bike share that logged nearly 25,000 rides in its three years of operation. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 24 Boston and Bridge Complete Streets Infrastructure Improvements : The City received $3.5M in FY2016 MassWorks Infrastructure Grant Program funding, for “Complete Streets” streetscape improvements along Bridge Street, between Boston and Flint Street. An additional $250,000 in grant funds was awarded to this project from MassWorks that was expended in fiscal year 2017. Construction began in 2020. Canal Street Improvements : The improvements included reconstruction of the roadway pavement, curbing and sidewalks. Wheelchair ramps and appro- priate pedestrian crossings were added to improve pedestrian safety. Addi- tional pedestrian improvement such as street trees and curb extensions were incorporated. Drainage and other utility improvement were made, the road crown was adjusted to provide a consistent cross slope, and settled locations were repaired. The project was completed in 2018. Grove Street Improvements : The City received a $1,250,000 grant for improve- ment to Grove Street to support the proposed housing and mixed-use devel- opments in the North River Canal Corridor. The project is complete. 1A Bridge Street Improvement Project : The major reconstruction of 1A Bridge street is complete, including roadway reconstruction, new sidewalks and crosswalks, landscaping and period lights. Lafayette Street Improvements : Funded through a Public Works Economic Development (PWED) grant, construction was completed in the fall of 2012. Improvements include the installation of traffic signals at the Harbor/Lafay- ette Street intersection and the Lafayette/Washington Street intersection, new sidewalks, new crosswalks and curbing, period lights, new bus shelters and new benches along Lafayette Street. The #1 million grant was matched with approximately $200,000. North Street Improvement Project : Reconstruction of North Street, including roadway, sidewalk, signalization and period lighting was completed. Derby/Congress Traffic Lights : This intersection was redesigned to increase pedestrian safety. Installation of traffic lights for pedestrian and vehicle safety and traffic circulation was completed. Parks and Recreation Projects Salem Willows : The City has been working on various improvements throughout Salem Willows Park. In December 2020, plans were approved for the design of a new parking lot, tennis courts, and hill area. This project will be substantially complete by the fall of 2021. Palmer Cove : In 2021, construction was completed for the first phase of reno- vation to Palmer Cove Park. These improvements, funded in part by a $400,000 PARC grant, include an upgraded waterfront path, relocated and enhanced community garden space, and improvements to the basketball court. Lower Gallows Hill Park : The renovation of Lower Gallows Hill Park, funded in part by a $400,000 PARC grant, includes reconstruction of the Ryan Brennan Memorial Skate Park, expansion of the baseball field to regulation size, improved trail connections, and upgraded drainage. The project will be completed in 2022. Lafayette Park Renovation : In fall 2017 and spring 2018, Lafayette Park was renovated to include upgraded walkways, lights, and benches, a new irriga- tion system, and a tree plan with an appropriate mix of sun and shade. The project was funded through $100,000 in CPA, $162,000 CDBG, and $25,000 CIP. McGlew Park Renovation : In 2016, the Executive Office of Energy and Environ- mental Affairs awarded the City a $400,000 Parkland Acquisitions and Reno- vations for Communities (PARC) grant to renovate McGlew Park. The park is currently under construction and is anticipated to be finished in the spring of 2018. Remond Park : Improvements to the old bridge abutment on Bridge Street Neck have been funded by the State to create a new park. Construction is complete. Bertram Field : A complete renovation of Bertram Field football stadium and track was completed, including a turf surface expansion of the track to regulation size and installation of a resilient surface. Cost of the project is $1.9 million and was partially funded with a Massachusetts PARC grant in the amount $400,000. Bertram Field : A complete renovation of Bertram Field football stadium and track was completed, including a turf surface expansion of the track to regulation size and installation of a resilient surface. Cost of the project is $1.9 million and was partially funded with a Massachusetts PARC grant in the amount $400,000. Salem Common Fence : In 2017, the City completed Phase III of the Salem Common Restoration Project. The City was awarded $68,000 in CPA funds and utilized $100,000 of CIP funds to restore thirteen fence sections and three bollards. The Common fence is a significant historical feature of this municipal property and $150,000 of CIP funding has been secured for another round of restoration. Fort Avenue/Szetela Lane Redevelopment : This City-owned site at the intersec- tion of Fort Avenue and Szetela Lane consists of five parcels containing approximately 2.13 acres. The property now contains an easement for the natural gas pipeline supplying the Footprint Power Plant. The City intends to improve the site with a new multi-use path connection, greenspace, and possibly parking, utilizing funds secured through the easement agreement. Furlong Park : The City received a $500,000 Parkland Acquisition and Renova- tion for Communities (PARC) grant from the State Division of Conservation Services for the restoration of Furlong Park. The 5.5 acre park is located along the North River and contains a baseball field, tennis court, playground, and ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 25 basketball court. As part of the project these features were renovated and additions to the park included construction of a care top boat launch and stabilization of the eroded embankment that borders the North River. Environ- mental remediation work was funded with a separate state grant. Park reno- vations are now complete. Bicycling Accommodations : The City undertook a demonstration project for protected bike lanes on Lafayette Street in accordance with Vision2020. The City and the Salem Bike Path Committee continue to be committed to extending the Salem Bike Path to downtown Salem via an extension of the former Boston & Marine Railroad ROW at Canal Street, behind Gardner Mattress and all the businesses on Broadway Street, and a portion of the MBTA’s active and abandoned railroad ROW. This extension has been engi- neered as part of the Canal Street Roadway reconstruction project and the city is seeking to secure full funding. Other City Projects and Initiatives The City pursues additional opportunities to make physical improvements, increase efficiencies, and improve the community. 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. Charter Street Cemetery : In 2017, the City received a $125,000 Massachusetts Cultural Council Facilities Fund grant for the full restoration of Charter Street Cemetery. In addition, the project is funded by $260,000 of CPA funds and $218,000 Capital Improvement Project funds for a total of $600,000. Dickson Memorial Chapel : The City was awarded $70,000 from the Massachu- setts Historical Commission’s Massachusetts Preservation Project Fund (MPPF) for the restoration of Dickson Memorial Chapel. A total of $226,000 has been allocated to the first restoration phase of the chapel which was completed in 2017. Urban Forestry : A tree committee was formed to renew Salem’s dedication to its urban forestry. A pilot neighborhood tree inventory was completed in 2016, and the City secured a $30,000 DCR Urban Forestry Challenge Grant to fund a citywide tree inventory, management plan, and cost estimates for implementation of the management plan. The City provided a $30,000 match through CIP. The inventory was completed in 2017. Collins Cove Living Shoreline : In 2017, the City received a $55,230 grant to complete final design and permitting for a living shoreline project in Collins Cove. The City will finalize the measurements and site plan for the proposed green infrastructure methods and use the prepared final design documents to submit to local and state permitting agencies to have the approval to install coir rolls and salt marsh plantings. The goal of the project is to increase resil- iency to Collins Cove and the abutting residential properties from effects of climate change such as increased frequency and intensity of flooding and storm surge. Public Art : Over the past four years, the City has been working to increase the amount and quality of public art. Partly in response to public demand, this initiative is being pursued to support the City’s identity as an arts and cultural destination and supports the City’s efforts to leverage the arts for economic development purposes. In late spring of 2017, a call for works was distributed for “Celebrating the Urban Environment” resulting in three locations for public art in the downtown. Efforts in the spring of 2017 resulted in a painted stair project at the middle school to bring awareness to the impact pollution has on the oceans. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 26 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 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. The City received a $20,000 Cultural Facilities grant from the state, which was matched with local CPA and C.I.P. funds for window restoration and repair. The restoration work was completed in early 2016. EPA Brownfields grant : The City with the City of Peabody received a $950,000 federal grant to be utilized for a revolving loan fund to clean up contaminated sites. Universal Steel site : This brownfields site was taken by the City for tax title in 2012. Through a coordinated effort with EPA, DEP, and Mass Development, the site has been remediated and paved and was used for temporary parking during the construction of the MBTA garage. The City solicited proposals for redevelopment to put the site back on the tax rolls and received a proposal from the adjacent commercial business, F.W. Webb Company, to build a new warehouse and commercial showroom. In 2018, the business withdrew its plans. LED Streetlight Conversion : In 2016, the City completed the conversion of 3,000 overhead streetlights to LED fixtures. This project will result in $194,000 annual cost savings and 1.2 million kilowatt hours in annual energy savings. Redevelopment of 5 Broad Street : In March 2010, a reuse feasibility study was completed for a city-owned building located at 5 Broad Street. The building, which currently houses the City’s Council on Aging, was declared as surplus property by the City Council. The City hired consultants to examine the rede- velopment potential for this property in preparation for its future sale. Proceeds from the sale of this building will be used to off-set the cost of a new senior center. An RFP was issued in the summer of 2018, and the SRA made a developer recommendation to the City Council in April 2019. Closing will occur after permitting is completed. Salem Main Streets Program : In July 2007, the City, in collaboration with the Salem Chamber of Commerce and the Salem Partnership, revived the Salem Main Streets program. The program works to support the revitalization of downtown Salem as a vibrant year-round retail, dining and cultural destina- tion through business recruitment, retention, and the promotion of down- town Salem. The program has continued to support business recruitment and retention while adding an annual downtown arts festival and a weekly farmers market. Salem Affordable Housing Trust Fund : The City adopted an ordinance to create a municipal housing trust fund in October 2006. Through negotiations with a developer, the Trust Fund received $50,000 and additional funds are expected from negotiated contributions from other large development projects. Destination Salem : Salem continues to market sale as a premier, year-round travel destination. The City continues its funding commitment to destination Salem through its annual allocation of hotel/motel tax revenue. Planning The City’s investments are guided and informed by planning studies including the following: Imagine Salem : The first phase of this citywide visioning project will be completed in fall 2017. The plan’s vision statement and guiding principles will inform the development of a subsequent action agenda. ---PAGE BREAK--- City Overview City Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 27 Housing Goals and Production Plan : In early 2021, the City was awarded a $40,000 grant from the Executive Office for Administration and Finance (EOAF) to help create a Housing Goals and Production Plan. The plan will create a proactive strategy for planning and developing affordable housing to meet the anticipated needs of the City. Work began late summer 2021 and will be completed in early 2022. Municipal Harbor Plan : The Harbor Plan update began in July 2020. The update will guide future development along Salem Harbor, most notably the reuse of the 44 acres of undeveloped land adjacent to the Footprint Power Plant. Public meetings began in August 2020 and continued through summer 2021. The plan will be submitted for approval in late 2021. Resilient Together : The City partnered with the City of Beverly for a joint climate action and resilience plan known as Resilient Together. Funded through a $250,000 grant from the Municipal Vulnerability Program (MVP), the work included community engagement via social media campaigns, Zoom community meetings, and various other online engagement tools. The plan was completed in June 2021 and the Cities have begun to implement the priority actions. Highland Avenue Corridor Study : In September of 2020, a corridor study for Highland Avenue commenced. The goal of the study was to develop a vision for the future of the corridor from which other action can be taken to realize the vision within a context of market dynamics. The plan was completed in April 2021. Bridge Street Neck : A Bridge Street Neck updated vision report with recom- mendations was finalized in March 2020. The first implementation step is development of a mixed-use overlay zone with design guidelines. It is antici- pated the mixed-use overlay zone with design guidelines will be filed for approval in December 2021. South Campus : This City partnered with Salem State University to support DCAMM’s development of a request for proposals for the redevelopment of the South Campus as the University consolidates its footprint to its North and Central Campuses. The redevelopment of the 21.5 acres site will be informed by the community vision completed by Sasaki Associates in April 2020. Public Art Master Plan : In recognition of the value that public art can bring to the cultural aesthetic and economic vitality of the community, the City completed a master plan for public art in partnership with the Peabody Essex Museum and the Salem Partnership, funded through the National Endow- ment for the Arts. Historic Preservation Plan Update : In 2015, the City completed the Historic Preservation Plan Update. The preservation plan is used to prioritize local preservation efforts. Historic preservation is a key community value and tied to the economic success of the City. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Organizational Chart Citizens 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 Parking 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 Street and 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 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Organizational Summary - Department Heads EXECUTIVE DIVISION Mayor Mayor Kimberley Driscoll [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 Matthew Killen [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 Kathleen McMahon [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 Thomas St. Pierre [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] PUBLIC SERVICES DIVISION Public Services - Snow & Ice David Knowlton [PHONE REDACTED] [EMAIL REDACTED] Water & Sewer Enterprise ENGINEERING DIVISION Engineering David Knowlton [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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 44,480 2020 Population Density 5,372 2020 Land Area 8.28 2009 Total Road Miles 100.77 2018 DOR Income Per Capita 33,601 2019 State Average Income Per Capita 48,030 2019 EQV Per Capita 149,306 2020 State Average EQV Per Capita 202,012 2020 FY2022 FY2022 FY2022 FY2022 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 5,904,892,027 0 611,299,183 343,903,330 258,562,250 7,118,656,790 82.95% 17.05% Tax Rates by Class Residential Open Space Commercial Industrial Personal Property 13.25 0.00 26.31 26.31 26.31 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 78,239,819 0 16,083,282 9,048,097 6,802,773 110,173,971 71.01% 28.99% 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 2,330,958,200 5,007 465,540 13.25 6,168 6,719 Commercial, Industrial & Personal Property (CIP) Shift CIP Value Total Value Lowest Residential Factor Allowed Max CIP Shift Residential Factor Selected CIP Shift 1,213,764,763 7,118,656,790 0.84584 1.75 0.856 1.70 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 2,053,113 0 0 116,782,246 6,608,276 5.66% 177,966,420 61,184,174 34.38% Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables Outstanding Receivables R/E 2021 Outstanding Receivables R/E 2020 Outstanding Receivables R/E 2019 Outstanding Receivables R/E 2018 All Other Outstanding Receivables R/E Deferred Property Taxes Taxes in Litigation Tax Liens/ Tax Title Tax Foreclosures/ Possessions 915,564 2,189 1,201 0 0 392,446 0 1,425,737 0 FY2022 FY2022 FY2022 FY2022 Revenues Revenues Revenues Revenues Revenues by Source Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other Total Budget 110,173,970 35,244,772 16,300,168 17,868,162 1,210,945 10,421,296 191,219,313 Revenues as a Percent of Total Budget Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 57.62% 18.43% 8.52% 9.34% 0.63% 5.45% Revenues Per Capita Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 2,477 792 366 402 27 234 ---PAGE BREAK--- City Overview At-A-Glance Report for Salem FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 32 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 7,139,502 10,450,727 9,437,835 1,719,025 63,872,928 5,530,164 1,415,900 2,733,428 29,107,068 9,265,631 0 15,547,780 156,219,988 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 4.57% 6.69% 6.04% 1.10% 40.89% 3.54% 0.91% 1.75% 18.63% 5.93% 0.00% 9.95% 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 161 235 212 39 1,436 124 32 61 654 208 0 350 Other Financial Indicators Other Financial Indicators Other Financial Indicators Other Financial Indicators Reserve Funds Free Cash Amount as of 7/1/2021 FY2021 Stabilization Fund FY2021 Special Purpose Stabilization Fund 17,444,553 10,043,960 711,176 Debt FY2021 Total Debt Service FY2021 Outsanding Debt FY2021 Debt as % of Budget 10,642,541 90,240,778 5.90% Bond Ratings Moodys Bond Rating Standard & Poors Bond Rating  AA ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Salem's Top Employers 1 1 North Shore Medical Center Health Care 4,291 Salem Hospital, Mass General for Childrens, Salem Charter Professional Services, Outpatient Mental Health 2 2 City of Salem Municipal Government 1,665 City Offices, School, Fire, Police - Full, Part and permanent 3 3 Salem State University Higher Education 1,332 Full-time and part-time 4 4 Commonwealth of Massachusetts Offices State Government 567 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 Market Basket Food Market 400 6 6 Salem Five Savings Bank Banking 354 11 7 Home Depot Retail 208 8 8 Peabody Essex Museum Cultural/tourism 202 13 9 Jacqueline's Gourmet Manufacturer 165 Full-time and part-time 9 10 Excelitas Technologies Technology 150 Full-time and part-time 14 11 Walmart Retail 150 Full-time and part-time 15 12 Target Retail 144 13 Salem Glass Manufacturer 110 14 Shaw's Supermarket Food Market 100 Source: Planning Department - March 2022 Comment Rank 2022 Rank 2021 Company Name Nature of Business Total Employees ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Salem's Top Taxpayers Rank 2021 Rank 2022 Company Name Nature of Business Total Assessed Valuation Fiscal Year 2022 Total Taxes Paid %Total Levy 1 1 Footprint Power Salem Power Plant-Industrial 198,769,400 $5,229,622.91 4.747 2 2 New England Power Co. Personal Property 73,711,630 $1,939,352.99 1.760 3 3 Mass Electric Personal Property 59,359,050 $1,561,736.61 1.418 4 4 Prime Storage Shetland, LLC Industrial & Commercial 55,954,400 $1,472,160.26 1.336 5 5 National Grid Personal Property -Industrial 53,986,400 $1,420,382.18 1.289 6 6 PMI Salem LLC (was Bell Fund V) Apartments 70,790,800 $937,978.10 0.851 7 7 Algonquin Gas Transmission Co Industrial & Commercial 31,921,500 $839,854.67 0.762 8 8 Highlander Plaza Realty Trust Commercial Property 31,668,100 $833,187.71 0.756 0 9 DSF Salem Flint LLC Apartments 29,325,100 $771,543.38 0.700 10 10 Princeton Crossing Apartments Apartments 52,220,900 $696,006.87 0.632 11 11 MIREF Hawthorne, LLC Apartments 51,595,200 $683,636.40 0.621 9 12 RCG, total properties Apartments and Comm 34,463,100 $680,285.79 0.617 14 13 Dodge Area LLC/Maine Course Hospitality Hotel 22,652,500 $595,987.28 0.541 13 14 Bell Fund VI Apartments 40,897,900 $541,897.18 0.492 12 15 Second Pickwick Trust Commercial Property 18,935,200 $498,185.11 0.452 15 16 HD Salem-GP LLC/Home Depot Commercial Property 14,590,700 $383,881.32 0.348 0 17 Traders Way Residential Holdings Apartments and Comm 26,814,600 $357,659.92 0.325 17 18 Iron Bar LLC Apartments and Comm 13,268,100 $349,083.71 0.317 19 19 New Creek II LLC/Ballard Group Commercial Property 11,380,000 $299,407.80 0.272 18 20 North River Canal LLC Apartments and Comm 10,974,600 $288,741.73 0.262 20 21 Rt 107 Salem Assoc-Walmart bld Commercial Property & PP 9,905,400 $260,611.07 0.237 0 22 65 Washington Street, LLC Apartments and Comm 16,977,800 $232,998.66 0.211 930,162,380 20,874,201.64 18.95 ---PAGE BREAK--- Budget Overview All Funds ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Budget Calendar Mayor & City Finance Start Date End Date Mayor & School Committee Start Date End Date Finance Director send out CIP requests to Departments. 1/21/2022 Finance Director send out CIP requests to Departments. 1/21/2022 Departments submit completed CIP requests to Finance Department 2/18/2022 CIP Review - Superintendent, SBM, Principals, Directors 1/21/2022 Mayor & Finance Director review CIP requests. January March Finance Director, SBM & Super review CIP requests. January March Finance Director prepares initial Revenue/Expenditure (FY23 RECAP) figures January Superintendent & SBM give Budgets to Principals January Mayor issues BUDGET requests to departments with budget instructions, and City's long/short term goals 2/7/2022 Budget workshops with SBM, Principals & Directors. January Budget salary workshops with Finance & Depts. 1/23/2022 to 2/7/2022 Principals compile budget & submit to School Business Office February to March Departments compile BUDGETS & submit to Finance 2/7/2022 to 2/28/2022 Budget & CIP Review - Super, SBM, Principals, Directors February to March Budgets Entered in MUNIS 2/7/2022 to 2/28/2022 Budge/CIP Review - Super, SBM, City Finance February March Budget Review-Mayor, Finance, Department Heads 2/28/2022 to May School Budget Submitted to School Committee & CIP Budget Submitted to Finance Director March Budge & CIP Review By Mayor & Finance Director 2/28/2022 to May School Committee Budget Review Meetings March to April School Committee Approves School Budget May School Committee Approves School Budget May School Budget to City Finance Department for processing for City Council May School Budget To City Finance Dept May Finance Director Finalizes FY23 Revenue/Expenditures - Balanced Budget to Mayor May Finance Department Prepares Final Budget for City Council 5/1/2022 to 5/24/2022 Capital Improvement Plan sumbitted to City Council 5/26/2022 Budget Submitted to City Council 5/26/2022 City Council Administration & Finance budget review process 5/27/2022 to 6/9/2022 City Council Vote on FY 2022 Capital Improvement Plan 6/9/2022 and 6/23/2022 City Council Vote on FY 2022 City Budget 6/9/2022 City Council ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Fiscal Year 2023 Budget Overview & Timeline In January the Finance Department sent out budget packages to each non- school department requesting that they prepared a FY 2023 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 Firefights contracts have not been settled. The Mayor requested that the School Department submit a level service budget. The departments were required to complete their FY 2023 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 2023 budget requests were entered into the cities computerized system by the finance department using the figures submitted by each department. Copies of the department budget requests were printed for each department. A complete copy of the proposed budgets was prepared for the Mayor, Chief Administrative Aide, and Finance Director. The Finance Director prepared the five-year forecast, capital improvement plan for FY 2023, as well as a preliminary FY 2023 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 Administra- tive Aide, 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 2023 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 2023. In 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 May. In late May, the FY 2023 budget was submitted to the City Council for their review and approval along with the FY 2023 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Property Tax "101" - A Taxpayers Guide FY 2023 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 misconcep- tions 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 resi- dents, 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 deter- mines 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 “recertifica- tion” 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 fluctua- tions 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. I n periods when residential property sales information indicates an increase in property value, it is important to understand that your fiscal year assess- ment is based on sales information that took place more than a year before the new assessment appears on your bill. For instance, the FY2018 assess- ments are meant to reflect the value of your property on January 1st, 2017 and were derived from sales information obtained in calendar year 2016. 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 retro- spective 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 method- ology 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 main- taining 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: A disproportionate decrease in the market value of a particular section of the City when compared to another section. ---PAGE BREAK--- Budget Overview All Funds Property Tax "101" - A Taxpayers Guide FY 2023 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 40 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 impor- tance 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 pollu- tion control for the energy industry in Massachusetts, to keep the remittance for the Power Plant site at $4.75 million through fiscal 2019. I n 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. I n 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 P I LOT 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 prop- erty 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 asses- sors 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.comfor more information. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 What is Voted By City Council - Budget vs RECAP-FY 2023 DATE VOTED Budget Meetings General Fund Budget Appropriations Submitted by Mayor City - Includes Charter School Transfers Out 98,064,862 School - Does not include Bentley Charter 68,747,963 Total General Fund Appropriations: 166,812,825 Enterprise Fund Appropriations Submitted by Mayor: Sewer 8,348,323 Water 6,736,263 Trash 4,021,598 Peg Access 691,250 Total Enterprise Fund Appropriations: 19,797,434 Total Budget to be voted - June (Submitted by Mayor) 186,610,259 June Tax Rate Meeting Cherry Sheet Offsets 570,315 Snow & Ice Deficit - Estimated - Overlay - Allowance for Abatements - Estimated 950,000 Other Total Other Items on RECAP voted - December 1,520,314 Total RECAP Expenditures 188,130,574 November/December Regular Council Meetings Revolving Funds 1,518,000 June Capital Improvement Projects - General Fund -Capital Outlay/Grants & OFS/Bonding 9,629,599 June Capital Improvement Projects - Enterprise Funds - Retained Earnings/Grants & OFS/Bonding 4,005,000 June Total Operating Budget, Capital and Debt Service 200,244,858 Other Votes By Council - Major & Non-Major Funds WHAT IS VOTED BY CITY COUNCIL - BUDGET vs RECAP- FY 2023 Breakdown of Tax Recapitulation Report FY 2023 BUDGET - MAJOR FUNDS Other RECAP Items Voted at Tax Rate Setting - December ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Tax Rate Recapitulation (RECAP) Sheet RECAP Budgeted Change % change FY2022 FY2023 FY22-23 FY22-23 REVENUES PROPERTY TAXES PRIOR FISCAL YEAR LEVY LIMIT 111,930,861 116,782,246 4,851,385 4.33% 2 1/2% Increase 2,798,272 2,919,556 121,285 4.33% Current New Growth (Footprint shift from Local Receipts) Current New Growth (Value increases from new building) 2,053,113 1,000,000 (1,053,113) -51.29% LEVY LIMIT Subtotal (from DOR levy limit sheet) 116,782,246 120,701,802 3,919,556 3.36% TAX LEVY Real & Personal Actual RECAP - Estimates on Current FY 110,173,970 114,458,526 4,284,556 3.89% Excess Levy Capacity 6,608,275 6,243,275 (365,000) -5.52% LOCAL RECEIPTS Motor Vehicle 4,500,000 4,545,000 45,000 1.00% Hotel Motel Tax 550,000 1,000,000 450,000 81.82% Meals Tax (Local Options) 850,000 900,000 50,000 5.88% Boat Excise Tax 30,000 30,000 - 0.00% Cannabis Excise 950,000 978,500 28,500 3.00% Interest On Taxes 550,000 550,000 - 0.00% Urb Rev CH121A 500,000 500,000 - 0.00% In Lieu Of Taxes 700,000 785,000 85,000 12.14% Marijuana Dispensary 1,000,000 870,000 (130,000) -13.00% Charges For Services 2,370,168 2,370,168 - 0.00% Parking Fees 2,500,000 2,562,500 62,500 2.50% Licenses And Permits 300,000 300,000 - 0.00% Fines And Forfeits 800,000 800,000 - 0.00% Investment Income 150,000 90,000 (60,000) -40.00% Medicaid 450,000 475,000 25,000 5.56% Miscellaneous Recurring Income 100,000 100,000 - 0.00% Miscellaneous Non-Recurring Income 0 0 - - Local Receipt Revenue Subtotal (pg. 2 recap lllb. 1) 16,300,168 16,856,168 556,000 3.41% ENTERPRISE FUNDS REVENUE Sewer 10,547,323 10,723,742 176,419 1.67% Water 5,729,664 5,854,891 125,227 2.19% Trash 899,925 959,079 59,154 6.57% Peg Access Cable 691,250 691,250 - 0.00% Enterprise Funds Revenue Subtotal (pg. 2 recap lllb. 3) 17,868,162 18,228,962 360,800 2.02% OTHER REVENUES AND FINANCING SOURCES Cherry Sheet Revenue (Pg. 2 Recap Llla. 1) 35,244,772 35,870,164 625,392 1.77% Massachusetts Sba Payments (Pg. 2 Recap Llla. 2) 0 - 0.00% Free Cash Used For: Level The Tax Rate (Pg. 2 Recap Llld. 1B.) 1,000,000 1,000,000 - 0.00% Overlay Surplus Ofs-To Reduce Tax Rate (Pg. 2 Recap Llld. 4) R/Res - Witch House 406,195 426,754 20,559 5.06% R/Res - Golf Course 725,000 760,000 35,000 4.83% R/Res - Harbormaster 230,000 230,000 - 0.00% R/Res - Charter Street Cemetery 0 75,000 75,000 R/Res - Forest River Pool 0 225,000 225,000 Estimated State + Other Revenue Subtotal 37,605,967 38,586,918 980,951 2.61% TOTAL REVENUES 181,948,267 188,130,574 6,182,307 3.40% ---PAGE BREAK--- Budget Overview All Funds Tax Rate Recapitulation (RECAP) Sheet FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 43 RECAP Budgeted Change % change FY2022 FY2023 FY22-23 FY22-23 EXPENDITURES General Government 9,173,725 9,760,620 586,895 6.40% Public Safety 23,072,889 23,733,518 660,629 2.86% Public Works And Facilities 4,097,953 4,321,670 223,717 5.46% Human Services 1,800,728 1,854,468 53,740 2.98% Cultural And Recreational 3,382,603 3,703,792 321,189 9.50% Debt Service - General Fund Including Schools 7,408,350 8,301,659 893,309 12.06% Assessment-Essex Ns Agricultural & Vocational Tech 2,602,989 2,599,910 (3,079) -0.12% Assessment-Cherry Sheet 9,430,263 9,749,456 319,193 3.38% Employee Benefits: Salem Retirement Board Assessment 13,676,803 14,429,326 752,523 5.50% Non-Contributory Pensions 10,315 10,625 310 3.01% Worker's Compensation 528,270 539,730 11,460 2.17% Unemployment Compensation 300,000 250,000 (50,000) -16.67% Group Insurance - City, School & Retired Teachers 16,022,048 16,482,273 460,225 2.87% Medicare 1,278,187 1,304,315 26,128 2.04% P&C Insurance - City Only (School In Edu. Bdgt.) 373,500 373,500 - 0.00% Budget Transfers Out: Retirement Anticipation Fund 8311 (City And School) 600,000 600,000 - 0.00% Bentley Elementary School* 0 0 - 0.00% Salem 2026 Fund 50,000 50,000 - 0.00% City Expenditure Subtotal 93,808,623 98,064,862 4,256,239 4.54% Education - Public Schools 66,597,919 68,747,963 2,150,044 3.23% Education Subtotal 66,597,919 68,747,963 2,150,044 3.23% GENERAL FUND SUBTOTAL 160,406,542 166,812,825 6,406,283 3.99% Sewer Enterprise Fund Budget (Net- Indirect Costs) 8,329,470 8,348,323 18,853 0.23% Water Enterprise Fund Budget (Net-Indirect Costs) 6,478,342 6,736,263 257,921 3.98% Trash - Enterprise Fund Budget 3,962,443 4,021,598 59,155 1.49% Peg Access Cable 691,250 691,250 - 0.00% ENTERPRISE SUBTOTAL 19,461,505 19,797,434 335,929 1.73% SUBTOTAL - GENERAL FUND + ENTERPRISE FUND 179,868,047 186,610,259 6,742,212 3.75% ADD - OTHER EXPENDITURES: OTHER - Cherry Sheet Offset (pg. 2 llb5 of recap) 376,580 570,315 193,735 51.45% Snow and Ice Deficit (pg. 2 llb9 of recap) 771,892 0 (771,892) -100.00% Overlay (Allowance For Abatements) 911,581 950,000 38,419 4.21% SUBTOTAL - OTHER EXPENDITURES 2,060,052 1,520,315 (539,737) -26.20% TOTAL EXPENDITURES 181,928,099 188,130,574 6,202,475 3.41% Revenue vs Expenditures (Negative represents revenue deficit) 20,168 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Est. Total Estimated Receipts and other revenue from RECAP 66,267,289 63,823,509 68,788,229 69,263,807 75,296,544 74,431,631 70,424,621 66,031,160 71,774,297 73,822,439 Tax Levy 76,981,209 79,058,306 81,200,463 85,600,551 89,868,125 95,083,826 103,616,867 107,301,006 110,173,970 114,488,526 . . . . . Total Amt Raised on RECAP 143,248,498 142,881,816 149,988,692 154,864,358 165,164,669 169,515,457 174,041,488 173,332,166 181,948,267 188,310,965 Prior FY Levy Limit 77,955,293 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 Amended Growth 3,204 2.5% allowable Increase 1,948,882 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 New Growth 683,557 667,984 1,196,035 1,851,206 2,494,362 1,500,919 5,902,454 1,649,602 2,053,113 1,000,000 FY Levy Limit 80,587,732 83,270,410 86,548,205 90,563,116 95,321,556 99,208,798 107,591,472 111,930,861 116,782,246 120,701,802 RE & PP Total Value 3,962,936,296 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 7,118,656,790 Levy Ceiling (2.5% Total Value) 99,073,407 105,216,896 113,351,991 117,756,407 126,689,577 136,761,707 153,129,622 165,220,960 177,966,420 177,966,420 Equalized Value (EQV) as of 1/1 4,256,808,900 4,256,808,900 4,232,985,800 4,232,985,800 5,405,036,100 5,405,036,100 5,405,036,100 5,405,036,100 5,405,036,100 5,405,036,100 TAX RATE RECAPITULATION (RECAP) SUMMARY BY FISCAL YEAR - 20,000,000.00 40,000,000.00 60,000,000.00 80,000,000.00 100,000,000.00 120,000,000.00 140,000,000.00 160,000,000.00 180,000,000.00 200,000,000.00 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Amount Raised On RECAP ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 restric- tions, 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, intergovern- mental 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 Common- wealth. 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 munici- pality. 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 munici- pality’s annual EQV is the summon f estimated fair market value for each prop- erty 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Revenue Summary CITY OF SALEM REVENUE SUMMARY - GENERAL & ENTERPRISE FUNDS Actual Actual Actual Actual RECAP Budgeted Increase % Increase $ FY 2018 FY 2019 FY2020 FY2021 FY2022 FY2023 FY23 vs. FY22` FY23 vs. FY22 GENERAL FUND REAL AND PERSONAL Tax Levy 89,441,832 95,083,826 103,616,867 107,207,389 110,173,970 114,458,526 3.9% 4,284,556 MOTOR VEHICLE 4,423,714 4,100,000 4,379,374 4,638,752 4,500,000 4,545,000 1.0% 45,000 HOTEL EXCISE 755,910 640,000 978,595 553,706 550,000 1,000,000 81.8% 450,000 MEALS TAXES 1,089,955 1,000,000 1,074,851 889,035 850,000 900,000 5.9% 50,000 VESSEL EXCISE 32,323 30,000 573,595 31,049 30,000 30,000 0.0% 0 CANNIBIS EXCISE 742,899 1,084,324 950,000 978,500 3.0% 28,500 INTEREST ON TAXES 491,762 440,000 527,615 712,224 550,000 550,000 0.0% 0 IN LIEU OF TAXES & CH 121A 1,457,409 1,200,000 1,294,385 1,412,210 1,200,000 1,285,000 7.1% 85,000 MEDICAL MARIJUANA 288,826 190,000 1,288,454 1,437,950 1,000,000 870,000 -13.0% (130,000) CHARGES FOR SERVICES 2,203,611 2,350,000 2,405,034 3,026,130 2,370,168 2,370,168 0.0% 0 PARKING FEES 2,637,742 3,100,000 2,913,363 2,664,368 2,500,000 2,562,500 2.5% 62,500 LICENSES AND PERMITS 533,820 500,000 500,935 364,074 300,000 300,000 0.0% 0 FINES AND FORFEITS 1,004,571 800,000 1,092,649 1,043,048 800,000 800,000 0.0% 0 INVESTMENT INCOME 246,422 200,000 491,574 161,258 150,000 90,000 -40.0% (60,000) MISCELLANEOUS INCOME 343,221 100,000 568,944 819,712 100,000 100,000 0.0% 0 MEDICAID INCOME 1,075,129 800,000 0 - 450,000 475,000 5.6% 25,000 MEDICAID PART D REIMBURSEMENT 0 0 0 594,700 - - 0 NON RECURRING (Hold Harmless Money) 4,004,856 3,750,000 730,139 95 0 0 0 TOTAL LOCAL RECEIPTS 20,589,271 19,200,000 19,562,406 19,432,634 16,300,168 16,856,168 3.4% 556,000 NET MA CHERRY SHEET ASST. 29,798,847 30,468,308 34,506,150 34,372,256 35,244,772 35,870,164 1.8% 625,392 MSBA REIMBURSEMENTS 732,824 732,824 732,824 0 0 0 #DIV/0! 0 R/RES REDUCE TAX RATE 1,295,034 1,337,058 1,238,516 975,000 2,361,195 2,743,442 16.2% 382,247 OFS/TRANSFERS IN 941,452 1,900,000 - 1,528,701 - - #DIV/0! 0 Indirect Costs 1,304,900 1,345,221 1,431,996 1,494,176 1,469,176 1,494,047 1.7% 24,871 TOTAL OTHER RECEIPTS 34,073,057 35,783,411 37,909,486 38,370,133 39,075,143 40,107,653 2.6% 1,032,510 GENERAL FUND TOTAL 144,104,160 150,067,237 161,088,759 165,010,156 165,549,281 171,422,347 3.5% 5,873,066 ENTERPRISE FUND SEWER RATES 8,599,462 9,698,976 9,902,960 10,182,959 10,547,323 10,723,742 1.7% 176,419 Other 63,355 - OFS/Retained Earnings - TOTAL SEWER 8,662,817 9,698,976 9,902,960 10,182,959 10,547,323 10,723,742 1.7% 176,419 WATER RATES 4,741,210 5,251,131 5,481,367 5,695,306 5,729,664 5,854,891 2.2% 125,227 Other - - - - - #DIV/0! 0 WATER TRANS/OFS 2,133,713 - - 100,000 1,523,153 1,669,401 9.6% 146,248 TOTAL WATER 6,874,923 5,251,131 5,481,367 5,795,306 7,252,817 7,524,292 3.7% 271,475 TRASH FEES 856,879 869,713 903,408 899,925 899,925 953,144 5.9% 53,219 OFS/Retained Earnings 2,071,694 2,359,895 2,730,164 2,836,362 3,062,518 3,062,519 0.0% 1 TOTAL TRASH 2,928,573 3,229,608 3,633,572 3,736,287 3,962,443 4,015,663 1.3% 53,220 ENTERPRISE FUND TOTAL 18,466,313 18,179,715 19,017,899 19,714,552 21,762,583 22,263,697 2.3% 501,114 GRAND TOTAL 162,570,473 168,246,952 180,106,658 184,724,708 187,311,864 193,686,044 3.4% 6,374,180 ---PAGE BREAK--- Budget Overview All Funds Revenue Summary FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 47 FY2023 Estimated Revenues - All Funds FY2023 Estimated Revenues - General Fund Taxes 60.57% Local Receipts 8.92% State Aid 18.98% Receipts Reserved Transfers 1.45% Indirect from W/S 0.79% Sewer Rates 5.68% Water Rates 3.10% Other 0.50% Taxes 66.77% Motor Vehicle Excise 2.65% PILOT (Payment in Lieu of Taxes) 0.75% Charges for Services 1.38% Parking Fees 1.49% State Aid 20.93% R/Res Transfers 1.60% Indirect Costs from Enteprise Funds 0.87% Other 3.55% ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 48 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 FY2023 is estimated to be $120,701,802. 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 FY2023 is estimated to be $114,458,526 which is an increase of 3.89% over FY2022. 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 $100,000,000 $0 $100,000,000 $200,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $2 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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. 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 an increase in collections of 1% for FY 2023 based on prior and current fiscal year trends. Due to inflationary pres- sures, revenue collections for Motor Vehicle Excise have not been as strong in the final quarters of FY2022. Motor Vehicle Excise $100,000,000 $0 $100,000,000 $200,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $2 $2,000,000 $0 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $5 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 50 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 2023 we estimate an increase of 81.82% ($450,000) due to robust economic recovery from COVID-19, new hotel rooms, 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 5.88% increase ($50,000) in meals tax for FY2023 as restric- tions from COVID-19 have been lifted. Meals Excise Tax $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 51 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 FY2023. 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 $978,500 in collec- tions for FY23 based on recent trends. Marijuana Excise Tax $10,000 $0 $20,000 $40,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $4 $0 $1,000,000 $2,000,000 L FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 52 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 no increase in penalties and interest in FY2023. 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 typi- cally 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 FY2023 to reflect current PILOT agreements. $1,000,000 $0 $1,000,000 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 53 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 FY2023 we project no increase in the amount of new building projects and ongoing building projects over the current. This number is variable and can fluctuate up and down, based on a number of external factors. Charges for Services 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 trends during the economic recovery from COVID-19, we are projecting an increase of 2.5% in parking fee collections for FY23. Parking Fees $1,000,000 $0 $2,000,000 $4,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $4 $1,000,000 $0 $2,000,000 $4,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 54 Licenses & Permits Local Receipts License and permit revenue arises from the City’s regulation of certain activi- ties 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 bever- ages. 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 level collection for license fees for FY 2023 based on revenue trends. 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 neighbor- hoods. 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). We don’t believe In FY 2023 we anticipate level collections based on revenue trends. $1,000,000 $0 $1,000,000 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 55 Fines & Forfeits 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 FY2023 we conservatively anticipate a -40.0% decrease based on prior fiscal year revenue trends. While historically low interest rates may now be increasing, we still anticipate a decrease in interest income in FY2023. Investment Interest Income Medicaid Reimbursement Local Receipts Medicaid Reimbursements (SPED) – In accordance with laws and regula- tions 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 reimburse- ment (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 2023 we anticipate a 5.56% increase in SPED Medicaid based on revenue trends. $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 $200,000 $0 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $5 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 56 Medicaid Reimbursement 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. We anticipate a 0% increase for FY 2023 based on current revenue trends. Miscellaneous Recurring Miscellaneous Non-Recurring Local Receipts This category is used for all one-time income sources and revenues not consid- ered 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 Reim- bursement for Communities Affected by the Regional Greenhouse Gas Initia- tive (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. $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 $1,000,000 $0 $1,000,000 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 57 Miscellaneous Non-Recurring 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 assess- ments 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 reimburse- ments 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/cherry/cher- rysheetmanual.pdf 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 FY2023, the preliminary Chapter 70 amount for the City of Salem is $26,184,942 an increase of $248,340. 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 inde- pendent schools in the previous year. The reimbursement also covers 100% of $10,000,000 $0 $10,000,000 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $1 $10,000,000 $0 $20,000,000 $40,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 58 the cost of any sibling students whose tuition brings a district above it statu- tory 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 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 2023 amount, based on the Governor and House FY2023 budgets, is anticipated to be $7,786,285, an increase of $204,703. The Senate is still finalizing its budget and appropriated $7,990,987. The final amount allocated to Salem will not be determined until after the state finalizes its FY2023 budget. Unrestricted General Government Aid (UGGA) $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 $10,000,000 $0 $10,000,000 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 59 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 -31.4% ($99,796) decrease in reimbursement for FY 2023 based on prior fiscal year actual reimbursement submissions. Veterans Benefits 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 $200,000 $0 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $5 $100,000 $0 $100,000 $200,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 60 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 abate- ment 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 2023 shows a decrease of $559. Exemptions - Vets, Blind, Spouses & Elderly 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 FY2023 budget, was increased by $3,437 for FY 2023. Offsets Receipts - School Choice Receiving Tuition $100,000 $0 $100,000 $200,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $2 $100,000 $0 $200,000 $400,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 61 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) 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 reimburse- ment 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 still receives some payments under the old SBA program and also receives reimbursements for ALL eligible costs for the ongoing Collins and Saltonstall Schools under the new MSBA 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 only project the SBA is still reimbursing is the reduced amount on the Bates school. The SBA reimbursement chart is later in this section. Reimbursements stop in FY2020. $100,000 $0 $50,000 $100,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $1 $10,000,000 $0 $20,000,000 $40,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 62 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, enter- prise 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. Starting in FY 2015 the City began to steadily reduce the amount of indirect costs transferred to the General Fund in response to the recommendation of the City’s outside auditors to more accurately calculate indirect costs. In FY2018 we began to increase the indirect costs based on a new methodology of calculating indirect costs that has been approved by the auditors. Indirect Costs from Enterprise Funds Other Financial Sources Receipts Reserved for Appropriation – They City of Salem has three Receipts’ Reserved for Appropriation Funds for Harbormaster, Golf Course, and Witch House. The revenue earned from these activities is credited to each of these special revenue funds. At the request of the Mayor, that money is appro- priated by the City Council to the General Fund to cover both direct and indi- rect 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 an increase of $382,247 over FY2022 due to increases in associated departmental budgets as well as new Receipts Reserved accounts for the Forest River Pool and Charter Street Cemetery. These increases 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 main- tenance of the Salem Common. This money is transferred to the General Fund by appropriation from the City Council as needed. $1,000,000 $0 $2,000,000 $4,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $4 $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 63 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 FY2023, we anticipate using $1,000,000 to mitigate increases in taxes. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet) RECEIPTS PROGRAM FY2022 Cherry Sheet Estimate FY2023 Governor's Budget Proposal FY2023 House Budget Proposal FY2023 SWM Budget Proposal Variance compared to FY22 Variance Compared to Gov FY23 Chapter 70 25,936,602 26,060,772 26,184,942 26,184,942 248,340 124,170 School Transportation 0 0 0 0 0 0 Charter Tuition Reimbursement 840,943 722,058 919,958 919,958 79,015 197,900 Smart Growth School Reimbursement 0 0 0 0 0 0 School Choice Receiving Tuition 297,247 487,545 487,545 487,545 190,298 0 Sub-Total, All Education Items: 27,074,792 27,270,375 27,592,445 27,592,445 517,653 322,070 Sub-Total, Net of Offsets 26,777,545 26,782,830 27,104,900 27,104,900 327,355 322,070 Unrestricted Gen Gov't Aid 7,581,582 7,786,285 7,786,285 7,990,987 409,405 204,702 Local Share of Racing Taxes 0 0 0 0 0 Regional Public Libraries 0 0 0 0 0 Veterans Benefits 317,771 217,975 217,975 217,975 -99,796 0 Exemp: VBS and Elderly 112,397 111,838 111,838 111,838 -559 0 State Owned Land 78,897 78,851 78,851 101,272 22,375 22,421 Public Libraries 79,333 76,578 82,770 95,156 15,823 18,578 Sub-Total, All General Government: 8,169,980 8,271,527 8,277,719 8,517,228 347,248 245,701 Total Estimated Receipts: 35,244,772 35,541,902 35,870,164 36,109,673 864,901 328,262 Total Estimated Receipts Net Of Offsets:* 34,868,192 34,977,779 35,299,849 35,526,972 658,780 309,684 *amount available for General Fund budget ASSESSMENTS PROGRAM FY2022 Cherry Sheet Estimate FY2023 Governor's Budget Proposal FY2023 HWM Budget Proposal FY2023 SWM Budget Proposal Variance compared to FY22 Variance Compared to Gov FY23 Retired Employees Health Insurance 0 0 0 0 0 0 Retired Teachers Health Insurance 0 0 0 0 0 0 Mosquito Control Projects 52,670 54,252 54,265 54,265 1,595 13 Air Pollution Districts 13,547 13,956 13,956 13,956 409 0 Metropolitan Area Planning Council 23,814 24,843 24,843 24,843 1,029 0 Old Colony Planning Council 0 0 0 0 0 0 RMV Non-Renewal Surcharge 132,400 118,480 118,480 118,480 -13,920 0 Sub-Total, State Assessments: 222,431 211,531 211,544 211,544 -10,887 13 MBTA 978,993 1,027,143 1,027,143 1,027,143 48,150 0 Boston Metro. Transit District 0 0 0 0 0 0 Regional Transit 0 0 0 0 0 0 Sub-Total, Transp Authorities: 978,993 1,027,143 1,027,143 1,027,143 48,150 0 Multi-Year Repayment Program 0 0 0 0 0 0 Special Education 33,032 7,716 7,865 7,865 -25,167 149 STRAP Repayments 0 Sub-Total, Annual Charges: 33,032 7,716 7,865 7,865 -25,167 149 School Choice Sending Tuition 572,922 596,626 596,626 596,626 23,704 0 Charter School Sending Tuition 7,622,885 7,871,338 7,906,278 7,906,278 283,393 34,940 Sub-Total, Tution Assessments: 8,195,807 8,467,964 8,502,904 8,502,904 307,097 34,940 Total All Estimated Charges: 9,430,263 9,714,354 9,749,456 9,749,456 319,193 35,102 Net Receipts v. Charges: 25,437,929 25,263,425 25,550,393 25,550,393 339,587 274,582 FY2023 Preliminary Cherry Sheet Estimates State Assessments and Charges: Transportation Authorities: Annual Charges Against Receipts: Tution Assessments: Education Receipts: Offset Receipts: General Government: Offset Receipts: ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 FY 2023 Operating Budget Summary & Graphs ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage GENERAL FUND GENERAL GOVERNMENT 7,752,464 9,173,725 10,143,234 9,760,620 9,760,620 586,895 6.40% PUBLIC SAFETY 22,042,166 23,072,889 23,796,206 23,760,206 23,733,518 687,317 2.98% PUBLIC WORKS & FACILITIES 3,747,358 4,097,953 4,825,772 4,321,670 4,321,670 223,717 5.46% HUMAN SERVICES 1,640,930 1,800,728 1,895,161 1,854,468 1,854,468 53,740 2.98% CULTURAL & RECREATIONAL 3,024,885 3,382,603 3,753,075 3,703,792 3,703,792 321,189 9.50% DEBT SERVICE 7,627,024 7,408,350 8,301,659 8,301,659 8,301,659 893,309 12.06% ASSESSMENTS 11,686,755 12,033,252 12,349,366 12,349,366 12,349,366 316,114 2.63% EMPLOYEE BENEFITS 30,268,867 31,815,623 33,116,269 33,016,269 33,016,269 1,200,646 3.77% MUNICIPAL INSURANCE 338,556 373,500 388,500 373,500 373,500 - 0.00% TRANSFERS OUT OF GENERAL FUND 3,848,570 650,000 650,000 650,000 650,000 - 0.00% CITY TOTAL 91,977,575 93,808,623 99,219,241 98,091,550 98,064,862 4,282,927 4.57% EDUCATION-PUBLIC SCHOOLS 63,449,649 66,597,919 68,747,963 68,747,963 68,747,963 2,150,044 3.23% EDUCATION TOTAL 63,449,649 66,597,919 68,747,963 68,747,963 68,747,963 2,150,044 3.23% GENERAL FUND TOTAL 155,427,224 160,406,542 167,967,204 166,839,513 166,812,825 6,432,971 4.01% ENTERPRISE FUNDS SEWER (net indirect costs) 8,064,900 8,329,470 8,348,323 8,348,323 8,348,323 18,853 0.23% WATER (net indirect costs) 6,449,188 6,478,342 6,736,263 6,736,263 6,736,263 257,921 3.98% TRASH 3,229,608 3,962,443 4,015,663 4,015,663 4,015,663 53,220 1.34% PEG ACCESS CABLE 691,250 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 18,434,946 19,461,505 19,791,499 19,791,499 19,791,499 329,994 1.70% GRAND TOTAL ALL FUNDS 173,862,170 179,868,047 187,758,703 186,631,012 186,604,324 6,762,965 3.76% Inc/Decr FY22 vs. FY23 Budget ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 66 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget GENERAL GOVERNMENT: CITY COUNCIL Legislative 203,907 246,970 236,050 232,050 232,050 (14,920) -6.04% MAYOR Executive 567,051 610,837 658,877 643,677 643,677 32,840 5.38% FINANCE/AUDITING Accounting 393,889 408,390 429,472 427,978 427,978 19,588 4.80% PURCHASING Purchasing 177,736 201,399 201,610 201,610 201,610 211 0.10% Fixed Costs 73,076 82,588 39,181 39,181 39,181 (43,407) -52.56% ASSESSORS Board of Assessors 371,434 368,692 411,785 408,467 408,467 39,774 10.79% TREASURER Treasury Services 451,771 446,892 451,745 450,944 450,944 4,051 0.91% COLLECTOR Tax Collections 245,935 257,623 262,091 262,091 262,091 4,468 1.73% SOLICITOR Legal Services/Licensing 382,522 513,274 557,154 546,640 546,640 33,366 6.50% HUMAN RESOURCES Personnel 262,373 543,245 574,793 570,694 570,694 27,449 5.05% - - - Information Technology IT 749,710 801,741 940,007 876,507 876,507 74,766 9.33% Fixed Costs 768,558 834,565 978,900 869,400 869,400 34,835 4.17% CITY CLERK Record Maintenance 312,544 323,961 362,598 344,504 344,504 20,543 6.34% ELECTION/REGISTRATION Voting 220,307 228,050 331,062 252,679 252,679 24,629 10.80% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 67 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget CONSERVATION Active/Passive Conservation 28,735 29,679 33,508 30,988 30,988 1,309 4.41% PLANNING BOARD Subdivision, Planning & Zoning 35,945 36,990 36,726 36,726 36,726 (264) -0.71% APPEALS, BOARD OF Zoning Appeals 900 1,200 1,200 1,200 1,200 - 0.00% PLANNING Planning & Community Development 608,944 682,116 753,005 722,856 722,856 40,740 5.97% PUBLIC PROPERTY Public Prop-Fixed Costs 685,900 695,900 706,362 706,362 706,362 10,462 1.50% PARKING DEPARTMENT General Operations 1,299,822 1,346,667 1,597,941 1,562,615 1,562,615 215,948 16.04% MARKET AND TOURIST COMM. Tourist Promotion 278,208 311,950 312,050 312,050 312,050 100 0.03% RESILIENCY AND SUSTAINABILITY Climate Change Initiatives Coordinat - 199,184 227,657 227,657 227,657 28,473 14.29% TOTAL GENERAL GOVERNMEN 8,119,266 9,171,914 10,103,774 9,726,875 9,726,875 554,961 6.05% PUBLIC SAFETY: POLICE Citizen Protection 10,705,403 11,602,528 11,831,346 11,812,346 11,812,346 209,818 1.81% FIRE Fire Suppression 9,489,864 9,555,806 9,876,774 9,873,274 9,846,586 317,468 3.32% PUBLIC PROPERTY/BLDG INSP Building/Plumbing/Gas Inspection 682,378 694,094 811,912 804,412 804,412 110,318 15.89% ELECTRICAL Electrical Inspection & Maintenance 793,127 837,680 855,067 855,067 855,067 17,387 2.08% HARBORMASTER Harbormaster 371,029 387,781 421,107 415,107 415,107 27,326 7.05% TOTAL PUBLIC SAFETY 21,913,868 23,077,889 23,796,206 23,760,206 23,733,518 682,317 2.96% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 68 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget EDUCATION : City Public Schools 63,449,649 66,597,919 68,747,963 68,747,963 68,747,963 2,150,044 3.23% TOTAL EDUCATION 57,628,889 66,597,919 68,747,963 68,747,963 68,747,963 2,150,044 3.23% PUBLIC WORKS & FACILITIES: PUBLIC SERVICES Public Services-General/Park/Open S 3,099,471 3,464,641 4,132,377 3,678,274 3,678,274 213,633 6.17% Snow and Ice 458,935 458,935 458,935 458,935 458,935 - 0.00% ENGINEERING Engineering-General Admin 188,952 174,377 234,461 184,461 184,461 10,084 5.78% TOTAL PUBLIC WORKS & FACI 4,497,293 4,097,953 4,825,772 4,321,670 4,321,670 223,717 5.46% HUMAN SERVICES: HEALTH, BOARD OF Administration & Support 553,592 679,039 711,930 686,764 686,764 7,725 1.14% COUNCIL ON AGING Administration & Support 558,500 588,620 624,495 621,062 621,062 32,442 5.51% VETERANS AGENT Administration & Support 528,838 533,069 558,735 546,642 546,642 13,573 2.55% TOTAL HUMAN SERVICES 1,602,027 1,800,728 1,895,161 1,854,468 1,854,468 53,740 2.98% CULTURAL & RECREATIONAL LIBRARY Administration & Support 1,348,068 1,459,092 1,487,634 1,482,913 1,482,913 23,821 1.63% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 69 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget RECREATION Administration & Support 569,282 650,742 840,209 820,207 820,207 169,465 26.04% Golf Course 554,190 526,235 641,644 618,084 618,084 91,849 17.45% Witch House 238,748 281,755 277,002 277,002 277,002 (4,753) -1.69% Pioneer Village 18,699 26,900 26,900 26,900 26,900 - 0.00% Winter Island 265,895 282,717 297,283 296,283 296,283 13,566 4.80% Charter Street Cemetery - 130,540 182,404 182,404 182,404 51,864 39.73% HISTORICAL COMMISSION Historic Preservation 32,581 32,924 39,459 33,744 33,744 820 2.49% TOTAL CULTURAL & RECREAT 2,893,638 3,390,905 3,792,534 3,737,537 3,737,537 346,632 10.22% DEBT SERVICE: Long Term Debt 6,442,406 6,470,521 7,744,557 7,744,557 7,744,557 1,274,036 19.69% Short Term Debt 1,184,618 937,829 684,920 557,103 557,103 (380,726) -40.60% TOTAL DEBT SERVICE 7,727,786 7,408,350 8,429,476 8,301,659 8,301,659 893,309 12.06% ASSESSMENTS: Essex NS Agricultural & Vocational S 2,367,453 2,599,910 2,599,910 2,599,910 2,599,910 - 0.00% State Assessments (Budgeted from R 9,049,302 9,427,073 9,749,456 9,749,456 9,749,456 322,383 3.42% TOTAL ASSESSMENTS 11,342,438 12,026,983 12,349,366 12,349,366 12,349,366 322,383 2.68% EMPLOYEE BENEFITS: Contributory Retirement 12,778,085 13,676,803 14,429,326 14,429,326 14,429,326 752,523 5.50% Non-contributory Pensions 10,034 10,315 10,625 10,625 10,625 310 3.01% Workmen's Compensation 491,305 528,270 539,730 539,730 539,730 11,460 2.17% Unemployment Compensation 300,000 300,000 300,000 250,000 250,000 (50,000) -16.67% Group Insurance 15,427,036 16,022,048 16,532,273 16,482,273 16,482,273 460,225 2.87% Medicare 1,262,407 1,278,187 1,304,315 1,304,315 1,304,315 26,128 2.04% TOTAL EMPLOYEE BENEFITS 30,268,867 31,815,623 33,116,269 33,016,269 33,016,269 1,200,646 3.77% MUNICIPAL INSURANCE : Municipal Insurance 292,384 373,500 388,500 373,500 373,500 - 0.00% TOTAL Municipal Insurance 338,556 373,500 388,500 373,500 373,500 - 0.00% BUDGET TRANSFERS OUT OF GF Retirement Stabilization & CIP Transfe 625,000 650,000 650,000 650,000 650,000 - 0.00% TOTAL Budget Transfers Out of 3,848,570 650,000 650,000 650,000 650,000 - 0.00% GENERAL FUND TOTAL 145,325,803 160,406,542 168,095,021 166,839,513 166,812,825 6,432,971 4.01% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 70 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget ENTERPRISE FUNDS SEWER : Sewer - Public Services 646,798 665,861 695,348 695,348 695,348 29,487 4.43% Sewer - Engineering 670,518 945,307 957,526 957,526 957,526 12,219 1.29% Long Term Debt 1,931,587 1,853,793 1,853,793 1,853,793 1,853,793 - 0.00% Short Term Debt 47,000 43,150 43,150 43,150 43,150 - 0.00% SESD Assessment 4,763,997 4,793,507 4,793,507 4,793,507 4,793,507 - 0.00% Sewer - Insurance Deduction 5,000 5,000 5,000 5,000 5,000 - 0.00% TOTAL SEWER 8,064,900 8,306,617 8,348,323 8,348,324 8,348,323 41,707 0.50% WATER : Water-Public Services 693,448 722,511 751,578 751,578 751,578 29,067 4.02% Water-Engineering 709,768 799,636 799,636 799,636 799,636 - 0.00% Long Term Debt 2,315,546 2,249,593 2,249,593 2,249,593 2,249,593 - 0.00% Short Term Debt 53,000 26,651 26,651 26,651 26,651 - 0.00% SBWS Assessment 2,674,926 2,906,306 2,906,306 2,906,306 2,906,306 - 0.00% Water - Insurance Deduction 2,500 2,500 2,500 2,500 2,500 - 0.00% TOTAL WATER 6,449,188 6,707,196 6,736,263 6,736,263 6,736,263 29,067 0.43% Solid Waste : Solid Waste - Engineering 3,876,199 3,962,443 4,015,663 4,015,663 4,015,663 53,220 1.34% TOTAL TRASH 3,229,608 3,962,443 4,015,663 4,015,663 4,015,663 53,220 1.34% PEG Access : Access Cable 691,250 691,250 691,250 691,250 691,250 - 0.00% TOTAL TRASH 3,229,608 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 20,973,304 19,667,506 19,791,500 19,791,499 19,791,500 123,993 0.63% GRAND TOTAL ALL FUNDS 162,160,297 179,868,047 187,886,521 186,631,012 186,604,325 6,762,965 3.76% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 71 ACTUAL FINAL DEPARTMENT MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2021 FY 2022 FY2023 FY 2023 FY 2023 Amount Percentage Inc/Decr FY22 vs. FY23 Budget PERSONNEL & NON-PERSONNEL SUMMARIES City Personnel 56,648,099 64,620,706 67,368,374 66,745,970 66,745,970 2,125,264 3.29% Non-Personnel 31,048,815 29,187,918 31,744,354 31,345,580 31,318,892 2,157,662 7.39% Total City 87,696,914 93,808,624 99,112,728 98,091,550 98,064,862 9,994,902 11.35% Schools Personnel 46,848,200 52,764,411 54,589,984 54,589,984 54,589,984 1,825,573 3.46% Non-Personnel 11,630,848 13,833,507 14,157,979 14,157,979 14,157,979 2,120,994 15.33% Total School 58,479,048 66,597,918 68,747,963 68,747,963 68,747,963 2,150,045 3.23% TOTAL General Fund 146,175,962 160,406,542 167,860,691 166,839,513 166,812,825 6,432,972 4.01% Sewer Personnel 592,642 657,528 1,652,874 1,652,874 1,652,874 1,060,232 178.90% Non-Personnel 6,864,594 7,437,511 6,695,449 6,695,449 6,695,449 (328,948) -2.46% 7,457,236 8,095,039 8,348,323 8,348,323 8,348,323 731,284 9.60% Water Personnel 647,642 712,528 1,551,214 1,551,214 1,551,214 903,572 139.52% Non-Personnel 5,500,008 5,643,471 5,185,049 5,185,049 5,185,049 (314,959) -5.73% 6,147,650 6,355,999 6,736,263 6,736,263 6,736,263 588,613 9.57% Solid Waste Personnel 96,013 98,884 80,583 80,563 80,563 (15,450) -16.09% Non-Personnel 3,133,595 3,605,660 4,184,600 3,941,035 3,941,035 807,440 25.77% 3,229,608 3,704,544 4,265,183 4,021,598 4,021,598 791,990 24.52% TOTAL Enterprise Fund 16,834,494 18,155,582 19,349,769 19,106,184 19,106,184 2,111,887 12.43% GRAND TOTAL All Funds 163,010,456 178,562,124 187,210,460 185,945,697 185,919,009 23,225,863 14.05% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 72 FY2023 Adopted Operating Budget - All Funds FY2023 Adopted Operating Budget - General Fund General Government 5.23% Public Safety 12.73% Public Works & Facilities 2.32% Human Services 0.99% Cultural & Recreational 1.98% Debt Service 4.45% Assessments 6.62% Employee Benefits 17.69% Education 36.84% Sewer 4.47% Water 3.61% Trash 2.15% Other 0.92% General Government 5.85% Public Safety 14.24% Public Works & Facilities 2.59% Human Services 1.11% Cultural & Recreational 2.22% Debt Service 4.98% Assessments 7.40% Employee Benefits 19.79% Education 41.21% Other 0.61% ---PAGE BREAK--- Budget Overview All Funds FY 2023 Operating Budget Summary & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 73 FY2023 Adopted Operating Budget - General Fund Personnel and Expenses City Personnel 40.01% City Non-Personnel 18.77% School Personnel 32.73% School Non-Personnel 8.49% ---PAGE BREAK--- Budget Overview All Funds Other Budgeted Items Voted by Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 74 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 FY2023 the budget in the general fund to be transferred to the Retire- ment Stabilization Trust Fund is $600,000. We may also transfer free cash at the end of FY2022 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 $50,000.00 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. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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, department 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--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 The director of accounts may issue guidelines further regulating revolving funds established under this section. Revolving Funds FY2023 FY 2023 Revolving Funds Dept. Fund Name Fund # Programs & Purposes Type of Receipts Credited Authorization for Spending FY 2023 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 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 55,000.00 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 125,000.00 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 6,000.00 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 30,000.00 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 50,000.00 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 Utility Energy Credit Fund 2377 To be used for City projects or programs that reduce utility costs, use, and/or emissions. This may include personnel costs associated with participation in the programs that generate the credits. Credits or payments received for City projects or programs that specifically result in reduction in utility costs, use, or emissions. Director of Planning and Mayor 250,000.00 Planning & Community Development 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 Planning and Mayor 50,000.00 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 Insp Services Abandoned Prop Maint 2371 To maintain abandoned and foreclosing residential and commercial properties Registration fees ($300.00) for vacant and/or foreclosing residential properties. Inspectional Services Director and Mayor 85,000.00 Public Services Tree Replacement 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 Totals 1,518,000.00 ---PAGE BREAK--- Budget Overview-School ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Salem Public Schools - Fiscal Year 2023 Budget SCHOOL COMMITTEE MAYOR KIMBERLEY DRISCOLL, CHAIRPERSON MANNY CRUZ, VICE CHAIRPERSON JAMES M. FLEMING MARY MANNING AMANDA CAMPBELL DR. KRISTIN PANGALLO BETH ANNE CORNELL SCHOOL COMMITTEE MAYOR KIMBERLEY DRISCOLL, CHAIRPERSON MANNY CRUZ, VICE CHAIRPERSON JAMES M. FLEMING Salem Public Schools FISCAL YEAR 2023 RECOMMENDED BUDGET ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 79 Salem Public Schools FY’2023 Recommended Budget 2 Salem Public Schools 29 Highland Avenue Salem, Massachusetts www.salemk12.org Superintendent Stephen K. Zrike, Ed.D. District Executive Team M. Kate Carbone, Deputy Superintendent Mary C. DeLai, Assistant Superintendent, Finance & Operations Linda Farinelli, Executive Director of Special Education Adam Colantuoni, Executive Director of Student Services & Family Supports Marc Leblanc, Executive Director of Instructional Technology Liz Polay-Wettengel, Chief of Public Relations Chelsea Banks, Chief of Opportunity and Response District Administrators Ellen Wingard, Director of Student and Family Supports Amy Richardson, Director of Curriculum, Instruction, and Assessment Dr. Kimberly Talbot, Director of Teacher and Leader Development Andre Fonseca, Director of Multilingual Learner Education Charlene Moske-Weber, Director of Nursing and Health Services Maureen Branconnier, Director of Out of District Placements David Turcotte, Interim Human Resources Manager Zissis Alepakis, Interim Director of Buildings and Grounds Irvelt Perrin, Director of Food and Nutrition Services School Administrators Leanne Smith, Early Childhood Center Gavin Softic, Bates Elementary School Elizabeth Rogers, Bentley Academy Innovation School Bethann Jellison, Carlton Innovation School Scarlett Grandt, Horace Mann Laboratory School (Interim) Susan Carmona, Heights Elementary School Michael Lister, Saltonstall K-8 School Matthew Condon, Collins Middle School Glenn Burns, Salem High School Brian Edmunds, Salem Prep High School Jennifer Winsor, New Liberty Innovation School ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 80 Salem Public Schools FY’2023 Recommended Budget 3 Table of Contents Superintendent’s Budget Message 9 FY2023 Recommended Budget Overview 11 Budget Process and Highlights 11 Budget Guidelines 12 Budget Drivers 13 District Enrollment 13 Class Size 14 Student Demographics 15 Educator Demographics 16 Local, State and Federal Revenue 17 FY2023 Recommended Budget Detail 21 FY2023 Budget Summary 21 School and Districtwide Allocation 21 Personnel and Non-Personnel Allocation 23 FY2023 Proposed Budget Summary by Cost Center 26 FY2023 Recommended Budget Detail by Cost Center 28 Districtwide Support Budgets - Summary 28 District Administration Cost Center 30 Priorities and Opportunities 31 Regular Day Cost Center 35 Curriculum, Instruction, and Assessment 35 Teacher & Leader 36 Out of School Time 38 Preschool Program Expansion 39 Special Education (Districtwide) Cost Center 42 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 81 Salem Public Schools FY’2023 Recommended Budget 4 Budget 44 Multilingual Learner Education Cost Center 50 Budget 50 Student Services and Family Supports Cost Center 52 Challenges and Opportunities 52 Budget 52 Health Services Department 54 Budget 55 Instructional Technology Cost Center 57 Challenges and Opportunities 57 Budget 57 Operations and Maintenance Cost Center 60 Buildings and Grounds Maintenance Department 60 Challenges and Opportunities 60 Budget 61 Transportation and Traffic Control 63 Salem Early Childhood Education Center 66 Budget 67 Bates Elementary School 70 Challenges and Opportunities 70 Budget 71 Bentley Academy Innovation School 75 Challenges and Opportunities 76 Budget 76 Carlton Innovation School 80 Challenges and Opportunities 80 Horace Mann Lab School 84 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 82 Salem Public Schools FY’2023 Recommended Budget 5 Challenges and Opportunities 85 Budget 85 Heights Elementary School 89 Challenges and Opportunities 89 Budget 90 Saltonstall K-8 School 94 Celebrations, Challenges, and Opportunities 94 Budget 95 Collins Middle School 99 Challenges and Opportunities 99 Budget 100 Salem High School 105 Challenges and Opportunities 106 Budget 106 Athletics and Student Activities 111 New Liberty Innovation School 113 Successes and Areas of Growth 114 Budget 114 Salem Prep Therapeutic Public Day High School 117 Challenges and Opportunities 118 Budget 118 Concluding Section 121 Appendix A: FY2023 Requested Budget Items 122 Appendix B: Summary of Federal, State, and Local Grants 125 Appendix C: Revolving Funds 132 Appendix D: School Nutrition and Food Services Budget 133 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 83 Salem Public Schools FY’2023 Recommended Budget 6 Table of Figures Figure 1. SPS Budget Process and Timeline 11 Figure 2. Salem Public Schools Historical October 1 Enrollment, by Grade Span 13 Figure 3. FY2023 Projected Elementary Enrollment and Class Size 14 Figure 4. FY2023 Projected Secondary Enrollment 15 Figure 5. 2021-22 Demographic Profile of SPS Students 16 Figure 6. Step and Column Distribution of Salem Teachers 17 Figure 7. School Department Revenue Sources, FY2020 18 Figure 8. Salem Public Schools Federal COVID-19 Grant Supports 19 Figure 9. Summary of Grant Funded Positions, by Grant 20 Figure 10. FY2023 Budget Summary 21 Figure 11. Allocation of District Resources, FY2023 Recommended Budget 22 Figure 12. Allocation of Districtwide Supports Budget 23 Figure 13. Allocation of Personnel Resources by Category 24 Figure 14. Allocation of FY2023 Non-Personnel Resources by Major Expense Category 25 Figure 15. FY2023 Recommended Budget by Cost Center 26 Figure 16. Historical, Current, and Projected School Budgets and Budget Increases 27 Figure 17. FY2023 Recommended Budget, Districtwide Supports compared to School-based Budgets 28 Figure 18. FY2023 Recommended Budget: Districtwide Supports by Cost Center – Summary 29 Figure 19: FY2023 Recommended Budget: Districtwide Supports by Cost Center, Personnel and Expense 29 Figure 20. Districtwide Supports Staffing by Cost Center, FY2023 compared to FY2022 30 Figure 21. Districtwide Supports Budget - Non-Personnel Detail Error! Bookmark not defined. Figure 22. Districtwide Supports, Grant Funded Positions 30 Figure 23. District Administration FY2023 Budget Priorities 31 Figure 24. FY2023 Recommended Budget, District Administration Summary 32 Figure 25. FY2023 Recommended Budget, District Administration, Personnel & Expense 33 Figure 26. District Administration Staffing 34 Figure 27. Grant Funded Positions, District Administration 34 Figure 28. Preschool Program Capacity and Enrollment in Salem 39 Figure 29. FY2023 Recommended Budget, FY2023 Regular Day (Districtwide) 40 Figure 30. FY2023 Regular Day (Districtwide) Staffing 41 Figure 31. Grant Funded Positions, Regular Day (Districtwide) 41 Figure 32. Special Education Students, by Disability Category 43 Figure 33. Special Education Students by School and Placement 43 Figure 343. Trends in Special Education Referrals 44 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 84 Salem Public Schools FY’2023 Recommended Budget 7 Figure 35. Historical Special Education Tuition Expense - All Funding Sources 46 Figure 36. FY2023 Recommended Budget, Special Education Cost Center 48 Figure 37. Special Education (Districtwide) Cost Center Staffing 49 Figure 38. Grant Funded Positions, Special Education (Districtwide) Cost Center 49 Figure 39. FY2023 Recommended Budget, MLE Cost Center 51 Figure 40. Multilingual Learner Education (Districtwide) Staffing 51 Figure 41. FY2023 Recommended Budget, Student & Family Supports Cost Center 53 Figure 42. Student and Family Supports Staffing 54 Figure 43. Student and Family Supports, Grant funded positions 54 Figure 44. FY2023 Recommended Budget, Health Services 56 Figure 45. Health Services (Districtwide) Staffing 56 Figure 46. Health Services (Districtwide) Grant Funded Positions 56 Figure 47. FY2023 Recommended Budget, Instructional Technology Cost Center 58 Figure 48. Instructional Technology Cost Center Staffing 59 Figure 49. FY2023 Recommended Budget, Buildings and Grounds Maintenance Department 62 Figure 50. Buildings and Grounds Maintenance Staffing 63 Figure 51. Buildings and Grounds Maintenance, Grant Funded Positions 63 Figure 52. FY2023 Recommended Budget, Transportation and Traffic Control Department 64 Figure 53. Transportation and Traffic Control Department Staffing 65 Figure 54. FY2022 Early Childhood Education Center Budget Summary 68 Figure 55. Early Childhood Center Staffing 69 Figure 56. Early Childhood Center Grant Funded Positions 69 Figure 57. FY2022 Bates Elementary School Budget Summary 72 Figure 58. FY2022 Bates Elementary Staffing Detail 73 Figure 59. Bates Elementary School Grant Funded Positions 74 Figure 60. FY2022 Bentley Academy Innovation School Budget Summary 77 Figure 61. FY2022 Bentley Academy Innovation School Staffing Detail 78 Figure 62. Bentley Academy Innovation School Grant Funded Positions 79 Figure 63. FY2022 Carlton Elementary School Budget Summary 81 Figure 64. FY2022 Carlton Innovation School Staffing Detail 82 Figure 65. Carlton Innovation School Grant Funded Positions 83 Figure 66. FY2022 Horace Mann Lab School Budget Summary 86 Figure 67. FY2022 Horace Mann Lab School Staffing Detail 87 Figure 68. Horace Mann Lab School Grant Funded Positions 88 Figure 69. Winter 2022 STAR Assessment Data: Students AT or ABOVE Benchmark Levels 90 Figure 70. FY2022 Heights Elementary School Budget Summary 91 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 85 Salem Public Schools FY’2023 Recommended Budget 8 Figure 71. FY2022 Heights Elementary School Staffing Detail 92 Figure 72. Heights Elementary School Grant Funded Positions 93 Figure 73. FY2022 Saltonstall K-8 School Budget Summary 96 Figure 74. FY2022 Saltonstall K-8 School Budget Staffing Detail 97 Figure 75. Saltonstall K-8 School Grant Funded Positions 98 Figure 76. FY2022 Collins Middle School Budget Summary 101 Figure 77. FY2022 Collins Middle School Budget Staffing Detail 102 Figure 78. Collins Middle School Grant Funded Positions 104 Figure 79. FY2022 Salem High School Budget Summary 107 Figure 80. FY2022 Salem High School Budget Staffing Detail 108 Figure 81. Salem High School Grant Funded Positions 110 Figure 82. FY2023 Athletics Department Budget Summary 111 Figure 83. Athletics and Student Activities Staffing 112 Figure 84. FY2022 New Liberty Innovation School Budget Summary 115 Figure 85. FY2022 New Liberty Innovation School Staffing Detail 116 Figure 86. New Liberty Innovation School Grant Funded Positions 116 Figure 87. FY2022 Salem Prep High School Budget Summary 119 Figure 88. FY2022 Salem Prep High School Staffing Detail 120 Figure 89. Salem Prep High School Grant Funded Positions 120 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 86 Salem Public Schools FY’2023 Recommended Budget 9 Superintendent’s Budget Message A Message from Superintendent Dr. Stephen Zrike: I am pleased to share the Salem Public Schools (SPS) recommended budget for the 2023 fiscal year. The recommended budget of $68,747,963 represents an increase of 3.2%% from FY2022. This budget was designed with our district vision, values, and priorities at the forefront so that we can deliver on our promise 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. We are anchored and guided by our district’s newly adopted core values: • Belonging: We believe all members of our community are valued and that our relationships are built on empathy and respect. • Equity: We believe in promoting social justice to ensure an inclusive school community where all members are empowered and engaged. • Opportunity: 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. Coupled with these values are the priorities, initiatives and measurable outcomes that have emerged from our strategic plan. As part of our current 2-year strategic plan, we have established four priority areas- support and grow the best adults for our students, strengthen the pre-K to post-secondary experience, effectively meet the social/emotional needs of all students and create a vision for engaging their families and design and implement efficient and equitable systems. Each of these priorities are accompanied by a series of initiatives that will drive our work on behalf of students and families in Salem. This will allow us to be more focused and targeted in our efforts to realize game changing results for Salem’s children during this critical moment in public education. Our priorities and initiatives are as follows: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 87 Salem Public Schools FY’2023 Recommended Budget 10 We have made critical decisions and allocated our finite resources in accordance with these values, priorities and initiatives. More specifically, during our three budget forums, we have solicited input on the best way to continue to direct resources in alignment with our strategic plan. This feedback proved invaluable as we developed our operating budget proposal and in planning how to best utilize our local and federal grant funding. We worked aggressively to invest in programs, materials and positions that are responsive to the voices of our constituents and serve to positively impact the SPS student learning experience. To fund these essential priorities and maintain other critical services, the Salem Public Schools are relying on a slight increase in the Commonwealth’s funding, the continued and generous support from the city of Salem and one-time revenue in the form of federal and state grants. While this one-time COVID relief resources allows us to make strategic investments in Fiscal Year 2023, we must continue to be thoughtful and judicious as it will be challenging to sustain these funding levels in future years. Given this context, we are already working to shift mission critical staff and programs to the operating budget and discussing how to avoid a fiscal cliff. In submitting this strategic budget, I want to extend my gratitude to our Assistant Superintendent for Finance and Employment Engagement, Ms. Mary DeLai, the SPS Finance Sub-committee, the SPS executive team, department heads, school-based administrators, SPS staff and stakeholders who offered feedback throughout our extensive budget engagement process. We appreciate the continued support of our students, families, educators, School Committee members, Mayor Driscoll, elected officials, and Salem taxpayers to provide the young people of Salem with the educational experience they deserve. Sincerely, Stephen Zrike ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 88 Salem Public Schools FY’2023 Recommended Budget 11 FY2023 Recommended Budget Overview Budget Process and Highlights The development of the FY2023 school department budget begins in the fall with the creation of a budget calendar and timeline. In October, we submit our October 1 enrollment to the MA Department of Elementary and Secondary Education (DESE) which is a critical driver of our state funding targets as well as state and federal aid. A comprehensive staffing analysis is performed in December, a process complicated this year by staff turnover and leaves of absences that continued long into the winter and spring. In January, budget development instructions and templates were distributed to school and district budget managers. School and district leaders collaborate with stakeholder groups such as school councils and advisory committees in developing budget priorities and requests, which were submitted to district leaders in February. Figure 1. SPS Budget Process and Timeline The foundation of the FY2023 Recommended Budget is the level service budget - the amount of funding and staffing necessary for the district to provide the same services to students and families, and the same level of support for educators and staff as in the current year. The Level Service Budget includes any known contractual obligations and increases including step and column adjustments, and cost of living adjustments. Increases in non-personnel expenses include special education out of district tuition, homeless and out of district transportation, and contractual rate increases for existing contracts. For FY2023, the SPS Level Service Budget increases by 3.9% - this is the minimum amount necessary to maintain current staffing levels, fund essential services, and purchase necessary supplies and materials. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 89 Salem Public Schools FY’2023 Recommended Budget 12 During mid-year “step-back” reviews, school and district leaders evaluate the progress made toward achieving school and district improvement goals. This mid-year reflection allows leader to make mid-course corrections, and to formulate budget priorities for the following year based on assessment of student need. These budget priorities, grounded in the school and district improvement plan goals, then inform budget requests for the 2022-23 school year. An additional $2.94 million in requests, beyond the level service budget, were submitted by school and department leaders to arrive at a FY2023 Requested Budget of $72.1 million, an increase of 8.2%. Funding requests for FY2023 included 36.4 additional staff, over $219,000 in supplementary funding for stipends and additional compensation, and $1.6 million in non-personnel expense requests. The detailed list of FY2023 school and department budget requests can be found in Appendix A. Recognizing that an 8.2% increase is beyond the financial means of the City, the Superintendent and leadership team reviewed each of the new requests and made recommendations to the Finance Subcommittee as to which should be funded. Priority was given to requests that are: necessary to address required services, essential to school and/or district improvement efforts, investments in the aforementioned strategic priorities pre-school expansion, dual language expansion, and career vocational technical programs), or budget neutral or expected to result in operational savings. Reducing all but these priority requests results in a reduction from 8.2% to 4.6%. Further relief to the FY2023 Recommended Budget request is provided by using FY2022 operating surplus to prepay FY2023 special education tuition obligations as permitted by law. Those operational surpluses stemmed from an unprecedented level of vacancies during the 2021-22 school year, a decrease of 21 students placed out of district, and savings in material and supply lines as a result of the infusion of ESSER dollars. The result is an FY2023 Recommended Budget of $68,747,963, an increase of or $2.15 million, over the FY2022 Adopted Budget. Budget Guidelines The FY2023 Budget development process was informed by a set of budget guidelines. These serve as our key guiding principles, our true north. Our theory of action is that by adhering to these guidelines, we will produce a spending plan that is best aligned to our mission, vision, and values. For FY2023, these guidelines include: • Keep students’ needs at the center and prioritize students with the highest need as we return from a pandemic year of learning. • Use data and evidence to support budget decisions. • Ensure transparency and alignment to strategic priorities and initiatives. • Allocate resources equitably. • Invest in initiatives that have proven to be effective. • Invest in building the capacity of our staff to meet the needs of diverse student populations in SPS. • Ensure that our budget reflects constituent input and feedback. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 90 Salem Public Schools FY’2023 Recommended Budget 13 Budget Drivers District Enrollment A critical part of the budget process is the reporting of our October 1 enrollment to the MA Department of Elementary and Secondary Education (DESE). That enrollment is used to determine our state mandated funding target, known as the Foundation Budget. It also impacts federal and state entitlement grant funding amounts awarded to Salem Public Schools. Over the past decade, enrollment in Salem Public Schools has declined by nearly 900 students from a high of nearly 4,500 students ten years ago, to this year’s enrollment of 3,665. Next year’s projection calls for a decline of another 35 students to 3,630. The factors that are influencing Salem’s declining enrollment include a decline in birth rates (20% decline over the last decade), families moving out of Salem, or families choosing other schooling options including charter, choice, and homeschool alternatives. Based on 2019 census estimates, since the 2010 Census, the number of children under the age of 5 has decreased by 3% and the number of children ages 5 - 19 has decreased by 13% in the District. The number of adults ages 65 and over has increased by 32%. Of the 18,000 households in Salem, approximately 22% have school aged children. Looking into the future, the census predicts that the population of children in Essex County between ages 5 and 18 will drop by another 4% in the next five years. Figure 2. Salem Public Schools Historical October 1 Enrollment, by Grade Span 2412 2345 2313 2294 2018 1990 1934 1917 1865 2013 2028 2007 915 886 924 870 824 797 772 813 801 791 [PHONE REDACTED] 1164 1099 1035 960 985 988 988 954 930 873 868 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23* PK-5 6 - 8 9 - 12 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 91 Salem Public Schools FY’2023 Recommended Budget 14 Class Size Salem Public Schools seeks to maintain an average elementary class size of no more than 25 with no elementary class exceeding 28 students. Grade span targets are 21 students for Grades K and 1, 23 students in Grades 2 and 3, and 25 students in Grades 4 and 5. At the secondary level, the district aims for class sizes of between 20 and 30 students. Class sizes in SY2022-23 are anticipated to remain well within those guidelines. Figure 3. FY2023 Projected Elementary Enrollment and Class Size ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 92 Salem Public Schools FY’2023 Recommended Budget 15 Enrollment declines at the secondary level have been particularly persistent over the last decade. On average, 16% of students leave Salem Public Schools after Grade 5, and 17% of students leave after Grade 8. Many students leave Salem Public Schools to attend Salem Academy Charter School or Essex North Shore Agricultural Technical School. Students also attend schools in other districts through the School Choice program, and a small number of families elect to home school their children. In total, over twenty percent of Salem families choose private, charter, or vocational placements or homeschool over Salem Public Schools. Figure 4. FY2023 Projected Secondary Enrollment Student Demographics Salem Public Schools is racially and ethnically diverse, with 57% our student body being classified as non-white. Hispanic students comprise 43.9% of the student population, while African American students account for 6.7%, multi-racial, non-Hispanic 4.1%, and Asian students comprising 2.3%. Students classified as white make up 43% of the student body. Salem is also a high needs district with over 71.6% of our students classified in at least one of four categories of need: students who are low income students whose first language is not English students with disabilities and students who are English Learners With respect to student outcomes, 34% of Grade 3-8 students are meeting or exceeding expectations in ELA while 16% are meeting or exceeding expectations in math (note that this data is from the 2021 MCAS administered during the pandemic). School Grade 6 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 Total Saltonstall 47 42 47 136 Collins 204 210 210 624 Salem High 214 249 208 199 870 New Liberty 5 5 7 12 12 20 61 Salem Prep 1 4 1 5 11 Total 251 257 262 222 265 [PHONE REDACTED] ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 93 Salem Public Schools FY’2023 Recommended Budget 16 Figure 5. 2021-22 Demographic Profile of SPS Students Educator Demographics Salem Public Schools has a substantial teacher workforce made up of over 500 employees, the largest single employee group in the City of Salem, and 55% of school department permanent employees. Sixty-five percent of teachers have ten or more years of experience, with fourteen percent having twenty or more years of service with Salem Public Schools. Thirty-five percent of teachers have less than ten years of experience, with 32% having fewer than three years, the threshold in Massachusetts for Professional Teacher Status. As the largest employee group in our district, educator salaries are a significant driver of the personnel budget, which comprises 79% of the district budget. The Figure below shows the distribution of educators on the current salary schedule. Over 80% of Salem teachers hold at least a master’s degree. Fifty-four percent of educators are on Step 13 (also known as “top step”), while 46% remain eligible for step increases, which averages 3.5% for Salem teachers. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 94 Salem Public Schools FY’2023 Recommended Budget 17 Figure 6. Step and Column Distribution of Salem Teachers In addition to educator experience and degree attainment, another important demographic to consider is the race and ethnicity of our staff. Given our diverse student population, it is essential that our workforce, particularly educator workforce, reflect the racial, cultural, and linguistic diversity of our students. A large and growing body of evidence demonstrates that representation in the classroom matters and that there are strong positive impacts when students learn from teachers of the same race or ethnicity. Our current workforce demographics do not correlate strongly to our student demographics. While 53% of our students are non-white, only 16% of our total workforce and 8% of our educators are non-white. Local, State and Federal Revenue The availability of revenue from local, state, federal, or private sources is a significant driver of our budget. Local revenue is the single largest contribution to the school department budget, comprising 64% of our funding. The state contributes 27% of what is expended by the school department through the Chapter 70 funding formula. Seven percent of our funding comes from state and federal grants, while the remaining 2% comes from private grants and other local school department receipts. One of the City’s major sources of educational funding is Chapter 70 aid. The state funding formula evaluates the City’s perceived wealth (as measured by income and property value) to determine what portion of the state mandated foundation budget should be funded by the municipality and what share should be funded by the state. The foundation budget is driven by enrollment while state aid targets are based on - 50 100 150 200 250 B B15 M M15 M30 M45 M60 PHD 13 12 11 10 9 8 7 6 5 4 3 2 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 95 Salem Public Schools FY’2023 Recommended Budget 18 wealth. The decline in Salem’s enrollment over the past several years, along with increasing wealth, as measured by the state, has significantly dampened state aid increases that were predicted as part of the 2019 Student Opportunity Act. The FY2023 Preliminary Chapter 70 Funding Formula, based on the Governor’s budget, is $26.1 million, an increase of just over $124,170, or 0.48%. The proposed House budget does increase that amount by estimated $150,000. This is the lowest increase among any of the Gateway communities this year, despite Salem having the highest per pupil spending of any of these districts. The average increase for the Gateway cities in the FY2023 Preliminary Chapter 70 proposal was 12.95%, excluding Salem. Salem’s target aid share has dropped from 40.9% in FY2016 to 29.3% in FY2023, with the City’s share increasing to 70.7%, up from 59.1% in FY2016. In essence, there is a recognition that Salem’s schools have significant needs (hence the 4.61% increase in the foundation budget), but the state is shifting more of the burden for funding these need onto the City. Figure 7. School Department Revenue Sources, FY2020 Federal COVID-19 Grant Funding to Schools Over the past two years, Salem Public Schools has been awarded over $15 million in pandemic-related federal stimulus funds. These federal dollars are intended to help school districts across the nation address the unique challenges associated with educating children in a pandemic and post-pandemic world. While the impact on student learning and growth are yet to be fully understood, we all agree that the interruption to student learning and in-person schooling has led to learning and opportunity gaps that, if unaddressed, could have significant adverse impacts on students’ academic achievement and social and emotional wellbeing. To date, the district has received and expended close to $6 million of this $15 million in federal funding or 38%. In the current school year, we are funding 52.7 additional positions using ESSER Funds. These monies have been used to fund some of the following expenses: ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 96 Salem Public Schools FY’2023 Recommended Budget 19 x Teachers, paraprofessionals, behavior specialists, tutors and building substitutes necessary to address the needs of in-person learners while meeting social distancing requirements and to support the delivery of hybrid and remote instruction x High dosage tutoring support from third party vendors x Comprehensive anti-racism training modules for SPS staff x New elementary curriculum materials x Staffing to expand Pre-K classes in the district with four additional classes currently being offered at two elementary schools x Chromebooks, wireless access points, and wireless service to ensure all students have access to remote learning x Additional instructional technology for teachers and support staff to allow for delivery of effective instruction x Instructional supplies and materials to ensure that each student has the resources necessary to access and engage with lessons x Software licenses and purchases necessary to support the delivery of remote and hybrid instruction x Additional custodial support to allow for enhanced cleaning, sanitizing, and disinfecting of buildings x HVAC Technician to ensure optimal ventilation and maintain a safe and comfortable teaching and learning environments for all students and staff x Repairs, upgrades, and enhancements to ventilation and control systems to ensure optimal ventilation x Personal protective equipment for staff and students including masks, gloves, hand sanitizer, gowns, face shields, desk shields, way pointing signage, and sanitizing equipment and supplies x Additional transportation expense necessitated by bus capacity restrictions due to social distancing requirements Figure 8. Salem Public Schools Federal COVID-19 Grant Supports To date, all ESSER I funds have been expended or obligated as have 85% of ESSER II funds. While the deadline for spending ESSER II funds is September 30, 2023, we anticipate that grant being fully expended by September 30, 2022. The ESSER III allocation is available to the district to use in SY2021-22, SY2022-23 and SY2023-24. During the current school year, the district has expended 15% of its ESSER III funds, leaving potentially, $3.9 million available in each of the two upcoming school years. A significant portion of that is projected to be used to continue expanded preschool programs within SPS and community partners. The annual cost for expanded preschool classrooms is estimated to be $1.2 million per year, representing 31% of the projected annual ESSER III allocation noted above. The ability of the district to fund these programs and initiatives beyond the 2023-24 school year will be dependent upon the willingness and ability of federal and state agencies to provide financial support or our ability to absorb mission critical work in our operating budget (this has started with this budget). We continue to be mindful of the need to begin to decrease our reliance on this one-time infusion of grant support so that we avert the so-called “funding cliff” that might otherwise occur in FY2025. Grant Name Amount Awarded Start Date End Date Expended Balance Remaining % Expended ESSER I (CARES) $1,096,282 12-Mar-20 30-Sep-22 $1,077,612 $18,670 98% ESSER II (CRRSA) $4,124,098 1-Apr-21 30-Sep-23 $3,469,566 $654,532 84% ESSER III (ARP) $9,239,679 1-Oct-22 30-Sep-24 $1,417,404 $7,822,275 15% Total LEA Allocation $15,800,411 $5,964,582 $8,495,477 38% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 97 Salem Public Schools FY’2023 Recommended Budget 20 Figure 9. Summary of Grant Funded Positions, by Grant 22 FTE 22 SALARY 23 FTE 23 SALARY DIFFERENCE 21 IDEA 2 47,262 1 27,228 (20,034) 21 Title I 1.6 33,642 1.6 36,765 3,123 22 Comprehensive School Health Grant 1.1 66,680 1.1 69,017 2,337 22 Extended Learning Time 3 212,236 3 224,586 12,350 22 IDEA 18.6 1,122,521 18.2 1,143,116 20,596 22 Parent Child Partnership Grant 2.7 84,353 2.7 86,304 1,951 22 Read Trust 4.6 291,925 3 180,718 (111,208) 22 Title I 9.5 828,752 9.5 855,122 26,371 22 Title IIA 0.8 64,218 0.8 65,896 1,678 ESSERII 52.7 2,109,257 52.7 2,200,542 91,291 SSU LAB SCH 1 118,000 1 123,000 5,000 US Army ROTC 1 98,177 1 100,631 2,454 Grand Total 98.6 5,077,022 95.6 5,112,925 35,909 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 98 Salem Public Schools FY’2023 Recommended Budget 21 FY2023 Recommended Budget Detail FY2023 Budget Summary The FY2023 Recommended Budget of $68,747,963 represents a 3.2% increase over the FY2022 Adopted Budget, an increase of $2,150,044. Figure 10. FY2023 Budget Summary School and Districtwide Allocation Sixty-eight percent of school department funds are allocated to our 11 schools. Figure 11 shows the distribution of the FY2023 Recommended Budget by district and school. FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 46,848,200 50,020,561 52,764,411 54,589,984 1,825,572 3.5% Expense 11,630,848 11,484,918 13,833,507 14,157,979 324,472 2.3% Grand Total 58,479,049 61,505,479 66,597,918 68,747,963 2,150,044 3.2% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 99 Salem Public Schools FY’2023 Recommended Budget 22 Figure 11. Allocation of District Resources, FY2023 Recommended Budget Districtwide supports comprise 32% of the FY2023 Recommended Budget and includes district administration; district level regular education; district level special education; district level student and family support; district level multilingual learner education; instructional technology; and operations and maintenance, which includes transportation. The largest cost center in the Districtwide allocation is Special Education, at 31%, followed by Operations and Maintenance which comprises 28%. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 100 Salem Public Schools FY’2023 Recommended Budget 23 Figure 12. Allocation of Districtwide Supports Budget Personnel and Non-Personnel Allocation Personnel resources account for 80% of the school district budget, with non-personnel expenses comprising 20%. Wage increases, therefore, are a major driver of the district budget. Over 46% of our staff are eligible for an average increase of 3.5% each year due to collectively bargained step increases. Those wage adjustments alone result in a 2.3% increase in the district’s operating budget each year. Personnel Personnel expenses, as noted above, represent 80% of the district’s budget. Of that 80%, nearly three quarters is allocated to instructional staff. Teaching staff make up 65% of the personnel budget, with instructional support staff (paraprofessionals, tutors, and behavior specialists) comprising another Included in the teaching category are all early childhood, elementary, middle school and high school teachers and specialists. Also included are district assigned teaching and related services providers including instructional coaches, full-time academic coordinators, board certified behavior occupational therapists, reading specialists, speech and language pathologists and teachers of the visually impaired. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 101 Salem Public Schools FY’2023 Recommended Budget 24 Figure 13. Allocation of Personnel Resources by Category The major driver of the personnel budget this year was negotiated salary increases. The cost of living increase (COLA) for Salem Teachers Union members was 2.75% for individuals on top step (Step 13 of the salary schedule), and 1.75% for teachers on steps 1-12. The negotiated COLA increase for FY2022 exceeded the amount budgeted so the cost of living adjustment reflected in the FY2023 budget is 3.5% for teachers on top step and 2.5% for teachers on steps 1-12. Teachers on steps 1-12 also receive a step increase which averages 3.5% on the STU salary schedule. Therefore, 54% of the 500 STU members receive a 3.5% salary increase in FY2023, while the remaining 46% receive, on average, a 6.0% salary increase. The paraprofessionals also settled a three-year contract last year with significant restructuring and re-classification of staff. The paraprofessional unit, now renamed the Paraprofessional and School Related Personnel (PSRP) unit, was expanded to include permanent building substitutes, full time tutors, behavior specialists, family engagement facilitators, speech and language pathology assistants, and certified occupational therapy assistants. The salaries of family engagement facilitators increased by over 30% partly due to an extension of their contractual year. They had also not received any salary adjustments for a number of years. Instructional paraprofessionals also received a significant salary adjustment of 8.7% which impacts about one-quarter of the PSRP unit, which now includes 190 members. Negotiations are currently underway with AFSCME and the School Administrators Association. Salary adjustments for these units would come from the salary reserve line of the budget, as will increases for non-union administrators and staff. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 102 Salem Public Schools FY’2023 Recommended Budget 25 In addition to negotiated and anticipated contractual increases, the FY2023 recommended budget accommodates requests for 18.6 new positions. Eleven of those are offset with reductions in positions for a net increase to the budget of 7.6 positions. Non-Personnel Twenty percent of the FY2023 Recommended Budget is allocated to non-personnel expenses. Tuition, transportation, and utilities are the three largest categories of non-personnel expenses in the budget. Tuition and transportation (regular day, special education in district, special education out of district, and homeless transportation) each comprise 24% of the district’s expense budget, or over 48% in total. Instructional supplies, materials and equipment make up 11% of the non-personnel budget with utilities comprising another 10%. Figure 15 below shows the allocation of non-personnel resources for the expenditure categories that account for 97% of the expense budget. Figure 14. Allocation of FY2023 Non-Personnel Resources by Major Expense Category ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 103 Salem Public Schools FY’2023 Recommended Budget 26 FY2023 Proposed Budget Summary by Cost Center School Committee Policy establishes 18 cost centers that comprise the district budget. These cost centers, as well as the historical expenditures, budget detail, and full-time equivalent positions for each cost center, are listed in the figure below. The first 11 cost centers listed represent our schools, while the remaining 7 represent districtwide supports. Figure 15. FY2023 Recommended Budget by Cost Center The largest cost center, with respect to both personnel and budget is Salem High School, with a total of 165.1 employees (not including grant funded positions). The Salem High School Recommended budget (not including Athletics) represents 19% of the school department budget. When our other high school budgets (New Liberty and Salem Prep) are added, the total district High School budget is 22% of the school department budget. The next largest is districtwide Special Education representing 10% of the total budget. The districtwide Special Education Budget does not include ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 104 Salem Public Schools FY’2023 Recommended Budget 27 building-based special education positions, such as special education teachers and paraprofessionals, as these are captured within each school’s cost center budget. The total special education budget – district and school allocations – equals 31% of the total district budget. The chart below shows the historical adopted budgets and percent change from year to year. In 8 of the last sixteen fiscal years, school department budgets increased by over 4% and three of those times by over The average over that time period has been 4.1%. It is also important to note that the FY2022 personnel budget began the year in a structural deficit as contracts settled for higher increases than what was budgeted. That gap is just over $500,000. The district has not requested a supplemental appropriation to cover that gap as we believe we have one time surplus in other accounts that can cover this deficit for the current year. Had we asked for and received a supplemental appropriation, the overall increase to the FY2023 Recommended Budget would have been 2.5%, well below the historical average of 4.1%. Figure 16. Historical, Current, and Projected School Budgets and Budget Increases Note: In 2020, the budget amount does not include funding for the Bentley Academy Charter School. The FY2021 budget includes the appropriation for the Bentley Academy Innovation School with the transition back to the school district. Also, the FY2021 budget amount includes a supplemental appropriation of $852,000 that allowed the school to restore many of the salary concessions that employees made when there were expectations of significant revenue contraction. We also want to emphasize that this budget includes a significant number of position reductions and increased use of revenue offsets to help limit the overall impact of the increases necessary to achieve our goals and objectives. This includes the reduction of 7.0 positions and salary differentials totaling $533,625 in savings, $1,021,229 in use of special revenue fund balances, $450,000 in expense reductions, and the prepayment of $550,000 in special education tuition using FY2022 operating surplus. This is total of over $2.6 million in reductions and savings to support the FY2023 Recommended Budget. It’s also important to note that another $2.2 million in personnel expense is projected to be paid for using the school department’s ESSER funds in FY2023. Summary and detail information for the FY2023 Recommended Budget by cost center is provided in the sections below. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 105 Salem Public Schools FY’2023 Recommended Budget 28 FY2023 Recommended Budget Detail by Cost Center Districtwide Support Budgets - Summary Districtwide support is comprised of the following cost centers: • District Administration • Regular Education • Special Education • Student and Family Supports • Multilingual Learner Education • Instructional Technology • Operations and Maintenance Personnel and non-personnel resources allocated at the district level provide critical supports to schools. Each of these cost centers seeks to ensure that school leaders receive the necessary support in the areas of regular education; special education; physical, emotional, social, and behavioral health and wellness; student and family engagement; instructional technology; and multilingual learner education. Operational supports in the form of transportation, buildings & grounds management, human resources and benefits, school business services (budget development, financial reporting, payroll administration, accounts payable and receivable, procurement, and grants management), regulatory compliance, and public relations and communications further strengthen school success. The total FY2023 Recommended Budget for Districtwide Supports is $22,738,413 which represents a decrease of 0.9% from the FY2022 Adopted Budget, or $207,168. As the figure below shows, most of the additional resources requested in the FY2023 Recommended Budget are for the direct benefit of schools. Figure 17. FY2023 Recommended Budget, Districtwide Supports compared to School-based Budgets ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 106 Salem Public Schools FY’2023 Recommended Budget 29 Figure 18. FY2023 Recommended Budget: Districtwide Supports by Cost Center – Summary Figure 19: FY2023 Recommended Budget: Districtwide Supports by Cost Center, Personnel and Expense ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 107 Salem Public Schools FY’2023 Recommended Budget 30 Districtwide Supports Staffing Figure 20. Districtwide Supports Staffing by Cost Center, FY2023 compared to FY2022 Districtwide Supports – Grant Funded Positions Figure 21. Districtwide Supports, Grant Funded Positions District Administration Cost Center This cost center consists of the following functional areas: School Committee, Superintendent, Deputy Superintendent, Business and Finance, and Employee Engagement. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION District Administration 1.0 1.0 - 120,233 Curriculum, Instruction & Assessment 2.5 1.5 (1.0) 136,137 Special Education 3.0 3.0 - 237,086 Student & Family Supports 3.7 3.7 - 163,179 Health Services 4.0 4.0 - 214,074 Operations & Maintenance 4.0 3.0 (1.0) 150,528 Grand Total 18.2 16.2 (2.0) 1,021,237 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 108 Salem Public Schools FY’2023 Recommended Budget 31 x School Committee – expenses and school committee member reimbursements x Superintendent o Personnel include Superintendent, Chief of Public Relations, and Executive Assistant to the Superintendent. An additional position of Chief of Operations and Response is assigned here but paid for from the ESSER Grant. o Expenses include consulting, coaching, professional development, and legal services x Deputy Superintendent o Personnel include Deputy Superintendent and Executive Assistant to the Deputy Superintendent o Expenses include supplies and materials to support the office x Business and Finance o Personnel include the Assistant Superintendent for Finance & Operations, Grants Manager, Payroll Manager, Finance Coordinator, Grants Bookkeeper, Payroll Assistant, Benefits Coordinator, Business Office Assistant o Expenses include insurance; auditing, legal, and accounting services; postage; printing; Medicaid billing; software licenses; and equipment leases x Employee Engagement o Personnel include the Executive Director of Employee Engagement and Executive Assistant to the Director. An additional position of Recruiting Manager is assigned here but paid for from the ESSER Grant. o Expenses include recruiting, advertising, pre-employee physicals, software licenses, legal and consulting services Priorities and Opportunities x Continue to develop the leadership capacity of school and district leaders to support, develop, and elevate staff in these challenging times x Assertively pursue workforce diversification strategies and build the supports to retain and develop diverse staff x Ensure that data systems support rather than hinder the work of school and district leaders x Enhance accountability by better leveraging software tools and implementing best practice processes Figure 22. District Administration FY2023 Budget Priorities Description SIP/DIP Goal(s) Resources Requested Funding Request Budget Priority 1: Ensure sufficient staffing to address the current day needs of a comprehensive office of employee engagement, properly support and strengthen workforce diversification and pipeline development work 1A - Diversity the workforce 1B - Cultivate culturally and linguistically responsive, social justice-driven staff 1C - Position schools as the unit of change 1.0 Recruiting Manager position $75,000 (ESSER Funded) Consulting services and expanded support to improve recruiting and hiring practices $10,000 Budget Priority 2: Enhance our communication with families and build a strong positive identity for Salem Public Schools 3B - Engage families 4B - Create strong systems of accountability Promotional supplies and materials, graphic design and consulting services $10,000 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 109 Salem Public Schools FY’2023 Recommended Budget 32 Budget Priority 3: Grow leader capacity to drive improvement and change at the school and classroom level 1C - Position schools as the unit of change Coaching, leadership and professional development expense $15,000 Budget Priority 4: Improve accessibility of financial, human resource and operational data for all staff 4A - Allocate resources strategically 4C - Develop effective data systems Consulting and implementation expense for critical accounting system functions (e.g. position control) $15,000 Figure 23. FY2023 Recommended Budget, District Administration Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change District Leadership 1,052,734 923,602 831,759 866,777 35,018 4.2% Business & Finance 856,310 864,232 869,619 913,306 43,687 5.0% Personnel 154,812 162,863 273,750 304,500 30,750 11.2% Public Relations - - 30,900 48,800 17,900 57.9% Insurance 638,000 638,000 638,000 707,153 69,153 10.8% Other Fixed Charges - - - 46,000 46,000 0.0% Reserve Fund - 42,909 695,127 295,000 (400,127) -57.6% Grand Total 2,701,855 2,631,606 3,339,155 3,181,536 (157,619) -4.7% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 110 Salem Public Schools FY’2023 Recommended Budget 33 Figure 24. FY2023 Recommended Budget, District Administration, Personnel & Expense Personnel increases are driven primarily by cost of living increases for all non-union district administration employees, assumed to be 2.5%. Increases beyond the 2.5% are the result of FY2022 salaries that are higher than originally budgeted, or due to market adjustments when benchmarking position salaries to comparable districts. Increases to non-personnel expense lines correlate to the budget priorities listed above, including coaching, leadership and professional development under district leadership, consulting supports for employee engagement and finance, and promotional materials for public relations. The most significant increases, however, are to the Insurance line and a new Other Fixed Charges account. We experienced a 5.6% increase in our insurance premiums last year, resulting in a $35,000 shortfall in this line in FY2022. After correcting for that deficit, and adding another 5.6% increase for next year results in a 10.8% increase in Insurance premiums. The increase has been in large part due to payroll growth (having added over 50 positions to our staffing through ESSER). The Other Fixed Charges line is a new budget item that covers the cost of the Medicaid claiming contractor that assists in ensuring we receive all the reimbursement we are entitled to. This expense had previously been offset by the Medicaid Revenue received by the City but this practice was discontinued last year and SPS must now include this expense within its own budget. FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change District Leadership 1,052,734 923,602 831,759 866,777 35,018 4.2% Personnel 862,458 811,598 701,286 720,432 19,146 2.7% Expense 190,276 112,004 130,473 146,345 15,872 12.2% Business & Finance 856,310 864,232 869,619 913,306 43,687 5.0% Personnel 558,995 584,101 560,050 590,883 30,833 5.5% Expense 297,315 280,131 309,569 322,423 12,854 4.2% Personnel 154,812 162,863 273,750 304,500 30,750 11.2% Personnel 118,477 150,025 238,500 258,500 20,000 8.4% Expense 36,335 12,838 35,250 46,000 10,750 30.5% Public Relations - - 30,900 48,800 17,900 57.9% Personnel - - 16,500 17,000 500 3.0% Expense - - 14,400 31,800 17,400 120.8% Insurance 638,000 638,000 638,000 707,153 69,153 10.8% Expense 638,000 638,000 638,000 707,153 69,153 10.8% Other Fixed Charges - - - 46,000 46,000 0.0% Expense - - - 46,000 46,000 0.0% Reserve Fund - 42,909 695,127 295,000 (400,127) -57.6% Personnel - 42,909 695,127 295,000 (400,127) -57.6% Grand Total 2,701,855 2,631,606 3,339,155 3,181,536 (157,619) -4.7% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 111 Salem Public Schools FY’2023 Recommended Budget 34 Figure 25. District Administration Staffing There are no proposed changes to district administration staffing levels in FY2023. Figure 26. Grant Funded Positions, District Administration There is presently one grant funded position assigned to District Administration. That position is anticipated to be funded through ESSER in the year ahead as well. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Superintendent 1.0 1.0 - 223,450 Deputy Superintendent 1.0 1.0 - 188,051 Executive Assistant 2.0 2.0 - 147,429 General Education Para 1.0 1.0 - 29,028 Chief Of Public Relations 1.0 1.0 - 116,850 Assistant Superintendent, Finance & Operations 1.0 1.0 - 175,980 Grants Manager 1.0 1.0 - 81,865 Grants Bookkeeper 1.0 1.0 - 54,006 Payroll Manager 1.0 1.0 - 82,000 Payroll Clerk 1.0 1.0 - 60,526 Benefits Coordinator 1.0 1.0 - 65,000 District Finance Coordinator 1.0 1.0 - 72,500 Administrative Assistant 2.0 2.0 - 128,132 Executive Director, Employee Engagement 1.0 1.0 - 120,000 Grand Total 16.0 16.0 - 1,544,815 FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION District Administration Chief of Opportunity & Response 1.0 1.0 - 120,233 Grand Total 1.0 1.0 - 120,233 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 112 Salem Public Schools FY’2023 Recommended Budget 35 Regular Day Cost Center This districtwide cost center includes the following functional areas: curriculum, instruction, and assessment; teacher and leader development; and out of school time. This year and next, the regular day cost center is also where our general education pre-kindergarten program is classified. Our integrated preschool program is a separate cost center and location. But with the nascent expansion into general education pre-kindergarten, and with the program being located at two different schools (2 classrooms at Bates, and 2 at Horace Mann), this is currently classified as a districtwide regular education program. Curriculum, Instruction, and Assessment Priorities and Opportunities Access to High Quality Curriculum Materials – What we choose for instructional materials matters - it makes a difference for kids. The quality of the instructional materials has a direct impact on student learning outcomes. x We seek to maintain and expand student access to high quality digital and print curriculum materials. Vacation Academies, Expanded OST and Summer Programming – Out-of-school time programming offers students opportunities for deeper learning, SEL growth and valuable peer interactions beyond the school day. x We aim to provide greater access to out-of-school activities. Tutors & Tutoring – Recent research studies of intensive tutoring interventions found that tutoring increased achievement by roughly an additional 3- 15 months of learning across grade levels. x In the coming year, we recommend maintaining a cadre of classroom tutors who can assist with small group instruction; we also recommend continuing high-dosage tutoring aimed at mitigating unfinished learning. Budget Priorities Personnel FY23 District Early Literacy Coordinator $ 105,000 ESSER District Tutors (non-Catapult) $ 324,000 ESSER Miscellaneous CIA work stipends $ 12,000 FY2023 Regular Day - Stipends Consultants FY23 HILL for Literacy $ 214,000 GLEAM, Title I, ESSER, FY2023 Regular Day - Contracted Services Catapult--high dosage tutoring $ 400,000 ESSER Print & Digital Materials FY23 English Language Arts ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 113 Salem Public Schools FY’2023 Recommended Budget 36 PreK-12 print materials and licenses $ 178,000 GLEAM, Title IV, FY2023 Regular Day – Instructional Supplies Mathematics PreK-12 print materials and licenses $ 276,000 Title IV, Pending DESE grant*, Pending Read Trust grant* *If these grants are not awarded then ESSER $226,000 Science PreK-12 print materials and licenses $ 116,000 Pending Read Trust Grant* *If this grant is not awarded then ESSER $116,000 Social Studies PreK-12 print materials and licenses $ 12,551 FY2023 Regular Day – Instructional Supplies Other Atlas, STAR, myIGDI, BrainPop, etc. $ 149,000 FY2023 Regular Day – Instructional Supplies K-8 Library Diversity Project - Middle School and Specialist Teachers $ 20,000 ESSER Professional Development Gr. 6-8 new science curriculum PD $ 15,000 Pending Read Trust Grant* *If this grant is not awarded then ESSER $15,000 UDL training for SHS teachers $ 15,000 ESSER Gr. 9-10 Agile Mind PD $ 10,000 Pending DESE grant* *if this grant is not awarded the ESSER $10,000 TOTAL $ 1,846,551 Teacher & Leader Development Priorities and Opportunities Retention – We have emerging systems to support retention of teachers. We want to expand these supports. x New Teacher University x Teacher induction & mentoring programs x High quality professional growth opportunities Pipeline Development – We cannot wait for diverse candidates to come to us. We have to actively and strategically create advancement pipelines and cultivate opportunities from within. x Increase the number and types of university fellows x Defray costs associated with obtaining licensure x Support educators on emergency licenses or waivers as this tends to be a culturally and linguistically diverse group of professionals Support the Growth of Existing Educators and School Leaders – We seek to maintain structured, high-quality growth opportunities for our leaders through partnerships with the Equity Imperative, Leadership Academy, School Empowerment Network, etc. x Provide coaching and leadership development ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 114 Salem Public Schools FY’2023 Recommended Budget 37 x Provide high quality professional learning opportunities Budget Priorities Teacher Pipeline FY23 Fellow Teacher of Record Support $2,250 ESSER pilot CAP supervisors $15,000 ESSER pilot Endicott Fellows $57,900 ESSER pilot 3 additional fellows SSU Fellows / Interventionists $193,000 ESSER pilot 10 additional fellows SSU Fellows / bilingual Interventionists (InSPIRED) $75,000 ESSER pilot 3 bilingual fellows of color Total: Teacher Pipeline $343,150 Tuition Reimbursement FY23 Pathway to Licensure Program Reimbursement for Paraprofessionals $39,500 FY2023 Regular Day Budget – Professional Development MTEL preparation for paraprofessionals $18,000 ESSER pilot Total: Tuition Reimbursement $63,000 Leader Development FY23 UDL training for district leaders $900 ESSER DIP project Access to data--Open Architects $25,000 ESSER DIP project Summer Leadership Institute $10,000 FY2023 District Administration Budget - Supt Contract Svcs ILT Retreats $60,000 ESSER Leadership Coaching & Development (Mentors & Leadership) $70,000 ESSER, FY2023 District Administration – Supt Contract Svcs Equity Imperative $221,000 ESSER School Empowerment Network $147,904 ESSER Total: Job Alike Support $534,804 Instructional Coach Development FY 23 UDL training for coaches $8,350 ESSER DIP project K-12 New Coaches Book Bundle $1,000 FY2023 Regular Day Budget – Instructional Supplies Total: Coach Support $9,350 Supports for New Teachers FY23 New Teacher Institute, annual Induction programming, mentoring $55,400 Title IIA & ESSER pilot Cross Departmental PD FY23 Summer PD--Professional Learning Academy 1 & 2 $50,000 Title IIA, OB Stipends Professional Learning Academy 3 & 4 $5,000 Title IIA Total: Professional Learning Academy $55,000 Other DIP Project Costs FY23 UDL Innovators $31,200 ESSER DIP project Total: DIP UDL Project $31,200 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 115 Salem Public Schools FY’2023 Recommended Budget 38 Memberships FY23 CPPD Membership $2,000 FY2023 Regular Day Budget - Dues & Subscriptions TAS membership $3,000 ESSER Pilot CSDN Membership $400 FY2023 Regular Day Budget - Dues & Subscriptions SSU Leader Fellows $12,000 FY2023 Regular Day Budget - Stipends Total: Membership Teacher Development $17,400 Total $1,109,304 Out of School Time The goal of the OST Program is to continue to build on and extend the academic and social emotional goals of our school day. The program targets traditionally marginalized students in order to increase access to high quality out of school opportunities through programming and connections to community resources. Out of school offerings include summer programs, after school programs, and vacation academies. Much of the cost associated with our OST programs are funded through grants, most notably the 21st Century After School Programs Grant. Budget Priorities Staffing FY23 OST coordinator $51,000.00 FY2023 Regular Day, OST – Transfer from Contract Services to Salaries OST program stipends $120,000 ESSER Total: Staffing $171,000 Contracted Services FY23 Summer in district programs $100,000.00 FY2023 Regular Day, OST Contract Services (decrease of $50K) Summer camp scholarships $50,000.00 ESSER ML summer camp programming $50,000.00 ESSER ML fellows $40,000.00 FY2023 Regular Day, Stipends Summer program curriculum development $30,000.00 ESSER Total: Contracted Services $270,000 Curriculum and Materials FY23 General Supplies $4,500.00 FY2023 Regular Day, OST Supplies Total: Curriculum and Materials $4,500 Transportation FY23 21C After School Programs $40,000 FY2023 Regular Day, OST Transportation (grant in-kind match) Total: Transportation $40,000 Total OST Budget $314,500 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 116 Salem Public Schools FY’2023 Recommended Budget 39 Preschool Program Expansion With the award of significant federal grant monies, Salem Public Schools was presented with a unique opportunity to invest in one of our most important strategic initiatives, the expansion of our pre-kindergarten program. The vision of the Pre-K program is to ensure that every three and four-year old in Salem has equitable access to high quality early education across the community that is developmentally appropriate, inclusive, and culturally responsive. We look to provide child-centered experiences grounded in play and guided by state and national learning standards that lay the foundation for their future learning and help them achieve their highest potential. Currently, the estimated number of 3 and 4-year old children living in Salem is 1,268. We are expecting approximately 580 of these children to enroll in Kindergarten in Salem Public Schools based on prior trends. The current preschool capacity across the community is 629 seats. The table below shows the current Preschool capacity, enrollment, and programs for the various categories of providers. Figure 27. Preschool Program Capacity and Enrollment in Salem Program Category Preschool Capacity Enrollment Number of classrooms Number of Programs Center-Based 421 267 — 9 Family Child Care — 17 30 30 Public School 208 167 13 5 TOTAL 629 434 — 44 Priorities and Opportunities Support a mixed delivery system of program offerings that address the diverse needs of families in Salem (public school, center-based and family child care) Sustain the level of pre-k currently offered through Salem Public Schools x Currently offer approximately 200 seats Sustain the pre-k alignment with community programs (approx. 60 seats) through x Multi-year classroom grants to community based providers x Classroom subsidy to support quality improvements and program costs x Tuition assistance for families x Equitable salary scale for lead teachers with flexibility to ensure living wage for all staff ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 117 Salem Public Schools FY’2023 Recommended Budget 40 Budget Priorities Staffing FY23 Teachers $440,000.00 ESSER Paraprofessionals $180,000.00 ESSER Specialist for Bentley/ECC specials $160,000.00 ESSER Total: Staffing $780,000 Community Partners FY23 Subsidy $180,000.00 ESSER Scholarships $50,000.00 ESSER Total: Community Partners $230,000 Materials and Assessment FY23 Curriculum/materials/furniture $60,000.00 ESSER Assessment CLASS/myIGDI $30,000.00 ESSER Purchase easy screener $4,000.00 ESSER Total: Materials and Assessment $94,000 After School Program FY23 Staffing for after school program $25,000 ESSER Total: After School Program $25,000 Total Preschool Budget $1,129,000 Figure 28. FY2023 Recommended Budget, FY2023 Regular Day (Districtwide) FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Regular Day 1,740,097 1,284,717 1,537,358 1,537,819 461 0.0% Personnel 1,311,633 1,058,050 1,170,824 1,185,131 14,307 1.2% Expense 428,463 226,667 366,534 352,688 (13,846) -3.8% Professional Development 251,909 94,613 164,910 204,410 39,500 24.0% Personnel 119,427 44,799 73,910 73,910 - 0.0% Expense 132,483 49,814 91,000 130,500 39,500 43.4% OST/Partnership 201,480 140,000 230,000 353,154 123,154 53.5% Personnel - - - 168,654 168,654 0.0% Expense 201,480 140,000 230,000 184,500 (45,500) -19.8% Grand Total 2,193,486 1,519,330 1,932,268 2,095,383 163,115 8.4% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 118 Salem Public Schools FY’2023 Recommended Budget 41 While the total increase for the FY2023 Regular Day cost center budget shows an increase of 8.4%, this is in large part due to the misclassification of the OST personnel and non-personnel expense budgets to Student & Family Supports in the FY22 budget. Essentially, the only true increase is to the PD expense line, and that is to fund the recently negotiated tuition reimbursement benefit for PSRP unit members in the new collective bargaining agreement. Figure 29. FY2023 Regular Day (Districtwide) Staffing The OST position is new to the OST budget but is offset by a corresponding decrease in contract services. The music teacher decrease is the shift of the 0.4 music position from the district to Bates Elementary School to ensure sufficient staffing given the additional PK classrooms at that school. Figure 30. Grant Funded Positions, Regular Day (Districtwide) One Science coach position is shifted from the Read Trust to the operating budget in FY2023. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Director Teacher & Leader Development 1.0 1.0 - 120,037 Director OST and Community Partnerships 1.0 1.0 - 117,654 Early Learning Coordinator 1.0 1.0 - 91,752 OST Coordinator 0.0 1.0 1.0 51,000 Social Studies Coach 2.0 2.0 - 173,061 Music Teacher 5.4 5.0 (0.4) 390,282 Grand Total 10.4 11.0 0.6 943,785 FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Regular Day Director of Curriculum, Instruction, and Assessment 1.0 1.0 - 121,287 Science Coach 1.0 - (1.0) - Tutor 0.5 0.5 - 14,850 Grand Total 2.5 1.5 (1.0) 136,137 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 119 Salem Public Schools FY’2023 Recommended Budget 42 Special Education (Districtwide) Cost Center It is the mission of Salem’s Special Education Department to ensure that all students with differing abilities thrive within their learning environment by providing equal access to high-quality services that support student achievement and engagement. The goal of special education is to ensure students with disabilities have access to a standards-based curriculum that aligns with their learning abilities and develops their capacity for independence. Specifically, the purpose of special education services is to: x Support students who meet the federal and state criteria for a disability and require specialized instruction and/or accommodations through an IEP and 504s o SPS provides educational services in the least restrictive environment x Promote an inclusive setting o By partnering with parents, guardians, support agencies, and community partners o By providing specialized instruction that includes academic, social-emotional, and related services x Promote equity, respect, and student engagement We strive to address the following goals in all IEPs: x Learning strategies x Celebration of x Promotion of self-advocacy x Improvement of current levels of performance x Development of a post-secondary transition plan x Budget recommendations are proposed based on student needs and IEP requirements Our strategy for providing the highest quality services for our students in the year ahead includes: x Making investments in district-based programming and resources in order to provide high-quality, cost-effective opportunities to educate students with all forms of specialized needs in the Least Restrictive Environment within the Salem Public Schools as appropriate. x Providing equitable access to resources to improve outcomes for students with disabilities x Providing high quality professional development that builds the capacity of educators. Each child with special needs will receive a high- quality education in an environment that fosters their ability to develop skills and build on their ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 120 Salem Public Schools FY’2023 Recommended Budget 43 Figure 31. Special Education Students, by Disability Category Figure 32. Special Education Students by School and Placement ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 121 Salem Public Schools FY’2023 Recommended Budget 44 Figure 333. Trends in Special Education Referrals As the chart above shows, there has been a dramatic increase in the number of referrals for students to potentially receive special education services. In order to meet the growing needs of students in the year ahead, we require additional staff at Collins Middle School and the Early Childhood Center. In addition, the district will need to increase staffing for our students with visual impairments. Budget Priorities Budget Priority District Priority Resources Needed Funding CMS – Substantially Separate ASD Classroom Priority 2:B. Focus on developing independent learners. x Teacher x Paraprofessional $69,210 $30,466 Increase Staffing for Teacher of the Visually Impaired Priority 4:Allocate resources strategically to improve outcomes for students. x 0.2 FTE TVI $18,602 Additional Nurse - Preschool Program Priority 2:B. Focus on developing independent learners. x 1.0 FTE Nurse $81,805 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 122 Salem Public Schools FY’2023 Recommended Budget 45 Among the challenges we face is the increasingly complex educational, behavioral, and/or medical needs of students which sometimes require placement in a specialized program outside of Salem Public Schools. Predicting which students will need to be outplaced and the associated budgetary resources necessary to support those program costs is often difficult. Figure 34. Out of District Placement Trends While we have seen significant declines in the number of outplaced special education students over the past several years, we are expecting an increase next year due to the complexity of student need and the significant increase in the number of special education referrals this year (an increase of almost 100 referrals). As a result of the known, anticipated, and projected increase in out of district special education placements this year, the out of district tuition budget for FY2023 increases by $1.0 million. Fortunately, due to the significant decline in students over the past two years, the district has seen budget savings which has allowed us to carry forward the full balance of our circuit breaker funding for the past two years. The state special education reimbursement program, also known as the “circuit breaker” program provides additional funding to districts for high cost special education students. The threshold for eligibility is set at four times the state average foundation budget per pupil as calculated under the Chapter 70 program, with the state paying 75% of the costs above that threshold. Circuit breaker reimbursements are for the district’s prior year expenses. Each summer, districts submit their circuit breaker eligible claims to DESE listing the types and amounts of services provided to special education students during the previous fiscal year. Payments are then made to districts in the subsequent fiscal year, on a quarterly basis, as a reimbursement for those prior year costs. By law, circuit breaker reimbursements must be deposited into a special education reimbursement account. These funds may be expended in the year received, or in the following year. Unexpended balances in the account can be carried forward into the subsequent fiscal year, but must be expended prior to the close of that year and before expending any funds received in the current year. The Division of Local Services advises communities to work toward building a balance in their special education circuit breaker accounts in year-end actual costs compare favorably with the budget so that in years when costs increase unexpectedly or the circuit breaker reimbursement drops, there is known revenue to support ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 123 Salem Public Schools FY’2023 Recommended Budget 46 unforeseen expenses. Building a circuit breaker balance is a good management practice and exists in many school districts. Salem has only recently implemented this best practice and, as result, we enter FY2023 in a very favorable position. Figure 34. Historical Special Education Tuition Expense - All Funding Sources The figure above shows historical special education expenses from the different sources. The thick dotted line represents the special education tuition amount included in the school department’s operating budget for each of the prior ten years. The bars represent the total amount of tuition paid. As the chart shows, Salem’s out of district tuition spiked in FY2019, approaching nearly $7 million, while the budgeted amount was about $3.75 million. This unexpected increase resulted in the need to use a significant amount of current year (the gray portions of the bars) circuit breaker receipts, leaving little available to carryforward to stabilize the subsequent year’s budget, a trend that increased in each of the year’s prior to FY2019. Out of district placements began to decline from the FY19 peak of 93 students, down to 83 in FY20, 71 in FY21, and currently stands at 50 students in FY22. You can see a corresponding drop in the total tuition amounts from FY19 to FY20 and FY21, with a slight increase in the current fiscal year. However, you can see that in FY21, no current year circuit breaker funds were spent (gray bar) and the entire balance was carried forward into FY22 (orange bar). In the current fiscal year, we see substantial savings in our special education tuition budget given the availability of the entire balance of the FY21 circuit breaker receipts. This leaves us in a favorable position for next year and even though tuition is expected to increase by $1.3 million, we have a known balance in our FY22 circuit breaker account of $1.9 million. Those dollars more than offset the anticipated increase, allowing us to reduce our FY2023 special education tuition budget request by $300,000. In addition, operating surplus in the FY2022 budget will ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 124 Salem Public Schools FY’2023 Recommended Budget 47 allow us to prepay $550,000 in special education tuitions, as permitted by law, allowing for further reduction to the FY2023 special education budget. A noticeable decline in the districtwide teaching and administrative personnel lines is due to a more accurate accounting of staffing at the building level. In prior years, staff who worked at more than one building were often charged and reported as districtwide staff, rather than allocating the staff expense in the budget for the buildings to which they are assigned or expected to be assigned. Therefore, unlike the special education tuition, the savings in the personnel lines are not real savings but rather reallocated expense. Similarly, the decrease in contract services was actually a reallocation of expenses from special education (previously pupil services) to student and family supports, as those services are now managed by that department. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 125 Salem Public Schools FY’2023 Recommended Budget 48 Figure 35. FY2023 Recommended Budget, Special Education Cost Center ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 126 Salem Public Schools FY’2023 Recommended Budget 49 Figure 36. Special Education (Districtwide) Cost Center Staffing There are no anticipated changes to districtwide special education staffing in FY2023. Figure 37. Grant Funded Positions, Special Education (Districtwide) Cost Center Currently, there are three districtwide special education staff positions charged to grants. This is anticipated to continue in FY2023. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 127 Salem Public Schools FY’2023 Recommended Budget 50 Multilingual Learner Education Cost Center An increase in new ML students immigrating to Salem is an exciting opportunity for us to develop all of our educators to become better at differentiating instruction for all students. Currently, the biggest request from teachers across schools in Salem is to receive greater support and guidance with teaching MLs, especially for the 63 (and counting) newcomer students we welcomed into the Salem Public Schools this year. In order to equitably meet the needs of our students and teachers, we require a focus on adding ML staffing where needed and providing coaching and Professional Development to our current teachers to be able to better serve our MLs. While the district as a whole is seeing a decrease in enrollment, the ML Department is actually seeing an increase in Multilingual Learners enrolling at every school. On March 1st, 2021, we had 526 MLs enrolled. On March 1st, 2022, we saw that number rise to 621 MLs enrolled, an increase of 95 students, which is a difference of more than four class sizes. This reflects the current trend in Salem, that more ML families are choosing to immigrate to Salem and enroll in our schools. Enrollment has continued to increase throughout the year, and we currently have 623 MLs in our district. Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Third Multilingual Learner Teacher at Bates Elementary School Priority 1: Build a robust talent development system for all staff. 1.0 ML Teacher $66,158 Shift the NLIS position from 0.6 to 1.0 and have this staff member serve at NLIS and Saltonstall Priority 1: Build a robust talent development system for all staff. Additional 0.4 FTE ML Teacher $34,895 RETELL Training for all non-SEI endorsed staff Priority 1: Build a robust talent development system for all staff. Stipends for 2 RETELL instructors $10,000 Third ML Teacher at Bates: Bates had 40 Multilingual Learners at the start of the 2021-22 SY. Enrollment has since increased by 22 students, about one whole class size. Currently the two Bates ML teachers are unable to adequately service all 62 students in the 6-hour Bates school day. Twelve students are newcomers, 34 are beginners, and 46 require 90 minutes of ELD time. As a result of this increase, the district hired a third temporary ML teacher from February to June to meet the increased need. Bates currently has the largest ML student to ML teacher ratio (31:1). The funding for the Bates teacher can be found in the Bates Elementary Cost Center Budget, under the school-based MLE budget. Increase NLIS position to 1.0 and assign to Saltonstall (0.6) and NLIS The current model of a part-time NLIS teacher is inefficient, as that staff member is only servicing 4 students and is unable to service other students around the district due to being 0.6 and needing to provide 90 minute ELD blocks to two students, and 45 minute ELD blocks to the other two students. Since Saltonstall could benefit from an additional part-time teacher given that it is challenging for their two ML teachers to provide services across nine grade levels, we are proposing to increase the NLIS staff member to a 1.0 FTE and having that position service both schools. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 128 Salem Public Schools FY’2023 Recommended Budget 51 RETELL Stipends: We are currently running RETELL with 40 staff members who do not have their SEI endorsement. We expect that we will hire more staff members next year who will also require RETELL to obtain their SEI endorsement. RETELL will make all of our educator’s better teachers of our Multilingual Learners. There are no increases to districtwide ML staffing, however, the salary for one districtwide coach who had been erroneously classified to a building- based position has been transferred back to the districtwide ML budget. All other increases to the districtwide ML budget are contractual increases, with the exception of the $10,000 increase in RETELL stipends discussed above. Figure 38. FY2023 Recommended Budget, MLE Cost Center Figure 39. Multilingual Learner Education (Districtwide) Staffing ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 129 Salem Public Schools FY’2023 Recommended Budget 52 Student Services and Family Supports Cost Center The Student Services and Family Supports cost center oversees the following functional areas: districtwide health and wellness services, school adjustment and city connects counselors, social emotional learning support, behavior specialists, attendance services, family engagement, and the parent information center. This is the first year that this department has operated as a separate unit, having previously been part of a larger department of pupil services. Commencing this school year, special education and student and family supports are now two separate departments and cost centers. With the return of full time in person learning this year, we have seen firsthand the tremendous impact COVID has had on the social and emotional development of our students. At every level, students have struggled with the transition back to the routines, demands, and expectations of a typical school day. Having spent a great deal of time across all schools this year, we have observed regression in age appropriate social skills, peer interactions, and with difficulties in self-management and relationship skills. This budget proposal has been developed to address these challenges and to strengthen our tiered levels of social/emotional supports in classrooms and schools. Additionally, we have experienced a significant increase in families from Brazil including many newcomer students. Our PIC staff and Family Engagement staff are working hard to sufficiently meet the needs of families upon first point of entry when enrolling new students. Challenges and Opportunities The Student Support Department has gathered data from a wide range of sources including the Panorama Survey, SEL Task Force Survey, school and classroom observations, and discussions with staff and students at all levels. The analysis of this data has informed our budget priorities to focus on strengthening universal Tier 1 SEL and Mental Health strategies across all settings. Consistent feedback from staff has indicated a desire for increased PD, relevant instructional materials, and ongoing coaching and support to meet the SEL and mental health needs of our students. This includes helping our staff differentiate between and respond to lagging social/emotional learning skills and emerging mental health challenges. The opportunity in 22-23 is to reimagine the school day in terms of integrating academic and social emotional learning while attending to the overall health and wellness of our students and staff. Foundational work is underway this current year to align our strategy and practices across each level to ensure a strong start in September. This includes leveraging our school schedules, staffing, and resources to create structures and systems that provide a preventative and relational model to supporting academic, social, and emotional learning. Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Curriculum Resources Cultivate culturally and linguistically responsive, social justice drive staff SEL instructional resources to support current program $25,000 Stipends Align structures for students S/E supports SEL Lead Teachers $12,000 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 130 Salem Public Schools FY’2023 Recommended Budget 53 SEL and Mental Health PD Align structures of students S/E supports Funding for Professional Development providers $35,000 Figure 40. FY2023 Recommended Budget, Student & Family Supports Cost Center FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 599,344 530,258 1,264,580 1,006,706 (257,874) -20.4% ADMINISTRATIVE 127,218 113,975 752,029 486,557 (265,472) -35.3% CLERICAL 46,580 55,954 46,710 48,331 1,621 3.5% DIST WIDE TEACHING - - - 82,595 82,595 0.0% FAMILY ENGAGEMENT FACILITATOR 49,969 50,969 49,969 57,155 7,186 14.4% FRINGE/STIPENDS - - - 12,000 12,000 0.0% NON-INST SUPERVISOR 68,624 69,049 75,000 71,199 (3,801) -5.1% NURSES 146,647 80,108 157,636 113,621 (44,015) -27.9% SALARIES-FULL TIME 154,172 155,437 153,236 59,450 (93,786) -61.2% SUBSTITUTES NURSE 6,135 4,766 10,000 10,200 200 2.0% TRANSLATION SERVICES - - 20,000 65,600 45,600 228.0% Expense 456,664 408,891 858,895 1,000,589 141,694 16.5% CONTRACTED SERVICES 64,317 67,375 123,500 155,400 31,900 25.8% EDUCATIONAL TRAINING - - - 35,000 35,000 0.0% EQUIPMENT - - - 3,000 3,000 0.0% GENERAL SUPPLIES 4,144 4,379 4,500 2,000 (2,500) -55.6% HOMELESS TRANSPORTATION 380,725 327,666 719,187 719,187 - 0.0% INSTRUCTIONAL SUPPLI (470) 1,643 1,935 1,974 39 2.0% INSTRUCTIONAL SUPPLIES - - - - - 0.0% MED & SURGICAL SUPPL 7,198 7,563 9,000 12,828 3,828 42.5% OFFICE SUPPLIES (GEN 750 264 773 1,700 927 119.9% OTHER EXPENSES - - - 2,000 2,000 0.0% TEXTBOOKS - - - 27,500 27,500 0.0% TRANSLATION SERVICES - - - 40,000 40,000 0.0% Grand Total 1,056,008 939,148 2,123,475 2,007,295 (116,180) -5.5% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 131 Salem Public Schools FY’2023 Recommended Budget 54 The decrease in the Administrative Personnel and the Salaries-Full Time accounts are due to the misclassification of staffing to the Student & Family Supports cost center last year. Some adjustment counselors who are assigned to special education programs were erroneously budgeted here rather than to special education. Also, the OST and Community Partnerships Director was charged here rather than to districtwide Regular Education. Figure 41. Student and Family Supports Staffing There are no proposed staffing adjustments to the Student and Family Supports cost center in FY2023. Figure 42. Student and Family Supports, Grant funded positions The Family Engagement Manager position is currently funded through ESSER and will remain on the ESSER grant in FY2023. The remaining grant funded staff support the Parent Child Home Visitor program that Salem participates in with Peabody Public Schools as the lead agency. Health Services Department The student services and family supports cost center also includes the districtwide health services department. Our nursing and health services staff were the bedrock upon which our successful COVID response and mitigation efforts were built and the district is eternally grateful for their unwavering commitment and hard work. Three budget priorities exist for this department including additional nursing support at the Collins Middle School, increasing the medical and surgical supply lines to reflect the current realities and expanded programs being offered, and to create and fund an equipment line. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 132 Salem Public Schools FY’2023 Recommended Budget 55 Additional Nursing Support at Collins Middle School: Collins Middle (CMS) is an exceptionally large building just under 200,000 square feet. To provide nursing assessment and/or first-aid to students, the school nurse can be called to the gym, the cafeteria, outside, to the Jackson St. playground, to Bertram Field, and to areas on all four floors. With over 600 students currently enrolled, including several medically fragile students, a single nurse responsible for all students and staff in a setting of this size requires thoughtful consideration of safety. Further, CMS houses 17.3 % of all SPS students, 46% of who are Hispanic. With nearly half of all students Spanish speaking, a bi-lingual nurse is unquestionably necessary. To ensure safe and equitable health outcomes for CMS students, health information must be able to be communicated to all families in the most efficient way possible. Between the start of school through early February, there were a total of 3,300 office visits at CMS, an average of 32 per day. During that time 270 medical procedures were performed as well as administration of 500 medications. To date, there have been an average of 45 nursing encounters per day at CMS. This need will be filled by permanently assigning the current 0.6 district float nurse to CMS, leaving one float nurse remaining for the district, in addition to a nurse case worker. This can be shown in the budget by a decrease in districtwide nurses and a corresponding increase in the CMS building-based Health Services personnel line. Budget Priorities Budget Priority DIP Goal(s) Resources Needed Funding Full-time bilingual nurse at CMS DIP Goal #1A: Diversify the workforce by building a strategic approach to talent. DIP Goal #1B-Cultivate culturally and linguistically responsive, social justice-driven staff. 0.6 Nurse $45,000 Increase Medical Surgical Supplies (additional preschool, vacation and summer programming) DIP Goal #4A-Allocate resources strategically and operate efficiently: Leverage our resources, assets, and operational practices to improve outcomes for students $1.00 per student increase from $2.46 to $3.46 per student $3,665 Create and fund Health Services Equipment line DIP Goal #4A-Allocate resources strategically and operate efficiently: Leverage our resources, assets, and operational practices to improve outcomes for students Technology equipment 3,000 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 133 Salem Public Schools FY’2023 Recommended Budget 56 Figure 43. FY2023 Recommended Budget, Health Services The decrease in the Nurses line represents the shift of a 0.6 FTE float nurse position from the districtwide budget to Collins Middle School as discussed in the Budget Priorities above and as shown below. Figure 44. Health Services (Districtwide) Staffing Figure 45. Health Services (Districtwide) Grant Funded Positions All of the grant funded positions above are funded through the Comprehensive School Health Services Grant or ESSER. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Director of Nursing 1.0 1.0 - 120,038 Nurses 2.2 1.6 (0.6) 113,621 Grand Total 3.2 2.6 (0.6) 233,658 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 134 Salem Public Schools FY’2023 Recommended Budget 57 Instructional Technology Cost Center The Salem Public Schools Instructional Technology Department is entering its third year of operation in FY2023. The department continues to evolve to execute ideal ways to support teaching and learning. Part of this involves a managing a budget that will streamline the deployment of, access to and support of technology for students, teachers, support staff and families. Technology should be a tool that makes stakeholders functions simpler, not a source of stress. In support of this mission, a few challenges exist that the FY2023 budget can help solve: x Continued access for students to a well-functioning device for their daily school tasks x Predictable replacement cycles for staff technology to maintain continuous technology usage x Timely support for staff technology to minimize downtime x More efficient data integrity and professional report creation and analysis x Flexible online registration option for families Challenges and Opportunities Challenges x Performing data mining tasks with too much existing work x Lack of expertise in data analysis and presentation x Taking on the hardware support of 1,000 staff members and 450 classrooms x Running a student help desk program x Unbudgeted recurring costs of our student 1:1 program Opportunities x Reorganizing our data and applications personnel into a unified team structure to better distribute work x Adding a data strategist to absorb data requests via staff trade x Transfer of personnel from City IT to SPS IT to support staff and classroom hardware support or staff trade Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Support our 1:1 Chromebook program by providing devices to incoming 6th and 9th graders. 2B: Developing Independent Learners 3A: Empower students Chromebooks for rising 6th graders and rising 9th graders $288,000 (requested from capital funds) Provide technology to every staff member that is less than five years old. 219 staff laptop devices $171,820 (requested from capital) ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 135 Salem Public Schools FY’2023 Recommended Budget 58 Continue transition from City IT to SPS IT and maintain speedy fulfillment of work orders for staff 1.0 FTE Senior Technology Support Specialist position $60,000 (from City operating budget) Staff to create, analyze, present regular and requested data reports to district & school leaders 4C: Develop effective data systems 1.0 Data Strategist position $0 (reallocation of existing DLC position) Improve registration process and allow for operational cross-functionality and ease of access 3B: Engage families as partners 4C: Develop effective data systems Funding for Aspen's Online Registration Module $15,000 The budget priorities listed above are reflected in the IT cost center table below. The decrease in the districtwide teaching line represents the elimination of one digital coach position (shifted to Collins Middle School). Under technology support, the increases represent the requested 1.0 Senior Technology Support position, as well as the 1.0 Data Strategist position. An offset of $60,000 from the Footprint funding that the district receives each year is used to help offset the additional expenses for the IT department. Figure 46. FY2023 Recommended Budget, Instructional Technology Cost Center ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 136 Salem Public Schools FY’2023 Recommended Budget 59 Figure 47. Instructional Technology Cost Center Staffing ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 137 Salem Public Schools FY’2023 Recommended Budget 60 Operations and Maintenance Cost Center Operations and Maintenance includes the following functional areas: Buildings and grounds maintenance, and transportation and traffic control (crossing guards). Each of these departments provides critical operational services to ensure that students arrive to and from school and home in a safe and efficient manner, and to provide a safe, healthy, and clean teaching and learning environment for staff. Buildings and Grounds Maintenance Department The primary objectives of the buildings and grounds maintenance department are to provide a safe and clean environment for students and staff, to optimize facility conditions to best support teaching and learning, and to operate our facility assets efficiently, effectively, and sustainably. A lean staff of 30 custodians, 2 grounds maintenance employees, one general maintenance and one licensed maintenance employee, are responsible for cleaning and maintaining 1.3 million square feet of building space, and over 60 acres of grounds, as well as all of the assets contained within those properties. This department has born the impact of prior year budget reductions which sought to preserve instructional resources, but at the cost of operational support. In this budget, we look forward to a continuation of the progress made to date and the investments that allowed us to begin the shift from a reactive to a proactive approach to facility maintenance. Challenges and Opportunities Challenges x School custodians can reasonably clean 40,000 square feet per shift while SPS custodians are asked to clean 78,000 sq. ft. per shift - almost 2x the industry average. x Industry standard maintenance staffing ratios are 1 FTE per 100,000 sq. ft. Our 2 maintenance staff maintain over 1 million sq. ft. or 1 FTE per 500,000 sq. ft. x Using outside maintenance contractors is 2 - 3x what insourcing costs. x Several facility accounts, including overtime, preventative maintenance, and grounds maintenance, have been historically and consistently underfunded. x The renovation and expansion of the Bertram Field facility has created the need for more daily support to maintain the additional 30 restroom stalls, and to ensure proper maintenance of the field and surrounding areas, including the parking lot and electric charging stations. Opportunities x Building on the progress made with the significant investments in our HVAC systems that resulted from the need to meet more rigorous ventilation standards as a result of the pandemic. x New motorized cleaning equipment purchased through ESSER will allow staff to work smarter not harder. x Significant capital investments in our buildings will allow us to continue to improve building conditions for students and staff. x A soon to be completed facility master plan and an investment grade energy audit will guide our investments in the future. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 138 Salem Public Schools FY’2023 Recommended Budget 61 Budget Priorities Budget Priority DIP Goal Resources Needed Funding Budget Priority 1: Ensure adequate staffing to provide a safe and healthy learning environment for all students 4A. Allocate resources strategically and operate efficiently (and effectively) 4B. Create strong systems of accountability 1.0 HVAC Technician (currently funded thru ESSER) $75,764 1.0 Grounds Maintenance Staff (0.5 Bertram field and 0.5 general grounds or custodial support) $51,400 Budget Priority 2: Provide adequate funding for preventative maintenance and building security expenses $50,000 for comprehensive preventative maintenance program $15,000 for security software licenses and infrastructure $65,000 Budget Priority 3: Appropriate sufficient funding to cover non-facility related custodial detail expense Funding for custodial detail (overtime) for school events, athletic practices and games, and extracurricular activities. $30,000 HVAC Technician: In the FY2023 Recommended Budget we propose to shift the HVAC technician position from the ESSER grant to the operating budget. This has been a critical position that has made a significant impact on the ability of our department to address building needs internally, in a more cost effective and efficient manner. We believe a gradual shift of positions into the operating budget well help to ensure the positions remain and that there is no disruption to operations as a result of the eventual expiration of the grant funding. Grounds Maintenance Staff: As mentioned above in the challenges, the recent renovation and expansion of Bertram Field has created a new demand for custodial, maintenance, and field maintenance services. The 2.0 FTE grounds maintenance staff have been unable to regularly and consistently attend to the needs of that complex as they are responsible for maintaining over 30 acres of school property each day. Preventative Maintenance and Security: The district has made significant headway in shifting from a reactive to a preventative maintenance operation. This progress came in large part due to the investments needed to meet the ventilation recommendations issued by the CDC and DESE during the pandemic. We are hopeful that the additional dollars requested will allow us to continue to contract with reliable vendors to perform regular preventative maintenance tasks, beyond what our staff are able to complete. In addition, we have significantly expanded our security and access control infrastructure this year. We’ve added card readers to numerous doors at every building and issued access cards (smart badges) to all employees that will allow them access in accordance with the building schedules they are assigned to. We have also added numerous cameras as well as vape detection devices throughout our middle school and high school building. These systems, the software that operates them, and the hardware will all require regular maintenance and updating, as well as annual licensing fees. Custodial Detail: Our school custodians are called upon every week to provide additional building coverage beyond the school day or work week for such things as athletic practices and games, school events, performances, or other events. The overtime incurred for these events has historically been charged to the buildings and grounds overtime line. That line, however, is intended to address the overtime needs of the department (maintenance tasks that need to be performed outside the regular school day, snow removal, contractor coverage, etc.), not of schools or other departments such as athletics or performing arts. Those departments certainly need that custodial coverage but we are recommending that a ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 139 Salem Public Schools FY’2023 Recommended Budget 62 separate detail line be created and funded so that we can be sure to track, monitor, and properly budget for those expenses. In FY2023, this $30,000 request will be funded by using receipts from the rental of school facilities. Figure 48. FY2023 Recommended Budget, Buildings and Grounds Maintenance Department ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 140 Salem Public Schools FY’2023 Recommended Budget 63 Figure 49. Buildings and Grounds Maintenance Staffing The Maintenance Worker (HVAC Technician) is being shifted to the operating budget in the FY2023 Recommended Budget for this department. The Grounds Maintenance position would be a new position to the bargaining unit. These changes are reflected in the figure below as well. Figure 50. Buildings and Grounds Maintenance, Grant Funded Positions Transportation and Traffic Control Salem Public Schools provides regular day transportation services to 1,400 – 1,700 students per day. Regular day, fixed route transportation services are provided through a competitively bid contract with North Reading Transportation (NRT). This year, we contracted with NRT for 14 buses despite having only budgeted for 11 vehicles. A change in school start times reduced the amount of tiers that each bus could cover, thereby requiring the additional bus. Each additional bus costs the district $85,000 for the school year so the total additional cost this year was over $250,000. Also, in most years we have bus monitors on some but not all of our buses. This year, almost every regular education bus has a monitor assigned. In FY2023, with the transportation policies codified and informing our procedures, we are better equipped to manage capacity in the year ahead. We are also being cognizant of transportation impacts as we schedule school start and end times so that we can provide the necessary services within budgeted means. In FY2023 we are projecting the need for 12 regular education buses, an increase of 1 from historical numbers, but less than the current 14 buses operating in FY2022. The transportation department is managed by a full-time Transportation Supervisor, and a full-time Transportation Clerk. Supplemental clerical support is provided in the weeks leading up to and after the start of the school year. Salem Public Schools currently employs 3.0 bus drivers, two who are assigned to in-district special education fixed routes, and one permanent substitute driver (who is currently assigned to a full time route for ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 141 Salem Public Schools FY’2023 Recommended Budget 64 Salem High School and Salem Academy Charter School). In addition, we employ 5.0 bus monitors all of whom are assigned to in-district special education routes. As these positions become vacant, the intent is to transfer those remaining fixed routes to NRT. Those positions, however, may be retained and filled with 7D or other commercially licensed van drivers (subject to negotiations with AFSCME members) that will help the district to address many of the non-traditional, non-fixed route transportation needs such as internships and cooperative education opportunities, early college or dual enrollment classes, student activities or athletic travel for smaller groups or teams, or late attendance runs. In fact, the district has recently purchased two new vehicles to enhance supports to students including a 6-passenger, wheelchair accessible 7D van, and a multifunction school activity bus (MFSAB) that can be driven by any employee (but cannot be used for fixed route transportation). The MFSAB was purchased through the generous support of the Read Trust. Salem Public Schools also employs crossing guards to ensure safe passage of all our students at intersections and places where they are deemed necessary. Salem Public Schools works with the Salem Police Department to identify priority areas for assigning crossing guards. Salem has twenty- one crossing guard positions, although several went unfilled for the majority of the current school year due to COVID staffing shortages. We hope to be fully staffed for the next school year to address all of the priority locations. Figure 51. FY2023 Recommended Budget, Transportation and Traffic Control Department While the Pupil Transportation expense line increases by $186,649, that increase is offset by a decrease in transportation salaries (based on the position changes that went into effect this year, but were not budgeted in FY22) and vehicle repair and maintenance expense (as our fleet has decreased by 60%). The remainder of the increase is due to the assumed increase from 11 regular education buses to 12 in FY2023, as well as the cost of additional monitors reflecting the current staffing pattern. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 142 Salem Public Schools FY’2023 Recommended Budget 65 Figure 52. Transportation and Traffic Control Department Staffing No changes in staffing in the Transportation and Traffic Control department are anticipated for next year. Please note that the two special education bus drivers and five monitors are included in the Special Education districtwide budget as they provide services to support IEP-required transportation services. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 143 Salem Public Schools FY’2023 Recommended Budget 66 Salem Early Childhood Education Center 25 Memorial Drive, Salem, MA 01970 NANCY CHAREST Principal: Leanne Smith FY2022 October 1 Enrollment: 110 FY2023 Projected Enrollment: 143 The Salem Early Childhood Center (ECC) provides an integrated comprehensive preschool experience to Salem’s youngest students, beginning at age 2.9. Programming is designed to meet the needs of and 5-year-old students with and without disabilities. Peer partners and children with special needs learn side-by-side and the implementation of specialized interventions are embedded into the typical school day, without disrupting the curriculum, social, or educational routines of the classroom. Children progress at their own pace and achieve success on an individual basis. Creativity, natural curiosity, and cultural awareness are emphasized throughout the curriculum. Integrating children with special needs with age appropriate, typically developing peers has important positive implications for both groups of children according to research. All students learn acceptance and sensitivity as well as positive social interactions and play behavior. Students learn to work and play together in a school community that reflects the real world. The Early Childhood Center also receives financial support through grants. One of Salem Public School’s strategic initiatives is to expand access to high-quality early childhood education. The primary goals of the ECC in SY2022-23 are to expand enrollment of typically progressing peers, provide more opportunities to service students with high needs, including our low income and ML students. In addition, the ECC seeks to ensure that students have the skills necessary to be successful in Kindergarten. Currently, ECC programming includes 1 full day integrated developmental kindergarten classroom (5-year old students) and 2 full-day integrated PK classrooms (4-year old students), five days per week. In addition, there are 3 integrated full-day preschool classrooms (3-year and 4-year old students) and 3 intensive integrated half-day preschool classrooms each operating 4 days per week for general education students. Students with disabilities attend an additional half day on Friday. There is also one full day substantially separate program that operates five days per week. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 144 Salem Public Schools FY’2023 Recommended Budget 67 Next year, in an effort to ensure equity and opportunity, the district will be expanding the early childhood program to offer four full-day integrated PK classrooms, doubling the FD integrated PK programming. There will still be three integrated intensive preschool programs with half day options for peer models, and full day opportunities for students with disabilities. These preschool programs will now be available five days per week (instead of four). In addition, there will still be one substantially separate PK/Preschool program at the ECC offered five days per week. These program changes will necessitate additional funds as a significant number of paraprofessional staff will be necessary to staff the Friday afternoon programming. This will require the investment of nearly $42,000 in FY2023. We believe this investment is mandatory as it addresses prior inequities and loss of opportunities for Salem children. These investments are also necessary to effectively address our students’ learning challenges. Data shows that students are performing low on initial district literacy assessments. This necessitates more small group targeted instruction. These language acquisition skills are key to determining students’ future reading success. Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Requested Enrollment Stable enrollment and attendance Extend paraprofessional hours on Fridays to increase PK and Preschool M-F classroom capacity $41,895 Instruction Ensure that all students have access to high quality curriculum and are assessed on a regular basis. Instructional Supplies for centers and small group learning to address low scores on literacy. $10,000 (offset by reduction in DW SPED budget) Instructional Leadership Team Stipends $6,000 (increase of $4,500) Contracted Services for PD to enhance educators’ knowledge of language acquisition especially students whose first language is not English. PD to support staff to better manage challenging behaviors. $10,000 (offset by reduction in DW SPED budget) The funding associated with these priorities can be seen in the budget summary below. In addition, we would note that some of the increases in the personnel lines reflect more adequate accounting of building based staff. For example, the administrative line now includes the Principal and the team chair. The team chair had previously been classified in the districtwide cost center. Similarly, related service providers who had been budgeted in the districtwide special education budget last year are now captured here in the ECC school budget (districtwide ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 145 Salem Public Schools FY’2023 Recommended Budget 68 teaching) as this more accurately reflects their assignment and where they are providing services. This is also where the additional 1:1 nurse appears in the ECC budget, a position necessitated by the move in of a medically fragile child. This is in addition to a position that had to be added in the current year but which had not been included in the FY2022 adopted budget. A similar situation exists with paraprofessional staffing where there is an increase of 1.0 FTE not included in the budget priorities above. This new position was created and filled in the spring of FY22 due to the move in of a student whose IEP entitled them to these services. This position, however, was not included in the FY2022 budget. Figure 53. FY2022 Early Childhood Education Center Budget Summary ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 146 Salem Public Schools FY’2023 Recommended Budget 69 Figure 54. Early Childhood Center Staffing Figure 55. Early Childhood Center Grant Funded Positions ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 147 Salem Public Schools FY’2023 Recommended Budget 70 Bates Elementary School 53 Liberty Hill Avenue, Salem, MA 01970 Principal: Gavin Softic Assistant Principal: Susan Faria Smith FY2022 October 1 Enrollment: 354 Bates has seen significant enrollment growth in the current school year with 31 new students arriving after October 1; twenty-one of those students are multilingual learners. As the table below indicates, we are projecting that we will retain those students and receive more at the start of the school year. Class sizes are all projected to remain within guidelines without the need for additional general education staff. However, this year’s increase in ML enrollment (from 13.3% of enrolled students to 17%) did require adding a temporary ML teacher midyear. That position is added as a permanent position in the FY2023 Recommended Budget as it is necessary to fulfill the required services to which our ML students are entitled. FY2023 Projected Enrollment: 391 Challenges and Opportunities x As we started the 21/22 SY we had 40 Multilingual Learners enrolled at Bates. We currently have 62 Multilingual Learners, an increase of 22 students (39 of these students require 90 minutes of instruction per day). Bates PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Total Projected Enrollment 36 50 48 62 61 64 70 391 Total # of Homerooms 2 3 3 3 3 3 3 20 Average Class Size 18 17 16 21 20 21 23 19 Available Seats 0 13 15 7 8 11 5 59 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 148 Salem Public Schools FY’2023 Recommended Budget 71 x Most recently the two Bates teachers are unable to adequately service all 62 students in the 6-hour Bates school day; we’ve hired a third ML teacher from February to June to meet the needs of these emergent multilingual students. o In grades 3-5, emergent multilinguals SGP in ELA MCAS were 49.9 in 2019. o In grades 3-5, emergent multilinguals SGP in Math MCAS were 49.6 in 2019. x The addition of the third ML teacher has provided students with the necessary services to make progress and allow Bates to create an equitable and sustainable schedule that provides for additional ML students to enroll and succeed at Bates. x Bates added two pre-K classrooms in 21/22; this has and will continue to necessitate an increase in specialist coverage which we propose to address by shifting 0.4 of a current districtwide music teacher to the Bates, making this a budget neutral adjustment. o Great opportunity to provide Pre-K SPS students with foundational skills in literacy, math and SEL using play based learning models. Budget Priorities Budget Priority SIP Goals Resources Needed Funding Equity Increase how often students learn about, celebrate, and discuss race, culture and diversity and confront issues of racism and discrimination in our communities. Increase favorability Continue work with Equity Imperative District funded initiative Student Attendance Ensure all staff have the skills and mindsets to dismantle systems of oppression, address biases, and implement culturally and linguistically responsive practices. Continue work with Equity Imperative District funded initiative Student Achievement Engage students and their families in the Bates community through a multi- tiered support system of equitable and culturally responsive practices Maintain 1.0 FTE ML Teacher Shift .4 of Music teacher from DW to Bates to covers PK Specials $57,578 $24,588 (budget neutral – transfer from DW regular day) ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 149 Salem Public Schools FY’2023 Recommended Budget 72 Figure 56. FY2022 Bates Elementary School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 3,128,275 3,027,409 3,135,366 3,422,887 287,521 9.2% ADMINISTRATIVE 228,729 210,213 215,647 222,180 6,533 3.0% DIST WIDE TEACHING 276,523 327,674 328,931 309,341 (19,590) -6.0% ELEMENTARY 1,914,300 1,881,058 1,962,206 2,158,781 196,575 10.0% ADJUSTMENT COUNSELOR - - 144,993 154,880 9,887 6.8% 203,359 224,222 80,553 130,502 49,949 62.0% NURSES 71,225 74,296 76,366 81,905 5,539 7.3% PARAPROFESSIONALS 270,850 182,200 188,463 244,372 55,909 29.7% BEHAVIOR SPECIALISTS 77,225 41,475 44,664 44,276 (388) -0.9% FAMILY ENGAGEMENT FACILITATOR 37,484 37,484 37,484 48,801 11,317 30.2% CLERICAL 36,404 37,372 44,009 39,993 (4,016) -9.1% FRINGE/STIPENDS 12,175 11,415 12,050 12,050 - 0.0% SCHOOL CHOICE OFFSET - - - (24,194) (24,194) 0.0% Expense 38,409 30,452 49,500 49,500 - 0.0% CONTRACTED SERVICES 22,071 15,922 20,000 20,000 - 0.0% EDUCATIONAL TRAINING - - 4,000 4,000 - 0.0% INSTRUCTIONAL SUPPLI 12,133 12,225 15,000 15,000 - 0.0% OFFICE SUPPLIES (GEN 2,161 2,305 2,500 2,500 - 0.0% SCHOOL LEADERSHIP EXPENSE - - 4,000 4,000 - 0.0% TECHNOLOGY EQUIPMENT - - 4,000 4,000 - 0.0% TEXTBOOKS 2,043 - - - - 0.0% Grand Total 3,166,684 3,057,861 3,184,866 3,472,387 287,521 9.0% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 150 Salem Public Schools FY’2023 Recommended Budget 73 Figure 57. FY2022 Bates Elementary Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 151 Salem Public Schools FY’2023 Recommended Budget 74 Figure 58. Bates Elementary School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Building Substitute 1.0 1.0 - 22,660 Full-time Tutors 1.0 1.0 - 30,392 Intensive Special Ed Para 3.0 3.0 - 78,649 Literacy Coach 1.0 1.0 - 85,695 Regular Ed Para 1.0 1.0 - 8,066 Paraprofessional (PK) 2.0 2.0 - 46,500 Teacher (PK) 2.0 2.0 - 126,588 Reading Specialist 1.0 1.0 - 83,595 Team Cahir 0.6 0.6 - 124,093 TSP Teacher 2.0 2.0 - 115,147 Tutor 0.8 0.8 - 24,750 Grand Total 15.4 15.4 - 746,134 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 152 Salem Public Schools FY’2023 Recommended Budget 75 Bentley Academy Innovation School 25 Memorial Drive, Salem, MA 01970 Principal: Elizabeth Rogers Assistant Principal: Jill Tully FY2022 October 1 Enrollment: 314 FY2023 Projected Enrollment: 311 The Bentley is home to the district’s only Dual Language program. The Dual Language program has allowed students starting in kindergarten to become biliterate and bilingual in both English and Spanish. In FY2023, Bentley Academy Innovation will continue its journey toward being a full dual language school, with Grades K and 1 consisting of all dual language sections, and adding two dual language sections to Grade 2, while reducing the number of general education sections from 3 to 2. This program expansion requires the addition of three new teaching positions and one new paraprofessional positions including two new Grade 2 dual language teachers, one additional Grade K dual language teacher, and one Grade K dual language paraprofessional. These changes are, however, all budget neutral as they are funded through reductions and reallocation of other positions. One of the significant reductions that will occur is due to the change in the length of the school day. Bentley staff voted recently to reduce the length of the student school day to 7 hours, which we believe assists with the social, emotional, and behavioral challenges that students are experiencing as a result of the longer day. That reduction results in over $100,000 in savings with the reduction in the extended learning time Bentley PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Total Projected Enrollment 0 54 53 60 52 45 47 311 Total # of Homerooms 0 3 2 3 3 3 3 17 Average Class Size 0 18 27 20 17 15 16 19 Available Seats 0 9 -11 9 17 30 28 82 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 153 Salem Public Schools FY’2023 Recommended Budget 76 stipend from 12% down to Some of this savings is used to offset the program expansion, as well as staffing for an opt-in early morning program to assist families who need an earlier school drop-off time. Challenges and Opportunities Behavior & Staff Retention x The significant transitions that have occurred at Bentley over the past three years have been disruptive, including the transition from charter to innovation, and then the challenges of educating students during the pandemic x Reducing the length of the school and work day is an opportunity to improve student behavior and staff retention Academic Performance x The transition from charter to innovation has required a significant amount of curriculum alignment, as well as professional development and coaching for staff x As as a school, we are activtely working to improve Tier 2 instruction and interventions Dual Language x Demand for dual language programming is high x There have been significant staffing and expertise challenges across the state to meet the growing demand Enrollment x While there has been a general decline in general education enrollment, dual language enrollment has been strong Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Reduce Day Length by 35 minutes 2: Behavior/SEL N/A ($109,104) Add 3 DL Teachers (1.0 Gr. K, 2.0 Gr. 2) 3: Anti-Racism 4: Continuous Improvement $214,353 Reallocation of Existing Positions Add 1 DL Paras (Gr. K) 3: Anti-Racism 4: Continuous Improvement $26,936 Reallocation of Existing Positions ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 154 Salem Public Schools FY’2023 Recommended Budget 77 Improve Enrichment Program 2: Behavior/SEL 3: Anti-Racism $20,000 Reallocation of Existing Positions Opt-in Morning Program (Para Support) 2: Behavior/SEL 3: Anti-Racism $14,587 Reallocation of Existing Positions Figure 59. FY2022 Bentley Academy Innovation School Budget Summary FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 3,216,458 3,528,259 3,653,975 125,716 3.6% ADMINISTRATIVE 292,601 298,034 386,233 88,199 29.6% DIST WIDE TEACHING 176,575 211,448 247,724 36,276 17.2% ELEMENTARY 2,146,872 2,329,423 2,236,131 (93,292) -4.0% ADJUSTMENT COUNSELOR - 161,320 147,318 (14,002) -8.7% 175,309 - 40,253 40,253 0.0% NURSES 77,033 79,412 82,951 3,539 4.5% PARAPROFESSIONALS 228,657 300,965 396,609 95,644 31.8% FAMILY ENGAGEMENT FACILITATOR 25,601 42,257 54,054 11,797 27.9% CLERICAL 52,885 55,000 52,896 (2,104) -3.8% FRINGE/STIPENDS 40,926 50,400 34,000 (16,400) -32.5% SCHOOL CHOICE OFFSET - - (24,194) (24,194) 0.0% Expense 119,888 100,000 135,000 35,000 35.0% CONTRACTED SERVICES 22,080 60,000 80,000 20,000 33.3% INSTRUCTIONAL SUPPLIES 91,842 38,000 53,000 15,000 39.5% OFFICE SUPPLIES (GEN 5,966 2,000 2,000 - 0.0% Grand Total 3,336,346 3,628,259 3,788,975 160,716 4.4% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 155 Salem Public Schools FY’2023 Recommended Budget 78 Figure 60. FY2022 Bentley Academy Innovation School Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 156 Salem Public Schools FY’2023 Recommended Budget 79 Figure 61. Bentley Academy Innovation School Grant Funded Positions Two specialist positions were added in FY2022 to accommodate the PK classrooms that were added at Bates and Horace Mann after staffing and scheduling had been completed. Both schools were able to make adjustments for next year with budget neutral increases, so the two specialist positions will be shifted to Bentley and ECC where there has been significant need over the past year. These are the 2.0 FTE increases that are shown in the Figure above showing grant funded positions. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Art Teacher - 1.0 1.0 66,158 Behavior Specialist 1.0 1.0 - 53,934 Dual Language Coach 1.0 1.0 - 71,848 Full-time Tutors 1.0 1.0 - 18,945 Paraprofessional 1.0 1.0 - 23,250 Literacy Coach 1.0 1.0 - 106,368 Music Teacher - 1.0 1.0 66,158 Tutor 1.0 1.0 - 25,515 Grand Total 6.0 8.0 2.0 432,176 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 157 Salem Public Schools FY’2023 Recommended Budget 80 Carlton Innovation School 10 Skerry Street, Salem, MA 01970 Principal: Bethann Jellison Assistant Principal: Lauren Weaver FY2022 October 1 Enrollment: 236 FY2023 Projected Enrollment: 252 While Carlton’s October 1 enrollment was low this year, their innovation model allows them to accept students during the course of the year. Subsequently, their enrollment has increased to over 250 students. Next year, we are projecting enrollment of 252 students as shown below. Challenges and Opportunities Math has been a challenge for the Carlton for a while. We have worked hard to create curriculum that allows them to meet students where they are in their learning. Our challenge is a lack of adequate support for small group instruction and independent work. Our mini lessons are solid; it is the small group instruction that needs work. While the district was unable to fund a requested math coach to support this work, an innovative solution will be implemented using existing staff as well as additional professional development funding that is being provided in the FY2023 Recommended Budget. Carlton PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Total Projected Enrollment 0 42 45 39 46 37 43 252 Total # of Homerooms 0 2 2 2 2 2 2 12 Average Class Size 0 21 23 20 23 19 22 21 Available Seats 0 0 -3 7 0 13 7 24 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 158 Salem Public Schools FY’2023 Recommended Budget 81 Figure 62. FY2022 Carlton Elementary School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 2,734,494 2,707,385 2,703,674 2,991,597 287,923 10.6% ADMINISTRATIVE 303,230 315,216 271,672 296,750 25,078 9.2% DIST WIDE TEACHING 192,825 240,817 237,984 280,783 42,799 18.0% ELEMENTARY 1,654,087 1,580,137 1,614,395 1,715,308 100,913 6.3% ADJUSTMENT COUNSELOR - - 174,592 185,328 10,736 6.1% 170,725 174,677 - 44,907 44,907 0.0% NURSES 77,084 77,584 77,184 81,905 4,721 6.1% PARAPROFESSIONALS 193,688 213,154 214,852 276,434 61,582 28.7% BEHAVIOR SPECIALISTS 39,835 - - - - 0.0% FAMILY ENGAGEMENT FACILITATOR 37,484 37,484 37,484 48,801 11,317 30.2% CLERICAL 42,460 42,406 50,011 52,011 2,000 4.0% FRINGE/STIPENDS 23,075 25,910 25,500 25,500 - 0.0% SCHOOL CHOICE OFFSET - - - (16,129) (16,129) 0.0% Expense 26,239 32,003 36,858 46,700 9,842 26.7% BOOKS-LIBRARY - 2,490 1,375 2,500 1,125 81.8% CONTRACTED SERVICES 11,775 2,741 6,000 6,000 - 0.0% DUES AND MEMBERSHIPS - - 1,000 1,000 - 0.0% EDUCATIONAL TRAINING - - 8,000 10,000 2,000 25.0% EQUIPMENT - - - - - 0.0% INSTRUCTIONAL SOFTWARE - - - - - 0.0% INSTRUCTIONAL SUPPLI 11,058 15,684 11,283 15,000 3,717 32.9% OFFICE SUPPLIES (GEN 2,831 11,088 3,000 6,000 3,000 100.0% SCHOOL LEADERSHIP EXPENSE - - 1,200 1,200 - 0.0% STAFF/STUDENT DEVICES - - 3,000 3,000 - 0.0% TECHNOLOGY EQUIPMENT - - 2,000 2,000 - 0.0% TEXTBOOKS 575 - - - - 0.0% Grand Total 2,760,733 2,739,388 2,740,532 3,038,297 297,765 10.9% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 159 Salem Public Schools FY’2023 Recommended Budget 82 Figure 63. FY2022 Carlton Innovation School Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 160 Salem Public Schools FY’2023 Recommended Budget 83 Figure 64. Carlton Innovation School Grant Funded Positions One current intensive special education paraprofessional is being funded through the FY2021 IDEA grant which will expire at the end of this school year. This position will need to be moved to the FY2023 operating budget, as shown in the staffing tables above. FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Behavior Specialists 1.0 1.0 - 44,276 Building Subs 1.0 1.0 - 21,815 Full-time Tutors 1.0 1.0 - 31,352 Intensive Special Ed Para 1.0 - (1.0) - Literacy Coach 0.6 0.6 - 54,657 Regular Ed Para 1.0 1.0 - 8,066 Reading Specialist 0.3 0.3 - 21,554 Special Education Teacher 1.0 1.0 - 69,110 Tutor 1.4 1.4 - 36,405 Grand Total 8.3 7.3 (1.0) 287,235 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 161 Salem Public Schools FY’2023 Recommended Budget 84 Horace Mann Lab School 79 Willson Street, Salem, MA 01970 Interim Principal: Scarlett Grandt Interim Assistant Principal: Meghan Correll FY2022 October 1 Enrollment: 293 FY2023 Projected Enrollment: 297 The Horace Mann Laboratory School (HMLS) benefits from a unique and long-standing relationship with Salem State University. Faculty at both schools collaborate regularly to design innovative and enriching learning experiences, while maintaining a true sense of community within the school. Horace Mann is also a laboratory school for SSU students pursuing a degree in education. The school hosts an average of 5-6 student fellows each year which provide additional instructional support to students while offering future educators hands-on instructional experience. Enrollment at Horace Mann is expected to remain relatively unchanged in FY2023, with an overall increase of 4 students. In addition, Horace Mann will continue to offer to PK classrooms each staffed with a teacher and a paraprofessional. Those four positions will continue to be funded through ESSER in FY2023. Horace Mann PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Total Projected Enrollment 36 35 35 47 47 51 46 297 Total # of Homerooms 2 2 2 2 2 3 2 15 Average Class Size 18 18 18 24 24 17 23 20 Available Seats 0 7 7 -1 -1 24 4 40 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 162 Salem Public Schools FY’2023 Recommended Budget 85 Challenges and Opportunities Students at HMLS have demonstrated significant growth this year in literacy (as evidenced by the STAR assessment). These gains have been the result of intensive focus on small group structures and interventions, with built in intervention time being supported by reading specialists, tutors, SSU fellows, and paraprofessionals. Horace Mann looks forward to building on this model by expanding teachers’ instructional capacity by focusing on differentiation and using data to inform instructional practice. While a request to add a 0.5 math interventionist and a 0.5 reading interventionist could not be fulfilled in the FY2023 budget, an increase has been included to enhance our ability to attract highly qualified fellows who can help provide this additional support. The proposed rate of pay for SSU fellows for FY2023 is increased from $12,000 to $19,300, and increase of $7,300 per fellow, or $36,500 total for the five anticipated fellows. A request for additional content professional development in the area of math will be addressed through districtwide math coaching supports being provided at all schools next year. Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Small group instruction Literacy & Math - 100% of students will make at least one year’s growth Fellows $36,500 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 163 Salem Public Schools FY’2023 Recommended Budget 86 Figure 65. FY2022 Horace Mann Lab School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 2,472,355 2,497,797 2,542,993 2,795,185 252,192 9.9% ADMINISTRATIVE 156,611 145,229 142,700 144,181 1,481 1.0% DIST WIDE TEACHING 157,697 107,274 95,278 235,522 140,244 147.2% ELEMENTARY 1,724,589 1,732,915 1,737,381 1,736,958 (423) 0.0% ADJUSTMENT COUNSELOR - - 137,791 149,039 11,248 8.2% 121,986 133,448 - 35,214 35,214 0.0% NURSES 66,203 58,627 60,115 64,871 4,756 7.9% PARAPROFESSIONALS 114,967 145,436 165,347 219,704 54,357 32.9% BEHAVIOR SPECIALISTS 45,145 46,392 49,959 44,276 (5,683) -11.4% FAMILY ENGAGEMENT FACILITATOR 37,112 36,712 36,563 46,154 9,591 26.2% CLERICAL 36,304 37,222 43,859 38,895 (4,964) -11.3% FRINGE/STIPENDS 11,740 54,541 74,000 96,500 22,500 30.4% SCHOOL CHOICE OFFSET - - - (16,129) (16,129) 0.0% Expense 71,089 26,212 45,628 45,628 - 0.0% BOOKS-LIBRARY - - - 1,000 1,000 0.0% CONTRACTED SERVICES 61,040 17,862 30,000 31,500 1,500 5.0% DUES AND MEMBERSHIPS - - 1,000 500 (500) -50.0% EDUCATIONAL TRAINING - - 3,000 3,000 - 0.0% INSTRUCTIONAL SUPPLI 5,677 6,530 6,000 6,000 - 0.0% OFFICE SUPPLIES (GEN 4,372 1,819 1,628 2,628 1,000 61.4% SCHOOL LEADERSHIP EXPENSE - - 2,000 1,000 (1,000) -50.0% TEXTBOOKS - - 2,000 - (2,000) -100.0% Grand Total 2,543,444 2,524,008 2,588,621 2,840,813 252,192 9.7% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 164 Salem Public Schools FY’2023 Recommended Budget 87 Figure 66. FY2022 Horace Mann Lab School Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 165 Salem Public Schools FY’2023 Recommended Budget 88 Figure 67. Horace Mann Lab School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Building Subs 0.4 0.4 - 8,993 Grade 2 Teacher 1.0 - (1.0) - Special Education Para 1.0 1.0 - 23,250 Interim Principal 1.0 1.0 - 123,000 Literacy Coach 0.6 0.6 - 54,071 Regular Ed Para 1.0 1.0 - 15,658 Paraprofessional (PK) 2.0 2.0 - 50,578 Teacher (PK) 2.0 2.0 - 130,004 Reading Specialist 1.0 1.0 - 76,203 Tutor 0.9 0.9 - 22,320 Grand Total 10.9 9.9 (1.0) 504,077 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 166 Salem Public Schools FY’2023 Recommended Budget 89 Heights Elementary School 1 Frederick Street, Salem, MA 01970 Principal: Susan Carmona Assistant Principal: Nicole Brunelle FY2022 October 1 Enrollment: 473 FY2023 Projected Enrollment: 457 With birthrates and declining enrollment in Salem, Heights has also seen a decline in student enrollment over the past several years from over 500 students to 473 as of the start of this school year. Enrollment is projected to decline next year, by 16 students. Challenges and Opportunities Literacy trend data show students at Heights are making gains. However, there are still may students below the 50% benchmark, particularly in Grades 2 and 5 which can be seen in the Figure below. Building a strong Tier II intervention model that incorporates all staff is key to moving students’ literacy growth. Requests for additional literacy supports in the form of a specialized reading teacher will help us make greater progress in this area. This request is budget neutral as we look to prioritize reading supports by reducing non-instructional supports. Witchraft Heights PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Total Projected Enrollment 0 74 73 62 84 73 91 457 Total # of Homerooms 0 4 4 4 4 4 4 24 Average Class Size 0 19 18 16 21 18 23 19 Available Seats 0 10 11 30 8 27 9 95 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 167 Salem Public Schools FY’2023 Recommended Budget 90 Figure 68. Winter 2022 STAR Assessment Data: Students AT or ABOVE Benchmark Levels Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Specialized Reading Instruction SIP Goal #1:100% of all students will make a year’s growth in reading. DIP Goal #1.C: Develop staff to position schools as the unit of change. 1.0 Reading Teacher Budget Neutral Additional Endicott or SSU Fellow SIP Goal 100% of all students will make a year’s growth in math. DIP Goal #1.C: Develop staff to position schools as the unit of change. 1.0 FTE Fellow $19,300 (ESSER) Inspired SSU Math Tutors SIP Goal 100% of all students will make a year’s growth in reading. SIP Goal 100% of all students will reflect a year’s growth in math based on the STAR assessment, grade-level, and school-wide assessments. DIP Goal #1.C: Develop staff to position schools as the unit of change. 2.0 Math Tutors $27,400 (ESSER) Teacher Home Visit Program SIP Goal 100% of WHES community members will improve connections and communication so that all students can flourish. DIP Goal #3.B: Engage families as partners. Teacher Stipends $5,000 (ESSER) ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 168 Salem Public Schools FY’2023 Recommended Budget 91 Figure 69. FY2022 Heights Elementary School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 4,954,123 4,823,935 4,993,817 5,186,974 193,157 3.9% ADMINISTRATIVE 358,387 375,105 396,023 336,728 (59,295) -15.0% DIST WIDE TEACHING 503,049 504,863 509,627 556,798 47,171 9.3% ELEMENTARY 3,026,958 2,988,711 2,985,511 3,163,475 177,964 6.0% ADJUSTMENT COUNSELOR - - 292,344 312,075 19,731 6.7% 265,102 300,343 110,044 66,747 (43,297) -39.3% NURSES 133,086 111,369 81,653 86,595 4,942 6.1% PARAPROFESSIONALS 507,573 391,666 461,961 573,578 111,617 24.2% BEHAVIOR SPECIALISTS - - - - - 0.0% FAMILY ENGAGEMENT FACILITATOR 57,974 37,484 37,484 48,801 11,317 30.2% CLERICAL 84,494 90,245 98,420 51,372 (47,048) -47.8% FRINGE/STIPENDS 17,500 24,150 20,750 15,000 (5,750) -27.7% TUTORS - - - - - 0.0% SCHOOL CHOICE OFFSET - - - (24,194) (24,194) 0.0% Expense 64,569 43,120 76,660 67,300 (9,360) -12.2% CONTRACTED SERVICES 37,639 18,804 38,912 38,600 (312) -0.8% DUES AND MEMBERSHIPS - - 1,500 1,500 - 0.0% EDUCATIONAL TRAINING - - 3,000 - (3,000) -100.0% EQUIPMENT - - 1,000 1,000 - 0.0% INSTRUCTIONAL SUPPLI 25,613 24,292 30,300 25,000 (5,300) -17.5% OFFICE SUPPLIES (GEN 1,317 24 1,323 1,200 (123) -9.3% OTHER EXPENSES - - 625 - (625) -100.0% Grand Total 5,018,692 4,867,055 5,070,477 5,254,274 183,797 3.6% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 169 Salem Public Schools FY’2023 Recommended Budget 92 Figure 70. FY2022 Heights Elementary School Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 170 Salem Public Schools FY’2023 Recommended Budget 93 Figure 71. Heights Elementary School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Behavior Specialists 1.0 1.0 - 44,276 Building Subs 1.0 1.0 - 21,815 Grade 3-5 Lifeskills Teacher 1.0 1.0 - 69,110 Grade K-2 Lifeskills Teacher 1.0 1.0 - 69,110 Literacy Coach 1.0 1.0 - 81,805 SPED TEACH 1.1 1.1 - 67,509 Tutor 1.5 1.5 - 37,665 Grand Total 7.6 7.6 - 391,290 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 171 Salem Public Schools FY’2023 Recommended Budget 94 Saltonstall K-8 School 211 Lafayette Street, Salem, MA 01970 Principal: Michael Lister Assistant Principal: Sonia Lowe FY2022 October 1 Enrollment: 378 FY2023 Projected Enrollment: 380 Saltonstall is a tight-knit community and the only school in Salem serving students in kindergarten through eighth grade. The school is home to the district’s program for students with language-based learning disabilities. Saltonstall is one of our three extended learning time schools with a school day that is 45 minutes longer than a typical 6-hour school day. Saltonstall enrollment is projected to remain virtually unchanged in the year ahead with an increase of two students. Class sizes are all well within class size guidelines at every grade level. Celebrations, Challenges, and Opportunities Saltonstall has much to celebrate this year. By midyear, we saw higher growth for our Hispanic student subgroup on the STAR Reading assessment – 1.1 years of growth compared to 8 months for all students. Midyear math results on STAR showed commensurate growth between the Hispanic student subgroup and all students with 6 months’ worth of growth. Saltonstall PK K Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 Total Projected Enrollment 0 36 34 40 40 44 45 50 44 47 380 Total # of Homerooms 0 2 2 2 2 2 2 2 2 2 18 Average Class Size 0 18 17 20 20 22 23 25 22 24 21 Available Seats 0 6 8 6 6 6 5 4 10 7 58 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 172 Salem Public Schools FY’2023 Recommended Budget 95 Challenges this year included our inconsistent academic performance with only some students performing well on state assessments. Seventy-five percent of Hispanic students did not meet standards in ELA and 83% fell below that target in math. We believe that this challenge can best be addressed with additional ML support so that our students are not missing core content instruction due to the scheduling challenges from two few ML educators. We attribute much of our growth this year to having an explicit school wide focus on these challenges and our small group instruction model that leverages all staff in the building to deliver just right instruction at the opportune times. Our hope is to ensure that no ML students miss content instruction during the next school year. One of the other challenges this year has been meeting the growing mental health and behavioral needs of our students, which are increasing in both number and complexity. We have worked hard to strengthen our school culture by providing students with expanded supports. Examples include: x Our work with the equity imperative to become an anti-racist organization has the opportunity to impact our students of color in terms of attendance, growth, performance and belonging. x Maintaining our Behavior/Engagement specialist position. (ESSER) x Health teacher position to allow counselors to spend more time doing proactive counseling. (ESSER) x Artful Life – The introduction of Art therapy through layered painting. Budget Priorities Budget Priority SIP/DIP Goal(s) Resources Needed Funding Academics Goal 1 x 0.6 ML Teacher x Retain Tutors $49,497 ($68,296 - ESSER Funded) Anti-Racism Goal 2 Equity Imperative (District Funded Initiative) Attendance Goal 3 Behavior/Engagement Specialist ($37,838 - ESSER Funded) ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 173 Salem Public Schools FY’2023 Recommended Budget 96 Figure 72. FY2022 Saltonstall K-8 School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 4,047,540 4,050,815 4,103,137 4,327,397 224,260 5.5% ADMINISTRATIVE 308,985 292,152 301,015 294,985 (6,030) -2.0% DIST WIDE TEACHING 296,143 355,373 366,175 442,946 76,771 21.0% ELEMENTARY 2,698,162 2,691,983 2,718,488 2,817,064 98,576 3.6% ADJUSTMENT COUNSELOR - - 243,611 259,778 16,167 6.6% 238,962 242,887 - 35,214 35,214 0.0% NURSES 83,211 83,911 83,211 88,109 4,898 5.9% PARAPROFESSIONALS 317,389 278,247 289,866 313,810 23,944 8.3% FAMILY ENGAGEMENT FACILITATOR 41,860 38,359 41,860 46,985 5,125 12.2% CLERICAL 53,355 54,118 53,911 55,764 1,853 3.4% FRINGE/STIPENDS 9,474 13,784 5,000 5,000 - 0.0% SCHOOL CHOICE OFFSET - - - (32,258) (32,258) 0.0% Expense 21,676 26,682 30,747 38,904 8,157 26.5% BOOKS-LIBRARY 649 675 - - - 0.0% CONTRACTED SERVICES 6,579 553 5,830 13,830 8,000 137.2% DUES AND SUB - - 500 500 - 0.0% EQUIPMENT 701 2,203 3,000 3,000 - 0.0% INSTRUCTIONAL SUPPLI 10,389 21,002 12,337 12,494 157 1.3% OFFICE SUPPLIES (GEN 496 2,250 2,250 2,250 - 0.0% PROF DEV PROVIDERS - - 5,830 5,830 - 0.0% SCHOOL LEADERSHIP EXPENSE - - 1,000 1,000 - 0.0% TEXTBOOKS 2,862 - - - - 0.0% Grand Total 4,069,215 4,077,497 4,133,884 4,366,301 232,417 5.6% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 174 Salem Public Schools FY’2023 Recommended Budget 97 Figure 73. FY2022 Saltonstall K-8 School Budget Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 175 Salem Public Schools FY’2023 Recommended Budget 98 Figure 74. Saltonstall K-8 School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Behavior Specialists 1.0 1.0 - 37,838 Building Subs 1.0 1.0 - 25,321 Full-time Tutors 1.0 1.0 - 36,391 Health Teacher 1.0 1.0 - 66,158 Literacy Coach 0.3 0.3 - 22,664 Regular Ed Para 1.0 1.0 - 11,862 Reading Specialist 1.0 1.0 - 96,883 Tutor 1.1 1.1 - 31,905 Grand Total 7.4 7.4 - 329,022 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 176 Salem Public Schools FY’2023 Recommended Budget 99 Collins Middle School 29 Highland Avenue, Salem, MA 01970 Principal: Matthew Condon Assistant Principals: Elizabeth Golden Michael Titus FY2022 October 1 Enrollment: 633 FY2023 Projected Enrollment: 624 The Collins Middle School is an extended learning time school that enables students in grades 6-8 expanded time in their core classes, and enhanced access to electives. CMS includes specialized programs for students with Autism Spectrum Disorder, language-based learning disabilities, and cognitive and developmental disabilities. Collins leverages its extended learning time model to provide students the ability to delve deeply into core subject matter and crucial opportunities for experiential learning in science, technology, engineering, and mathematics. Challenges and Opportunities Big Rock Scholar Growth Empower scholar growth through multi-tiered quality instruction and scholar empowerment While Math assessment scores indicate students are on track to meet performance targets, Collins students are not performing as strongly as hoped in ELA. To address these challenges, next year CMS teams will: School Grade 6 Grade 7 Grade 8 Total Collins 204 210 210 624 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 177 Salem Public Schools FY’2023 Recommended Budget 100 x Continue building the CMS Teaching & Learning playbook x Continue refining Mastery Block x Build a shared CMS belief of how students learn Big Rock Race & Equity Elevate student voices to celebrate race & culture and create a sense of belonging Progress in this area is on track and we look forward to continuing and diving deeper into important practices including: x Continue commitment to Equity Imperative PD x Continue equity conversations in homerooms x Continue team & cluster structures x Go deeper with skill-building and student advocacy Big Rock Attendance Ensure every scholar wants to be at Collins every day: empowerment, belonging, relationships This has been an area of struggle for Collins Middle School based on attendance and student survey data. To address these challenges next year CMS teams will: x Continue: Attendance team action planning x Continue & Assess: SEL block x Continue & Build: Tier 1 SEL strategies x Continue: Building upon cluster system to implement Shark Huddles Budget Priorities Budget Priority SIP/DIP Goal Resources Needed Funding Substantially Separate ASD Classroom SIP Goal 1. Scholar Growth Priority 2:B. Focus on developing independent learners. 1.0 ASD Teacher 1.0 ASD Paraprofessional $69,210 $30,466 Team Leader Stipends SIP Goal 1. Scholar Growth SIP Goal 2. Race & Equity SIP Goal 3. Attendance Stipends, formerly paid from ELT Grant $13,000 An additional budget priority presented in the Health Services Cost Center priorities was the increase of nursing services at CMS from 1.0 to 1.6. This request is shown in the budget summary below. Please note that the FY2023 Recommended Budget for Collins does not include any funding for extended learning time as we are hopeful that this will continue to be funded through the state ELT grant next year. If that were not to happen, either extended time would have to be reduced or eliminated, or the district would have to fund some or all of the costs associated with ELT which in ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 178 Salem Public Schools FY’2023 Recommended Budget 101 FY2022, totaled over $600,000. This includes funding for extended day differentials for teachers (projected to be $423,000 in FY2023) as well as 3.0 teaching positions currently being paid for from the ELT grant. Figure 75. FY2022 Collins Middle School Budget Summary As the budget detail above shows, there is a decrease in the Middle School Teacher line due to the reduction of two positions at Collins Middle School due to declining and shifting enrollment. One position is transferred to New Liberty Innovation School who will welcome 7th and 8th grade students to their program next year. The decrease in the Adjustment Counselor line is not a decrease in service but a more accurate classification of a school whose salary had been budgeted to the adjustment counselor line last year. FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 6,447,582 6,694,974 6,881,024 7,036,702 155,677 2.3% ADMINISTRATIVE 517,050 551,547 512,752 559,709 46,957 9.2% DIST WIDE TEACHING 176,692 169,366 178,173 262,827 84,654 47.5% MIDDLE SCHOOL 4,431,298 4,710,917 4,858,885 4,712,685 (146,200) -3.0% ADJUSTMENT COUNSELOR - - 458,712 405,216 (53,496) -11.7% 454,095 425,375 82,061 175,903 93,841 114.4% NURSES 106,176 137,667 85,306 134,803 49,497 58.0% PARAPROFESSIONALS 564,948 502,209 510,667 593,926 83,259 16.3% BEHAVIOR SPECIALISTS 42,335 48,479 52,207 55,063 2,856 5.5% FAMILY ENGAGEMENT FACILITATOR 40,281 44,063 48,750 54,054 5,304 10.9% TUTORS 34,511 19,325 10,000 32,531 22,531 225.3% CLERICAL 47,463 49,699 49,511 51,372 1,861 3.8% CO-CURRIC/ATHLETIC 8,550 5,700 13,000 13,000 - 0.0% FRINGE/STIPENDS 24,184 30,625 21,000 34,000 13,000 61.9% SCHOOL CHOICE OFFSET - - - (48,387) (48,387) 0.0% Expense 63,770 49,904 92,630 80,200 (12,430) -13.4% BOOKS-LIBRARY 6,434 6,789 8,300 8,300 - 0.0% CONTRACTED SERVICES 1,889 6,359 8,400 6,500 (1,900) -22.6% DUES AND SUB - 264 1,900 1,900 - 0.0% EDUCATIONAL TRAINING - - 6,000 - (6,000) -100.0% EQUIPMENT 7,170 4,632 10,030 10,000 (30) -0.3% INSTRUCTIONAL HARDWARE - - 5,000 - (5,000) -100.0% INSTRUCTIONAL SOFTWARE - - 10,000 5,000 (5,000) -50.0% INSTRUCTIONAL SUPPLI 28,809 23,955 31,000 31,000 - 0.0% OFFICE SUPPLIES (GEN 18,625 5,718 12,000 17,500 5,500 45.8% PRINTING AND BINDING 844 2,188 - - - 0.0% Grand Total 6,511,352 6,744,878 6,973,654 7,116,902 143,247 2.1% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 179 Salem Public Schools FY’2023 Recommended Budget 102 Figure 76. FY2022 Collins Middle School Budget Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 180 Salem Public Schools FY’2023 Recommended Budget 103 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 181 Salem Public Schools FY’2023 Recommended Budget 104 Figure 77. Collins Middle School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Behavior Specialists 1.0 1.0 - 43,572 Building Subs 1.0 1.0 - 26,875 Full-time Tutors 1.0 1.0 - 30,392 Health Teachers 2.0 2.0 - 148,525 Literacy Coach 1.0 1.0 - 92,094 MATH COACH 1.0 1.0 - 85,495 Science Coach 0.6 - (0.6) - Special Ed Teacher 1.0 1.0 - 76,061 Team Chair 0.4 - (0.4) - Tutor 0.3 0.3 - 6,480 Grand Total 9.3 8.3 (1.0) 509,494 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 182 Salem Public Schools FY’2023 Recommended Budget 105 Salem High School 77 Willson Street, Salem, MA 01970 Principal: Glenn Burns Assistant Principals: Shamus Mruk, Lynne Mullen, Andrew Bubb (Interim) FY2022 October Enrollment: 803 FY2023 Projected Enrollment: 870 School Grade 9 Grade 10 Grade 11 Grade 12 Total Salem High 214 249 208 199 870 One of the district’s strategic priorities is to strengthen the pre-K to post-secondary experience of students in Salem Public Schools, with a strategic initiative focused on creating a shared vision for the high school experience with equity at the center. Aligned to these is one of budget priorities that emerged as one of the top ten for both staff and community members, specifically, to increase student access to workforce development and career/technical programming. To that end, Salem High School has requested significant funding in FY2023 to support expansion of the early college and dual enrollment programs, and to increase student access to robust workforce development and career vocational technical programs. Salem High also seeks to continue development of tiered systems of support for academic and social emotional needs of students. Funding has been requested to support a third year of implementation of the BARR model, a approach that proactively addresses the non-academic reasons why students fall behind and identifies resources necessary for them to thrive. This work, along with continued professional development focused on connection and relationship building, cultural competency, anti-racism, and dropout prevention will increase student engagement, improve attendance, and ultimately improve outcomes for students. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 183 Salem Public Schools FY’2023 Recommended Budget 106 Challenges and Opportunities Big Rock High quality programming for all students that provide credentials beyond high school prior to graduation This year, moderate progress has been made with 100 new students enrolled in a CTE course. Early college participation grew by 54 students, and students taking advanced coursework increased by Given the increasing demand for CTE courses and programs, key investments must be made in our CTE staffing and our CTE infrastructure. The FY2023 Recommended Budget includes 4 new CTE positions to meet the increasing popularity of our automotive, carpentry, medical assisting, and culinary arts programs. Big Rock Four-year graduation plans for all students A four-year plan has been developed and benchmarks are set through weekly Crew lessons. Key investments must be made to provide access and opportunities to students to goal set and design their pathway to post high school success. Big Rock High quality social-emotional and academic learning Salem High has made moderate progress, with 74% of freshmen on track as of this spring. We must continue to provide high quality student engagement activities for students that bring meaning and definition to Salem Witches, and through more effective use of Crew. Budget Priorities Budget Priority SIP/DIP Goals Resources Needed Funding Expand CTE Offerings Goal 1 1.0 Automotive Teacher 1.0 Carpentry Teacher 1.0 Medical Assisting Teacher 1.0 Culinary Arts Teacher Offset with reduction in 1/8th differentials $78,804 $78,804 $78,804 $78,804 (109,494) Enhance CT infrastructure and equipment Goal 1 Additional program supplies and instructional software necessary to meet CTE frameworks Blueprint course at NSCC for CTE students $92,050 $10,000 Continue to provide expanded supports to students through community office, summer school, vacation academies; support staff wanting to do summer curriculum development work. Goal 2 & 3 Stipends for staff $57,072 High quality social emotional learning and support Goal 3 Continued Funding for BARR Model, LEAP, Recovery High $67,065 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 184 Salem Public Schools FY’2023 Recommended Budget 107 Figure 78. FY2022 Salem High School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 10,427,739 10,185,935 10,675,374 11,564,071 888,697 8.3% ADMINISTRATIVE 1,020,309 1,059,131 1,076,044 1,138,346 62,302 5.8% DIST WIDE TEACHING 305,370 331,911 491,885 710,279 218,394 44.4% HIGH SCHOOL 7,601,241 7,264,523 7,451,306 7,925,569 474,263 6.4% ADJUSTMENT COUNSELOR - - 334,346 322,813 (11,533) -3.4% 421,086 424,228 174,892 275,243 100,351 57.4% NURSES 128,899 134,587 153,191 150,493 (2,698) -1.8% PARAPROFESSIONALS 546,154 563,913 562,524 780,295 217,771 38.7% BEHAVIOR SPECIALISTS 38,499 39,557 42,599 - (42,599) -100.0% FAMILY ENGAGEMENT FACILITATOR - - - 48,801 48,801 0.0% TUTORS 97,457 61,040 63,737 114,048 50,311 78.9% CLERICAL 210,737 229,465 245,994 196,127 (49,867) -20.3% FRINGE/STIPENDS 54,040 77,579 73,856 135,928 62,072 84.0% OVERTIME (GENERAL) 3,948 - 5,000 - (5,000) -100.0% SCHOOL CHOICE OFFSET - - - (233,871) (233,871) 0.0% Expense 358,727 256,699 337,260 623,463 286,203 84.9% BOOKS-LIBRARY 12,073 15,824 16,578 17,000 422 2.5% CONTRACTED SERVICES 111,675 103,892 37,935 105,000 67,065 176.8% DUES AND SUB 14,300 10,469 14,300 14,300 - 0.0% EDUCATIONAL TRAINING - - 20,000 20,000 - 0.0% EQUIPMENT 84,902 61,957 25,000 25,000 - 0.0% INSTRUCT/EDUC TEST 40,000 32,485 40,000 45,000 5,000 12.5% INSTRUCTIONAL HARDWARE - - 10,000 10,000 - 0.0% INSTRUCTIONAL SOFTWARE - - 32,613 76,862 44,249 135.7% INSTRUCTIONAL SUPPLI 72,863 27,486 80,334 163,301 82,967 103.3% OFFICE SUPPLIES (GEN 19,687 4,586 17,500 20,000 2,500 14.3% PRINTING AND BINDING - - 2,000 4,000 2,000 100.0% SCHOOL LEADERSHIP - - 15,000 15,000 - 0.0% TEXTBOOKS 3,227 - - - - 0.0% TUITION - - 26,000 108,000 82,000 315.4% Grand Total 10,786,466 10,442,633 11,012,634 12,187,534 1,174,900 10.7% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 185 Salem Public Schools FY’2023 Recommended Budget 108 Figure 79. FY2022 Salem High School Budget Staffing Detail ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 186 Salem Public Schools FY’2023 Recommended Budget 109 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 187 Salem Public Schools FY’2023 Recommended Budget 110 Figure 80. Salem High School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Building Subs 1.0 1.0 - 21,147 Career Coach 1.0 1.0 - 23,063 Internship Coordinator 1.0 1.0 - 81,805 ELA Teacher 1.0 1.0 - 54,664 ROTC Instructor 1.0 1.0 - 100,631 Special Ed Teacher 3.0 3.0 - 223,018 Grand Total 8.0 8.0 - 504,328 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 188 Salem Public Schools FY’2023 Recommended Budget 111 Athletics and Student Activities Athletics Director: Scott Connolly Salem High School has a strong athletics program, that offers 24 different team sports across three seasons. Salem is part of the Northeast Conference of the Massachusetts Interscholastic Athletic Association and competes against teams from Beverly, Danvers, Gloucester, Lynn, Marblehead, Masconomet, Peabody, Saugus, Swampscott, and Winthrop. Thirty percent of Salem High School students participated in at least one sport this year. Unlike many surrounding districts, there are no fees for Salem athletes to participate in our sports programs. Salaries and expenses for the athletics program are funded entirely through the district’s budget. Additional support is generously provided by many of Salem’s athletic booster groups. Figure 81. FY2023 Athletics Department Budget Summary ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 189 Salem Public Schools FY’2023 Recommended Budget 112 Figure 82. Athletics and Student Activities Staffing FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Director of Athletics 1.0 1.0 - 79,135 Senior Account Clerk 1.0 1.0 - 52,969 Student Activities Coordinator - 5,300 Grand Total 2.0 2.0 - 137,404 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 190 Salem Public Schools FY’2023 Recommended Budget 113 New Liberty Innovation School 2 East India Square, Suite 200, Salem, MA 01970 Principal: Jennifer Winsor FY2022 October 1 Enrollment: 50 FY2023 Projected Enrollment: 61 Grade 7 8 9 10 11 12 Total Anticipated Enrollment 5 5 7 12 12 20 61 SPS Students 5 5 7 11 8 14 50 School Choice Students 0 0 0 1 3 6 11 New Liberty Innovation School (NLIS) provides a small, supportive environment for students who are at risk of not completing high school. The competency-based model allows students to demonstrate their skills and knowledge acquisition through a variety of formats and mediums. In the 2018-19 school year, NLIS began to accept students through School Choice, and through that option, enrollment at NLIS continues to increase. Our demographics have remained stable over the last few years. Our population mirrors the district in terms of the racial makeup of our students. However, we do have more females than males, we have a higher percentage of special education students than the rest of the district at 32% (vs 22.9% for the district), a higher percentage of economically disadvantaged youth (70% vs 55%), and fewer MLs (10% vs 13.7%). We continue to serve more 11th-12th graders than 9th-10th graders. As we welcome middle school students next year, our demographics will shift younger. NLIS continues to work toward increasing attendance and graduation rates, engaging diverse learners and increasing the academic rigor of the program of study. NLIS aims to engage families and provide opportunities for staff to deepen their relationships with and understanding of the students at the school and continuously improves innovative systems of student support, with a focus on college and career readiness. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 191 Salem Public Schools FY’2023 Recommended Budget 114 Successes and Areas of Growth Panorama survey results from the Fall of 2021 showed that 85% of our students feel that the school is a safe place for them, and 81% report having supportive relationships with a member of the NLIS staff. Seventy-eight percent of students feel that there is cultural awareness and action to develop this awareness. Seventy percent feel that the school has rigorous expectations. Staff panorama survey data indicated 97% of staff feel that there is cultural awareness and action, 93% reported feeling a sense of belonging, and professional growth, with 74% feeling a sense of well-being. Seventy-two percent responded favorably to the professional learning offered about equity. New Liberty students continue to struggle with attendance. While the school’s attendance rate is 72%, there is a 75.3% rate of chronic absenteeism. Approximately 25% of students dropped out during the school year. The rate of competency completion for students is 42% per marking period, on average. Student engagement will continue to be a big focus in the upcoming school year. Budget Priorities Budget Priority SIP/DIP Goal Resources Needed Funding Provide art or music instruction to students Increase Student Engagement Contract services for outside provider of art or music instruction $4,000 Work with at risk students at a younger age Increase Student Engagement 1.0 Teacher for self-contained 7-8 classroom $66,000 (reallocation of CMS position) Increase Student Independence Instructional Supplies for new classroom $1,000 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 192 Salem Public Schools FY’2023 Recommended Budget 115 Figure 83. FY2022 New Liberty Innovation School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 942,492 947,539 975,719 989,687 13,969 1.4% ADMINISTRATIVE 129,261 135,554 134,165 141,330 7,165 5.3% DIST WIDE TEACHING - - 11,680 16,499 4,819 41.3% ADJUSTMENT COUNSELOR 80,653 81,153 80,653 85,695 5,042 6.3% NURSES 32,741 38,542 38,542 40,902 2,360 6.1% PARAPROFESSIONALS 9,410 12,495 21,069 25,058 3,989 18.9% CLERICAL 121,610 133,753 147,254 148,791 1,537 1.0% FRINGE/STIPENDS 10,735 18,250 10,000 27,000 17,000 170.0% TEACHING 558,082 527,792 532,356 585,057 52,701 9.9% SCHOOL CHOICE OFFSET - - - (80,645) (80,645) 0.0% Expense 246,418 241,162 258,783 264,283 5,500 2.1% CONTRACTED SERVICES 11,749 6,294 20,000 24,000 4,000 20.0% INSTRUCTIONAL SUPPLIES 7,048 7,671 7,048 8,048 1,000 14.2% OFFICE SUPPLIES (GEN 2,621 1,988 3,000 3,000 - 0.0% PHOTOCOPY MACHINE LE - 209 3,735 4,235 500 13.4% RENTAL & LEASE 225,000 225,000 225,000 225,000 - 0.0% Grand Total 1,188,910 1,188,701 1,234,502 1,253,970 19,469 1.6% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 193 Salem Public Schools FY’2023 Recommended Budget 116 Figure 84. FY2022 New Liberty Innovation School Staffing Detail Figure 85. New Liberty Innovation School Grant Funded Positions FY2022 FTE FY2023 FTE CHANGE IN FTE FY2023 COMPENSATION Post-High Employment Coach 1.0 1.0 - 75,850 Grand Total 1.0 1.0 - 75,850 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 194 Salem Public Schools FY’2023 Recommended Budget 117 Salem Prep Therapeutic Public Day High School 1 Church Street, Suite 202, Salem, MA 01970 Director: Brian Edmunds FY2022 October 1 Enrollment: 17 FY2023 Projected Enrollment: 14 (Maximum 28) Gr 8 Gr 9 Gr 10 Gr 11 Gr 12 Total SPS Current Enrollment 0 1 3 0 4 8 Tuitioned-In 0 0 1 1 0 2 Anticipated 0 1 1 2 0 4 Total Enrollment 0 2 5 3 4 14 Salem Prep is a highly structured, intensive therapeutic learning day school for students with a history of social-emotional disabilities who have experienced difficulty within a large public high school. The program is highly structured, safe, and focused on academic achievement, social/emotional growth, and vocational skill development. Students have multiple opportunities to experience success, reduce their emotional vulnerability, and grow socially within their community and school district. The focus of Salem Prep is on a strong academic, standards-based curriculum: English, math, science, social studies, and health with specially designed instruction to address individual learning challenges. The curriculum supports preparation for MCAS and provides ample opportunities for academic and social success. Students have opportunities to integrate into classes at Salem High School as deemed appropriate. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 195 Salem Public Schools FY’2023 Recommended Budget 118 Challenges and Opportunities Salem Prep had a goal this year of keeping the dropout rates at or lower than The school has struggled to achieve that benchmark with a rate of 9% in November, increasing to 14% as of January. Early successes to address these challenges have included updating our care team model, connecting students with CTE programs at Salem High School, and our partnership with the Disability Resource Center (DRC) at the Massachusetts Rehabilitation Commission (MRC). There have also been successes with the percent of students participating in advanced and other coursework. The benchmark that was set was 20% and by January, the percent had increased to 23%. One of the challenges we have faced is addressing the mental health needs of students with reduced clinical support staff. At the start of the current school year, Salem Prep had been assigned a full time school adjustment counselor and a full time school With the resignation of the school the position was reduced to a 0.4 FTE part time school adjustment counselor. In the FY2023 Budget, we request that this position be increased to a 1.0 school adjustment counselor. In addition, it has been challenging for staff to connect with and build relationships with our internship, externship, and community based work experience providers. In the FY2023 budget, we seek to address this by providing a stipend to a staff member to be able to do this work outside the regular school day. Budget Priorities Description SIP/DIP Goal(s) Resources Needed Funding Trauma Informed Care Increase attendance, 4 year graduation rate, reduce dropout rate 0.6 Adjustment Counselor to restore to previous 2.0 clinician support $43,155 Anti-Racist Practice Increase attendance, 4 year graduation rate, reduce dropout rate Employment Relations Specialist Stipend $4,000 Trauma Informed Care & Anti- Racist Practice Increase 4 year graduation rate, reduce dropout rate Modern Classroom PD and implementation support $3,000 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 196 Salem Public Schools FY’2023 Recommended Budget 119 Figure 86. FY2022 Salem Prep High School Budget Summary FY2020 Actual FY2021 Actual FY2022 Adopted FY2023 Recommended $ Change % Change Personnel 614,814 688,267 770,917 723,085 (47,832) -6.2% ADMINISTRATIVE 136,469 140,206 144,011 147,663 3,652 2.5% DIST WIDE TEACHING - - 80,317 16,499 (63,818) -79.5% TEACHING 346,598 367,052 354,928 405,083 50,155 14.1% 36,823 54,471 56,004 130,324 74,320 132.7% NURSES 14,032 38,542 38,542 40,902 2,360 6.1% BEHAVIOR SPECIALISTS 32,573 62,950 68,790 73,865 5,075 7.4% PARAPROFESSIONALS 48,319 25,047 24,825 29,249 4,424 17.8% FRINGE/STIPENDS - - 3,500 7,500 4,000 114.3% TUITION OFFSET - - - (128,000) (128,000) 0.0% Expense 130,705 131,455 134,207 137,957 3,750 2.8% CONTRACTED SERVICES 644 1,760 2,100 2,100 - 0.0% EDUCATIONAL TRAINING - - 250 250 - 0.0% INSTRUCTIONAL HARDWARE - - 200 200 - 0.0% INSTRUCTIONAL SOFTWARE - - 300 300 - 0.0% INSTRUCTIONAL SUPPLIES 2,694 3,194 4,000 7,000 3,000 75.0% OFFICE SUPPLIES (GEN 921 345 1,200 1,200 - 0.0% OTHER EXPENSES 289 - - 750 750 0.0% RENTAL & LEASE 126,157 126,157 126,157 126,157 - 0.0% Grand Total 745,518 819,722 905,124 861,042 (44,082) -4.9% ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 197 Salem Public Schools FY’2023 Recommended Budget 120 Figure 87. FY2022 Salem Prep High School Staffing Detail Figure 88. Salem Prep High School Grant Funded Positions ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 198 Salem Public Schools FY’2023 Recommended Budget 121 Concluding Section Salem Public School’s FY2023 Recommended Budget is a statement of the values that guide our work of educating our future citizens. The unique challenge we faced this year was to determine the funding necessary to meet the needs of our diverse learners and provide strong supports to our faculty and staff while being respectful of sustainability and our fiscal responsibilities to the citizens of Salem. While we are grateful for the gains made in the current year, including the full return of our students and staff to our schools and classrooms, there is still much work to be done. Meeting the needs of the whole child in the current national and global climate is a challenge. In times like this, we rely on our values, mission, and vision to guide our work, including our allocation of resources. Ensuring that student needs are at the center of all our decisions has been our true north throughout this process. We have used our strategic objectives and initiatives as the road map for developing our spending plan, not just for our local dollars but the significant federal funds to be invested over the next two to three years. We have demonstrated how our investments align to those strategic objectives and initiatives. Finally, we have addressed the critical desire to ensure a transparent and participatory budget process, a reflection of our desire to be a truly inclusive school district that proactively engages constituents and addresses the aspirations of those we serve – students, staff, and all members of the Salem community. We do not take the impact of a $2.15 million increase to the citizens of Salem. It is important to understand that the most significant driver of this increase is the salary and wage increases that we negotiated with our educators, paraprofessionals and school related personnel. As a district, we believe that our educators need to be compensated fairly. Their talents are our most valuable assets. Nearly 70% of the requested increase is driven by this increased investment in our staff. However, it did result in a structural budget deficit which is what is driving the current fiscal reality. In FY2022, the COLA increase used to arrive at the budget projection was 2.0%. The settled contract awarded teachers a 1.75% increase for those on step 1-12 and 2.75% for teachers on top step It also granted a 1% increase effective June 30, 2021 – effectively an additional 1% for FY22. The increase for 54% of our teachers in FY2022 was actually 3.75%, with the remaining 46% receiving a 2.75% increase. The end result is a structural deficit in the FY2022 budget of nearly $500,000. The School Department has not requested a supplemental appropriation to offset this deficit preferring to try to absorb the impact within its own budgeted means. However, had such a supplemental been requested and granted, the budget increase for FY2023 would have been 2.5%, rather than the 3.2%, far below the historical averages of 3.0% to 4.0%. The 3.8% increase for FY2023 mirrors the average teacher salary increase of 3.785% for FY2023 based on the negotiated contract. As mentioned in previous sections, with 80% of the school department budget consisting of compensation to our school personnel, and with our STU and PSRP members making up the majority of our personnel, their salary increases drive our budget. As we know and as has been elevated over these past two years, our committed staff give life to our schools. We hope that this document has provided readers with the context, background information, and budgetary detail necessary to understand how taxpayer dollars will be invested in our schools. We encourage constituents to reach out to us if there are questions we can answer or additional information we can provide. Questions or requests for additional information can be emailed to [EMAIL REDACTED]. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 199 Salem Public Schools FY’2023 Recommended Budget 122 Appendix A: FY2023 Requested Budget Items ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 200 Salem Public Schools FY’2023 Recommended Budget 123 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 201 Salem Public Schools FY’2023 Recommended Budget 124 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 202 Salem Public Schools FY’2023 Recommended Budget 125 Appendix B: Summary of Federal, State, and Local Grants GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS CvRF School Reopening Federal Allocation All Schools - $ 908,325 $ - $ - $ Expired ESSER I Federal Entitlement All Schools - $ 1,096,282 $ - $ - $ Multi-year Summer & Vacation Learning Program Federal Competitive All Schools - $ 26,745 $ - $ - $ Expired ESSER II Federal Entitlement All Schools - $ 4,124,098 $ - $ - $ Multi-year Remote Learning Technology Essentials Federal Competitive All Schools - $ 60,707 $ - $ - $ Expired ESSER III Federal Entitlement All Schools - $ - $ 9,246,186 $ - $ Multi-year Summer School Exp & Engagement Federal Allocation Elementary Schools - $ - $ 48,600 $ - $ Expired Summer Acceleration Academy Federal Targeted CMS - $ - $ 31,208 $ - $ Expired Math Acceleration Academy Federal Competitive All Schools - $ - $ 86,675 $ - $ Expired Title IIA Federal Entitlement All Schools 167,931 $ 183,527 $ 168,872 $ 168,872 $ Continued Title III Federal Entitlement All Schools 70,677 $ 90,270 $ 89,840 $ 89,840 $ Continued Developing plans to reopen schools and providing educational services due to the public health emergency with respect to COVID-19, primarily used for administrative and instructional salaries, technology and teaching supplies for remote learning, PPE, cleaning supplies, legal support expenses and partnerships, supporting hub extensions. Providing emergency relief funds to help K-12 school districts prepare for and respond to impacts of COVID-19, primarily used for instructional and custodial salaries, technology, licenses and materials to support remote learning, PPE and cleaning supplies, transportation services. Developing and implementing school vacation learning programs during the 2020-2021 school year, primarily used for teacher stipends and instructional supplies. Providing resources to school districts to address impacts of COVID-19 to help safely reopen and measure and effectively address significant learning loss, primarily used for instructional and custodial salaries, summer partnerships, professional development, K-5 curriculum, technology, PPE and cleaning supplies. Addressing remote learning technology needs to ensure that every student has adequate access to technology for use in remote learning environments during the 2020-21 school year, primarily used for Chromebooks, iPads, internet services and mifis/hotspots/jetpacks. Addressing remote learning technology needs to ensure that every student has adequate access to technology for use in remote learning environments during the 2020-21 school year, primarily used for instructional and custodial salaries, technology, licenses and instructional materials, PPE and cleaning supplies, transportation services. Support the development and expansion of high quality, comprehensive and engaging summer school/learning programs for students. Accelerate the learning of students most affected by the COVID-19 pandemic. Implementation of math focused Acceleration Academies for students in grades 3 through 10 during April school vacation week. Building systems of support for excellent teaching and leading, primarily used for high quality professional development. English language acquisition and academic program for English learners, primarily used for high quality professional development and summer/vacation academies. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 203 Salem Public Schools FY’2023 Recommended Budget 126 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS Title IIIA Immigrant Children and Youth Federal Entitlement All Schools - $ 25,656 $ - $ - $ Expired Teacher Diversification Federal Competitive All Schools - $ - $ 127,464 $ - $ Expired IDEA Federal Entitlement All Schools 1,273,692 $ 1,300,691 $ 1,297,016 $ 1,297,016 $ Continued SPED 94-142 YALD Federal Comp/Cont CMS, HMLS 19,000 $ 24,413 $ 20,000 $ - $ Expired Systems for Student Success Federal Non-Competitive All Schools - $ - $ - $ - $ Expired ARP IDEA Federal Entitlement All Schools - $ - $ 242,300 $ - $ Multi-year Early Childhood SPED Federal Entitlement ECC 52,391 $ 52,664 $ 52,819 $ 52,819 $ Continued ARP Early Childhood SPED Federal Entitlement ECC - $ - $ 22,564 $ - $ Multi-year SPED Program Improvement Federal Entitlement All Schools - $ 32,003 $ - $ - $ Expired SPED EC Program Improvement Federal Entitlement n/a - $ 2,500 $ - $ - $ Expired ARP Homeless Youth Federal Targeted All Schools 28,677 $ - $ Multi-year English language acquisition and academic program for English learners, primarily used for summer academy. Strengthen and diversify existing teacher recruitment and retention programs. Ensures that eligible students with disabilities receive a free and appropriate public education that includes services designed to meet their individual needs, primarily used for administrative, instructional and clerical salaries. 21st CCLC enhanced programs for students on an IEP, primarily used for instructional salaries. Identify and develop a plan to address students' most significant barriers to learning, primarily used for professional development and curriculum. To help districts recover from the impact of the coronavirus pandemic. Ensures that eligible students with disabilities receive a free and appropriate public education that includes services designed to meet their individual needs. Ensures that eligible children, ages 3-5, with disabilities are appropriately identified and receive developmentally-appropriate, special education and related services designed to meet their individual needs, in least restrictive environments, primarily used for Principal salary. To help districts recover from the impact of the coronavirus pandemic. Ensures that eligible children, ages 3-5, with disabilities are appropriately identified and receive developmentally- appropriate, special education and related services designed to meet their individual needs, in least restrictive environments. Program improvement designed to create meaningful and sustainable systemic change, and accelerate progress for students with IEPs, primarily used for professional development. Program improvement designed to create meaningful and sustainable systemic change, and accelerate progress for students with IEPs, primarily used for professional development. Programs that ensure students who are homeless enroll in and attend school, and have racially equitable and culturally responsive opportunities to succeed in school. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 204 Salem Public Schools FY’2023 Recommended Budget 127 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS Title I Federal Entitlement All K-8 Schools 1,180,064 $ 1,298,900 $ 1,284,989 $ 1,284,989 $ Continued Title IVA Federal Entitlement All Schools 79,477 85,947 88,434 88,434 Continued McKinney-Vento Federal Competitive All Schools 15,000 $ 15,000 $ 15,000 $ - $ Expired MassGrad Promising Practices Federal Targeted SHS, NLIS - $ - $ 40,000 $ - $ Expired Title I School Support Federal Allocation Title I Schools - $ - $ - $ - $ Expired SEL & Mental Health Federal Competitive All Schools - $ - $ 150,000 $ - $ Expired Perkins Federal Entitlement SHS 63,428 $ 61,869 $ 55,986 $ 55,986 $ Continued FAFSA Completion Opportunity Federal Targeted SHS - $ 5,000 $ - $ - $ Expired GLEAM Collaboration & Preparation Federal Competitive SHS - $ 5,000 $ 199,580 $ - $ Expired 21st Century Community Learning Federal Comp/Cont CMS, HMLS 227,630 $ 227,630 $ 267,630 $ 267,630 $ Continued 21st Century Community Learning Federal Comp/Cont NBS - $ - $ - $ - $ Expired 21st Century Community Learning Federal Competitive Bates 119,000 $ 119,000 $ 121,150 $ 121,150 $ Continued Provides supplemental resources to help provide all children significant opportunity to receive a fair, equitable, and high-quality education, and to close educational achievement gaps, primarily used for administrative and instructional salaries, professional development and curriculum development work. Supporting well-rounded educational opportunities, safe/healthy students and effective use of technology, primarily used for professional development. Ensure homeless students enroll, attend and have the opportunity to succeed in school, primarily used for after school and summer enrichment programs and basic supplies. Supplementary support to school districts with high concentrations of students at-risk for not graduating from high school. Level 3 Turnaround Plan implementation in Title I eligible schools in the lowest 10 percentiles, primarily used for coaching and thematic readers. To adapt, expand, or strengthen multi-tiered systems of support to respond to the social-emotional and behavioral health needs of students, families and educators and to build strong partnerships with community-based mental health agencies and/or providers. Increasing student performance by continuously improving career/vocational technical education, primarily used for curriculum, instruction and professional development. Provides direct support to students and families in the completion of the Free Applications for Federal Student Aid (FAFSA) in high schools with high numbers of economically disadvantaged students, primarily used for staff stipends and community space. Developing strong proposals for the forthcoming Growing Literacy Equity Across Massachusetts (GLEAM) program grants, primarily used for consulting. Academic enrichment programming implemented to close proficiency and opportunity gaps, increase student engagement, and support college and career readiness and success, primarily used for instructional stipends and partnerships. Academic enrichment programming implemented to close proficiency and opportunity gaps, increase student engagement, and support college and career readiness and success, primarily used for instructional salaries and partnerships. Academic enrichment programming implemented to close proficiency and opportunity gaps, increase student engagement, and support college and career readiness and success, primarily used for partnerships. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 205 Salem Public Schools FY’2023 Recommended Budget 128 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS 21st Century Community Learning C/o Federal Comp/Cont CMS, HMLS, Bates - $ 106,458 $ - $ - $ Expired 21st Century Community Learning Federal Competitive Bentley - $ - $ 199,000 $ 199,000 $ Continued Adolescent Health & Success Federal Non-Competitive CMS, SHS 10,000 $ 10,000 $ 10,000 $ - $ Expired Teen Pregnancy Prevention Federal Non-Competitive CMS, Salts 31,590 $ 28,589 $ 5,000 $ - $ Expired Accelerating Literacy with HQ Materials Federal Competitive Elementary Schools - $ - $ 198,367 $ - $ Expired Fresh Fruit and Vegetables Federal Entitlement All K-8 Schools 118,850 $ 149,119 $ 71,120 $ 71,120 $ Continued Community Development Block Grant Federal Other NLIS, Bentley 10,500 $ - $ - $ - $ Expired TOTAL FEDERAL GRANTS 3,439,230 $ 10,040,393 $ 14,168,477 $ 3,696,856 $ Financial Literacy Program State Competitive NLIS - $ 11,500 $ - $ - $ Expired SOA Programs State Competitive SHS - $ - $ 37,000 $ - $ Expired Gateway City HQ Intensive ELL Programs State Competitive All Schools - $ 155,000 $ 465,000 $ 345,000 $ Continued Expanded Learning Time (Carryover) State Comp/Cont CMS - $ 18,500 $ 291,050 $ - $ Expired To equip schools with the high-quality core instructional materials needed to accelerate literacy learning, particularly as schools recover from extended closures and students require rich instructional support to accelerate their learning Provides a variety of free fresh fruits and vegetables throughout the school day. Supports teacher home visits and family engagement, primarily used for teacher stipends. Selecting and developing materials, curriculum, professional development and in-person or virtual experiential learning related to financial literacy, primarily used for teacher stipends, curriculum material and subscriptions. Academic enrichment programming implemented to close proficiency and opportunity gaps, increase student engagement, and support college and career readiness and success, primarily used for partnerships. Academic enrichment programming implemented to close proficiency and opportunity gaps, increase student engagement, and support college and career readiness and success, primarily used for partnerships. Plan, coordinate and implement approaches to locally improving adolescent health, primarily used for committee work, consulting and reference materials. Teen pregnancy prevention program and adulthood preparation subjects in middle schools, primarily used for professional development and curriculum work. Improve educational opportunities for all students, with an emphasis on improving racial equity, by supporting district Student Opportunity Act (SOA) Plans for development or enhancement of early college. Implementing and supporting new and innovative English Learner Education (ELE) programs while also providing districts with an opportunity to create a bilingual education hub and multicultural libraries, primarily used for teacher stipends, coursework, community forums and leveled readers. Provides assistance to schools with an ELT implementation plan, primarily used for summer program teacher stipends and instructional supplies. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 206 Salem Public Schools FY’2023 Recommended Budget 129 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS Expanded Learning Time (School Year) State Comp/Cont CMS 616,086 $ 281,710 $ 847,600 $ 291,050 $ Continued Covid-19 Summer Prog Reimburement State Allocation District - $ - $ 200,000 $ - $ Expired Early College Support State Targeted SHS 60,000 $ 29,000 $ 27,565 $ - $ Expired Summer Meals Expansion State Targeted District - $ 12,274 $ 12,300 $ - $ Expired Supporting Student Health & Wellness State Competitive District - $ 13,000 $ 71,973 $ 71,973 $ Continued Circuit Breaker State Reimbursement District 2,354,821 $ 2,158,388 $ 1,965,460 $ 1,965,460 $ Continued Skills Capital State Competitive SHS 218,199 $ 100,000 $ 116,000 $ - $ Expired School Choice State Local Aid District 157,112 $ 301,411 $ 435,586 $ 435,586 $ Continued Comprehensive School Health Services State Competitive District 95,000 $ 95,000 $ 195,000 $ 95,000 $ Continued Safer Schools & Communities Initiative State Competitive SHS 80,000 $ - $ - $ - $ Expired Food Security Infrastructure State Competitive District - $ 104,955 $ 149,509 $ - $ Expired School Water Improvement State Competitive District - $ 84,000 $ - $ - $ Expired Provides assistance to schools with an ELT implementation plan, primarily used for instructional salaries, stipends and partnerships. Reimburse public school districts for the costs of summer school and other summer programming (for expenses or obligations incurred April – September 2021) intended to remedy and reverse COVID-19 pandemic-related learning loss. Building scale in order to strategically address equity gaps in college access through recruitment and enrollment in Early College programs for students at SHS, primarily used for teacher stipends, student services and technology. Increase participation in the SFSP, primarily used for outreach support and services/materials to create raised garden beds. Improve student behavioral and mental health outcomes and address related barriers to student success, primarily used for teacher stipends for training, to support Community Office at SHS and teacher training materials. Reimburses cities and towns for special education costs that exceed 4x the state per pupil at the rate of 75%. Reimbursement is for prior school year expenses. Funds can be carried over up to one fiscal year. To purchase and install equipment, as well as any improvements and renovations necessary for installation and use of such equipment, to support vocational and technical training. Allows parents to send children to schools in communities other than the city/town in which they reside. Tuition is paid by the sending district to the receiving district. Provides case management for students with chronic health conditions; sustained bridge program for students returning to school after hospitalizations; and health education using trauma and resilience informed approaches. Primarily used for salaries, professional development and resource materials. Purchase and install a wireless security system for exterior doors and priority areas as well as a video surveillance system, primarily used for wireless security system, digital cameras and related equipment. Purchase and install walk-in refrigeration for 6 schools to increase use of fresh local produce and implement more scratch cooking, primarily used for equipment. Purchase and installation of 28 filtered water bottle filling stations, primarily used for equipment. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 207 Salem Public Schools FY’2023 Recommended Budget 130 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS State Coronavirus Prevention Fund State Targeted District - $ 267,950 $ - $ - $ Expired TOTAL STATE GRANTS 3,581,218 $ 3,632,688 $ 4,814,043 $ 3,204,069 $ Norman Read Charitable Trust Local Other All Schools 904,051 $ 929,900 $ 1,144,200 $ 1,144,200 $ Continued Project Lead the Way Local Other NLIS - $ - $ 8,249 $ - $ Expired Project Lead the Way - Gateway Local Other CMS 4,000 $ - $ - $ - $ Expired Cell Signaling Technologies Local Other ES & HS 13,353 $ - $ - $ - $ Expired Nellie Mae Foundation Local Other All Schools 129,981 $ - $ - $ - $ Expired Mass Life Sciences Center Equipment Local Other MS & HS 88,932 $ - $ - $ - $ Expired Mass Afterschool Partnerships Local Other All Schools 17,000 $ - $ - $ - $ Expired Salem Ed Foundation Local Other All Schools 16,084 $ 8,766 $ 5,166 $ 5,166 $ Continued Education First Local Other CMS - $ 7,000 $ - $ - $ Expired SSU 100 Males to College Local Other SHS 3,000 $ - $ - $ - $ Expired Linden Foundation Local Other n/a 20,000 $ 22,500 $ 22,500 $ 22,500 $ Continued One-time funding to support coronavirus prevention efforts and maintain and increase educational quality during the pandemic, primarily used for nurse stipends, testing services and testing supplies. Supports achieving excellence in science education through curriculum and instruction, primarily used for instructional coach salaries, science materials and curriculum, and partnership initiatives Implementation of the PLTW Biomedical Science program, primarily used for professional development, supplies and equipment. To offset the costs associated with the PLTW Gateway Program, primarily used for core training and related expenses. To support Life Science education and programs, primarily used for subscriptions, lab supplies and equipment. To support and develop student-centered teachers and administrators at scale, primarily used for professional development and consulting. Science Equipment for MS and HS classrooms To support Salem's Parent Child Home Program, primarily used for programmatic supplies, materials and travel expenses. To support innovative approaches to increase college access, enrollment, retention, and success for low-income males and males of color to promote success in college/career, primarily used for educational materials, events and field trips. Social Emotional Learning Projects, primarily used for teacher stipends, SEL consultant and materials. Provides funding for projects that further students' educational experience in science, math, the arts and humanities, primarily used for classroom supplies To support activities that promote student achievement, primarily used for consultants, partnerships and programmatic expenses. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 208 Salem Public Schools FY’2023 Recommended Budget 131 GRANT TITLE SOURCE COMPETITIVE / ENTITLEMENT SCHOOL FY20 AMOUNT FY21 AMOUNT FY22 AMOUNT FY23 PROJECTED STATUS Mass Hire (formerly First Jobs) Local Other SHS 7,680 $ 34,879 $ 43,092 $ - $ Expired Parent-Child Plus Program Local Other District 70,980 $ 53,376 $ 52,579 $ 52,579 $ Continued Project Bread School Breakfast Local Other SHS 2,135 $ 12,000 $ - $ - $ Expired Barr Foundation Local Other SHS - $ 100,000 $ 300,000 $ - $ Expired Barr Foundation Local Other All Schools - $ - $ 25,000 $ - $ Expired Barr Foundation - Covid-19 Local Other District - $ 86,000 $ - $ - $ Expired Smith Family Foundation Local Other SHS - $ 40,000 $ 200,000 $ - $ Expired Mass Civic Learning Coalition Local Other CMS - $ 3,860 $ - $ - $ Expired Mass Cultural Council - Stars Residency Local Other SHS - $ 4,450 $ - $ - $ Expired TOTAL LOCAL GRANTS 1,277,196 $ 1,302,731 $ 1,800,786 $ 1,224,445 $ GRAND TOTALS 8,297,644 $ 14,975,812 $ 20,783,306 $ 8,125,370 $ To provide a fully remote school residency with slam poet to analyze, write and share poetry, primarily used for cultural partner collaboration. Engaging all grade 8 students in a student-led action civics project that provides examples of real-world learning, primarily used for teacher stipends and programmatic material. To assess the feasibility of implementing an Early College Promise program and develop an implementation plan and financial sustainability plan, primarily used for teacher stipends, consulting and supplies for meeting and outreach. To convert a short-term COVID-response consultant into a year-long executive team position to build capacity, meet student needs and reopen an improved and more equitable system of schools, primarily used for administrator salary. To support a talent landscape analysis focused on teacher diversity in partnership with TNTP. To support student, family and staff engagement to redesign the high school experience, primarily used for teacher stipends, student stipends, lab activities, community-based outreach, professional learning, youth training and project management. To support increased participation and quality of School Breakfast Programs, primarily used for POS terminal to expand breakfast after the bell. To provide families with access to locally available comprehensive services and supports that strengthen families, promote optimal child development, and bolster school readiness, primarily used for PCHP salaries and travel. To support student employees to work in the school gardens and hydroponic farms over the summer, primarily used for student stipends. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 209 Salem Public Schools FY’2023 Recommended Budget 132 Appendix C: Revolving Funds FUND FUND NAME Source of Funds Use of Funds Beginning Balance 07/01/2020 Beginning Balance 07/01/2021 FY2022 Debits (Receipts) FY2022 Credits (Expenses) FY2022 Net Change FY2022 Projected Ending Balance FY2023 Budget Offsets 2601 R/A SCHL BLDG RENTAL Payments for rental of school buildings Custodial details, supplies, utilities, minor repairs 129,511 111,506 30,419 9,006 21,413 132,919 30,000 2606 R/A H/S BLACK CAT CAFE Fees charged for meals and catering Supplies and equipment for culinary arts program 3,225 895 690 - 690 1,585 - 2608 R/A SALEM EARLY CTR Pre-school tuition for general education PK peers Partial salary offset, as available 993 34,515 - 140 (140) 34,375 - 2609 R/A ATHLETICS Gate fees charged to spectators at athletic events Athletic officials and other athletic expenses 4,344 4,344 - - - 4,344 - 2611 R/A-HS STUDENT ACTIVITIES Dues and fund raising receipts from HS activities Statutory - for the direct benefit of students 37,473 31,153 148,542 127,388 21,154 52,307 - 2614 04-R/A SCHOOL BUSING Fees charged to non-mandatory riders Bus repairs and maintenance 28,998 68,147 17,451 8,887 8,564 76,711 68,500 2618 DON-SPS General Donations to Salem Public Schools Expenses as stipulated by donors 29,866 64,925 2,285 31,452 (29,167) 35,758 - 2619 DON/LOCAL-SALTONSTALL Donations to Saltonstall K-8 School School expenses as stipulated by donors 3,765 2,765 500 - 500 3,265 - 2620 R/A NIGHT SCHOOL Tuition for students attending night school Night school expenses 2,780 2,780 - - - 2,780 - 2627 R/A SPED TUITION Tuition paid by sending districts Partial salary offset, as available 36,767 48,356 124,697 87,006 37,691 133,747 128,000 2630 DON/LOCAL-BATES Donations to Bates Elementary School School expenses as stipulated by donors 3,782 3,394 - 2,118 (2,118) 1,276 - 2631 DON/LOCAL-BENTLEY Donations to Bentley Academy Innovation School School expenses as stipulated by donors 9,266 12,986 - 2,452 (2,452) 10,534 - 2632 DON/LOCAL-CARLTON Donations to Carlton Innovation School School expenses as stipulated by donors 4,588 4,239 - 2,300 (2,300) 1,939 - 2633 DON/LOCAL-COLLINS MIDDLE SCHL Donations to Collins Middle School School expenses as stipulated by donors 4,025 3,695 12,073 9,803 2,270 5,965 - 2634 DON/LOCAL-HIGH SCHOOL Donations to Salem High School School expenses as stipulated by donors 2,622 1,433 2,564 1,374 1,190 2,623 2635 DON/LOCAL.-HORACE MANN Donations to Horace Mann Lab School School expenses as stipulated by donors 5,929 3,123 1,160 2,302 (1,142) 1,980 - 2637 Donations to Heights Elementary School School expenses as stipulated by donors 151 275 1,133 - 1,133 1,408 - 2639 LOST BOOKS & EQUIP-SCHOOL Fees collected for lost books and equipment Replacement text and equipment 1,907 2,107 80 1,000 (920) 1,187 - 2645 R/A SHS AUTOMOTIVE Fees charged to public for automotive repairs Expenses associated with automotive program 1,551 1,551 - - - 1,551 - 2651 R/A SCHOOL CHOICE School choice tuition from sending districts Technology, instructional equipment, and supplies 189,074 534,981 227,762 22,299 205,463 790,444 500,000 263A DON/LOCAL-SALEM PREP Donations to Salem Prep High School School expenses as stipulated by donors 1,782 1,749 - 80 (80) 1,669 - 263B DON/LOCAL-NLIS Donations to New Liberty Innovation School School expenses as stipulated by donors 90 90 - 1 89 - Grand Total 624,792 939,010 569,355 307,609 261,746 1,298,456 726,500 ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 210 Salem Public Schools FY’2023 Recommended Budget 133 Appendix D: School Nutrition and Food Services Budget 2016-17 Actual 2018-19 Actual 2019-20 Actual 2020 -21 Actual 2021-22 Budget 2022-23 Budget REVENUE: Federal Revenue 2,239,355 2,184,187.00 2,015,838 2,327,136 2,327,136 2,389,556 State Revenue (122,423) 30,881.00 261,712 36,808 36,808 38,232 Other Local Revenue 77,845 69,470.00 22,048 39,514 39,514 42,336 Total Revenue 2,194,777 $ 2,284,538 $ 2,299,598 $ 2,403,458 $ 2,403,458 $ 2,470,124 $ EXPENSES: Salaries - Full Time Administration 196,800 214,456.00 214,916 219,817 225,312 236,577 School Staff 824,024 857,822.00 1,125,824 996,153 923,231 969,393 Employee Benefits 104,448 106,511.00 139,146 124,902 119,675 126,856 Total Personnel Expenses: 1,125,272 $ 1,178,789 $ 1,479,886 $ 1,340,872 $ 1,268,218 $ 1,332,826 $ Food 575,976 638,765.00 570,939 810,535 810,535 732,847 Food Service Paper & Supplies 49,463 54,198.00 47,829 50,935 50,935 66,215 Milk 140,624 115,760.00 101,338 167,271 167,271 136,011 State Taxes Meals 455 472.00 244 656 656 742 Other Expenses 48,321 67,269.00 52,333 32,000 32,000 76,848 Equipment 3,508 97,239.00 46,333 1,000 63,000 76,000 Removal/Relocation HMLS - - - Total Non-Personnel Expenses: 818,347 $ 973,703 $ 819,016 $ 1,062,397 $ 1,124,397 $ 1,088,663 $ Total Expenses 1,943,619 $ 2,152,492 $ 2,298,902 $ 2,403,269 $ 2,392,615 $ 2,421,489 $ Net Income/(Loss) 251,158 $ 132,046 $ 696 $ 189 $ 10,843 $ 48,635 $ ---PAGE BREAK--- Budget Overview-Enterprise Funds ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 expendi- tures 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 stan- dards 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 deci- sions, 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 sepa- rately 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 enter- prise 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Water & Sewer Five Year Financial Forecast Desc FY2022 FY2023 FY2024 FY2025 FY2026 Recap Projected Projected Projected Projected projected percent increase 3.88% 2.35% 4.50% 3.75% 3.50% Sewer Rates Residential 7.41 7.58 7.92 8.22 8.51 Non-Residential < 25,000 cu ft 11.22 11.48 12.00 12.45 12.89 Non-Residential > 25,000 cu ft 14.37 14.70 15.37 15.94 16.50 SEWER REVENUE User Charges 10,210,323 10,450,266 10,920,528 11,330,047 11,726,599 Penalties and Interest 37,000 37,000 37,000 37,000 37,000 Sewer Liens 300,000 300,000 300,000 300,000 300,000 Other Departmental Revenue Investment Income Intergovernmental-SESD SEWER RATES 10,547,323 10,787,266 11,257,528 11,667,047 12,063,599 Retained Earnings Appropriated Other Enterprise Available Funds W/S Combine (1,523,153) (1,669,401) (1,763,934) (1,767,602) (1,784,617) Premiums on Bonds SESD PILOT SUBSIDY SEWER OFS/Trans In (1,523,153) (1,669,401) (1,763,934) (1,767,602) (1,784,617) TOTAL SEWER REVENUE 9,024,170 9,117,865 9,493,593 9,899,445 10,278,982 SEWER EXPENSES 3% Administration 3% Public Services 665,861 695,348 716,209 737,695 759,826 9% Engineering 945,307 957,526 986,251 1,015,839 1,046,314 Insurance Expenses (Deductibles) 5,000 5,000 5,150 5,305 5,464 15% Long Term Debt (Principal and Interest) 1,930,488 1,853,793 2,131,862 2,195,817 2,261,692 Short Term Debt BANS/Professional Fees 47,000 43,150 49,604 51,092 52,625 2% SESD Assessment 4,735,813 4,793,507 4,900,286 5,009,443 5,159,726 Subtotal 8,329,469 8,348,323 8,789,361 9,015,191 9,285,647 10% Indirect Costs 694,701 706,018 717,534 729,250 741,172 Subtotal 9,024,170 9,054,342 9,506,895 9,744,442 10,026,819 TOTAL SEWER EXPENSES 9,024,170 9,054,342 9,506,895 9,744,442 10,026,819 NET CHANGE IN SEWER FUND BALANCE (Projected) 0 63,523 (13,302) 155,003 252,162 ---PAGE BREAK--- Budget Overview-Enterprise Funds Water & Sewer Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 214 Desc FY2022 FY2023 FY2024 FY2025 FY2025 Proposed Projected Projected Projected Projected projected percent increase 0.50% 2.35% 4.50% 3.75% 3.50% Water Rates Residential 3.64 3.72 3.89 4.04 4.18 Non-Residential 4.92 5.04 5.27 5.46 5.66 WATER REVENUE User Charges 5,397,158 5,523,991 5,772,570 5,989,042 6,198,658 Interest and Penalties 30,000 30,000 30,000 30,000 30,000 2.0% Other Department Revenue-Water Liens 200,000 204,000 208,080 212,242 216,486 2.0% Water Meters and Misc. Revenue 30,000 30,600 31,212 31,836 32,473 2.0% Backflow 65,000 66,300 67,626 68,979 70,358 WATER RATES 5,722,158 5,854,891 6,109,488 6,332,098 6,547,976 FB Reserved for Expenditures Retained Earnings 7,506 Subsidy from Sewer Fund Balance 1,523,153 1,669,401 1,763,934 1,767,602 1,784,617 Other Enterprise Available Funds W/S Combined WATER OFS/Trans in 1,530,659 1,669,401 1,763,934 1,767,602 1,784,617 TOTAL WATER REVENUE 7,252,817 7,524,292 7,873,423 8,099,701 8,332,593 WATER EXPENSES 5.0% Administration 3.0% Public Services 722,511 751,578 774,126 797,350 821,270 3.0% Engineering 787,907 799,636 823,625 848,333 873,783 Insurance Expense (Deductibles) 2,500 2,500 2,500 2,575 2,652 8.0% Long Term Debt (Principal and Interest) 2,169,309 2,249,593 2,429,560 2,502,447 2,577,520 5.0% Short Term Debt (Interest Only) 11,106 26,651 27,067 27,879 28,715 4.0% Assessment 2,785,009 2,906,306 3,022,558 3,113,235 3,206,632 Retained Earnings Expended Reserve Fund Other Financing Uses (OFU) Subtotal 6,478,342 6,736,263 7,079,436 7,291,819 7,510,574 10% Indirect Costs 774,475 788,028 793,987 807,882 822,020 Subtotal 7,252,817 7,524,292 7,873,423 8,099,701 8,332,593 TOTAL WATER EXPENSES 7,252,817 7,524,292 7,873,423 8,099,701 8,332,593 NET CHANGE IN WATER FUND BALANCE (Projected) - - - - NET CHANGE IN WATER/SEWER BALANCE (Projected) 63,523 (13,302) 155,003 252,162 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Enterprise Fund A2 Summary& Graphs CITY OF SALEM ENTERPRISE FUNDS A2 SUMMARY Actual Estimated Budgeted Increase % INCREASE FY2021 FY2022 FY2023 FY22 v. FY23 FY22 V. FY23 REVENUE SEWER RATES 10,045,777 10,210,323 10,450,266 2.35% 239,943 OTHER 310,946 337,000 337,000 0.00% 26,054 SEWER TRANS/OFS/WATER SUBSIDIES - TOTAL SEWER REVENUE 10,356,723 10,547,323 10,787,266 2.3% 239,943 WATER RATES 5,564,402 5,397,158 5,523,991 2.35% 126,833 OTHER 340,817 325,000 330,900 1.82% (15,817) WATER TRANS/OFS/GF SUBSIDIES/SEWER SUBSIDY 1,053,646 1,523,153 1,669,401 9.60% 146,248 TOTAL WATER REVENUE 6,958,865 7,245,311 7,524,292 4.1% 278,981 TRASH FEES 954,864 899,925 952,578 5.9% 52,653 OTHER TOTAL TRASH REVENUE 954,864 899,925 952,578 -5.8% (54,939) 0 TRASH TRANS/OFS/GF SUBSIDIES 2,976,274 3,062,519 3,062,521 0.0% 2 TOTAL TRASH REVENUE WITH GF SUBSIDY 2,976,274 3,062,519 3,062,521 0.0% 2 ENTERPRISE FUND TOTAL REVENUE 21,246,726 21,755,078 22,326,657 2.6% 571,579 EXPENDITURES SEWER ADMIN 940,783 1,611,168 1,657,874 2.9% 46,706 SEWER FIXED COSTS 6,646,900 6,718,301 6,690,449 -0.4% (27,852) TOTAL SEWER EXPENDITURES 7,587,683 8,329,469 8,348,323 0.2% 18,854 Sewer -Indirect Costs/OTHER FINANCIAL USES 1,824,373 694,701 706,018 -61.9% (1,129,672) TOTAL SEWER EXPENDITURES WITH INDIRECT COSTS 9,412,056 9,024,170 9,054,341 -4.1% (387,886) WATER ADMIN 1,168,669 1,510,418 1,553,714 2.9% 341,749 WATER FIXED COSTS 4,990,472 4,967,924 5,182,549 4.3% (22,548) TOTAL WATER EXPENDITURES 6,159,141 6,478,342 6,736,263 4.0% 319,201 WATER -Indirect Costs/OTHER FINANCIAL USES 799,475 774,475 788,028 1.8% (25,000) TOTAL WATER EXPENDITURES WITH INDIRECT COSTS 6,958,616 7,252,817 7,524,291 3.7% 294,201 TRASH PERSONNEL 70,487 79,844 80,583 0.9% 9,357 TRASH NON-PERSONNEL 2,987,072 3,882,600 3,941,015 1.5% 895,528 TOTAL TRASH EXPENDITURES 3,057,559 3,962,444 4,021,598 1.5% 904,885 ENTERPRISE FUND TOTAL EXPENDITURES 19,428,231 20,239,431 20,600,231 1.8% 811,200 Net Incr/Decr 1,818,495 1,515,647.00 1,726,425.70 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY21 FY21 FY22 FY23 % Change RECAP Actuals Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 9,828,959 10,045,777 10,210,323 10,450,266 2.4% Interest & Penalties 37,000 47,053 37,000 37,000 0.0% Sewer Liens 300,000 258,996 300,000 300,000 0.0% Other Departmental Bond Premium Total Revenues 10,165,959 10,351,826 10,547,323 10,787,266 2.3% Retained Earnings Appropriated Other Enterprise Available Funds - WS Combined (1,453,358) $ (1,523,153) $ (1,669,401) $ OFS/TRANS IN/SESD Trans 1,680 4,897 Total Revenue & Available Funds 8,714,281 10,356,723 9,024,170 9,117,865 1.0% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 646,798 489,733 665,861 695,347 4.4% Engineering 670,518 449,370 945,307 957,526 1.3% Long Term Debt (principal and interest) 1,931,587 1,884,587 1,930,488 1,853,793 -4.0% Short Term Debt (interest only) 1,680 1,680 47,000 43,150 -8.2% Other (SESD assessment) 4,763,997 4,762,313 4,735,813 4,793,507 1.2% Insurance Expense (Deductibles) 5,000 0 5,000 5,000 0.0% OFU/Trans Out 1,129,672 Total costs appropriated in enterprise fund 8,019,580 8,717,355 8,329,469 8,348,323 0.2% b. Costs appropriated in the general fund (Indirect Costs) 694,701 694,701 694,701 706,018 1.6% Total costs appropriated in the general fund 694,701 694,701 694,701 706,018 1.6% Total Costs 8,714,281 9,412,056 9,024,170 9,054,341 -3.8% SCHEDULE A-2 ENTERPRISE FUNDS SALEM SEWER ENTERPRISE FUND - FY23 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 217 FY21 FY21 FY22 FY23 % Change RECAP Actuals Estimated Budgeted SCHEDULE A-2 ENTERPRISE FUNDS SALEM SEWER ENTERPRISE FUND - FY23 3. Calculation of General Fund Subsidy Revenue & available funds 8,714,281 10,356,723 9,024,170 9,117,865 1.0% less: Total costs 8,714,281 9,412,056 9,024,170 9,054,341 0.3% less: Prior year deficit (Negative represents general fund subsidy) 0 944,667 0 63,524 #DIV/0! 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 8,714,281 9,412,056 9,024,170 9,054,341 0.3% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 8,714,281 9,412,056 9,024,170 9,054,341 -3.8% Total Revenue & Other Available Funds 8,714,281 10,356,723 9,024,170 9,117,865 1.0% Total Costs 8,714,281 9,412,056 9,024,170 9,054,341 0.3% Variance 0 944,667 0 63,524 0.0% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 218 FY21 FY21 FY22 FY23 % Change RECAP Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 5,370,306 5,564,402 5,397,158 5,523,991 2.3% Interest & Penalties 30,000 27,227 30,000 30,000 0.0% Water Liens 200,000 141,359 200,000 204,000 2.0% Other Departmental - Connection Fees Bond Premiums Water Meters & Misc. Revenue 30,000 16,112 30,000 30,600 2.0% Backflow 65,000 75,195 65,000 66,300 2.0% Total Revenues 5,695,306 5,824,295 5,722,158 5,854,891 2.3% Retained Earnings Appropriated 100,000 80,924 7,506 0 Other Enterprise Available Funds W/S Combined 1,453,357 1,053,646 1,523,153 1,669,401 OFS/Trans In Total Revenue & Available Funds 7,248,663 6,958,865 7,252,817 7,524,292 3.7% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 693,448 558,763 722,511 751,578 4.0% Engineernig 709,768 605,306 787,907 799,636 1.5% Long Term Debt (principal and interest) 2,315,546 2,315,546 2,169,309 2,249,593 3.7% Short Term Debt (interest only) 53,000 4,601 11,106 26,651 140.0% Other assessment) 2,674,926 2,674,926 2,785,009 2,906,306 4.4% Insurance Expense (Deductibles) 2,500 0 2,500 2,500 0.0% Insurance Expense (Deductibles) OFU/Trans Out Total costs appropriated in enterprise fund 6,449,188 6,159,142 6,478,342 6,736,264 4.0% b. Costs appropriated in the general fund - Indirect Costs 799,475 799,475 774,475 788,028 1.7% Total costs appropriated in the general fund 799,475 799,475 774,475 788,028 1.7% Total Costs 7,248,663 6,958,617 7,252,817 7,524,292 3.7% SALEM WATER ENTERPRISE FUND - FY23 SCHEDULE A-2 ENTERPRISE FUNDS ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 219 FY21 FY21 FY22 FY23 % Change RECAP Actual Estimated Budgeted SALEM WATER ENTERPRISE FUND - FY23 SCHEDULE A-2 ENTERPRISE FUNDS 3. Calculation of General Fund Subsidy Revenue & available funds 7,248,663 6,958,865 7,252,817 7,524,292 3.7% less: Total costs 7,248,663 6,958,617 7,252,817 7,524,292 3.7% less: Prior year deficit (Negative represents general fund subsidy) 0 248 0 0 0.0% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 7,248,663 6,958,617 7,252,817 7,524,292 3.7% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 7,248,663 6,958,617 7,252,817 7,524,292 3.7% Total Revenue & Other Available Funds 7,248,663 6,958,865 7,252,817 7,524,292 3.7% Total Costs 7,248,663 6,958,617 7,252,817 7,524,292 3.7% Variance - 248 - - 0.0% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 220 FY21 FY21 FY22 FY23 % Change RECAP Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 884,925 942,639 899,925 952,580 5.9% Other Departmental Revenue 0 12,226 0 0 #DIV/0! Penalties and Interest 4,300 0 0 0 #DIV/0! Recycling Revenue 10,700 0 0 0 #DIV/0! Total Revenues 899,925 954,865 899,925 952,580 5.9% Retained Earnings Appropriated** Other Enterprise Available Funds OFS/Transfers In Total Revenue & Available Funds 899,925 954,865 899,925 952,580 5.9% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Salaries 96,364 80,583 79,844 80,583 0.9% Contracted Services - Collection and Disposal (flat fee) 3,779,836 3,940,535 3,882,600 3,941,015 1.5% Recycling and Other Expenses Exp Trans/OFU Total costs appropriated in enterprise fund 3,876,199 4,021,118 3,962,444 4,021,598 1.5% b. Costs appropriated in the general fund - Indirect Costs Total costs appropriated in the general fund 0 0 0 0 Total Costs 3,876,199 4,021,118 3,962,444 4,021,598 1.5% 3. Calculation of General Fund Subsidy Revenue & available funds 899,925 954,865 899,925 952,580 5.9% less: Total costs 3,876,199 4,021,118 3,962,444 4,021,598 1.5% less: Prior year deficit (Negative represents general fund subsidy) (2,976,274) (3,066,253) (3,062,519) (3,069,018) 0.2% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 899,925 954,865 899,925 952,580 5.9% b. Taxation 2,976,274 3,066,253 3,062,519 3,069,018 0.2% c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 3,876,199 4,021,118 3,962,444 4,021,598 1.5% Total Revenue & Other Available Funds 3,876,199 4,021,118 3,962,444 4,021,598 1.5% SALEM TRASH ENTERPRISE FUND - FY23 SCHEDULE A-2 ENTERPRISE FUNDS ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 221 FY21 FY21 FY22 FY23 % Change RECAP Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 15,199,265 15,610,179 15,607,481 15,974,257 2.4% Penalties & Interest 67,000 74,280 67,000 67,000 0.0% Water/Sewer Liens 500,000 400,355 500,000 504,000 Other Departmental Revenue 0 0 0 0 Bond Premium 0 0 0 0 Intergovernmental-SESD 30,000 16,112 30,000 30,600 2.0% Water Backflow 65,000 75,195 65,000 66,300 2.0% Total Revenues 15,861,265 16,176,121 16,269,481 16,642,157 2.3% Retained Earnings 100,000 80,924 7,506 0 Other Enterprise Available Funds - WS Combined -1 1,053,646 0 0 OFS/Transfers in 1,680 4,897 0 0 Total Revenue & Available Funds 15,962,944 17,315,588 16,276,987 16,642,157 2.2% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 1,340,246 1,048,496 1,388,372 1,446,925 4.2% Engineernig 1,380,286 1,054,676 1,733,214 1,757,162 1.4% Long Term Debt (principal and interest) 4,247,133 4,200,133 4,099,797 4,103,386 0.1% Short Term Debt (interest only) 54,680 6,281 58,106 69,801 20.1% Other (SESD/SBWB assessment) 7,438,923 7,437,239 7,520,822 7,699,813 2.4% Insurance Expense (Deductibles) 7,500 0 7,500 7,500 0.0% OFU/Trans Out Total costs appropriated in enterprise fund 14,468,768 13,746,825 14,807,811 15,084,587 1.9% b. Costs appropriated in the general fund - Indirect Costs 1,494,176 1,494,176 1,469,176 1,494,046 Total costs appropriated in the general fund 1,494,176 1,494,176 1,469,176 1,494,046 Total Costs 15,962,944 15,241,001 16,276,987 16,578,633 1.9% 3. Calculation of General Fund Subsidy Revenue & available funds 15,962,944 17,315,588 16,276,987 15,664,327 -3.8% less: Total costs 15,962,944 15,241,001 16,276,987 15,664,327 -3.8% less: Prior year deficit (Negative represents general fund subsidy) 0 2,074,587 0 0 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 15,962,944 15,241,001 16,276,987 16,578,633 2.0% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 15,962,944 15,241,001 16,276,987 16,578,633 2.0% Total Revenue & Other Available Funds 15,962,944 17,315,588 16,276,987 16,642,157 2.0% Total Costs 15,962,944 15,241,001 16,276,987 16,578,633 2.0% Variance 0 2,074,587 0 63,524 SCHEDULE A-2 ENTERPRISE FUNDS SALEM WATER & SEWER ENTERPRISE FUNDS COMBINED - FY23 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 222 FY2023 Estimated Revenues - Enterprise Funds Sewer Rates 46.81% Sewer - Other 1.51% Water Rates 24.74% Water - Other 1.48% Water - Sewer Subsidy 7.48% Trash Fees 4.27% Trash - GF Subsidy 13.72% ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 2023 the City is requesting an increase in sewer rates of 2.35%. Sewer Enterprise Revenue Sewer Current Rate % Increase New Rate Residential 7.41 2.35% 7.58 Commercial 11.22 2.35% 11.48 >25K Usage 14.37 2.35% 14.70 $10,000,000 $0 $10,000,000 $20,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $2 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 224 Water Enterprise Revenue The water revenues consist of penalties & interest, water rates revenues, water liens revenue, backflow testing revenue, and miscellaneous revenue. In FY 2023 the City is requesting an increase in water rates of 2.35%. 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 FY2023, the City is requesting an increase of 2.5%, commensurate with the increase in the solid waste management contract. In FY 2023 we anticipate approximately level funding in the General Fund Subsidy to the Trash Enterprise Fund. Solid Waste Enterprise Revenue Water Current Rate % Increase New Rate Residential 3.64 2.35% 3.72 Commercial 4.92 2.35% 5.04 $10,000,000 $0 $10,000,000 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $1 $1,000,000 $0 $1,000,000 $2,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $2 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 225 General Fund Subsidy to Solid Waste Enterprise Fund General Fund Subsidy to Solid Waste Enterprise Fund FY2023 Estimated Revenues - Sewer $1,000,000 $0 $2,000,000 $4,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $4 Sewer Rates 96.88% Other 3.12% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Revenue Detail & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 226 FY2023 Estimated Revenues - Water FY2023 Estimated Revenues - Trash Water Rates 73.42% Other 4.40% Subsidy from Sewer Fund 22.19% Trash Fees 23.72% General Fund Subsidy 76.28% ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Enterprise Fund FY2023 Operating Budget Summary ACTUAL ADOPTED MAYOR CITY COUNCIL EXPENDED BUDGET BUDGET BUDGET FY2021 FY 2022 FY 2023 FY 2023 Amount Percentage FY23 vs. FY22 Budget Inc/Decr ENTERPRISE FUNDS SEWER : Sewer - Public Services 489,733 665,862 695,348 695,348 29,486 4.43% Sewer - Engineering 449,370 945,307 957,526 957,526 12,219 1.29% Long Term Debt 1,884,587 1,930,488 1,853,793 1,853,793 (76,695) -3.97% Short Term Debt 1,680 47,000 43,150 43,150 (3,850) -8.19% SESD Assessment 4,762,313 4,735,813 4,793,507 4,793,507 57,694 1.22% Sewer - Insurance Deduction - 5,000 5,000 5,000 - 0.00% TOTAL SEWER 7,587,683 8,329,470 8,348,324 8,348,324 18,854 0.23% WATER : Water-Public Services 558,763 722,551 751,578 751,578 29,027 4.02% Water-Engineering 605,306 787,907 799,636 799,636 11,729 1.49% Long Term Debt 2,315,546 2,169,309 2,249,593 2,249,593 80,284 3.70% Short Term Debt 4,601 11,106 10,914 10,914 (192) -1.73% SBWS Assessment 2,674,926 2,785,009 2,906,306 2,906,306 121,297 4.36% Water - Insurance Deduction - 2,500 2,500 2,500 - 0.00% TOTAL WATER 6,159,142 6,478,382 6,720,527 6,720,527 242,145 3.74% Solid Waste : Solid Waste - Engineering 3,057,559 3,962,444 4,021,598 4,021,598 59,154 1.49% TOTAL TRASH 3,057,559 3,962,444 4,021,598 4,021,598 59,154 1.49% ENTERPRISE FUND TOTAL 16,804,384 18,770,296 19,090,449 19,090,449 320,153 1.71% PERSONNEL & NON-PERSONNEL SUMMARIES Sewer Personnel 568,155 680,719 715,129 715,129 34,410 5.05% Non-Personnel 7,019,528 7,648,751 7,633,195 7,633,195 (15,556) -0.20% 7,587,683 8,329,470 8,348,324 8,348,324 18,854 0.23% Water Personnel 636,666 735,718 770,639 770,639 34,921 4.75% Non-Personnel 5,522,476 5,742,664 5,949,888 5,949,888 207,224 3.61% 6,159,142 6,478,382 6,720,527 6,720,527 242,145 3.74% Solid Waste Personnel 70,487 79,844 80,583 80,583 739 0.93% Non-Personnel 2,987,072 3,882,600 3,941,015 3,941,015 58,415 1.50% 3,057,559 3,962,444 4,021,598 4,021,598 59,154 1.49% TOTAL Enterprise Fund 16,804,384 18,770,296 19,090,449 19,090,449 320,153 1.71% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund FY2023 Operating Budget Summary FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 228 FY2023 Adopted Budget - Enterprise Funds FY2023 Adopted Budget - Sewer Sewer Admin 8.05% Sewer Fixed Costs 32.48% Sewer Indirect Costs 3.43% Water Admin 7.54% Water Fixed Costs 25.16% Water Indirect Costs 3.83% Trash Non-Personnel 19.13% Other 0.39% Public Services 7.68% Engineering 10.58% Long-Term Debt 20.47% SESD Assessment 52.94% Indirect Costs 7.80% Other 0.53% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund FY2023 Operating Budget Summary FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 229 FY2023 Adopted Budget - Water FY2023 Adopted Budget - Trash Public Services 9.99% Engineering 10.63% Long-Term Debt 29.90% SESD Assessment 38.63% Indirect Costs 10.47% Other 0.39% Engineering Admin 2.00% Solid Waste Collection 98.00% ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Water & Sewer Rate Comparisons Last Rate % change Residential Commercial Residential Commercial Discounts Fund Adjustment Salem - 7/1/2021 3.64 $ 4.92 $ HCF 7.41 $ 11.22 $ 0-250 HCF yes Enterprise Fund 8/1/2019 3.70% Water: 436.80 $ FY2022 14.37 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 889.20 $ within 15 days Combined: 1,326.00 $ Salem - 7/1/2022 3.72 $ 5.04 $ HCF 7.58 $ 11.48 $ 0-250 HCF yes Enterprise Fund 8/1/2020 3.00% Water: 446.40 $ Proposed 14.70 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 909.60 $ within 15 days Combined: 1,356.00 $ Beverly* 3.65 $ same HCF 5.61 $ same HCF no Enterprise 7/1/2018 -0.06% Water: 370.80 $ Water & Sewer Sewer: 673.20 $ Combined: 1,044.00 $ Chelsea 5.74 $ same 0-10 HCF 9.56 $ same 0-10 HCF no Enterprise Fund 7/1/2020 0.00% Water: 689.28 $ 7.00 $ same > 10-15 HCF 10.43 $ same > 10-15 HCF Water & Sewer Sewer: 1,147.80 $ 9.05 $ same > 15HCF 12.82 $ same > 15HCF Combined: 1,837.08 $ Danvers 7.47 $ 7.47 $ 0-40 HCF 7.38 $ 7.38 $ 0-40 HCF yes General Fund 7/1/2018 2.10% Water: 994.33 $ 8.40 $ 8.40 $ balance 7.68 $ 7.68 $ balance 15% water Water & Sewer Sewer: 982.35 $ 10.77 $ 9.23 $ elderly/low Combined: 1,976.68 $ income Gloucester 9.36 $ same kgal 16.16 $ same kgal no Enterprise Fund 7/1/2018 3.30% Water: 842.40 $ Water & Sewer Sewer: 1,454.40 $ Combined: 2,296.80 $ Lynn* 4.04 $ same 0-27 HCF 7.40 $ same 0-27 HCF yes Enterprise Fund 7/1/2020 3.66% Water: 484.80 $ 4.16 $ same 27-73 HCF 7.65 $ same 27-73 HCF owner occ. Water & Sewer Sewer: 888.00 $ 4.23 $ same 73-2,812 HCF 7.79 $ same 73-2,812 HCF elderly/disabled Combined: 1,372.80 $ 4.29 $ same balance 7.84 $ same balance single @ 15%, 2-fam @ 7.5%, 3-Fam @ 5% Marblehead 6.30 $ same 0-30 HCF 10.00 $ same 0-30 HCF no Enterprise Fund 11/1/2020 10.49% Water: 837.59 $ 8.10 $ same balance 10.20 $ same balance Water & Sewer Sewer: 1,329.50 $ Combined: 2,167.09 $ Peabody 3.31 $ 3.99 $ 0-15 HCF 4.41 $ 5.14 $ 0-15 HCF no General Fund 7/1/2019 0.16% Water: 422.59 $ 3.65 $ same 16-25 HCF 4.92 $ 5.71 $ 16-25 HCF Water & Sewer Sewer: 563.02 $ 3.90 $ 4.37 $ 26-30 5.23 $ 6.06 $ 26-30 Combined: 985.61 $ 4.04 $ 4.80 $ balance 5.52 $ same balance Revere 4.06 $ 6.73 $ HCF 12.25 $ 20.20 $ HCF yes Enterprise Fund 7/1/2019 0.00% Water: 487.20 $ senior Water & Sewer Sewer: 1,470.00 $ Combined: 1,957.20 $ Swampscott 7.33 $ same HCF 5.75 $ same HCF no Enterprise Fund 7/1/2020 4.43% Water: 934.21 $ Water & Sewer Sewer: 732.84 $ Combined: 1,667.05 $ *Updated information not currently available NOTE: All data taken from MWRA Annual Water and Sewer Retail Rate Survey - 2020 FY2023 COMBINED RETAIL WATER AND SEWER RATE COMMUNITY CHARGE COMPARISION Annual Cost per 120 HCF (approx 90,000 gallons) Water Sewer ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 chal- lenges 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 agree- ments. It also helps the City plan for its capital budget, debt service manage- ment, 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 oper- ating 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: $114,458,526 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. Residen- tial 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 approxi- mately $1,000,000 per year in new growth; however, the final new growth number for FY22 was $2,053,113. For FY2023, 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: $16,856,168 Local receipts are locally generated revenues other than real and personal property taxes. Examples include motorvehicle 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 $556,000 (3.41%) in Local Receipts over FY2022. 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): $35,870,164 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 esti- mated state aid to the City of Salem by approximately $431,657 from the FY2022 amount. This included a decrease in Veterans Benefits reimbursement of $99,796. The Chapter 70 appropriation would be increased from $25,936,602 in FY22 to $26,184,942 in FY23, a 0.957% increase Also, FY2023 will see an increase in Unrestricted General Government Aid (UGGA) by $204,703 or 2.7%. 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 FY2023 appropriation by 1% each year through FY2027. We hope that this is a conservative esti- mate; 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 FY2023. Enterprise Fund Revenue: $18,223,027 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 commu- nity 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 $5,854,891 and $10,723,742 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, including the ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 233 completion of the water meter project, the reconstruction of several water mains, rehabilitation of the Folly Hill storage tanks, South River Basin upgrades, Canal Street Upgrades Phase II and water meter replacements. 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 (CAFR) and when calcu- lating Retained Earnings by the Department of Revenue. For FY23, the administration is recommending a water and sewer rate increase of 2.35%. The Solid Waste Enterprise fund, established in FY08, does not recoup all oper- ating costs. However, the $953,144 estimated revenues will cover approxi- mately 24% of the total cost of $4,015,663 in FY2023. Other Financial Resources – Recurring: $1,743,442 The City currently has three “receipts reserve” accounts; Harbormaster, Witch House, and Golf Course. The budget proposes adding two new accounts – 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 gener- ated will increase each year by 2.5% to keep up with rising costs of running each of the three departments. Expenses General Government: $9,760,620 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 FY23 is 6.4%. 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 FY2023-2025 is projected at approx. 3% Public Safety: $23,760,206 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 FY2023 through FY2025. 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 FY2023, Public Safety is a 2.98% increase. This amount includes addressing academy training needs resulting from multiple projected retirements. Public Works and Facilities: $4,321,670 Departments under Public Works and Facilities include Public Services, Engi- neering, Snow and Ice Removal and the Parking Department. Estimated expense increase for public services is expected to increase at 3% per year through FY2025. The FY2023budget reflects an 5.46% increase for public works, reflecting increases in Tree 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 FY2025, and the Snow and Ice budget will be level funded through FY2025. Human Services: $1,800,728 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: $3,382,603 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: $33,016,269 Fixed costs are costs that are legally or contractually mandated such as health insurance, retirement assessment, Medicare, worker’s compensation, unem- ployment, and several other items. Fixed costs continue to be the biggest chal- lenge 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 FY2025 for each fixed cost are as follows: Health Insurance: 8% ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 234 As a member of state GIC, Salem will see an FY23 increase of 2.87%. To be conservative, the average increase for FY23-25 will be Retirement Assessment: 7% Estimated increases needed to fully fund liability by 2032 per current funding schedule. Retirement Anticipation Stabilization Fund: 3% This fund is for those employees who retire and are due sick/vacation buyback. Medicare: 3% 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. FY23 we will continue to share the cost with the school department. Unemployment: 3% Reasonable estimate base on current economic conditions. Non – Contributory Pension: Negative number due to the shrinking number of those retirees who are part of this group. Fixed Costs – Debt Service: $8,391,659 (Long Term - $7,744,556 & Short Term - $557,102.51) 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 anticipated interest rate increase, we estimating a 3.5% 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: $2,599,910 The assessment to the City of Salem reflects the number of students attending the school and the associated costs. The assessment decreased in FY2023 resulting from lower enrollment numbers. To be conservative these assess- ments are projected to decrease -2.58% through FY2025. Education - Salem School District: $68,747,963 The School Committee oversees the budget process for the schools, and it has a bottom-line budget of $66,597,919 for FY22, an increase of 4.96% from FY21. 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: $19,791,499 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 FY2024 to FY2027 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: $9,749,456 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 FY2024 to FY2027. Other Expenditures: $2,060,052 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 235 Overlay: $950,000 Overlay is an account established annually to fund anticipated property tax abatements exemptions and uncollected taxes in that year. It is 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 (our next triennial is scheduled for 2024) due to the adjustments typically made to conform to all Massachusetts Gen- eral Laws for assessing property taxes. Snow and Ice Deficit $0 – for FY2023 the city of Salem does not plan to raise a deficit on the tax recap. All amortized costs have been paid. Cherry Sheet Offset: $570,315 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 FY2024 to FY2027. 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 chal- lenges. It is a tool that uses reasonable estimates in both revenue and expen- diture 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 munic- ipal 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 FY2023 budget will continue to be the basis for all future financial planning for the City of Salem. ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 236 Projection % INC/DEC FY22 FY23 FY24 FY25 FY26 FY27 FY24-FY27 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED PROPERTY TAXES PRIOR YEAR LEVY LIMIT 111,930,861 116,782,246 120,711,802 124,729,597 128,847,837 133,069,033 PROPOSITION 2.5 INCREASE TO LEVY 2.50% 2,798,272 2,929,556 3,017,795 3,118,240 3,221,196 3,326,726 NEW GROWTH 2,053,113 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 TOTAL: LEVY LIMIT (not included in total) 116,782,246 120,711,802 124,729,597 128,847,837 133,069,033 137,395,759 REVENUES ACTUAL REAL ESTATE AND PERSONAL PRO 2.75% 110,173,970 114,458,526 118,476,321 122,594,561 126,815,757 131,142,483 LOCAL RECEIPTS MOTOR VEHICLE 3.00% 4,500,000 4,545,000 4,681,350 4,821,791 4,966,444 5,115,438 HOTEL MOTEL TAX 5.00% 550,000 1,000,000 1,050,000 1,102,500 1,157,625 1,157,625 MEALS TAX 3.00% 850,000 900,000 927,000 954,810 983,454 983,454 BOAT EXCISE TAX 1.00% 30,000 30,000 30,300 30,603 30,909 30,909 CANNABIS EXCISE TAX Varies 950,000 978,500 950,000 1,000,000 950,000 950,000 INTEREST ON TAXES 1.00% 550,000 550,000 555,500 561,055 566,666 566,666 " Urban Renewal (Chap 121A) 0.00% 500,000 500,000 500,000 500,000 500,000 500,000 IN LIEU OF TAXES 1.00% 700,000 785,000 792,850 700,000 707,000 700,000 CANNABIS CBA Varies 1,000,000 870,000 800,000 800,000 800,000 1,000,000 CHARGES FOR SERVICES 2.50% 2,370,168 2,370,168 2,429,422 2,490,158 2,552,412 2,552,412 PARKING FEES 3.00% 2,500,000 2,562,500 2,639,375 2,718,556 2,800,113 2,800,113 LICENSES AND PERMITS 2.00% 300,000 300,000 306,000 312,120 318,362 318,362 FINES & FORFEITS 2.00% 800,000 800,000 816,000 832,320 848,966 848,966 INVESTMENT INCOME 0.00% 150,000 90,000 90,000 90,000 90,000 90,000 MEDICAID 1.00% 450,000 475,000 479,750 484,548 489,393 489,393 MISC. RECURRING (INCLUDES MEDICAID 2.00% 100,000 100,000 102,000 104,040 106,121 106,121 MISC. NON-RECURRING 0.00% 0 0 0 0 0 0 TOTAL: LOCAL RECEIPTS Varies 16,300,168 16,856,168 17,149,547 17,502,500 17,867,465 18,209,459 CHERRY SHEET REVENUE 1.00% 35,244,772 35,870,164 36,228,866 36,591,154 36,957,066 37,326,636 OFS - RECURRING Varies 1,361,195 1,743,442 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 1,000,000 1,000,000 500,000 500,000 500,000 500,000 ARPA OFS - NON RECURRING 0.00% 1,000,000 1,000,000 500,000 1,500,000 1,500,000 1,500,000 ENTERPRISE FUNDS SEWER ENTERPRISE FUND REVENUE 3.50% 10,547,323 10,723,742 11,099,073 11,487,540 11,889,604 12,305,740 WATER ENTERPRISE FUND REVENUE 3.50% 5,729,664 5,854,891 6,059,812 6,271,905 6,491,422 6,718,622 TRASH ENTERPRISE FUND 3.00% 899,925 953,144 981,739 1,011,191 1,041,526 1,072,772 PEG ACCESS ENTERPRISE FUND 691,250 691,250 691,250 691,250 691,250 691,250 TOTAL ENTERPRISE FUND REVENUE varies 17,868,162 18,223,027 18,831,873 19,461,886 20,113,803 20,788,384 TOTAL REVENUES 181,948,266 188,151,327 192,686,607 199,150,102 204,754,091 210,466,962 EXPENDITURES TOTAL: GENERAL GOVERNMENT 3.00% 9,163,410 9,760,620 10,053,439 10,355,042 10,665,693 10,985,664 TOTAL: PUBLIC SAFETY 3.50% 23,072,889 23,760,206 24,591,813 25,452,527 26,343,365 27,265,383 TOTAL: PUBLIC WORKS & FACILITIES Varies 4,097,953 4,321,670 4,451,320 4,584,860 4,722,405 4,864,078 TOTAL: HUMAN SERVICES 3.00% 1,800,728 1,854,468 1,910,102 1,967,405 2,026,427 2,087,220 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Five Year Financial Forecast FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 237 % INC/DEC FY22 FY23 FY24 FY25 FY26 FY27 FY24-FY27 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED GROUP INSURANCE 6.00% 16,022,048 16,482,273 17,471,209 18,519,481 19,630,650 20,808,489 MEDICARE 3.00% 1,278,187 1,304,315 1,343,444 1,383,748 1,425,260 1,468,018 MUNICIPAL INSURANCE- CITY ONLY 3.00% 373,500 373,500 384,705 396,246 408,134 420,378 HEALTH REIMBURSEMENT ACCOUNT 0 0 0 0 0 RETIREMENT ANTICIPATION STABILIZATIO 3.00% 600,000 600,000 618,000 636,540 655,636 675,305 TRANSFER TO CPA FUND 0 0 0 0 0 SALEM 2026 FUND 50,000 50,000 75,000 75,000 100,000 0 TOTAL: FIXED COSTS 32,849,438 34,039,769 35,939,025 37,919,038 40,035,848 42,145,849 TOTAL: DEBT SERVICE 3.52% 7,408,350 8,301,659 8,593,877 8,896,382 9,209,535 9,533,710 TOTAL: ESSEX TECH ASSESSMENT 2.50% 2,602,989 2,599,910 2,664,908 2,731,530 2,799,819 2,869,814 CITY EXPENDITURE TOTAL Varies 84,378,360 88,342,094 91,113,487 94,907,861 98,608,898 102,645,234 TOTAL: EDUCATION 2.75% 66,597,919 68,747,963 70,638,532 72,581,092 74,577,072 76,627,941 SCHOOL EXPENDITURE TOTAL 2.50% 66,597,919 68,747,963 70,638,532 72,581,092 74,577,072 76,627,941 TOTAL: SEWER ENTERPRISE varies 8,329,470 8,348,323 8,350,642 8,807,986 8,626,161 9,298,287 TOTAL: WATER ENTERPRISE varies 6,478,342 6,736,263 6,726,526 7,179,340 7,179,340 7,670,616 TOTAL: TRASH ENTERPRISE 3.00% 3,962,443 4,015,663 4,081,316 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 19,461,505 19,791,499 19,849,734 20,882,332 20,700,507 21,990,021 TOTAL - CITY, SCHOOL, AND ENTERPRISE 170,437,784 176,881,556 181,601,753 188,371,284 193,886,476 201,263,196 TOTAL: CHERRY SHEET ASSESSMENT 2.00% 9,430,263 9,749,456 9,618,868 9,811,246 9,811,246 10,007,471 OTHER EXPENDITURES CHERRY SHEET OFFSET 2.00% 376,580 570,315 384,112 391,794 391,794 399,630 OVERLAY 2.00% 911,581 950,000 929,812 948,408 948,408 967,377 SNOW AND ICE DEFICIT various 771,892 0 500,000 500,000 500,000 500,000 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 2,060,052 1,520,315 1,813,924 1,840,202 1,840,202 1,867,006 TOTAL EXPENDITURES 181,928,099 188,151,327 193,034,545 200,022,732 205,537,924 213,137,673 BUDGET GAP 20,167 0 -347,938 -872,630 -783,833 -2,670,711 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Long Term Debt Service By Month City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 1 MWPAT DW-05-12 [PHONE REDACTED] $2,330,656 Principal 129,443.00 0.00 129,443.00 [PHONE REDACTED] Interest 6,738.98 5,444.55 12,183.53 MWPAT DW-05-12 Principal 129,443.00 0.00 129,443.00 Payable July 15 and January 15 Interest 6,738.98 5,444.55 12,183.53 36 Water System Improvements $1,412,402 Principal 70,000.00 0.00 70,000.00 Interest 13,350.00 11,950.00 25,300.00 37 Sewer Pump Station Upgrade $210,000 Principal 10,000.00 0.00 10,000.00 Interest 1,818.75 1,618.75 3,437.50 38 South River Basin Upgrade $500,000 Principal 25,000.00 0.00 25,000.00 Interest 4,506.25 4,006.25 8,512.50 39 South River Basin Upgrade 2 $350,000 Principal 15,000.00 0.00 15,000.00 Interest 3,312.50 3,012.50 6,325.00 40 Forrester Street Drain Relief $375,000 Principal 20,000.00 0.00 20,000.00 Interest 3,562.50 3,162.50 6,725.00 41 City Hall Roof $660,000 Principal 20,000.00 0.00 20,000.00 Interest 8,612.50 8,212.50 16,825.00 42 City Hall Skylights $150,000 Principal 5,000.00 0.00 5,000.00 Interest 1,700.00 1,600.00 3,300.00 43 City Hall Windows $340,000 Principal 10,000.00 0.00 10,000.00 Interest 4,431.25 4,231.25 8,662.50 44 City Hall Masonry Repairs $850,000 Principal 25,000.00 0.00 25,000.00 Interest 11,071.88 10,571.88 21,643.76 45 Roads, Sidewalks & Crosswalks $800,000 Principal 55,000.00 0.00 55,000.00 Interest 5,609.38 4,509.38 10,118.76 46 Collins Cove Seawall $125,000 Principal 5,000.00 0.00 5,000.00 Interest 1,209.38 1,109.38 2,318.76 47 Remediation $1,400,000 Principal 40,000.00 0.00 40,000.00 Interest 17,793.75 16,993.75 34,787.50 48 Collins School $1,312,938 Principal 40,000.00 0.00 40,000.00 Interest 16,756.25 15,956.25 32,712.50 49 Collins School 2 $5,326,916 Principal 145,000.00 0.00 145,000.00 Interest 69,190.63 66,290.63 135,481.26 50 Saltonstall School $1,188,000 Principal 35,000.00 0.00 35,000.00 Interest 15,121.88 14,421.88 29,543.76 51 Saltonstall School 2 $2,468,244 Principal 65,000.00 0.00 65,000.00 Interest 32,100.00 30,800.00 62,900.00 General Obligation State Qualified Bonds of 2012 Principal 585,000.00 0.00 585,000.00 Payable September 1 and March 1 Interest 210,146.90 198,446.90 408,593.80 60 Saltonstall Elementary School $1,595,000 Principal 75,000.00 0.00 75,000.00 Interest 20,868.75 19,368.75 40,237.50 61 Collins Middle School $3,295,000 Principal 155,000.00 0.00 155,000.00 Interest 43,156.25 40,056.25 83,212.50 62 School Building Repairs $150,000 Principal 10,000.00 0.00 10,000.00 Interest 1,253.13 1,053.13 2,306.26 63 School Department Equipment & Infrastructure $100,000 Principal 15,000.00 0.00 15,000.00 Interest 300.00 0.00 300.00 64 Police Equipment - Radio Replacement $200,000 Principal 25,000.00 0.00 25,000.00 Interest 500.00 0.00 500.00 65 Fire Equipment - Ladder Truck $1,100,000 Principal 80,000.00 0.00 80,000.00 Interest 9,643.75 8,043.75 17,687.50 66 Electric Department Equipment - Bucket Truck $100,000 Principal 15,000.00 0.00 15,000.00 Interest 300.00 0.00 300.00 67 Parks & Recreation Equipment $140,000 Principal 5,000.00 0.00 5,000.00 Interest 1,875.00 1,775.00 3,650.00 68 Canal Street Utility Program $3,900,000 Principal 180,000.00 0.00 180,000.00 Interest 50,968.75 47,368.75 98,337.50 69 Bowditch School $764,500 Principal 80,000.00 0.00 80,000.00 Refunding Interest 1,600.00 0.00 1,600.00 70 Carlton School $545,800 Principal 60,000.00 0.00 60,000.00 Refunding Interest 1,200.00 0.00 1,200.00 71 School $927,000 Principal 90,000.00 0.00 90,000.00 Refunding Interest 4,928.13 3,128.13 8,056.26 72 Carlton School $272,200 Principal 25,000.00 0.00 25,000.00 Refunding Interest 1,312.50 812.50 2,125.00 General Obligation State Qualified Bonds of 2013 Principal 815,000.00 0.00 815,000.00 Payable December 1 and June 1 Interest 137,906.26 121,606.26 259,512.52 74 South River Basin Upgrade $2,000,000 Principal 100,000.00 0.00 100,000.00 Interest 21,312.50 19,312.50 40,625.00 75 Drain Improvements $300,000 Principal 15,000.00 0.00 15,000.00 Interest 3,196.88 2,896.88 6,093.76 76 Road Improvements $2,000,000 Principal 200,000.00 0.00 200,000.00 Interest 12,000.00 8,000.00 20,000.00 77 Bertram Field $1,500,000 Principal 105,000.00 0.00 105,000.00 Interest 12,206.25 10,106.25 22,312.50 page 1 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 239 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 78 Electric - Generator $65,000 Principal 5,000.00 0.00 5,000.00 Interest 506.25 406.25 912.50 81 Parking - Waterproofing $1,120,000 Principal 55,000.00 0.00 55,000.00 Interest 11,721.88 10,621.88 22,343.76 82 Planning - MBTA Station $500,000 Principal 25,000.00 0.00 25,000.00 Interest 5,328.13 4,828.13 10,156.26 General Obligation Bonds of 2014 Principal 505,000.00 0.00 505,000.00 Payable December 1 and June 1 Interest 66,271.89 56,171.89 122,443.78 89 Folly Hill Tank Storage I $2,000,000 Principal 220,000.00 0.00 220,000.00 Interest 16,500.00 11,000.00 27,500.00 90 Folly Hill Tank Storage II $1,000,000 Principal 110,000.00 0.00 110,000.00 Interest 8,250.00 5,500.00 13,750.00 91 System Flushing/Valve Maintenance $400,000 Principal 45,000.00 0.00 45,000.00 Interest 3,250.00 2,125.00 5,375.00 92 Meter Replacement Program $100,000 Principal 10,000.00 0.00 10,000.00 Interest 750.00 500.00 1,250.00 93 Valve Pipe Replacement $100,000 Principal 10,000.00 0.00 10,000.00 Interest 750.00 500.00 1,250.00 94 I/I Study, Design & Construction $750,000 Principal 40,000.00 0.00 40,000.00 Interest 9,534.38 8,534.38 18,068.76 95 Canal St. Phase II $1,750,000 Principal 90,000.00 0.00 90,000.00 Interest 22,440.63 20,190.63 42,631.26 96 Illicit Connection Removal $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,290.63 1,165.63 2,456.26 97 Line Extension, Rehab & Upgrades $50,000 Principal 5,000.00 0.00 5,000.00 Interest 500.00 375.00 875.00 98 Garage Updates $150,000 Principal 10,000.00 0.00 10,000.00 Interest 1,790.63 1,540.63 3,331.26 99 Kiosk Umbrellas $50,000 Principal 5,000.00 0.00 5,000.00 Interest 375.00 250.00 625.00 100 Computer Replacement Program $210,000 Principal 20,000.00 0.00 20,000.00 Interest 1,500.00 1,000.00 2,500.00 101 District-Wide Security Updates $75,000 Principal 10,000.00 0.00 10,000.00 Interest 375.00 125.00 500.00 102 Replace Lunchroom/Cafeteria Equipment $35,000 Principal 5,000.00 0.00 5,000.00 Interest 125.00 0.00 125.00 103 HS Transformer Replacement $60,000 Principal 5,000.00 0.00 5,000.00 Interest 250.00 125.00 375.00 104 Saltonstall Elementary School I $583,000 Principal 30,000.00 0.00 30,000.00 Interest 7,421.88 6,671.88 14,093.76 105 Saltonstall Elementary School II $253,686 Principal 15,000.00 0.00 15,000.00 Interest 3,081.25 2,706.25 5,787.50 106 Collins Middle School I $380,000 Principal 20,000.00 0.00 20,000.00 Interest 4,840.63 4,340.63 9,181.26 107 Collins Middle School II $820,000 Principal 40,000.00 0.00 40,000.00 Interest 10,325.00 9,325.00 19,650.00 108 Collins Middle School III $1,151,161 Principal 60,000.00 0.00 60,000.00 Interest 14,696.88 13,196.88 27,893.76 109 Golf Course Equipment $113,639 Principal 10,000.00 0.00 10,000.00 Interest 500.00 250.00 750.00 110 Wrought Iron Fence $50,000 Principal 5,000.00 0.00 5,000.00 Interest 500.00 375.00 875.00 112 Blaney Street Terminal - City Match $250,000 Principal 15,000.00 0.00 15,000.00 Interest 3,081.25 2,706.25 5,787.50 113 Winter Island Pathway & Fort Restoration $50,000 Principal 5,000.00 0.00 5,000.00 Interest 500.00 375.00 875.00 115 Police Vehicle GPS Units $40,000 Principal 5,000.00 0.00 5,000.00 Interest 250.00 125.00 375.00 116 DPS 1988 Ladder Replacement $198,200 Principal 15,000.00 0.00 15,000.00 Interest 2,212.50 1,837.50 4,050.00 117 DPS 2000 Dump Truck Replacement $152,136 Principal 10,000.00 0.00 10,000.00 Interest 1,475.00 1,225.00 2,700.00 118 Paving $650,000 Principal 45,000.00 0.00 45,000.00 Interest 7,312.50 6,187.50 13,500.00 119 Seawalls $200,000 Principal 10,000.00 0.00 10,000.00 Interest 2,425.00 2,175.00 4,600.00 General Obligation Bonds of 2015 Principal 875,000.00 0.00 875,000.00 Payable November 1 and May 1 Interest 126,303.16 104,428.16 230,731.32 121 Advance Refunding October 15 2007 High School $3,142,000 Principal 315,000.00 0.00 315,000.00 Interest 37,240.00 30,940.00 68,180.00 123 Adv Ref Oct 15 2007 Water System Improvements $1,463,000 Principal 145,000.00 0.00 145,000.00 Interest 17,360.00 14,460.00 31,820.00 124 Collins Middle School $809,685 Principal 35,000.00 0.00 35,000.00 Interest 11,750.00 11,050.00 22,800.00 127 Districtwide Computer Replacement (School) $50,000 Principal 5,000.00 0.00 5,000.00 page 2 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 240 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total Interest 500.00 400.00 900.00 128 Saltonstall School Parking/DropOff Area Improvements $125,000 Principal 10,000.00 0.00 10,000.00 Interest 1,800.00 1,600.00 3,400.00 129 Salerno Automotive Roof Replace (School) $50,000 Principal 5,000.00 0.00 5,000.00 Interest 500.00 400.00 900.00 130 Folly Hill Tank Storage (Water) $500,000 Principal 50,000.00 0.00 50,000.00 Interest 5,500.00 4,500.00 10,000.00 131 Water Meter Replacement Program $100,000 Principal 10,000.00 0.00 10,000.00 Interest 1,000.00 800.00 1,800.00 132 Rehab Gallows Hill Water Tanks 1 $1,300,000 Principal 150,000.00 0.00 150,000.00 Interest 12,700.00 9,700.00 22,400.00 133 Rehab Gallows Hill Water Tanks 2 $150,000 Principal 5,000.00 0.00 5,000.00 Interest 2,200.00 2,100.00 4,300.00 134 Water System Upgrade (Valves & Hydrants) $500,000 Principal 20,000.00 0.00 20,000.00 Interest 7,150.00 6,750.00 13,900.00 135 Water System Improvements $1,145,000 Principal 45,000.00 0.00 45,000.00 Interest 16,525.00 15,625.00 32,150.00 136 Water Leak Protection, Flushing & GIS Admin 1 $207,000 Principal 25,000.00 0.00 25,000.00 Interest 2,000.00 1,500.00 3,500.00 137 Water Leak Protection, Flushing & GIS Admin 2 $193,000 Principal 20,000.00 0.00 20,000.00 Interest 2,100.00 1,700.00 3,800.00 138 Canal Street Sewer Phase 2 $1,500,000 Principal 60,000.00 0.00 60,000.00 Interest 21,650.00 20,450.00 42,100.00 139 Sewer Leak Detection, Flushing & GIS Admin $400,000 Principal 15,000.00 0.00 15,000.00 Interest 5,750.00 5,450.00 11,200.00 140 Sewer Illicit Connection Removal $750,000 Principal 30,000.00 0.00 30,000.00 Interest 10,875.00 10,275.00 21,150.00 141 Bikeway & Roadway Improvements $300,000 Principal 20,000.00 0.00 20,000.00 Interest 4,200.00 3,800.00 8,000.00 144 McGrath Park Paving/Concession Stand $140,000 Principal 10,000.00 0.00 10,000.00 Interest 1,900.00 1,700.00 3,600.00 145 Roads Sidewalk & Crosswalks (Non-Chapter 90) $150,000 Principal 10,000.00 0.00 10,000.00 Interest 2,000.00 1,800.00 3,800.00 147 Replace Fire Engine 2 or 5 $550,000 Principal 65,000.00 0.00 65,000.00 Interest 5,400.00 4,100.00 9,500.00 148 Citywide Computer Replacement $130,075 Principal 15,000.00 0.00 15,000.00 Interest 1,200.00 900.00 2,100.00 151 Blaney Street Pier & Terminal (City Match) $250,000 Principal 15,000.00 0.00 15,000.00 Interest 3,500.00 3,200.00 6,700.00 152 Mary Jane Lee Park (Phase II) $60,000 Principal 5,000.00 0.00 5,000.00 Interest 700.00 600.00 1,300.00 153 Old City Hall Window Replacement $105,000 Principal 5,000.00 0.00 5,000.00 Interest 1,425.00 1,325.00 2,750.00 157 Ford F550 6-wheel dump Truck (unit 71)(PubServ) $69,440 Principal 10,000.00 0.00 10,000.00 Interest 800.00 600.00 1,400.00 158 Ford F550 6-wheel Dump Truck (unit 71)(PubServ) $58,800 Principal 5,000.00 0.00 5,000.00 Interest 700.00 600.00 1,300.00 159 2000 Int'l Dump Truck (unit 14)(PubServ) $155,000 Principal 20,000.00 0.00 20,000.00 Interest 1,600.00 1,200.00 2,800.00 160 Trash Packer (Public Services) $90,000 Principal 10,000.00 0.00 10,000.00 Interest 800.00 600.00 1,400.00 161 2-Ton Propane Hot Box (Public Services) $45,000 Principal 5,000.00 0.00 5,000.00 Interest 400.00 300.00 700.00 162 Automation of South Harbor Garages (Parking) $550,000 Principal 55,000.00 0.00 55,000.00 Interest 6,100.00 5,000.00 11,100.00 163 Parking Garage Upgrades $150,000 Principal 5,000.00 0.00 5,000.00 Interest 2,200.00 2,100.00 4,300.00 164 Transfer Station Property Remediation $644,000 Principal 25,000.00 0.00 25,000.00 Interest 9,275.00 8,775.00 18,050.00 General Obligation Bonds of 2016 Principal 1,225,000.00 0.00 1,225,000.00 Payable October 15 and April 15 Interest 198,800.00 174,300.00 373,100.00 165 Planning - Blaney Street Pier & Terminal (City match) $100,000 Principal 0.00 5,000.00 5,000.00 Interest 1,756.25 1,756.25 3,512.50 166 Police GPS units for vehicles $30,000 Principal 0.00 10,000.00 10,000.00 Interest 250.00 250.00 500.00 167 Old Town Hall Roof Restoration $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 168 Bike Path Master Plan Upgrades $100,000 Principal 0.00 5,000.00 5,000.00 Interest 1,756.25 1,756.25 3,512.50 169 Canal Street Roadway & Bike Path Improvements 1 $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 170 Canal Street Roadway & Bike Path Improvements 2 $1,175,000 Principal 0.00 65,000.00 65,000.00 Interest 20,984.38 20,984.38 41,968.76 171 Citywide Traffic Calming Improvements 2 $56,400 Principal 0.00 5,000.00 5,000.00 Interest 975.00 975.00 1,950.00 page 3 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 241 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 172 Essex Street Roadway Improvements 1 $30,000 Principal 0.00 5,000.00 5,000.00 Interest 250.00 250.00 500.00 173 Essex Street Roadway Improvements 2 $45,000 Principal 0.00 5,000.00 5,000.00 Interest 625.00 625.00 1,250.00 175 First/Swampscott Road Intersection Improvement/Desi gn 2 $93,000 Principal 0.00 5,000.00 5,000.00 Interest 1,631.25 1,631.25 3,262.50 176 Seawall at Collins Cove $100,000 Principal 0.00 5,000.00 5,000.00 Interest 1,665.63 1,665.63 3,331.26 177 South Salem Walk & Downtown Walk Boston $30,000 Principal 0.00 5,000.00 5,000.00 Interest 250.00 250.00 500.00 181 Annual Life Cycle Management 2 $63,000 Principal 0.00 15,000.00 15,000.00 Interest 375.00 375.00 750.00 182 Fiber Optic Network Phase II $500,000 Principal 0.00 110,000.00 110,000.00 Interest 2,750.00 2,750.00 5,500.00 184 Telephone System Replacement 2 $110,000 Principal 0.00 25,000.00 25,000.00 Interest 625.00 625.00 1,250.00 185 Basketball Court Renovations $30,000 Principal 0.00 5,000.00 5,000.00 Interest 250.00 250.00 500.00 186 Memorial Park Pillars & Fencing Phase II $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 187 Playground Upgrades $35,000 Principal 0.00 5,000.00 5,000.00 Interest 375.00 375.00 750.00 189 Historic Wrought Iron Fence - Salem Commons 2 $35,000 Principal 0.00 5,000.00 5,000.00 Interest 375.00 375.00 750.00 190 Dickson Memorial Chapel Restoration $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 191 Forest River Conservation Area Improvements $24,675 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 193 License Plate Readers $27,515 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 195 Roof Replacement (Police) 2 $587,000 Principal 0.00 35,000.00 35,000.00 Interest 10,556.25 10,556.25 21,112.50 206 Traffic Signal Upgrades $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 207 Utility Pole Replacement $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 208 First Swampscott Road Intersection Improvements $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 209 Forest River Park & Pool Design/Improveme nts $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 210 Loring & Lafayette Improvements $150,000 Principal 0.00 10,000.00 10,000.00 Interest 2,706.25 2,706.25 5,412.50 211 McGrath Park Additional Assessment $200,000 Principal 0.00 45,000.00 45,000.00 Interest 1,125.00 1,125.00 2,250.00 212 Roads & Sidewalks $800,000 Principal 0.00 45,000.00 45,000.00 Interest 14,240.63 14,240.63 28,481.26 213 IT Annual Inventory (City) $75,000 Principal 0.00 5,000.00 5,000.00 Interest 1,375.00 1,375.00 2,750.00 215 IT Document Management System $191,000 Principal 0.00 20,000.00 20,000.00 Interest 3,125.00 3,125.00 6,250.00 216 IT Facilities Assessment Software $146,000 Principal 0.00 15,000.00 15,000.00 Interest 2,375.00 2,375.00 4,750.00 217 Library HVAC Upgrades $80,000 Principal 0.00 5,000.00 5,000.00 Interest 1,334.38 1,334.38 2,668.76 218 Library Structural Upgrades $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 219 Basketball Court Renovations $100,000 Principal 0.00 5,000.00 5,000.00 Interest 1,756.25 1,756.25 3,512.50 220 Betram Field Schematic Design Phase II $99,500 Principal 0.00 20,000.00 20,000.00 Interest 500.00 500.00 1,000.00 223 Salem Common Fence $75,000 Principal 0.00 15,000.00 15,000.00 Interest 375.00 375.00 750.00 224 Winter Island Function Hall/Accessibili ty Upgrades $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 225 Parking Equipment/Kiosks $75,250 Principal 0.00 15,000.00 15,000.00 Interest 375.00 375.00 750.00 226 Traffic Signal Communication Upgrades $47,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 227 Historic Cemetery Restoration $150,000 Principal 0.00 35,000.00 35,000.00 Interest 875.00 875.00 1,750.00 228 Lafayette Park Restoration $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 229 Police Dive Equipment $65,328 Principal 0.00 15,000.00 15,000.00 Interest 375.00 375.00 750.00 230 Police Fire Alarm Replacement $25,000 Principal 0.00 5,000.00 5,000.00 page 4 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 242 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total Interest 125.00 125.00 250.00 231 School Districtwie Computer Replacement $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 233 Annual Life Cycle Management (Schools) 2 $150,000 Principal 0.00 35,000.00 35,000.00 Interest 875.00 875.00 1,750.00 234 Bentley School HVAC Equipment $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 235 High School HVAC Upgrades $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 236 IT Annual Inventory (School) $150,000 Principal 0.00 15,000.00 15,000.00 Interest 2,500.00 2,500.00 5,000.00 237 Bentley School Roof Replacement $51,882 Principal 0.00 5,000.00 5,000.00 Interest 875.00 875.00 1,750.00 238 Water System Upgrade - Valves & Hydrants $1,000,000 Principal 0.00 20,000.00 20,000.00 Interest 18,162.50 18,162.50 36,325.00 239 Water Distribution System Improvements $1,145,000 Principal 0.00 25,000.00 25,000.00 Interest 21,062.50 21,062.50 42,125.00 241 Water System Flushing, Valve Maintenance, Leak Detection & GIS Admin $150,000 Principal 0.00 15,000.00 15,000.00 Interest 2,500.00 2,500.00 5,000.00 242 Water Transmission System - Salem PS & Booster Station $150,000 Principal 0.00 15,000.00 15,000.00 Interest 2,500.00 2,500.00 5,000.00 243 Water - Salem PS & Booster Station $25,000 Principal 0.00 5,000.00 5,000.00 Interest 125.00 125.00 250.00 244 Water - Essex Street Improvements $175,000 Principal 0.00 5,000.00 5,000.00 Interest 3,115.63 3,115.63 6,231.26 245 Sewer Pump Station 1 $50,000 Principal 0.00 5,000.00 5,000.00 Interest 750.00 750.00 1,500.00 246 Sewer Pump Station 2 $3,289,731 Principal 0.00 65,000.00 65,000.00 Interest 60,246.88 60,246.88 120,493.76 247 Sewer System Flushing, Valve Maintenance, Leak Detection & GIS Admin 1 $130,000 Principal 0.00 5,000.00 5,000.00 Interest 2,243.75 2,243.75 4,487.50 248 Sewer System Flushing, Valve Maintenance, Leak Detection & GIS Admin 2 $270,000 Principal 0.00 5,000.00 5,000.00 Interest 4,875.00 4,875.00 9,750.00 250 Swampscott Road Sewer Pump Station UST 2 $59,000 Principal 0.00 15,000.00 15,000.00 Interest 375.00 375.00 750.00 252 MS4 Compliance/Illic it Connectioin Removal (Sewer) 2 $561,040 Principal 0.00 10,000.00 10,000.00 Interest 10,281.25 10,281.25 20,562.50 253 Canal Street Sewer Upgrades Phase II $300,000 Principal 0.00 5,000.00 5,000.00 Interest 5,550.00 5,550.00 11,100.00 254 Sewer - Essex Street Improvements $175,000 Principal 0.00 5,000.00 5,000.00 Interest 3,115.63 3,115.63 6,231.26 General Obligation Bonds of 2018 Principal 0.00 910,000.00 910,000.00 Payable June 15 and December 15 Interest 221,765.66 221,765.66 443,531.32 255 Senior Center Construction $4,994,136 Principal 100,000.00 0.00 100,000.00 Interest 84,125.00 81,625.00 165,750.00 256 Planning- Blaney Street Pier & Terminal 1 $50,000 Principal 15,000.00 0.00 15,000.00 Interest 750.00 375.00 1,125.00 257 Planning- Blaney Street Pier & Terminal 2 $250,000 Principal 50,000.00 0.00 50,000.00 Interest 3,875.00 2,625.00 6,500.00 258 Telephone System Replacement 1 $104,435 Principal 25,000.00 0.00 25,000.00 Interest 1,250.00 625.00 1,875.00 259 Telephone System Replacement 2 $39,862 Principal 5,000.00 0.00 5,000.00 Interest 625.00 500.00 1,125.00 260 Bike Path Design/ Construction 1 $22,500 Principal 5,000.00 0.00 5,000.00 Interest 375.00 250.00 625.00 261 Boston Street Roadway Improvements $75,000 Principal 5,000.00 0.00 5,000.00 Interest 1,475.00 1,350.00 2,825.00 262 First Swampscott Rd Intersection Improvements2 $260,000 Principal 15,000.00 0.00 15,000.00 Interest 5,125.00 4,750.00 9,875.00 263 370 Essex St. HVAC Design, & Construction $370,000 Principal 5,000.00 0.00 5,000.00 Interest 6,300.00 6,175.00 12,475.00 264 Boston Street Corridor Roadway Improvements 1 $75,000 Principal 5,000.00 0.00 5,000.00 Interest 1,475.00 1,350.00 2,825.00 265 Boston Street Corridor Roadway Improvements 2 $125,000 Principal 5,000.00 0.00 5,000.00 Interest 2,525.00 2,400.00 4,925.00 266 Bridge Street Massworks Roadway Improvements 2 $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,925.00 1,800.00 3,725.00 267 Canal Street Bike Path 1 $160,000 Principal 10,000.00 0.00 10,000.00 Interest 3,150.00 2,900.00 6,050.00 268 Canal Street Bike Path 2 $335,000 Principal 15,000.00 0.00 15,000.00 Interest 6,650.00 6,275.00 12,925.00 269 Canal Street Corridor Roadway Improvements 1 $110,000 Principal 5,000.00 0.00 5,000.00 Interest 2,250.00 2,125.00 4,375.00 270 Canal Street Corridor Roadway Improvements 2 $140,000 Principal 5,000.00 0.00 5,000.00 Interest 2,850.00 2,725.00 5,575.00 page 5 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 243 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 271 Essex St. Ped. & Vehicle Access Improvements 2 $1,455,000 Principal 75,000.00 0.00 75,000.00 Interest 28,700.00 26,825.00 55,525.00 272 First/Swampscott Rd Intersection Improvements 1 $650,000 Principal 35,000.00 0.00 35,000.00 Interest 13,100.00 12,225.00 25,325.00 273 First/Swampscott Rd Intersection Improvements 2 $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,925.00 1,800.00 3,725.00 274 Forest River Park and Pool Design $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,825.00 1,700.00 3,525.00 275 Forest River Park Seawall Replacement 1 $1,650,000 Principal 60,000.00 0.00 60,000.00 Interest 30,425.00 28,925.00 59,350.00 276 Forest River Park Seawall Replacement 2 $600,000 Principal 20,000.00 0.00 20,000.00 Interest 10,900.00 10,400.00 21,300.00 277 Roads, Sidewalks, & Crosswalks $500,000 Principal 30,000.00 0.00 30,000.00 Interest 10,175.00 9,425.00 19,600.00 278 Replacement School Bldg Grounds Equipment 1 $60,425 Principal 15,000.00 0.00 15,000.00 Interest 750.00 375.00 1,125.00 279 Annual Equipment Life Cycle Mngment(Schools) $220,000 Principal 55,000.00 0.00 55,000.00 Interest 2,875.00 1,500.00 4,375.00 280 Telephone System Replacements (Schools) 1 $350,000 Principal 90,000.00 0.00 90,000.00 Interest 4,625.00 2,375.00 7,000.00 281 Telephone System Replacements (Schools) 2 $160,000 Principal 30,000.00 0.00 30,000.00 Interest 2,500.00 1,750.00 4,250.00 282 Bertram Field Schematic Design Phase II 2 $50,000 Principal 10,000.00 0.00 10,000.00 Interest 750.00 500.00 1,250.00 283 High School College & Career Center Floor $70,000 Principal 5,000.00 0.00 5,000.00 Interest 1,375.00 1,250.00 2,625.00 284 Salerno Roof & Mechanical HVAC Replacement $110,000 Principal 5,000.00 0.00 5,000.00 Interest 1,975.00 1,850.00 3,825.00 285 Canal Street - Phase II (Sewer) 1 $50,000 Principal 5,000.00 0.00 5,000.00 Interest 975.00 850.00 1,825.00 286 Sewer Pump Station $2,960,269 Principal 60,000.00 0.00 60,000.00 Interest 49,950.00 48,450.00 98,400.00 287 Canal Street (Sewer) Phase II 1 $91,091 Principal 5,000.00 0.00 5,000.00 Interest 1,775.00 1,650.00 3,425.00 288 Canal Street (Sewer) Phase II 2 $808,909 Principal 40,000.00 0.00 40,000.00 Interest 15,950.00 14,950.00 30,900.00 289 MS4 Compliance/Illicit Connection Removal 2 $166,460 Principal 5,000.00 0.00 5,000.00 Interest 2,800.00 2,675.00 5,475.00 290 Pre-Paving Sewer/Drain Inspections $34,838 Principal 5,000.00 0.00 5,000.00 Interest 625.00 500.00 1,125.00 291 SSES Report Implementation 1 $150,000 Principal 5,000.00 0.00 5,000.00 Interest 2,575.00 2,450.00 5,025.00 292 289 Derby Drain $310,000 Principal 5,000.00 0.00 5,000.00 Interest 5,200.00 5,075.00 10,275.00 293 Fowler & No Pine Street Sewer Rehabilitation 1 $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,825.00 1,700.00 3,525.00 294 Fowler & No Pine Street Sewer Rehabilitation 2 $300,000 Principal 5,000.00 0.00 5,000.00 Interest 5,000.00 4,875.00 9,875.00 295 Willow Ave Sewer Replacement $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,825.00 1,700.00 3,525.00 296 Rosie's Pond Flood Improvements $700,000 Principal 15,000.00 0.00 15,000.00 Interest 11,725.00 11,350.00 23,075.00 297 Water System Upgrades- Valves & Hydrants $1,000,000 Principal 20,000.00 0.00 20,000.00 Interest 16,750.00 16,250.00 33,000.00 298 Szetela Lane Water $250,000 Principal 5,000.00 0.00 5,000.00 Interest 4,125.00 4,000.00 8,125.00 299 Citywide Flushing, Valve Leak Detection, GIS $220,000 Principal 5,000.00 0.00 5,000.00 Interest 3,675.00 3,550.00 7,225.00 300 Citywide Water System Flushing, Maintenance $400,000 Principal 10,000.00 0.00 10,000.00 Interest 6,825.00 6,575.00 13,400.00 General Obligation Bonds of 2019 Principal 915,000.00 0.00 915,000.00 Payable September 15 and March 15 Interest 368,225.00 345,350.00 713,575.00 301 Recreation-Bertram Field Phase II $1,000,000 Principal 20,000.00 0.00 20,000.00 Interest 15,340.63 14,840.63 30,181.26 302 Recreation-Court Renovations $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,125.00 1,000.00 2,125.00 303 IT-Equipment Life-Cycle Mgmt Program (City) $75,000 Principal 5,000.00 0.00 5,000.00 Interest 1,750.00 1,625.00 3,375.00 304 IT-Equipment Life-Cycle Mgmt Program (School) $171,506 Principal 15,000.00 0.00 15,000.00 Interest 4,000.00 3,625.00 7,625.00 305 IT-View Permit Upgrade $74,680 Principal 5,000.00 0.00 5,000.00 Interest 1,750.00 1,625.00 3,375.00 306 Bridge Light LED Conversion $75,000 Principal 5,000.00 0.00 5,000.00 Interest 1,750.00 1,625.00 3,375.00 307 Smart Signalization Expansion $50,000 Principal 5,000.00 0.00 5,000.00 page 6 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 244 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total Interest 1,125.00 1,000.00 2,125.00 308 Electrical - Smart Signalization Expansion $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,125.00 1,000.00 2,125.00 309 Fire Station One Parapet $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,781.25 1,656.25 3,437.50 310 Winter Island Function Hall Deck/Accessibility $100,000 Principal 5,000.00 0.00 5,000.00 Interest 1,781.25 1,656.25 3,437.50 311 Court Renovations $125,000 Principal 5,000.00 0.00 5,000.00 Interest 2,650.00 2,525.00 5,175.00 312 Golf Course Cart Paths $375,000 Principal 20,000.00 0.00 20,000.00 Interest 7,925.00 7,425.00 15,350.00 313 Parking-Traffic Calming Improvements $64,718 Principal 5,000.00 0.00 5,000.00 Interest 1,375.00 1,250.00 2,625.00 314 Parking and Traffic-MP & SH Garage Maintenance $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,125.00 1,000.00 2,125.00 315 Museum Place Parking Garage $754,000 Principal 15,000.00 0.00 15,000.00 Interest 11,525.00 11,150.00 22,675.00 316 Common Fence $85,000 Principal 5,000.00 0.00 5,000.00 Interest 1,675.00 1,550.00 3,225.00 317 Planning-Gallows Hill Park Renovation $125,000 Principal 5,000.00 0.00 5,000.00 Interest 2,078.13 1,953.13 4,031.26 318 Furnace and Hot Water Replacement (Police) $110,174 Principal 5,000.00 0.00 5,000.00 Interest 1,900.00 1,775.00 3,675.00 319 Police Cameras $45,000 Principal 5,000.00 0.00 5,000.00 Interest 1,000.00 875.00 1,875.00 320 Police-Boiler and Heaters $109,300 Principal 5,000.00 0.00 5,000.00 Interest 1,893.75 1,768.75 3,662.50 321 City Wide Traffic Calming Improvements $15,000 Principal 5,000.00 0.00 5,000.00 Interest 250.00 125.00 375.00 322 Boston Street Corridor Roadway Improvements $186,500 Principal 10,000.00 0.00 10,000.00 Interest 3,925.00 3,675.00 7,600.00 323 Bridge Street (Massworks) Roadway Improvements $100,000 Principal 5,000.00 0.00 5,000.00 Interest 2,025.00 1,900.00 3,925.00 324 Forest River Park and Pool Design/Improvements $200,000 Principal 5,000.00 0.00 5,000.00 Interest 3,412.50 3,287.50 6,700.00 325 Willows Park Restoration $120,000 Principal 5,000.00 0.00 5,000.00 Interest 2,018.75 1,893.75 3,912.50 326 Derby St Complete Streets $350,000 Principal 20,000.00 0.00 20,000.00 Interest 7,400.00 6,900.00 14,300.00 327 Szetela Lance Shared Use Path $303,000 Principal 15,000.00 0.00 15,000.00 Interest 6,400.00 6,025.00 12,425.00 328 Roads, Sidewalks & Crosswalks (Non Ch 90) $1,240,000 Principal 70,000.00 0.00 70,000.00 Interest 26,075.00 24,325.00 50,400.00 329 School-Saltonstall Water Heaters $83,122 Principal 5,000.00 0.00 5,000.00 Interest 1,675.00 1,550.00 3,225.00 330 Chiller & Assoc. HVAC System $350,000 Principal 5,000.00 0.00 5,000.00 Interest 5,284.38 5,159.38 10,443.76 331 Bentley Academy Boiler Replacement $400,000 Principal 10,000.00 0.00 10,000.00 Interest 6,068.75 5,818.75 11,887.50 332 Canal Street SSU Flood Mitigation Phase II $60,000 Principal 5,000.00 0.00 5,000.00 Interest 1,300.00 1,175.00 2,475.00 333 Derby St Drainage System Repairs $58,000 Principal 5,000.00 0.00 5,000.00 Interest 1,300.00 1,175.00 2,475.00 334 SSES Report Implementation (Eliminate I/I) $400,000 Principal 10,000.00 0.00 10,000.00 Interest 6,068.75 5,818.75 11,887.50 335 City Wide Sewer System Flushing & Maintenance $200,000 Principal 5,000.00 0.00 5,000.00 Interest 2,987.50 2,862.50 5,850.00 336 Pre-Paving Sewer/Drain Inspections $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,125.00 1,000.00 2,125.00 337 City Wide Water System Flushing & Maintenance $250,000 Principal 5,000.00 0.00 5,000.00 Interest 3,718.75 3,593.75 7,312.50 338 Water-Distribution Main System Initiatives $45,000 Principal 5,000.00 0.00 5,000.00 Interest 1,000.00 875.00 1,875.00 339 Water- Transmission Main System Initiatives $95,000 Principal 5,000.00 0.00 5,000.00 Interest 1,725.00 1,600.00 3,325.00 General Obligation Bonds of 2020 Principal 350,000.00 0.00 350,000.00 Payable November 15 and May 15 Interest 148,434.39 139,684.39 288,118.78 340 Cur Ref of Oct 15 2010 Water Sys Improvement $741,130 Principal 77,790.00 0.00 77,790.00 Interest 29,130.53 16,583.50 45,714.03 341 Cur Ref of Oct 15 2010 Water Meters $743,320 Principal 175,950.00 0.00 175,950.00 Interest 29,216.61 14,184.25 43,400.86 342 Cur Ref of Oct 15 2010 Water Main $848,740 Principal 112,020.00 0.00 112,020.00 Interest 33,360.20 18,418.00 51,778.20 343 Cur Ref of Oct 15 2010 Sewer Pump Station $61,820 Principal 7,960.00 0.00 7,960.00 Interest 2,429.87 1,346.50 3,776.37 page 7 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 245 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 344 Cur Ref of Oct 15 2010 South River Basin $502,900 Principal 58,720.00 0.00 58,720.00 Interest 19,766.76 11,104.50 30,871.26 345 Cur Ref of Oct 15 2010 Fire Pumper Truck $92,920 Principal 22,000.00 0.00 22,000.00 Interest 3,652.27 1,773.00 5,425.27 346 Cur Ref of Oct 15 2010 School Infrastructure $18,590 Principal 4,400.00 0.00 4,400.00 Interest 730.69 354.75 1,085.44 347 Cur Ref of Oct 15 2010 Roads & Sidewalks $298,600 Principal 95,920.00 0.00 95,920.00 Interest 11,736.64 5,067.00 16,803.64 348 Cur Ref of Oct 15 2010 Furlong Park Remodeling $56,880 Principal 18,270.00 0.00 18,270.00 Interest 2,235.70 965.25 3,200.95 349 Cur Ref of Oct 15 2010 Roads & Sidewalks 2 $37,170 Principal 8,800.00 0.00 8,800.00 Interest 1,460.99 709.25 2,170.24 350 Cur Ref of Oct 15 Canal St Improvements Design $111,500 Principal 26,390.00 0.00 26,390.00 Interest 4,382.57 2,127.75 6,510.32 351 Cur Ref of Oct 15 School Ballfield Remodeling $14,220 Principal 4,570.00 0.00 4,570.00 Interest 558.93 241.25 800.18 352 Ash Landfill Closure Remediation $49,827 Principal 4,827.00 0.00 4,827.00 Interest 1,958.48 1,125.00 3,083.48 353 Fiber Optic Network (Phase II) $75,000 Principal 5,000.00 0.00 5,000.00 Interest 2,947.92 1,750.00 4,697.92 354 Ryan Brennan Memorial Skate Park $100,000 Principal 5,000.00 0.00 5,000.00 Interest 2,830.00 1,675.00 4,505.00 355 Salem Common Fence $75,000 Principal 5,000.00 0.00 5,000.00 Interest 2,947.92 1,750.00 4,697.92 356 Library Structural Upgrades $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,965.28 1,125.00 3,090.28 357 Bridge Light LED Conversion $29,470 Principal 4,470.00 0.00 4,470.00 Interest 1,158.33 625.00 1,783.33 358 Church Street Parking Reconfiguration $40,000 Principal 5,000.00 0.00 5,000.00 Interest 1,572.22 875.00 2,447.22 359 Common Fence $40,000 Principal 5,000.00 0.00 5,000.00 Interest 1,572.22 875.00 2,447.22 360 IT Equipment Life Cycle Managment - City $45,995 Principal 5,995.00 0.00 5,995.00 Interest 1,807.86 1,000.00 2,807.86 361 IT Ongoing Digitization of Records $65,000 Principal 5,000.00 0.00 5,000.00 Interest 2,554.86 1,500.00 4,054.86 362 Recreation-Bertram Field Phase II $3,882,593 Principal 47,593.00 0.00 47,593.00 Interest 90,666.83 56,478.13 147,144.96 363 Recreation-Playground, Irrigation & Fence $41,424 Principal 6,424.00 0.00 6,424.00 Interest 1,628.19 875.00 2,503.19 364 Parking and Traffic-MP & SH Garage Maintenance $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,965.28 1,125.00 3,090.28 365 Planning-Gallows Hill Park Renovation $102,259 Principal 7,259.00 0.00 7,259.00 Interest 4,019.35 2,375.00 6,394.35 366 Planning-Palmer Cove Park Renovation $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,965.28 1,125.00 3,090.28 367 Police & Fire Radio Communication System $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,965.28 1,125.00 3,090.28 368 IT-Theft Detection System Replacement $29,846 Principal 4,846.00 0.00 4,846.00 Interest 1,173.11 625.00 1,798.11 369 Engineering - Willows Park Restoration $90,000 Principal 5,000.00 0.00 5,000.00 Interest 2,672.78 1,575.00 4,247.78 370 Engineering - Derby St Complete Streets $476,901 Principal 21,901.00 0.00 21,901.00 Interest 15,364.58 9,225.00 24,589.58 371 Engineering - Roads, Sidewalks & Crosswalks $300,000 Principal 15,000.00 0.00 15,000.00 Interest 9,708.47 5,800.00 15,508.47 372 Digitization $67,029 Principal 7,029.00 0.00 7,029.00 Interest 2,634.61 1,500.00 4,134.61 373 IT Lifecycle Management (School) $62,624 Principal 7,624.00 0.00 7,624.00 Interest 2,461.47 1,375.00 3,836.47 374 IT Lifecycle Management (City) $52,125 Principal 7,125.00 0.00 7,125.00 Interest 2,048.80 1,125.00 3,173.80 375 Fire Station - ADA Upgrades $96,122 Principal 6,122.00 0.00 6,122.00 Interest 2,992.02 1,750.00 4,742.02 376 Station 1 Antenna Project $2,030 Principal 2,030.00 0.00 2,030.00 Interest 79.79 0.00 79.79 377 City Wide Playground Equipment/Park Upgrades $72,894 Principal 7,894.00 0.00 7,894.00 Interest 2,865.14 1,625.00 4,490.14 378 Tractor/Loader/Backhoe $69,029 Principal 14,029.00 0.00 14,029.00 Interest 2,713.22 1,375.00 4,088.22 379 Apron Tee Greens Mower $46,000 Principal 6,000.00 0.00 6,000.00 Interest 1,808.06 1,000.00 2,808.06 380 Park+Rec Facilities Truck $29,634 Principal 4,634.00 0.00 4,634.00 Interest 1,164.78 625.00 1,789.78 381 Norman Summer Chestnut Roundabout Phase 4 $241,000 Principal 11,000.00 0.00 11,000.00 page 8 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 246 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total Interest 7,900.42 4,750.00 12,650.42 382 Traffic Calming Improvements $50,000 Principal 5,000.00 0.00 5,000.00 Interest 1,965.28 1,125.00 3,090.28 383 Garage Improvements - Annual Maintenance & ADA $49,470 Principal 4,470.00 0.00 4,470.00 Interest 1,944.45 1,125.00 3,069.45 384 Bicycle Infrastructure $200,000 Principal 10,000.00 0.00 10,000.00 Interest 6,446.11 3,850.00 10,296.11 385 Mansell Field Restoration $109,850 Principal 4,850.00 0.00 4,850.00 Interest 3,010.81 1,793.75 4,804.56 386 Palmer Cove Park Renovation Phase I $270,000 Principal 5,000.00 0.00 5,000.00 Interest 6,298.72 3,881.25 10,179.97 387 Willows Restoration & Park Improvements $100,000 Principal 5,000.00 0.00 5,000.00 Interest 2,830.00 1,675.00 4,505.00 388 Ford F350 Pickup $42,804 Principal 7,804.00 0.00 7,804.00 Interest 1,682.44 875.00 2,557.44 389 McGrath Park Soils Remediation $80,000 Principal 5,000.00 0.00 5,000.00 Interest 2,515.56 1,475.00 3,990.56 390 DPS Building Project $184,548 Principal 4,548.00 0.00 4,548.00 Interest 4,438.50 2,709.38 7,147.88 391 Boston Street Complete Upgrade $285,000 Principal 10,000.00 0.00 10,000.00 Interest 9,236.81 5,625.00 14,861.81 392 Derby Street Complete Street $282,550 Principal 12,550.00 0.00 12,550.00 Interest 9,140.51 5,500.00 14,640.51 393 Bridge Street Complete Street Flint-Boston $500,000 Principal 20,000.00 0.00 20,000.00 Interest 16,115.28 9,750.00 25,865.28 394 Forest River Pool & Associated Facilities $1,000,000 Principal 10,000.00 0.00 10,000.00 Interest 23,259.06 14,543.75 37,802.81 395 Citywide Seawall Improvements $27,790 Principal 2,790.00 0.00 2,790.00 Interest 1,092.30 625.00 1,717.30 396 Citywide Roads, Sidewalks, and Crosswalks $800,000 Principal 30,000.00 0.00 30,000.00 Interest 25,823.75 15,675.00 41,498.75 397 District Camera and Access Control $83,329 Principal 13,329.00 0.00 13,329.00 Interest 3,275.29 1,750.00 5,025.29 398 Signature Parks Improvement I $9,479,944 Principal 114,944.00 0.00 114,944.00 Interest 221,052.24 137,725.00 358,777.24 399 Signature Parks Improvement II $553,566 Principal 23,566.00 0.00 23,566.00 Interest 17,906.27 10,800.00 28,706.27 400 Schools-SHS Library Remodel $18,960 Principal 3,960.00 0.00 3,960.00 Interest 745.23 375.00 1,120.23 401 Schools - Access/ADA/Architectural Studies $77,514 Principal 17,514.00 0.00 17,514.00 Interest 3,046.73 1,500.00 4,546.73 402 Bentley Academy Boiler Replacement $476,140 Principal 6,140.00 0.00 6,140.00 Interest 11,109.32 6,912.50 18,021.82 403 Schools - ADA Upgrades / Studies / Repairs $120,060 Principal 25,060.00 0.00 25,060.00 Interest 4,719.03 2,375.00 7,094.03 404 School Capital Repairs $150,500 Principal 35,500.00 0.00 35,500.00 Interest 5,915.49 2,875.00 8,790.49 405 School Building and Strategic Master Plan $50,000 Principal 10,000.00 0.00 10,000.00 Interest 1,965.28 1,000.00 2,965.28 406 Sewer-Derby St at Congress õ Drainage Repairs $192,000 Principal 7,000.00 0.00 7,000.00 Interest 4,628.23 2,768.75 7,396.98 407 Sewer- Bertram Field Phase 2 $240,000 Principal 5,000.00 0.00 5,000.00 Interest 5,414.34 3,318.75 8,733.09 408 Sewer-SSES report implementation $200,000 Principal 5,000.00 0.00 5,000.00 Interest 4,706.84 2,868.75 7,575.59 409 Canal Street SSU Flood Mitigation Phase 2 $362,851 Principal 7,851.00 0.00 7,851.00 Interest 8,508.71 5,215.63 13,724.34 394 Forest River Pool Sewer Line & Stormwater Sys $243,930 Principal 8,930.00 0.00 8,930.00 Interest 5,568.81 3,318.75 8,887.56 395 Derby/Congress St. Drainage System Repairs $407,373 Principal 7,373.00 0.00 7,373.00 Interest 9,487.30 5,850.00 15,337.30 396 Sewer - SSES Report Implementation 2 $402,860 Principal 7,860.00 0.00 7,860.00 Interest 9,413.09 5,790.63 15,203.72 397 Citywide Sewer Flushing & Pipe Replacements $300,000 Principal 5,000.00 0.00 5,000.00 Interest 7,070.09 4,371.88 11,441.97 398 Water Leak Detection, Flushing & GIS Admin $193,000 Principal 18,000.00 0.00 18,000.00 Interest 7,585.97 4,375.00 11,960.97 399 Water- Salem PS and Booster Station $114,281 Principal 14,281.00 0.00 14,281.00 Interest 4,491.88 2,500.00 6,991.88 400 Water-Bertram Field Phase 2 $100,000 Principal 5,000.00 0.00 5,000.00 Interest 2,830.00 1,675.00 4,505.00 401 Water - Citywide Flushing, Valves, Leaks $89,920 Principal 4,920.00 0.00 4,920.00 Interest 2,669.63 1,575.00 4,244.63 402 Forest River New Water Line $100,000 Principal 5,000.00 0.00 5,000.00 Interest 2,830.00 1,675.00 4,505.00 page 9 of 10 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Long Term Debt Service By Month FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 247 City of Salem, Massachusetts Fiscal 2023 Long Term Debt Service By Month 20-May-22 Original Purpose 17102 Principal July August September October November December January February March April May June Total 403 Water - Citywide Flushing, Valves, Leaks 2 $300,000 Principal 5,000.00 0.00 5,000.00 Interest 7,070.09 4,371.88 11,441.97 404 Water Distribution Main System $300,000 Principal 5,000.00 0.00 5,000.00 Interest 7,070.09 4,371.88 11,441.97 405 Water Transmission Main System $208,168 Principal 8,168.00 0.00 8,168.00 Interest 4,909.97 2,918.75 7,828.72 406 Highland Ave 16-inch Water Main $80,000 Principal 5,000.00 0.00 5,000.00 Interest 2,515.56 1,475.00 3,990.56 407 Vector Truck #18 Replacement $274,000 Principal 24,000.00 0.00 24,000.00 Interest 10,769.72 6,250.00 17,019.72 General Obligation Bonds of 2021 Principal 1,395,000.00 0.00 1,395,000.00 Payable September 1 and March 1 Interest 810,849.09 480,859.41 1,291,708.50 Total Principal 129,443.00 0.00 2,895,000.00 1,225,000.00 1,225,000.00 1,320,000.00 0.00 0.00 0.00 0.00 0.00 910,000.00 7,704,443.00 Interest 6,738.98 0.00 1,389,220.99 198,800.00 274,737.55 425,943.81 5,444.55 0.00 1,024,656.31 174,300.00 244,112.55 399,543.81 4,143,498.55 Grand Total 136,181.98 0.00 4,284,220.99 1,423,800.00 1,499,737.55 1,745,943.81 5,444.55 0.00 1,024,656.31 174,300.00 244,112.55 1,309,543.81 11,847,941.55 page 10 of 10 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Debt Policies & Aggregate Debt Service City of Salem, Massachusetts FY2023 Long-Term Principal & Interest Payments (as of March 4, 2022) DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 07/15/2022 December 14 2006 DW-05-12 : SINGLE PURPOSE 129,443.00 6,738.98 136,181.98 Subtotal $129,443.00 $6,738.98 $136,181.98 09/01/2022 September 27 2012 : Water System Improvements (OSQ) 70,000.00 13,350.00 83,350.00 September 27 2012 : Sewer Pump Station Upgrade (ISQ) 10,000.00 1,818.75 11,818.75 September 27 2012 : South River Basin Upgrade (ISQ) 25,000.00 4,506.25 29,506.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) 15,000.00 3,312.50 18,312.50 September 27 2012 : Forrester Street Drain Relief (ISQ) 20,000.00 3,562.50 23,562.50 September 27 2012 : City Hall Roof (ISQ) 20,000.00 8,612.50 28,612.50 September 27 2012 : City Hall Skylights (ISQ) 5,000.00 1,700.00 6,700.00 September 27 2012 : City Hall Windows (ISQ) 10,000.00 4,431.25 14,431.25 September 27 2012 : City Hall Masonry Repairs (ISQ) 25,000.00 11,071.88 36,071.88 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) 55,000.00 5,609.38 60,609.38 September 27 2012 : Collins Cove Seawall (ISQ) 5,000.00 1,209.38 6,209.38 September 27 2012 : Remediation (ISQ) 40,000.00 17,793.75 57,793.75 September 27 2012 : Collins School (OSQ) 40,000.00 16,756.25 56,756.25 September 27 2012 : Collins School 2 (OSQ) 145,000.00 69,190.63 214,190.63 September 27 2012 : Saltonstall School (OSQ) 35,000.00 15,121.88 50,121.88 September 27 2012 : Saltonstall School 2 (OSQ) 65,000.00 32,100.00 97,100.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement 77,790.00 29,130.53 106,920.53 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters 175,950.00 29,216.61 205,166.61 November 18 2021 : Cur Ref of Oct 15 2010 Water Main 112,020.00 33,360.20 145,380.20 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station 7,960.00 2,429.87 10,389.87 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin 58,720.00 19,766.76 78,486.76 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck 22,000.00 3,652.27 25,652.27 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure 4,400.00 730.69 5,130.69 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 95,920.00 11,736.64 107,656.64 November 18 2021 : Cur Ref of Oct 15 2010 Furlong Park Remodeling 18,270.00 2,235.70 20,505.70 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 8,800.00 1,460.99 10,260.99 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design 26,390.00 4,382.57 30,772.57 November 18 2021 : Cur Ref of Oct 15 School Ballfield Remodeling 4,570.00 558.93 5,128.93 November 18 2021 : Ash Landfill Closure Remediation 4,827.00 1,958.48 6,785.48 November 18 2021 : Fiber Optic Network (Phase II) 5,000.00 2,947.92 7,947.92 November 18 2021 : Ryan Brennan Memorial Skate Park 5,000.00 2,830.00 7,830.00 November 18 2021 : Salem Common Fence 5,000.00 2,947.92 7,947.92 November 18 2021 : Library Structural Upgrades 5,000.00 1,965.28 6,965.28 November 18 2021 : Bridge Light LED Conversion 4,470.00 1,158.33 5,628.33 November 18 2021 : Church Street Parking Reconfiguration 5,000.00 1,572.22 6,572.22 November 18 2021 : Common Fence 5,000.00 1,572.22 6,572.22 November 18 2021 : IT Equipment Life Cycle Managment - City 5,995.00 1,807.86 7,802.86 November 18 2021 : IT Ongoing Digitization of Records 5,000.00 2,554.86 7,554.86 November 18 2021 : Recreation-Bertram Field Phase II 47,593.00 90,666.83 138,259.83 November 18 2021 : Recreation-Playground, Irrigation & Fence 6,424.00 1,628.19 8,052.19 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 1,965.28 6,965.28 November 18 2021 : Planning-Gallows Hill Park Renovation 7,259.00 4,019.35 11,278.35 November 18 2021 : Planning-Palmer Cove Park Renovation 5,000.00 1,965.28 6,965.28 November 18 2021 : Police & Fire Radio Communication System 5,000.00 1,965.28 6,965.28 November 18 2021 : IT-Theft Detection System Replacement 4,846.00 1,173.11 6,019.11 November 18 2021 : Engineering - Willows Park Restoration 5,000.00 2,672.78 7,672.78 November 18 2021 : Engineering - Derby St Complete Streets 21,901.00 15,364.58 37,265.58 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks 15,000.00 9,708.47 24,708.47 November 18 2021 : Digitization 7,029.00 2,634.61 9,663.61 November 18 2021 : IT Lifecycle Management (School) 7,624.00 2,461.47 10,085.47 November 18 2021 : IT Lifecycle Management (City) 7,125.00 2,048.80 9,173.80 November 18 2021 : Fire Station - ADA Upgrades 6,122.00 2,992.02 9,114.02 November 18 2021 : Station 1 Antenna Project 2,030.00 79.79 2,109.79 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 249 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 18 2021 : City Wide Playground Equipment/Park Upgrades 7,894.00 2,865.14 10,759.14 November 18 2021 : Tractor/Loader/Backhoe 14,029.00 2,713.22 16,742.22 November 18 2021 : Apron Tee Greens Mower 6,000.00 1,808.06 7,808.06 November 18 2021 : Park+Rec Facilities Truck 4,634.00 1,164.78 5,798.78 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 11,000.00 7,900.42 18,900.42 November 18 2021 : Traffic Calming Improvements 5,000.00 1,965.28 6,965.28 November 18 2021 : Garage Improvements - Annual Maintenance & ADA 4,470.00 1,944.45 6,414.45 November 18 2021 : Bicycle Infrastructure 10,000.00 6,446.11 16,446.11 November 18 2021 : Mansell Field Restoration 4,850.00 3,010.81 7,860.81 November 18 2021 : Palmer Cove Park Renovation Phase I 5,000.00 6,298.72 11,298.72 November 18 2021 : Willows Restoration & Park Improvements 5,000.00 2,830.00 7,830.00 November 18 2021 : Ford F350 Pickup 7,804.00 1,682.44 9,486.44 November 18 2021 : McGrath Park Soils Remediation 5,000.00 2,515.56 7,515.56 November 18 2021 : DPS Building Project 4,548.00 4,438.50 8,986.50 November 18 2021 : Boston Street Complete Upgrade 10,000.00 9,236.81 19,236.81 November 18 2021 : Derby Street Complete Street 12,550.00 9,140.51 21,690.51 November 18 2021 : Bridge Street Complete Street Flint-Boston 20,000.00 16,115.28 36,115.28 November 18 2021 : Forest River Pool & Associated Facilities 10,000.00 23,259.06 33,259.06 November 18 2021 : Citywide Seawall Improvements 2,790.00 1,092.30 3,882.30 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks 30,000.00 25,823.75 55,823.75 November 18 2021 : District Camera and Access Control 13,329.00 3,275.29 16,604.29 November 18 2021 : Signature Parks Improvement I 114,944.00 221,052.24 335,996.24 November 18 2021 : Signature Parks Improvement II 23,566.00 17,906.27 41,472.27 November 18 2021 : Schools-SHS Library Remodel 3,960.00 745.23 4,705.23 November 18 2021 : Schools - Access/ADA/Architectural Studies 17,514.00 3,046.73 20,560.73 November 18 2021 : Bentley Academy Boiler Replacement 6,140.00 11,109.32 17,249.32 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs 25,060.00 4,719.03 29,779.03 November 18 2021 : School Capital Repairs 35,500.00 5,915.49 41,415.49 November 18 2021 : School Building and Strategic Master Plan 10,000.00 1,965.28 11,965.28 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs 7,000.00 4,628.23 11,628.23 November 18 2021 : Sewer- Bertram Field Phase 2 5,000.00 5,414.34 10,414.34 November 18 2021 : Sewer-SSES report implementation 5,000.00 4,706.84 9,706.84 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 7,851.00 8,508.71 16,359.71 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys 8,930.00 5,568.81 14,498.81 November 18 2021 : Derby/Congress St. Drainage System Repairs 7,373.00 9,487.30 16,860.30 November 18 2021 : Sewer - SSES Report Implementation 2 7,860.00 9,413.09 17,273.09 November 18 2021 : Citywide Sewer Flushing & Pipe Replacements 5,000.00 7,070.09 12,070.09 November 18 2021 : Water Leak Detection, Flushing & GIS Admin 18,000.00 7,585.97 25,585.97 November 18 2021 : Water- Salem PS and Booster Station 14,281.00 4,491.88 18,772.88 November 18 2021 : Water-Bertram Field Phase 2 5,000.00 2,830.00 7,830.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 4,920.00 2,669.63 7,589.63 November 18 2021 : Forest River New Water Line 5,000.00 2,830.00 7,830.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 5,000.00 7,070.09 12,070.09 November 18 2021 : Water Distribution Main System 5,000.00 7,070.09 12,070.09 November 18 2021 : Water Transmission Main System 8,168.00 4,909.97 13,077.97 November 18 2021 : Highland Ave 16-inch Water Main 5,000.00 2,515.56 7,515.56 November 18 2021 : Vector Truck #18 Replacement 24,000.00 10,769.72 34,769.72 Subtotal $1,980,000.00 $1,020,995.99 $3,000,995.99 09/15/2022 September 25 2019 : Senior Center Construction 100,000.00 84,125.00 184,125.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 1 15,000.00 750.00 15,750.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 2 50,000.00 3,875.00 53,875.00 September 25 2019 : Telephone System Replacement 1 25,000.00 1,250.00 26,250.00 September 25 2019 : Telephone System Replacement 2 5,000.00 625.00 5,625.00 September 25 2019 : Bike Path Design/ Construction 1 5,000.00 375.00 5,375.00 September 25 2019 : Boston Street Roadway Improvements 5,000.00 1,475.00 6,475.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 15,000.00 5,125.00 20,125.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction 5,000.00 6,300.00 11,300.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 5,000.00 1,475.00 6,475.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 5,000.00 2,525.00 7,525.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 5,000.00 1,925.00 6,925.00 September 25 2019 : Canal Street Bike Path 1 10,000.00 3,150.00 13,150.00 September 25 2019 : Canal Street Bike Path 2 15,000.00 6,650.00 21,650.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 5,000.00 2,250.00 7,250.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 250 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I September 25 2019 : Canal Street Corridor Roadway Improvements 2 5,000.00 2,850.00 7,850.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 75,000.00 28,700.00 103,700.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) 35,000.00 13,100.00 48,100.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) 5,000.00 1,925.00 6,925.00 September 25 2019 : Forest River Park and Pool Design 5,000.00 1,825.00 6,825.00 September 25 2019 : Forest River Park Seawall Replacement 1 60,000.00 30,425.00 90,425.00 September 25 2019 : Forest River Park Seawall Replacement 2 20,000.00 10,900.00 30,900.00 September 25 2019 : Roads, Sidewalks, & Crosswalks 30,000.00 10,175.00 40,175.00 September 25 2019 : Replacement School Bldg Grounds Equipment 1 15,000.00 750.00 15,750.00 September 25 2019 : Annual Equipment Life Cycle Mngment(Schools) 55,000.00 2,875.00 57,875.00 September 25 2019 : Telephone System Replacements (Schools) 1 90,000.00 4,625.00 94,625.00 September 25 2019 : Telephone System Replacements (Schools) 2 30,000.00 2,500.00 32,500.00 September 25 2019 : Bertram Field Schematic Design Phase II 2 10,000.00 750.00 10,750.00 September 25 2019 : High School College & Career Center Floor 5,000.00 1,375.00 6,375.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement 5,000.00 1,975.00 6,975.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 5,000.00 975.00 5,975.00 September 25 2019 : Sewer Pump Station 60,000.00 49,950.00 109,950.00 September 25 2019 : Canal Street (Sewer) Phase II 1 5,000.00 1,775.00 6,775.00 September 25 2019 : Canal Street (Sewer) Phase II 2 40,000.00 15,950.00 55,950.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 5,000.00 2,800.00 7,800.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections 5,000.00 625.00 5,625.00 September 25 2019 : SSES Report Implementation 1 5,000.00 2,575.00 7,575.00 September 25 2019 : 289 Derby Drain 5,000.00 5,200.00 10,200.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 5,000.00 1,825.00 6,825.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 5,000.00 5,000.00 10,000.00 September 25 2019 : Willow Ave Sewer Replacement 5,000.00 1,825.00 6,825.00 September 25 2019 : Rosie's Pond Flood Improvements 15,000.00 11,725.00 26,725.00 September 25 2019 : Water System Upgrades- Valves & Hydrants 20,000.00 16,750.00 36,750.00 September 25 2019 : Szetela Lane Water 5,000.00 4,125.00 9,125.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS 5,000.00 3,675.00 8,675.00 September 25 2019 : Citywide Water System Flushing, Maintenance 10,000.00 6,825.00 16,825.00 Subtotal $915,000.00 $368,225.00 $1,283,225.00 10/15/2022 November 17 2016 : Advance Refunding October 15 2007 High School 315,000.00 37,240.00 352,240.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements 145,000.00 17,360.00 162,360.00 November 17 2016 : Collins Middle School 35,000.00 11,750.00 46,750.00 November 17 2016 : Districtwide Computer Replacement (School) 5,000.00 500.00 5,500.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) 10,000.00 1,800.00 11,800.00 November 17 2016 : Salerno Automotive Roof Replace (School) 5,000.00 500.00 5,500.00 November 17 2016 : Folly Hill Tank Storage (Water) 50,000.00 5,500.00 55,500.00 November 17 2016 : Water Meter Replacement Program 10,000.00 1,000.00 11,000.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 150,000.00 12,700.00 162,700.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 5,000.00 2,200.00 7,200.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) 20,000.00 7,150.00 27,150.00 November 17 2016 : Water System Improvements 45,000.00 16,525.00 61,525.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 25,000.00 2,000.00 27,000.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 20,000.00 2,100.00 22,100.00 November 17 2016 : Canal Street Sewer Phase 2 60,000.00 21,650.00 81,650.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin 15,000.00 5,750.00 20,750.00 November 17 2016 : Sewer Illicit Connection Removal 30,000.00 10,875.00 40,875.00 November 17 2016 : Bikeway & Roadway Improvements 20,000.00 4,200.00 24,200.00 November 17 2016 : McGrath Park Paving/Concession Stand 10,000.00 1,900.00 11,900.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) 10,000.00 2,000.00 12,000.00 November 17 2016 : Replace Fire Engine 2 or 5 65,000.00 5,400.00 70,400.00 November 17 2016 : Citywide Computer Replacement 15,000.00 1,200.00 16,200.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) 15,000.00 3,500.00 18,500.00 November 17 2016 : Mary Jane Lee Park (Phase II) 5,000.00 700.00 5,700.00 November 17 2016 : Old City Hall Window Replacement 5,000.00 1,425.00 6,425.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) 10,000.00 800.00 10,800.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) 5,000.00 700.00 5,700.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) 20,000.00 1,600.00 21,600.00 November 17 2016 : Trash Packer (Public Services) 10,000.00 800.00 10,800.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) 5,000.00 400.00 5,400.00 November 17 2016 : Automation of South Harbor Garages (Parking) 55,000.00 6,100.00 61,100.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 251 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 17 2016 : Parking Garage Upgrades 5,000.00 2,200.00 7,200.00 November 17 2016 : Transfer Station Property Remediation 25,000.00 9,275.00 34,275.00 Subtotal $1,225,000.00 $198,800.00 $1,423,800.00 11/01/2022 December 2 2015 : Folly Hill Tank Storage I 220,000.00 16,500.00 236,500.00 December 2 2015 : Folly Hill Tank Storage II 110,000.00 8,250.00 118,250.00 December 2 2015 : System Flushing/Valve Maintenance 45,000.00 3,250.00 48,250.00 December 2 2015 : Meter Replacement Program 10,000.00 750.00 10,750.00 December 2 2015 : Valve Pipe Replacement 10,000.00 750.00 10,750.00 December 2 2015 : I/I Study, Design & Construction 40,000.00 9,534.38 49,534.38 December 2 2015 : Canal St. Phase II 90,000.00 22,440.63 112,440.63 December 2 2015 : Illicit Connection Removal 5,000.00 1,290.63 6,290.63 December 2 2015 : Line Extension, Rehab & Upgrades 5,000.00 500.00 5,500.00 December 2 2015 : Garage Updates 10,000.00 1,790.63 11,790.63 December 2 2015 : Kiosk Umbrellas 5,000.00 375.00 5,375.00 December 2 2015 : Computer Replacement Program 20,000.00 1,500.00 21,500.00 December 2 2015 : District-Wide Security Updates 10,000.00 375.00 10,375.00 December 2 2015 : Replace Lunchroom/Cafeteria Equipment 5,000.00 125.00 5,125.00 December 2 2015 : HS Transformer Replacement 5,000.00 250.00 5,250.00 December 2 2015 : Saltonstall Elementary School I 30,000.00 7,421.88 37,421.88 December 2 2015 : Saltonstall Elementary School II 15,000.00 3,081.25 18,081.25 December 2 2015 : Collins Middle School I 20,000.00 4,840.63 24,840.63 December 2 2015 : Collins Middle School II 40,000.00 10,325.00 50,325.00 December 2 2015 : Collins Middle School III 60,000.00 14,696.88 74,696.88 December 2 2015 : Golf Course Equipment 10,000.00 500.00 10,500.00 December 2 2015 : Wrought Iron Fence 5,000.00 500.00 5,500.00 December 2 2015 : Blaney Street Terminal - City Match 15,000.00 3,081.25 18,081.25 December 2 2015 : Winter Island Pathway & Fort Restoration 5,000.00 500.00 5,500.00 December 2 2015 : Police Vehicle GPS Units 5,000.00 250.00 5,250.00 December 2 2015 : DPS 1988 Ladder Replacement 15,000.00 2,212.50 17,212.50 December 2 2015 : DPS 2000 Dump Truck Replacement 10,000.00 1,475.00 11,475.00 December 2 2015 : Paving 45,000.00 7,312.50 52,312.50 December 2 2015 : Seawalls 10,000.00 2,425.00 12,425.00 Subtotal $875,000.00 $126,303.16 $1,001,303.16 11/15/2022 November 18 2020 : Recreation-Bertram Field Phase II 20,000.00 15,340.63 35,340.63 November 18 2020 : Recreation-Court Renovations 5,000.00 1,125.00 6,125.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) 5,000.00 1,750.00 6,750.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) 15,000.00 4,000.00 19,000.00 November 18 2020 : IT-View Permit Upgrade 5,000.00 1,750.00 6,750.00 November 18 2020 : Bridge Light LED Conversion 5,000.00 1,750.00 6,750.00 November 18 2020 : Smart Signalization Expansion 5,000.00 1,125.00 6,125.00 November 18 2020 : Electrical - Smart Signalization Expansion 5,000.00 1,125.00 6,125.00 November 18 2020 : Fire Station One Parapet 5,000.00 1,781.25 6,781.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility 5,000.00 1,781.25 6,781.25 November 18 2020 : Court Renovations 5,000.00 2,650.00 7,650.00 November 18 2020 : Golf Course Cart Paths 20,000.00 7,925.00 27,925.00 November 18 2020 : Parking-Traffic Calming Improvements 5,000.00 1,375.00 6,375.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 1,125.00 6,125.00 November 18 2020 : Museum Place Parking Garage 15,000.00 11,525.00 26,525.00 November 18 2020 : Common Fence 5,000.00 1,675.00 6,675.00 November 18 2020 : Planning-Gallows Hill Park Renovation 5,000.00 2,078.13 7,078.13 November 18 2020 : Furnace and Hot Water Replacement (Police) 5,000.00 1,900.00 6,900.00 November 18 2020 : Police Cameras 5,000.00 1,000.00 6,000.00 November 18 2020 : Police-Boiler and Heaters 5,000.00 1,893.75 6,893.75 November 18 2020 : City Wide Traffic Calming Improvements 5,000.00 250.00 5,250.00 November 18 2020 : Boston Street Corridor Roadway Improvements 10,000.00 3,925.00 13,925.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements 5,000.00 2,025.00 7,025.00 November 18 2020 : Forest River Park and Pool Design/Improvements 5,000.00 3,412.50 8,412.50 November 18 2020 : Willows Park Restoration 5,000.00 2,018.75 7,018.75 November 18 2020 : Derby St Complete Streets 20,000.00 7,400.00 27,400.00 November 18 2020 : Szetela Lance Shared Use Path 15,000.00 6,400.00 21,400.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) 70,000.00 26,075.00 96,075.00 November 18 2020 : School-Saltonstall Water Heaters 5,000.00 1,675.00 6,675.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 252 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 18 2020 : Chiller & Assoc. HVAC System 5,000.00 5,284.38 10,284.38 November 18 2020 : Bentley Academy Boiler Replacement 10,000.00 6,068.75 16,068.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II 5,000.00 1,300.00 6,300.00 November 18 2020 : Derby St Drainage System Repairs 5,000.00 1,300.00 6,300.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) 10,000.00 6,068.75 16,068.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance 5,000.00 2,987.50 7,987.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections 5,000.00 1,125.00 6,125.00 November 18 2020 : City Wide Water System Flushing & Maintenance 5,000.00 3,718.75 8,718.75 November 18 2020 : Water-Distribution Main System Initiatives 5,000.00 1,000.00 6,000.00 November 18 2020 : Water- Transmission Main System Initiatives 5,000.00 1,725.00 6,725.00 Subtotal $350,000.00 $148,434.39 $498,434.39 12/01/2022 December 19 2013 : Saltonstall School (OSQ) 75,000.00 20,868.75 95,868.75 December 19 2013 : Collins Middle School (OSQ) 155,000.00 43,156.25 198,156.25 December 19 2013 : School Building Repairs (ISQ) 10,000.00 1,253.13 11,253.13 December 19 2013 : School Equipment (ISQ) 15,000.00 300.00 15,300.00 December 19 2013 : Police Equipment (ISQ) 25,000.00 500.00 25,500.00 December 19 2013 : Fire Equipment (ISQ) 80,000.00 9,643.75 89,643.75 December 19 2013 : Electric Dept Equipment (ISQ) 15,000.00 300.00 15,300.00 December 19 2013 : Parks & Rec (ISQ) 5,000.00 1,875.00 6,875.00 December 19 2013 : Canal Street Utility Program (ISQ) 180,000.00 50,968.75 230,968.75 December 19 2013 : Cur Ref of Jan 15 2003 Bowditch School (OSQ) 80,000.00 1,600.00 81,600.00 December 19 2013 : Cur Ref of Jan 15 2003 Carlton School (OSQ) 60,000.00 1,200.00 61,200.00 December 19 2013 : Adv Ref of Jan 1 2005 School (ISQ) 90,000.00 4,928.13 94,928.13 December 19 2013 : Adv Ref of Jan 1 2005 Carlton School (OSQ) 25,000.00 1,312.50 26,312.50 December 3 2014 : South River Basin Upgrade 100,000.00 21,312.50 121,312.50 December 3 2014 : Drain Improvements 15,000.00 3,196.88 18,196.88 December 3 2014 : Road Improvements 200,000.00 12,000.00 212,000.00 December 3 2014 : Bertram Field 105,000.00 12,206.25 117,206.25 December 3 2014 : Electric- Generator 5,000.00 506.25 5,506.25 December 3 2014 : Parking- Water Proofing 55,000.00 11,721.88 66,721.88 December 3 2014 : Planning- MBTA Station 25,000.00 5,328.13 30,328.13 Subtotal $1,320,000.00 $204,178.15 $1,524,178.15 12/15/2022 June 27 2018 : Planning Blaney St Pier & Terminal - 1,756.25 1,756.25 June 27 2018 : Police GPS for Vehicles - 250.00 250.00 June 27 2018 : Old Town Hall Roof - 750.00 750.00 June 27 2018 : Bike Path Master Plan Upgrades - 1,756.25 1,756.25 June 27 2018 : Canal St Roadway & Bike Path Improvements I - 125.00 125.00 June 27 2018 : Canal St Roadway & Bike Path Improvements II - 20,984.38 20,984.38 June 27 2018 : Citywide Traffic Calming Improvements II - 975.00 975.00 June 27 2018 : Essex St Roadway Improvements I - 250.00 250.00 June 27 2018 : Essex St Roadway Improvements II - 625.00 625.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I - 1,631.25 1,631.25 June 27 2018 : Seawall at Collins Cove - 1,665.63 1,665.63 June 27 2018 : South Salem Walk & Downtown Walk - 250.00 250.00 June 27 2018 : Annual Life Cycle Management II - 375.00 375.00 June 27 2018 : Fiber Optic Network Phase II - 2,750.00 2,750.00 June 27 2018 : Telephone System Replacement II - 625.00 625.00 June 27 2018 : Basketball Court Renovations - 250.00 250.00 June 27 2018 : Memorial Park Pillars & Fencing Phase II - 125.00 125.00 June 27 2018 : Playground Upgrades - 375.00 375.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II - 375.00 375.00 June 27 2018 : Dickson Memorial Chapel Restoration - 750.00 750.00 June 27 2018 : Forest River Conservation Area Improvements - 125.00 125.00 June 27 2018 : License Plate Readers - 125.00 125.00 June 27 2018 : Roof Replacement Police II - 10,556.25 10,556.25 June 27 2018 : Traffic Signal Upgrades - 125.00 125.00 June 27 2018 : Utility Pole Replacement - 125.00 125.00 June 27 2018 : First Swampscott Rd Intersection Improvements - 750.00 750.00 June 27 2018 : Forest River Park & Pool Improvements - 750.00 750.00 June 27 2018 : Loring & Lafayette Improvements - 2,706.25 2,706.25 June 27 2018 : McGrath Park Additional Assessments - 1,125.00 1,125.00 June 27 2018 : Roads & Sidewalks - 14,240.63 14,240.63 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 253 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I June 27 2018 : IT Annual Inventory (City) - 1,375.00 1,375.00 June 27 2018 : IT Document Management System - 3,125.00 3,125.00 June 27 2018 : IT Facilities Assessment Software - 2,375.00 2,375.00 June 27 2018 : Library HVAC Upgraeds - 1,334.38 1,334.38 June 27 2018 : Library Structural Upgrades - 750.00 750.00 June 27 2018 : Basketball Court Renovations 2 - 1,756.25 1,756.25 June 27 2018 : Betram Field Schematic Design Phase II - 500.00 500.00 June 27 2018 : Salem Common Fence - 375.00 375.00 June 27 2018 : Winter Island Function Hall Accessibility - 125.00 125.00 June 27 2018 : Parking Equipment/Kiosks - 375.00 375.00 June 27 2018 : Traffic Signal Communication Upgrades - 750.00 750.00 June 27 2018 : Historic Cemetery Restoration - 875.00 875.00 June 27 2018 : Lafayette Park Restoration - 125.00 125.00 June 27 2018 : Police Dive Equipment - 375.00 375.00 June 27 2018 : Police Fire Alarm Replacement - 125.00 125.00 June 27 2018 : School District Computer Replacement - 125.00 125.00 June 27 2018 : Annual Life Cycle Management II (Schools) - 875.00 875.00 June 27 2018 : Bentley School HVAC Equipment - 125.00 125.00 June 27 2018 : High School HVAC Upgrades - 750.00 750.00 June 27 2018 : IT Annual Inventory Schools - 2,500.00 2,500.00 June 27 2018 : Bentley School Roof Replacement - 875.00 875.00 June 27 2018 : Water System Upgrades- Valves & Hydrants - 18,162.50 18,162.50 June 27 2018 : Water Distribution System Improvements - 21,062.50 21,062.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS - 2,500.00 2,500.00 June 27 2018 : Water System Transmission System - 2,500.00 2,500.00 June 27 2018 : Water- Salem Pump Station & Booster Station - 125.00 125.00 June 27 2018 : Water- Essex St Improvements - 3,115.63 3,115.63 June 27 2018 : Sewer Pump Station I - 750.00 750.00 June 27 2018 : Sewer Pump Station II - 60,246.88 60,246.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I - 2,243.75 2,243.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II - 4,875.00 4,875.00 June 27 2018 : Swampscott Rd Sewer Pump Station II - 375.00 375.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II - 10,281.25 10,281.25 June 27 2018 : Canal St Sewer Upgrades Phase I - 5,550.00 5,550.00 June 27 2018 : Sewer- Essex St Improvements - 3,115.63 3,115.63 Subtotal - $221,765.66 $221,765.66 01/15/2023 December 14 2006 DW-05-12 : SINGLE PURPOSE - 5,444.55 5,444.55 Subtotal - $5,444.55 $5,444.55 03/01/2023 September 27 2012 : Water System Improvements (OSQ) - 11,950.00 11,950.00 September 27 2012 : Sewer Pump Station Upgrade (ISQ) - 1,618.75 1,618.75 September 27 2012 : South River Basin Upgrade (ISQ) - 4,006.25 4,006.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) - 3,012.50 3,012.50 September 27 2012 : Forrester Street Drain Relief (ISQ) - 3,162.50 3,162.50 September 27 2012 : City Hall Roof (ISQ) - 8,212.50 8,212.50 September 27 2012 : City Hall Skylights (ISQ) - 1,600.00 1,600.00 September 27 2012 : City Hall Windows (ISQ) - 4,231.25 4,231.25 September 27 2012 : City Hall Masonry Repairs (ISQ) - 10,571.88 10,571.88 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) - 4,509.38 4,509.38 September 27 2012 : Collins Cove Seawall (ISQ) - 1,109.38 1,109.38 September 27 2012 : Remediation (ISQ) - 16,993.75 16,993.75 September 27 2012 : Collins School (OSQ) - 15,956.25 15,956.25 September 27 2012 : Collins School 2 (OSQ) - 66,290.63 66,290.63 September 27 2012 : Saltonstall School (OSQ) - 14,421.88 14,421.88 September 27 2012 : Saltonstall School 2 (OSQ) - 30,800.00 30,800.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement - 16,583.50 16,583.50 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters - 14,184.25 14,184.25 November 18 2021 : Cur Ref of Oct 15 2010 Water Main - 18,418.00 18,418.00 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station - 1,346.50 1,346.50 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin - 11,104.50 11,104.50 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck - 1,773.00 1,773.00 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure - 354.75 354.75 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks - 5,067.00 5,067.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 254 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 18 2021 : Cur Ref of Oct 15 2010 Furlong Park Remodeling - 965.25 965.25 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 - 709.25 709.25 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design - 2,127.75 2,127.75 November 18 2021 : Cur Ref of Oct 15 School Ballfield Remodeling - 241.25 241.25 November 18 2021 : Ash Landfill Closure Remediation - 1,125.00 1,125.00 November 18 2021 : Fiber Optic Network (Phase II) - 1,750.00 1,750.00 November 18 2021 : Ryan Brennan Memorial Skate Park - 1,675.00 1,675.00 November 18 2021 : Salem Common Fence - 1,750.00 1,750.00 November 18 2021 : Library Structural Upgrades - 1,125.00 1,125.00 November 18 2021 : Bridge Light LED Conversion - 625.00 625.00 November 18 2021 : Church Street Parking Reconfiguration - 875.00 875.00 November 18 2021 : Common Fence - 875.00 875.00 November 18 2021 : IT Equipment Life Cycle Managment - City - 1,000.00 1,000.00 November 18 2021 : IT Ongoing Digitization of Records - 1,500.00 1,500.00 November 18 2021 : Recreation-Bertram Field Phase II - 56,478.13 56,478.13 November 18 2021 : Recreation-Playground, Irrigation & Fence - 875.00 875.00 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance - 1,125.00 1,125.00 November 18 2021 : Planning-Gallows Hill Park Renovation - 2,375.00 2,375.00 November 18 2021 : Planning-Palmer Cove Park Renovation - 1,125.00 1,125.00 November 18 2021 : Police & Fire Radio Communication System - 1,125.00 1,125.00 November 18 2021 : IT-Theft Detection System Replacement - 625.00 625.00 November 18 2021 : Engineering - Willows Park Restoration - 1,575.00 1,575.00 November 18 2021 : Engineering - Derby St Complete Streets - 9,225.00 9,225.00 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks - 5,800.00 5,800.00 November 18 2021 : Digitization - 1,500.00 1,500.00 November 18 2021 : IT Lifecycle Management (School) - 1,375.00 1,375.00 November 18 2021 : IT Lifecycle Management (City) - 1,125.00 1,125.00 November 18 2021 : Fire Station - ADA Upgrades - 1,750.00 1,750.00 November 18 2021 : City Wide Playground Equipment/Park Upgrades - 1,625.00 1,625.00 November 18 2021 : Tractor/Loader/Backhoe - 1,375.00 1,375.00 November 18 2021 : Apron Tee Greens Mower - 1,000.00 1,000.00 November 18 2021 : Park+Rec Facilities Truck - 625.00 625.00 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 - 4,750.00 4,750.00 November 18 2021 : Traffic Calming Improvements - 1,125.00 1,125.00 November 18 2021 : Garage Improvements - Annual Maintenance & ADA - 1,125.00 1,125.00 November 18 2021 : Bicycle Infrastructure - 3,850.00 3,850.00 November 18 2021 : Mansell Field Restoration - 1,793.75 1,793.75 November 18 2021 : Palmer Cove Park Renovation Phase I - 3,881.25 3,881.25 November 18 2021 : Willows Restoration & Park Improvements - 1,675.00 1,675.00 November 18 2021 : Ford F350 Pickup - 875.00 875.00 November 18 2021 : McGrath Park Soils Remediation - 1,475.00 1,475.00 November 18 2021 : DPS Building Project - 2,709.38 2,709.38 November 18 2021 : Boston Street Complete Upgrade - 5,625.00 5,625.00 November 18 2021 : Derby Street Complete Street - 5,500.00 5,500.00 November 18 2021 : Bridge Street Complete Street Flint-Boston - 9,750.00 9,750.00 November 18 2021 : Forest River Pool & Associated Facilities - 14,543.75 14,543.75 November 18 2021 : Citywide Seawall Improvements - 625.00 625.00 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks - 15,675.00 15,675.00 November 18 2021 : District Camera and Access Control - 1,750.00 1,750.00 November 18 2021 : Signature Parks Improvement I - 137,725.00 137,725.00 November 18 2021 : Signature Parks Improvement II - 10,800.00 10,800.00 November 18 2021 : Schools-SHS Library Remodel - 375.00 375.00 November 18 2021 : Schools - Access/ADA/Architectural Studies - 1,500.00 1,500.00 November 18 2021 : Bentley Academy Boiler Replacement - 6,912.50 6,912.50 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs - 2,375.00 2,375.00 November 18 2021 : School Capital Repairs - 2,875.00 2,875.00 November 18 2021 : School Building and Strategic Master Plan - 1,000.00 1,000.00 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs - 2,768.75 2,768.75 November 18 2021 : Sewer- Bertram Field Phase 2 - 3,318.75 3,318.75 November 18 2021 : Sewer-SSES report implementation - 2,868.75 2,868.75 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 - 5,215.63 5,215.63 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys - 3,318.75 3,318.75 November 18 2021 : Derby/Congress St. Drainage System Repairs - 5,850.00 5,850.00 November 18 2021 : Sewer - SSES Report Implementation 2 - 5,790.63 5,790.63 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 255 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 18 2021 : Citywide Sewer Flushing & Pipe Replacements - 4,371.88 4,371.88 November 18 2021 : Water Leak Detection, Flushing & GIS Admin - 4,375.00 4,375.00 November 18 2021 : Water- Salem PS and Booster Station - 2,500.00 2,500.00 November 18 2021 : Water-Bertram Field Phase 2 - 1,675.00 1,675.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks - 1,575.00 1,575.00 November 18 2021 : Forest River New Water Line - 1,675.00 1,675.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 - 4,371.88 4,371.88 November 18 2021 : Water Distribution Main System - 4,371.88 4,371.88 November 18 2021 : Water Transmission Main System - 2,918.75 2,918.75 November 18 2021 : Highland Ave 16-inch Water Main - 1,475.00 1,475.00 November 18 2021 : Vector Truck #18 Replacement - 6,250.00 6,250.00 Subtotal - $679,306.31 $679,306.31 03/15/2023 September 25 2019 : Senior Center Construction - 81,625.00 81,625.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 1 - 375.00 375.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 2 - 2,625.00 2,625.00 September 25 2019 : Telephone System Replacement 1 - 625.00 625.00 September 25 2019 : Telephone System Replacement 2 - 500.00 500.00 September 25 2019 : Bike Path Design/ Construction 1 - 250.00 250.00 September 25 2019 : Boston Street Roadway Improvements - 1,350.00 1,350.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 - 4,750.00 4,750.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction - 6,175.00 6,175.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 - 1,350.00 1,350.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 - 2,400.00 2,400.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 - 1,800.00 1,800.00 September 25 2019 : Canal Street Bike Path 1 - 2,900.00 2,900.00 September 25 2019 : Canal Street Bike Path 2 - 6,275.00 6,275.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 - 2,125.00 2,125.00 September 25 2019 : Canal Street Corridor Roadway Improvements 2 - 2,725.00 2,725.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 - 26,825.00 26,825.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) - 12,225.00 12,225.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) - 1,800.00 1,800.00 September 25 2019 : Forest River Park and Pool Design - 1,700.00 1,700.00 September 25 2019 : Forest River Park Seawall Replacement 1 - 28,925.00 28,925.00 September 25 2019 : Forest River Park Seawall Replacement 2 - 10,400.00 10,400.00 September 25 2019 : Roads, Sidewalks, & Crosswalks - 9,425.00 9,425.00 September 25 2019 : Replacement School Bldg Grounds Equipment 1 - 375.00 375.00 September 25 2019 : Annual Equipment Life Cycle Mngment(Schools) - 1,500.00 1,500.00 September 25 2019 : Telephone System Replacements (Schools) 1 - 2,375.00 2,375.00 September 25 2019 : Telephone System Replacements (Schools) 2 - 1,750.00 1,750.00 September 25 2019 : Bertram Field Schematic Design Phase II 2 - 500.00 500.00 September 25 2019 : High School College & Career Center Floor - 1,250.00 1,250.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement - 1,850.00 1,850.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 - 850.00 850.00 September 25 2019 : Sewer Pump Station - 48,450.00 48,450.00 September 25 2019 : Canal Street (Sewer) Phase II 1 - 1,650.00 1,650.00 September 25 2019 : Canal Street (Sewer) Phase II 2 - 14,950.00 14,950.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 - 2,675.00 2,675.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections - 500.00 500.00 September 25 2019 : SSES Report Implementation 1 - 2,450.00 2,450.00 September 25 2019 : 289 Derby Drain - 5,075.00 5,075.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 - 1,700.00 1,700.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 - 4,875.00 4,875.00 September 25 2019 : Willow Ave Sewer Replacement - 1,700.00 1,700.00 September 25 2019 : Rosie's Pond Flood Improvements - 11,350.00 11,350.00 September 25 2019 : Water System Upgrades- Valves & Hydrants - 16,250.00 16,250.00 September 25 2019 : Szetela Lane Water - 4,000.00 4,000.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS - 3,550.00 3,550.00 September 25 2019 : Citywide Water System Flushing, Maintenance - 6,575.00 6,575.00 Subtotal - $345,350.00 $345,350.00 04/15/2023 November 17 2016 : Advance Refunding October 15 2007 High School - 30,940.00 30,940.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements - 14,460.00 14,460.00 November 17 2016 : Collins Middle School - 11,050.00 11,050.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 256 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 17 2016 : Districtwide Computer Replacement (School) - 400.00 400.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) - 1,600.00 1,600.00 November 17 2016 : Salerno Automotive Roof Replace (School) - 400.00 400.00 November 17 2016 : Folly Hill Tank Storage (Water) - 4,500.00 4,500.00 November 17 2016 : Water Meter Replacement Program - 800.00 800.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 - 9,700.00 9,700.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 - 2,100.00 2,100.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) - 6,750.00 6,750.00 November 17 2016 : Water System Improvements - 15,625.00 15,625.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 - 1,500.00 1,500.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 - 1,700.00 1,700.00 November 17 2016 : Canal Street Sewer Phase 2 - 20,450.00 20,450.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin - 5,450.00 5,450.00 November 17 2016 : Sewer Illicit Connection Removal - 10,275.00 10,275.00 November 17 2016 : Bikeway & Roadway Improvements - 3,800.00 3,800.00 November 17 2016 : McGrath Park Paving/Concession Stand - 1,700.00 1,700.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) - 1,800.00 1,800.00 November 17 2016 : Replace Fire Engine 2 or 5 - 4,100.00 4,100.00 November 17 2016 : Citywide Computer Replacement - 900.00 900.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) - 3,200.00 3,200.00 November 17 2016 : Mary Jane Lee Park (Phase II) - 600.00 600.00 November 17 2016 : Old City Hall Window Replacement - 1,325.00 1,325.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) - 600.00 600.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) - 600.00 600.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) - 1,200.00 1,200.00 November 17 2016 : Trash Packer (Public Services) - 600.00 600.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) - 300.00 300.00 November 17 2016 : Automation of South Harbor Garages (Parking) - 5,000.00 5,000.00 November 17 2016 : Parking Garage Upgrades - 2,100.00 2,100.00 November 17 2016 : Transfer Station Property Remediation - 8,775.00 8,775.00 Subtotal - $174,300.00 $174,300.00 05/01/2023 December 2 2015 : Folly Hill Tank Storage I - 11,000.00 11,000.00 December 2 2015 : Folly Hill Tank Storage II - 5,500.00 5,500.00 December 2 2015 : System Flushing/Valve Maintenance - 2,125.00 2,125.00 December 2 2015 : Meter Replacement Program - 500.00 500.00 December 2 2015 : Valve Pipe Replacement - 500.00 500.00 December 2 2015 : I/I Study, Design & Construction - 8,534.38 8,534.38 December 2 2015 : Canal St. Phase II - 20,190.63 20,190.63 December 2 2015 : Illicit Connection Removal - 1,165.63 1,165.63 December 2 2015 : Line Extension, Rehab & Upgrades - 375.00 375.00 December 2 2015 : Garage Updates - 1,540.63 1,540.63 December 2 2015 : Kiosk Umbrellas - 250.00 250.00 December 2 2015 : Computer Replacement Program - 1,000.00 1,000.00 December 2 2015 : District-Wide Security Updates - 125.00 125.00 December 2 2015 : HS Transformer Replacement - 125.00 125.00 December 2 2015 : Saltonstall Elementary School I - 6,671.88 6,671.88 December 2 2015 : Saltonstall Elementary School II - 2,706.25 2,706.25 December 2 2015 : Collins Middle School I - 4,340.63 4,340.63 December 2 2015 : Collins Middle School II - 9,325.00 9,325.00 December 2 2015 : Collins Middle School III - 13,196.88 13,196.88 December 2 2015 : Golf Course Equipment - 250.00 250.00 December 2 2015 : Wrought Iron Fence - 375.00 375.00 December 2 2015 : Blaney Street Terminal - City Match - 2,706.25 2,706.25 December 2 2015 : Winter Island Pathway & Fort Restoration - 375.00 375.00 December 2 2015 : Police Vehicle GPS Units - 125.00 125.00 December 2 2015 : DPS 1988 Ladder Replacement - 1,837.50 1,837.50 December 2 2015 : DPS 2000 Dump Truck Replacement - 1,225.00 1,225.00 December 2 2015 : Paving - 6,187.50 6,187.50 December 2 2015 : Seawalls - 2,175.00 2,175.00 Subtotal - $104,428.16 $104,428.16 05/15/2023 November 18 2020 : Recreation-Bertram Field Phase II - 14,840.63 14,840.63 November 18 2020 : Recreation-Court Renovations - 1,000.00 1,000.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 257 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) - 1,625.00 1,625.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) - 3,625.00 3,625.00 November 18 2020 : IT-View Permit Upgrade - 1,625.00 1,625.00 November 18 2020 : Bridge Light LED Conversion - 1,625.00 1,625.00 November 18 2020 : Smart Signalization Expansion - 1,000.00 1,000.00 November 18 2020 : Electrical - Smart Signalization Expansion - 1,000.00 1,000.00 November 18 2020 : Fire Station One Parapet - 1,656.25 1,656.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility - 1,656.25 1,656.25 November 18 2020 : Court Renovations - 2,525.00 2,525.00 November 18 2020 : Golf Course Cart Paths - 7,425.00 7,425.00 November 18 2020 : Parking-Traffic Calming Improvements - 1,250.00 1,250.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance - 1,000.00 1,000.00 November 18 2020 : Museum Place Parking Garage - 11,150.00 11,150.00 November 18 2020 : Common Fence - 1,550.00 1,550.00 November 18 2020 : Planning-Gallows Hill Park Renovation - 1,953.13 1,953.13 November 18 2020 : Furnace and Hot Water Replacement (Police) - 1,775.00 1,775.00 November 18 2020 : Police Cameras - 875.00 875.00 November 18 2020 : Police-Boiler and Heaters - 1,768.75 1,768.75 November 18 2020 : City Wide Traffic Calming Improvements - 125.00 125.00 November 18 2020 : Boston Street Corridor Roadway Improvements - 3,675.00 3,675.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements - 1,900.00 1,900.00 November 18 2020 : Forest River Park and Pool Design/Improvements - 3,287.50 3,287.50 November 18 2020 : Willows Park Restoration - 1,893.75 1,893.75 November 18 2020 : Derby St Complete Streets - 6,900.00 6,900.00 November 18 2020 : Szetela Lance Shared Use Path - 6,025.00 6,025.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) - 24,325.00 24,325.00 November 18 2020 : School-Saltonstall Water Heaters - 1,550.00 1,550.00 November 18 2020 : Chiller & Assoc. HVAC System - 5,159.38 5,159.38 November 18 2020 : Bentley Academy Boiler Replacement - 5,818.75 5,818.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II - 1,175.00 1,175.00 November 18 2020 : Derby St Drainage System Repairs - 1,175.00 1,175.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) - 5,818.75 5,818.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance - 2,862.50 2,862.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections - 1,000.00 1,000.00 November 18 2020 : City Wide Water System Flushing & Maintenance - 3,593.75 3,593.75 November 18 2020 : Water-Distribution Main System Initiatives - 875.00 875.00 November 18 2020 : Water- Transmission Main System Initiatives - 1,600.00 1,600.00 Subtotal - $139,684.39 $139,684.39 06/01/2023 December 19 2013 : Saltonstall School (OSQ) - 19,368.75 19,368.75 December 19 2013 : Collins Middle School (OSQ) - 40,056.25 40,056.25 December 19 2013 : School Building Repairs (ISQ) - 1,053.13 1,053.13 December 19 2013 : Fire Equipment (ISQ) - 8,043.75 8,043.75 December 19 2013 : Parks & Rec (ISQ) - 1,775.00 1,775.00 December 19 2013 : Canal Street Utility Program (ISQ) - 47,368.75 47,368.75 December 19 2013 : Adv Ref of Jan 1 2005 School (ISQ) - 3,128.13 3,128.13 December 19 2013 : Adv Ref of Jan 1 2005 Carlton School (OSQ) - 812.50 812.50 December 3 2014 : South River Basin Upgrade - 19,312.50 19,312.50 December 3 2014 : Drain Improvements - 2,896.88 2,896.88 December 3 2014 : Road Improvements - 8,000.00 8,000.00 December 3 2014 : Bertram Field - 10,106.25 10,106.25 December 3 2014 : Electric- Generator - 406.25 406.25 December 3 2014 : Parking- Water Proofing - 10,621.88 10,621.88 December 3 2014 : Planning- MBTA Station - 4,828.13 4,828.13 Subtotal - $177,778.15 $177,778.15 06/15/2023 June 27 2018 : Planning Blaney St Pier & Terminal 5,000.00 1,756.25 6,756.25 June 27 2018 : Police GPS for Vehicles 10,000.00 250.00 10,250.00 June 27 2018 : Old Town Hall Roof 5,000.00 750.00 5,750.00 June 27 2018 : Bike Path Master Plan Upgrades 5,000.00 1,756.25 6,756.25 June 27 2018 : Canal St Roadway & Bike Path Improvements I 5,000.00 125.00 5,125.00 June 27 2018 : Canal St Roadway & Bike Path Improvements II 65,000.00 20,984.38 85,984.38 June 27 2018 : Citywide Traffic Calming Improvements II 5,000.00 975.00 5,975.00 June 27 2018 : Essex St Roadway Improvements I 5,000.00 250.00 5,250.00 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Debt Policies & Aggregate Debt Service FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 258 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I June 27 2018 : Essex St Roadway Improvements II 5,000.00 625.00 5,625.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I 5,000.00 1,631.25 6,631.25 June 27 2018 : Seawall at Collins Cove 5,000.00 1,665.63 6,665.63 June 27 2018 : South Salem Walk & Downtown Walk 5,000.00 250.00 5,250.00 June 27 2018 : Annual Life Cycle Management II 15,000.00 375.00 15,375.00 June 27 2018 : Fiber Optic Network Phase II 110,000.00 2,750.00 112,750.00 June 27 2018 : Telephone System Replacement II 25,000.00 625.00 25,625.00 June 27 2018 : Basketball Court Renovations 5,000.00 250.00 5,250.00 June 27 2018 : Memorial Park Pillars & Fencing Phase II 5,000.00 125.00 5,125.00 June 27 2018 : Playground Upgrades 5,000.00 375.00 5,375.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II 5,000.00 375.00 5,375.00 June 27 2018 : Dickson Memorial Chapel Restoration 5,000.00 750.00 5,750.00 June 27 2018 : Forest River Conservation Area Improvements 5,000.00 125.00 5,125.00 June 27 2018 : License Plate Readers 5,000.00 125.00 5,125.00 June 27 2018 : Roof Replacement Police II 35,000.00 10,556.25 45,556.25 June 27 2018 : Traffic Signal Upgrades 5,000.00 125.00 5,125.00 June 27 2018 : Utility Pole Replacement 5,000.00 125.00 5,125.00 June 27 2018 : First Swampscott Rd Intersection Improvements 5,000.00 750.00 5,750.00 June 27 2018 : Forest River Park & Pool Improvements 5,000.00 750.00 5,750.00 June 27 2018 : Loring & Lafayette Improvements 10,000.00 2,706.25 12,706.25 June 27 2018 : McGrath Park Additional Assessments 45,000.00 1,125.00 46,125.00 June 27 2018 : Roads & Sidewalks 45,000.00 14,240.63 59,240.63 June 27 2018 : IT Annual Inventory (City) 5,000.00 1,375.00 6,375.00 June 27 2018 : IT Document Management System 20,000.00 3,125.00 23,125.00 June 27 2018 : IT Facilities Assessment Software 15,000.00 2,375.00 17,375.00 June 27 2018 : Library HVAC Upgraeds 5,000.00 1,334.38 6,334.38 June 27 2018 : Library Structural Upgrades 5,000.00 750.00 5,750.00 June 27 2018 : Basketball Court Renovations 2 5,000.00 1,756.25 6,756.25 June 27 2018 : Betram Field Schematic Design Phase II 20,000.00 500.00 20,500.00 June 27 2018 : Salem Common Fence 15,000.00 375.00 15,375.00 June 27 2018 : Winter Island Function Hall Accessibility 5,000.00 125.00 5,125.00 June 27 2018 : Parking Equipment/Kiosks 15,000.00 375.00 15,375.00 June 27 2018 : Traffic Signal Communication Upgrades 5,000.00 750.00 5,750.00 June 27 2018 : Historic Cemetery Restoration 35,000.00 875.00 35,875.00 June 27 2018 : Lafayette Park Restoration 5,000.00 125.00 5,125.00 June 27 2018 : Police Dive Equipment 15,000.00 375.00 15,375.00 June 27 2018 : Police Fire Alarm Replacement 5,000.00 125.00 5,125.00 June 27 2018 : School District Computer Replacement 5,000.00 125.00 5,125.00 June 27 2018 : Annual Life Cycle Management II (Schools) 35,000.00 875.00 35,875.00 June 27 2018 : Bentley School HVAC Equipment 5,000.00 125.00 5,125.00 June 27 2018 : High School HVAC Upgrades 5,000.00 750.00 5,750.00 June 27 2018 : IT Annual Inventory Schools 15,000.00 2,500.00 17,500.00 June 27 2018 : Bentley School Roof Replacement 5,000.00 875.00 5,875.00 June 27 2018 : Water System Upgrades- Valves & Hydrants 20,000.00 18,162.50 38,162.50 June 27 2018 : Water Distribution System Improvements 25,000.00 21,062.50 46,062.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS 15,000.00 2,500.00 17,500.00 June 27 2018 : Water System Transmission System 15,000.00 2,500.00 17,500.00 June 27 2018 : Water- Salem Pump Station & Booster Station 5,000.00 125.00 5,125.00 June 27 2018 : Water- Essex St Improvements 5,000.00 3,115.63 8,115.63 June 27 2018 : Sewer Pump Station I 5,000.00 750.00 5,750.00 June 27 2018 : Sewer Pump Station II 65,000.00 60,246.88 125,246.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I 5,000.00 2,243.75 7,243.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II 5,000.00 4,875.00 9,875.00 June 27 2018 : Swampscott Rd Sewer Pump Station II 15,000.00 375.00 15,375.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II 10,000.00 10,281.25 20,281.25 June 27 2018 : Canal St Sewer Upgrades Phase I 5,000.00 5,550.00 10,550.00 June 27 2018 : Sewer- Essex St Improvements 5,000.00 3,115.63 8,115.63 Subtotal $910,000.00 $221,765.66 $1,131,765.66 Total $7,704,443.00 $4,143,498.55 $11,847,941.55 Aggregate I 3/ 4/2022 I 4:29 PM ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Financial Reserve Policies & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 259 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. The stabilization fund should only be used for the following circumstances: Stabilization Fund Retirement Stabilization Fund (Budgeted) The Retirement Stabilization Fund was created in FY 2008 to fund all appropri- ations 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 depart- ment 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 retire- ment 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 anticipa- tions. 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 Retire- ment Stabilization Fund as voted. Appropriations both into and from the Retirement Stabilization Fund require a 2/3 vote of the City Council. 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 Stabiliza- tion 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 2022 we may transfer some free cash into this fund to cover FY 2023 retirements. In FY 2023 we are budgeting 600,000 to be transferred to this fund. $10,000,000 $0 $10,000,000 $20,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $2 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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). 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. 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). $1,000,000 $0 $500,000 $1,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $1 $10,000,000 $0 $10,000,000 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $1 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Financial Reserve Policies & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 261 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 calcu- lation 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. Free cash may be used for any lawful municipal purpose and provides commu- nities 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 $10,000,000 $0 $10,000,000 $5,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $1 $10,000,000 $0 $10,000,000 $20,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 0,0 $2 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Financial Reserve Policies & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 262 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 informa- tion 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 Depart- ment of Revenue as outlined in bullet1in 2012-B (page 3/7). The Water Enter- prise 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. We may be requesting an increase on both water and sewer rates for FY 2019 to cover increased debt expenses. 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 financial statements (CAFR), 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. Water-Sewer Retained Earnings $1,000,000 $0 $2,000,000 $4,000,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ ,00 $4 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Financial Reserve Policies & Graphs FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 263 Trash Retained Earnings The Trash Enterprise fund is not a fully self-supporting fund but has generated retained earnings. Trash Retained Earnings $200,000 $0 $500,000 L FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 $ 00 $5 ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Investment Policies FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 264 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 prin- cipal 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 preser- vation 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 port- folio 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. Massachusetts State 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, Commer- cial 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: Unlim- ited 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 aggre- gate 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 other- wise 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. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Custodial Risk is the risk for deposits that in the event of the failure of a depos- itory 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 institu- tion’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 affir- mative 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 concentra- tion 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 arbi- trage 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 invest- ment 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% Eighteen months: 75% ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Investment Policies FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 266 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--- Financial Forecasts, Plans, Policies and Debt Debt Policies FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 267 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 FY22 Tax Rate Recapitulation Sheet - $191,199,145 this limit would be $9,559,957. 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 assess- ments, 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 circum- stances 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 prop- erty as last equalized by the State Department of Revenue. The City can autho- rize 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 $6,641,110,700 effective January 1, 2021, its normal debt limit is $332,055,535 and its double debt limit is $664,111,070. 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 devel- opment (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. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 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 orig- inal 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 call- able 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 receiv- ables.) Grant Anticipation Notes (GAN) . These are issued for temporary financing in anticipation of federal grants and state and county reimbursements. General ly 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 reimburse- ment. 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 anticipa- tion of such bonds, subject to the approval of the State Department of Tele- communications and Energy. ---PAGE BREAK--- Financial Forecasts, Plans, Policies and Debt Anti-Fraud Policies FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 269 Anti-Fraud Policies The City of Salem is committed to protecting its revenue, property, informa- tion, 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 busi- ness 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 appro- priate actions that must be followed for the investigation of fraud and other similar irregularities. In FY 2015 the City hired the auditing firm of Melanson & Heath to conduct a fraud risk assessment covering accounts receivable, accounts payable and payroll. Melanson & Health will provide the Finance Director with a compre- hensive report outlining how each department is performing in these areas and make recommendations as to what we can do to further protect the City’s assets. This will be an ongoing project with annual reviews and updates. Definitions Occupational fraud is defined by the Association of Certified Fraud Exam- iners 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 question- able 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 relation- ship 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 responsi- bility 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. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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. 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 allega- tions 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Capital Improvement Program Mayor's Message Goals of the Capital Improvement Program (CIP) The City of Salem relies on a capital improvement program and capital budget to ensure that capital needs are being addressed in a responsible manner based on priority and thoughtful planning. A capital improvement program is a critical component of the capital improvement budget and the overall budget strategy. By formalizing a capital plan and capital budget, the City of Salem has the ability and knowledge to address deferred maintenance issues that have been postponed and ignored in prior years, as well as plan for the future needs of the City. When considering funding items in the Capital Improvement Program, the City strategically pursues available options from grants at the state and federal levels, and also utilizes monies available from water and sewer retained earn- ings to avoid the issuance of long term debt for certain projects that can be covered in full by such retained earnings. From a financing perspective, priority is given to projects with grant revenues or other matching funds to offset the costs of borrowing. Addressing capital needs when appropriate will assist the City in reaching many of its longer-term goals such as reducing fuel consumption, decreasing deferred maintenance costs, reducing heating and electricity expenses, and creating efficiencies by means of technological advances and automation. As important, a sound capital improvement program will continue to ensure that our facilities, equipment and vehicles are safe, energy efficient and operable at all times to deliver top-notch services to the City’s residents. Goals of the Mayor – FY2023 Capital Improvement Program (CIP) The Mayor’s main goals are to improve the overall planning and budget process for addressing capital needs and to ensure accountability as it relates to implementation of capital work projects. Our early efforts focused on over- hauling and renovating neglected parks, playgrounds and recreational spaces, as well as a full assessment of roadway, sidewalk and utility infrastructure conditions which enabled us to begin implementation of a comprehensive strategy to address long overdue maintenance needs in these areas. Priority is given to projects that can use grant funds to help offset overall costs of proj- ects, or in some cases, fund an entire project. Otherwise, projects are ranked based upon priority as well as the ability to stabilize long term operational costs. FY2023 Capital Improvement Program (CIP) – highlights of proposed CIP and FY2023 Capital Budget For FY2023, the Mayor and Finance Director have created a capital plan that is fiscally responsible and transparent. The plan includes a particular focus on asset preservation, replacement of apparatus and equipment, and continued improvements to the City’s historic infrastructure. The FY2023 capital improvement plan reflects a continued commitment to addressing aging infrastructure and improving the appearance of our City overall. Investments in playground upgrades, traffic calming, parking infra- structure, roadway improvement, technology initiatives, also including computer hardware, various departmental vehicles and equipment, as well as building repairs and maintenance. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Capital Improvement Program Overview A capital improvement program (CIP) is a blueprint for planning a commu- nity’s capital expenditures. A CIP is typically a multi-year plan identifying capital projects and equipment to be funded during the planning period. A CIP is composed of two parts, a capital program and a capital budget. The capital program is a plan for capital expenditures that extends out past the capital budget. The capital budget is the upcoming year’s spending plan for capital items. Developing a CIP that will ensure sound financial and capital planning requires effective leadership and the involvement and cooperation of all municipal departments. A properly developed CIP will help the City in many ways such as enhancing a community’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. Capital leases are often three years or less and are built into the operating budget. Capital leases are often used for items such as school buses, office equipment, and other items that may not last five years in useful life. The City’s Capital Outlay account typically funds items under $25,000 but can be used to fund items over $25,000 if it is deemed prudent. Funding capital improvements through the Capital Outlay account is beneficial because there is no borrowing or interest costs; you simply pay for the item in the year that it is purchased. Many of the City’s capital items over $25,000 require long-term borrowing as authorized by a 2/3rd vote of the City Council upon recommen- dation of the Mayor . 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 has to be worked into the operational part of the budget so that both the operational and capital needs of the municipal departments are met on a year-to-year basis. Oftentimes the CIP suffers as fixed costs such as health insurance and retirement assessments continue to rise which places further 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 DPW equipment, Buildings (purchase or major renovations), water and sewer infrastructure. Items that are NOT capital assets include services, painting rooms or buildings, books, field maintenance, routine building maintenance. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 FY 2023 CIP General Fund Executive Summary Project/Description Amount During the budget process the City's Finance Director met with department heads to review the capital requests. The Finance Director subsequently met with the Mayor to discuss funding options and priority levels for the requested items. This resulted in the Capital Plan for the General Fund included in this section of the budget. This year's Capital Plan relies on a mix of one-time appropriations from the City's Capital Outlay account, grant dollars and long term debt finacing. Proposed list of CIP for the General Fund budget is as follows: ARPA 5,852,105.00 $ Grants 2,382,000.00 $ Receipts Reserved 200,000.00 $ Community Preservation Act Funds 606,579.00 $ Capital Leases - $ Capital Improvement Fund (Fund 2000) 3,078,020.00 $ Loan Order 5,745,000.00 $ Bond Premium - $ Revolving 145,000.00 $ Other 911,000.00 $ The total proposed list of CIP for the general fund budget 18,919,704.00 $ Routine debt is issued for items used during normal operations by City Departments. Vehicle replacement, departmental equipment, general repairs and maintenance are all considered routine. The debt service proposed for FY2023 that is routine in nature would be as follows: Electrical FORD F 650 AREAL/Bucket TRUCK 175,000.00 $ Total Electrical 175,000.00 $ Engineering Boston Street Complete Upgrade - Design 210,000.00 $ McGrath Park Soils Remediation - 300,000.00 $ Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) 1,200,000.00 $ Transfer Station Clean Up Phase 2 Capping 2,200,000.00 $ Total Engineering 3,910,000.00 $ Police Police Headquarters - Flooring replacement 150,000.00 $ Total Police 150,000.00 $ Public Services Traffic Division Utility Truck 170,000.00 $ DPS Building Project -Combined below 250,000.00 $ JD Front Loader (replacement of loader #41) 290,000.00 $ Total Public Services 710,000.00 $ Schools Bates Envelope Repair Project 75,000.00 $ Collins Roof/Masonry Repair 110,000.00 $ FY 2023 CIP OVERVIEW FY 2023 Routine Debt ---PAGE BREAK--- Capital Improvement Program FY 2023 CIP General Fund Executive Summary FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 275 Project/Description Amount FY 2023 CIP OVERVIEW School Life Safety, MEP, Utility, Roof Repairs, Upgrades, Studies 200,000.00 $ Districtwide Sprinkler Repairs 265,000.00 $ Total Schools 650,000.00 $ Sustainability Comprehensive Energy and Water Upgrades at City and School Facilities 150,000.00 $ Total Sustainability 150,000.00 $ GRAND TOTAL 5,745,000.00 $ ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Five-Year Capital Plan - All Funds Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 Assessor City wide aerial imagery and software that documents changes in parcels $0 CIP Fund $12,000 $0 $0 $0 $0 $0 EV Hybrid Vehicle for the Assessors daily inspections $0 $0 $0 $57,000 $0 $0 $0 Justappraised software for entering deeds. $0 CIP Fund $14,800 $0 $0 $0 $0 $0 Assessor Total $0 $26,800 $0 $57,000 $0 $0 $0 Building ADA Compliance and Associated Improvements $70,000 CIP Fund $30,000 $0 $30,000 $0 $0 $0 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $0 CIP Fund $75,000 $0 $25,000 $50,000 $50,000 $50,000 City Hall Long Term Restoration Study $0 CIP Fund $40,000 $0 $100,000 $260,000 $0 $0 City Hall Phased Short Term Priority Improvements $0 CIP Fund $85,000 $0 $50,000 $0 $0 $0 Finance/Sustainability Office Reconfigurations $54,755 $0 $0 $0 $0 $0 $0 Building Total $124,755 $230,000 $0 $205,000 $310,000 $50,000 $50,000 Clerk High Speed Scanner for Voting and Multilanguage Software $0 CIP Fund $32,000 $0 $0 $0 $0 $0 Repair Council Furniture $18,795 $0 $11,205 $20,000 $20,000 $20,000 $20,000 Vital Records Books - Prservation $0 CPA $15,430 $0 $14,570 $0 $0 $0 Clerk Total $18,795 $47,430 $11,205 $34,570 $20,000 $20,000 $20,000 Collector Tyler Cashiering System $0 $0 $150,000 $0 $0 $0 $0 Collector Total $0 $0 $150,000 $0 $0 $0 $0 Electrical ADA walk signal buttons $10,000 CIP Fund $20,000 $0 $25,000 $25,000 $25,000 $20,000 F250 Pick Up Truck $0 $0 $0 $45,000 $0 $0 $0 FORD F 650 AREAL/Bucket TRUCK $0 GF Bond $175,000 $0 $0 $0 $0 $0 SMART SIGNALIZATION EXPANSION Phase 3 $0 $0 $0 $0 $350,000 $0 $0 Electrical Total $10,000 $195,000 $0 $70,000 $375,000 $25,000 $20,000 Engineering Municipal Boston Street Complete Upgrade - Construction State Funded $0 $0 $14,000,000 $0 $0 $0 $0 Boston Street Complete Upgrade - Design $485,000 GF Bond $210,000 $0 $948,000 $0 $0 $0 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $3,840,000 GF Bond, Other $1,200,000 $0 $1,500,000 $1,500,000 $1,500,000 $1,500,000 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 277 Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) $870,000 Grants $870,000 $0 $870,000 $870,000 $870,000 $870,000 Citywide Seawall Improvements and Studies $300,000 CIP Fund $50,000 $1,050,000 $100,000 $100,000 $100,000 $100,000 Derby Street Complete Street Phase 3 - $1,742,400 $0 $1,257,600 $0 $0 $0 $0 Endicott and Pratt Streets Reconstruction $0 , Grants $0 $0 $0 $0 $0 $0 Engineering Department Shared Vehicle $0 $0 $0 $30,000 $0 $0 $0 Essex Street Roadway & Townhouse Sq. $200,000 CIP Fund $200,000 $100,000 $0 $0 $0 $0 Furlong Park Soil Remediation $0 CIP Fund $170,000 $0 $0 $0 $0 $0 Intersection Improvements- Jefferson Ave $0 $0 $0 $1,560,000 $0 $0 $0 Leggs Hill Road Culvert Replacement Study $0 $0 $4,000,000 $0 $0 $0 $0 McGrath Park Soils Remediation - $280,000 GF Bond $300,000 $1,000,000 $1,300,000 $0 $0 $0 Peabody, Harbor, and Congress Street Improvements $0 , Grants $0 $0 $0 $0 $0 $0 Riley Plaza Median Strip $0 , Grants $0 $0 $0 $0 $0 $0 Seven Gables to CZM Coastal Resiliency $0 $0 $0 $0 $0 $0 $0 Transfer Station Clean Up Phase 2 Capping $0 GF Bond $2,200,000 $1,300,000 $0 $0 $0 $0 Washington & Bridge St. Intersection Mass Works - Design $100,000 $0 $2,400,000 $0 $0 $0 $0 Washington Street Outdoor Seating $0 ARPA $270,000 $0 $0 $0 $0 $0 Engineering Municipal Total $7,817,400 $5,470,000 $25,107,600 $6,308,000 $2,470,000 $2,470,000 $2,470,000 Engineering Sewer Brown/Church Street Drainage Improvements $0 $0 $200,000 $0 $0 $0 $0 Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction $1,950,000 Sewer Bond $400,000 $5,500,000 $400,000 $400,000 $400,000 $400,000 Derby St. Interceptor Sewer Cleaning and Evaluation $0 Retained Earning, Other $125,000 $0 $0 $0 $0 $0 Loring/Cedar Drain Improvements $0 $0 $0 $250,000 $0 $0 $0 Ocean Ave Stormwater Pump Station $150,000 ARPA $370,000 $0 $0 $8,500,000 $0 $0 Palmer Cove Park Drain Outfall Installation of Stormwater Treatment $0 Sewer Bond $100,000 $0 $0 $0 $0 $0 Point Area Neighborhood Catch Basin Screening & Improvements $0 Retained Earning $100,000 $0 $0 $0 $0 $0 Rosie’s Pond Flood Protection & Drainage System Improvements - $1,000,000 $0 $4,400,000 $0 $0 $0 $0 SSES Report Implementation (eliminate I/I sources citywide) $1,500,000 Sewer Bond $600,000 $2,800,000 $600,000 $600,000 $0 $0 Willow Ave. Sewer Line Replacement- $200,000 $0 $0 $500,000 $8,600,000 $0 $0 Engineering Sewer Total $4,800,000 $1,695,000 $12,900,000 $1,750,000 $18,100,000 $400,000 $400,000 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 278 Engineering Water Citywide Flushing, Valve Repair/ Maintenance, Leak detection, GIS $800,000 Water Bond $400,000 $0 $400,000 $400,000 $400,000 $400,000 Highland Ave 16 inch Water Main Replacement Design $1,350,000 $0 $7,650,000 $0 $0 $0 $0 Loring Ave 16 inch Water Main Replacement Design $200,000 $0 $0 $1,900,000 $1,900,000 $0 $0 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater $0 Water Bond, Sewer Bond $100,000 $0 $0 $0 $0 $0 Replacement of Water/Sewer Utility Truck $0 Retained Earning $180,000 $0 $0 $0 $0 $0 Water Distribution Main System Improvements $1,200,000 Water Bond $800,000 $0 $800,000 $800,000 $800,000 $800,000 Water Transmission Main System Improvements $1,000,000 Water Bond $1,000,000 $0 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Engineering Water Total $4,550,000 $2,480,000 $7,650,000 $4,100,000 $4,100,000 $2,200,000 $2,200,000 Fire ADA Compliance and Associated Repairs $0 CIP Fund $20,000 $0 $40,000 $0 $0 $0 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $115,000 CIP Fund $30,000 $0 $50,000 $50,000 $50,000 $50,000 Bathroom, Women’s Locker and ADA Code Upgrades Headquarters Study $0 CIP Fund $30,000 $0 $0 $250,000 $0 $0 Fire Station 2 & 4 Facade Repair - $32,000 $0 $318,000 $0 $0 $0 $0 Fire Station 5 - site improvements $0 CIP Fund $100,000 $0 $0 $0 $0 $0 Ladder 1 $0 $0 $0 $1,400,000 $0 $0 $0 Lexipol - Standard Operating Guidelines $0 CIP Fund $27,000 $0 $0 $0 $0 $0 Replace Front line response vehicle #2 Deputy Chiefs Car $0 CIP Fund $50,000 $0 $0 $0 $0 $0 Vehicles for Fire Prevention inspectional services, safety officer and fire investigation $0 CIP Fund $66,000 $0 $0 $0 $0 $0 Fire Total $147,000 $323,000 $318,000 $1,490,000 $300,000 $50,000 $50,000 Harbor Master Harbormaster Department Truck $0 CIP Fund $58,000 $0 $0 $0 $0 $0 Harbormaster Dockhouse Relocation $50,000 Grants $37,000 $0 $0 $0 $0 $0 Harbormaster Office $0 $0 $0 $10,000 $90,000 $0 $0 Jet Dock system $0 Revolving $30,000 $0 $0 $0 $0 $0 Jet Propulsion unit replacement $0 Revolving $25,000 $0 $0 $0 $0 $0 Landing Cat Capital Maintenance $0 Revolving $25,000 $0 $0 $0 $0 $0 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 279 Mooring/Harbor Management Software Program $0 $0 $0 $12,000 $12,000 $12,000 $12,000 Harbor Master Total $50,000 $175,000 $0 $22,000 $102,000 $12,000 $12,000 Health Health Department vehicle $0 $0 $0 $57,000 $0 $0 $0 Mack Park Community Farm Phase 2 $0 $0 $0 $0 $0 $0 $0 Mack Park Community Farm Phase 3 $0 ARPA $94,105 $0 $0 $0 $0 $0 Health Total $0 $94,105 $0 $57,000 $0 $0 $0 IT Digitization $225,000 $0 $425,000 $105,000 $105,000 $105,000 $105,000 IT Lifecycle Management (City) $366,400 CIP Fund $190,000 $0 $190,000 $190,000 $190,000 $190,000 Replacement of essential network systems, city-wide, including: data center, core network, telephony and SPS wireless. $0 $0 $0 $225,000 $225,000 $225,000 $225,000 IT Total $591,400 $190,000 $425,000 $520,000 $520,000 $520,000 $520,000 Library ADA Improvements and Associated Repairs at Library $10,000 CIP Fund $10,000 $0 $20,000 $20,000 $0 $0 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $85,000 CIP Fund $20,000 $0 $25,000 $25,000 $25,000 $25,000 Glass Door Replacement $0 $0 $0 $30,000 $0 $0 $0 Repairs to Brownstone Stairs $0 CIP Fund $50,000 $0 $0 $0 $0 $0 Roof Envelope Leak Improvements $0 $0 $0 $0 $36,000 $0 $0 Window Replacement $0 $0 $0 $0 $240,000 $0 $0 Library Total $95,000 $80,000 $0 $75,000 $321,000 $25,000 $25,000 Park & Recreation City Wide Playground, Park Equipment replacement, Small Repairs, Site Furnishings, and Other Improvements $250,000 ARPA $100,000 $0 $100,000 $100,000 $100,000 $100,000 Court/Field and Associated Renovations $200,000 CIP Fund $100,000 $0 $100,000 $100,000 $100,000 $100,000 Enhancing the Community Life Center Kitchen to Serve Salem Seniors and Residents of All Ages $0 ARPA $140,000 $0 $0 $0 $0 $0 Golf Cart Energy Delivery System $0 $0 $0 $100,000 $0 $0 $0 Golf Cart Paths - Phase II $426,000 CIP Fund $100,000 $0 $0 $0 $0 $0 Memorial Park Rock Climbing Boulder $0 $0 $60,000 $0 $0 $0 $0 Park and Recreation ADA Compliance and Related Repairs $140,000 $0 $60,000 $50,000 $50,000 $50,000 $50,000 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 280 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. $2,000,000 ARPA, Receipts Reserved $620,000 $0 $100,000 $0 $0 $0 Pioneer Village Relocation Phase 2 - New Visitor Center/Fort Lee Integration $0 $0 $0 $4,000,000 $0 $0 $0 Replacement of Floating Docks at Winter Island/Sail Salem $0 CPA $100,000 $0 $0 $0 $0 $0 Stain the exterior of the golf clubhouse $0 $0 $0 $30,000 $0 $0 $0 Willows Pier $900,000 ARPA, CPA $350,000 $0 $0 $0 $0 $0 Winter Island Replace Playground $0 $0 $175,000 $0 $0 $0 $0 Park & Recreation Total $3,916,000 $1,510,000 $295,000 $4,480,000 $250,000 $250,000 $250,000 Parking Bicycle Infrastructure Design, Implementation & Repairs/Improvements $325,500 ARPA $50,000 $0 $210,000 $215,000 $220,000 $225,000 Fort Ave/Columbus Ave Intersection Re- Design Project $0 CIP Fund $183,000 $0 $1,400,000 $0 $0 $0 Garage Improvements - Annual Repairs & ADA Compliance $300,000 CIP Fund $80,000 $0 $100,000 $100,000 $100,000 $100,000 Museum Place Garage Restoration Phase 2 - Major Structural, Roof, Security Cameras and ADA $2,180,000 $0 $0 $0 $0 $0 $0 Museum Place Garage Restoration Phase 3 $0 $0 $0 $1,900,000 $0 $0 $0 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance $125,000 CIP Fund $50,000 $370,000 $50,000 $52,000 $55,000 $58,000 Salem Willows Roadway Safety & Accessibility $0 $0 $0 $0 $50,000 $1,150,000 $0 Traffic Calming Capital Improvements $196,500 CIP Fund $200,000 $0 $105,000 $110,000 $115,000 $120,000 Parking Total $3,127,000 $563,000 $370,000 $3,765,000 $527,000 $1,640,000 $503,000 Planning Artists’ Row Roof Repair $0 CIP Fund $60,000 $0 $0 $0 $0 $0 Charlotte Forten Memorial Project $0 ARPA, Grants $50,000 $0 $0 $0 $0 $0 Dickson Chapel Exterior Restoration Phases 2-4 $0 $0 $0 $0 $350,000 $0 $0 Dickson Chapel Restoration Phase 1 $30,000 CPA $60,000 $0 $0 $0 $0 $0 Ferry Terminal Building $0 $0 $6,000,000 $0 $0 $0 $0 Harmony Grove Multiuse Path Study/Design $25,000 CIP Fund $12,000 $0 $0 $0 $0 $0 Historic Cemetery Headstone and Tomb Conservation $0 CIP Fund $30,000 $0 $30,000 $30,000 $30,000 $30,000 Mansell Field Restoration $150,000 $0 $1,850,000 $0 $0 $0 $0 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 281 Neighborhood Interpretive Signs $0 CIP Fund $14,000 $0 $0 $0 $0 $0 Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs $0 CIP Fund $20,000 $0 $30,000 $0 $0 $0 Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) $60,000 CIP Fund $20,000 $0 $30,000 $30,000 $30,000 $30,000 Old Town Hall Restorations Phases 2&3 (Phase 2: Design, Feasibility, & Cost Estimating; Phase 3: Construction) $100,000 ARPA $1,000,000 $7,365,000 $0 $0 $0 $0 On Point Center Renovations $0 $0 $595,800 $0 $0 $0 $0 Palmer Cove Park Renovation Phase 2 $500,000 ARPA, CPA $140,000 $745,000 $0 $0 $0 $0 Peabody St Park $0 $0 $0 $0 $350,000 $0 $0 Planning, Policy, and Zoning Studies $0 Other $50,000 $0 $50,000 $50,000 $50,000 $50,000 Salem Common Fence Restoration Phase 6 $0 $0 $0 $400,000 $365,000 $0 $0 Salem Common Future Upgrades (ADA, & Other Capital Priorities) $700,000 $0 $1,450,000 $0 $0 $0 $0 Salem Harbor Dredge $0 $0 $5,000,000 $0 $0 $0 $0 South Salem Commuter Rail Study $0 ARPA $93,000 $0 $0 $0 $0 $0 Volunteer Bridge Rehabilitation by Salem Sound CoastwatchOASTWATCH $0 CPA $66,149 $33,851 $0 $0 $0 $0 Willows Restoration & Park Improvements ( All Future Phases) $2,000,000 $0 $1,300,000 $0 $0 $0 $0 Planning Total $3,565,000 $1,615,149 $24,339,651 $540,000 $1,175,000 $110,000 $110,000 Police Body Worn Cameras $90,000 CIP Fund $67,220 $0 $67,220 $88,000 $88,000 $0 Cameras - Community/Police $165,000 CIP Fund $45,000 $0 $45,000 $45,000 $50,000 $50,000 Evidence Room $0 $0 $0 $150,000 $0 $0 $0 Muster Room Renovation $0 $0 $31,802 $0 $0 $0 $0 Police Headquarters - Flooring replacement $0 GF Bond $150,000 $0 $0 $0 $0 $0 Police/Fire Radio Communications $300,000 ARPA $2,500,000 $0 $2,000,000 $0 $0 $0 PSGP 2020 Harbor Security Camera Project Expansion $0 CIP Fund $32,500 $0 $0 $0 $0 $0 Resiliency Investments in Police Station - Study $0 $0 $20,000 $0 $0 $0 $0 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements $75,000 CIP Fund $35,000 $0 $30,000 $30,000 $30,000 $30,000 Small ADA Compliance and Associated Repairs $30,000 CIP Fund $15,000 $0 $15,000 $0 $0 $0 Vehicle Replacement Plan - Patrol and Non Patrol - $596,000 CIP Fund $187,000 $0 $200,000 $300,000 $200,000 $300,000 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 282 Window Replacement Study $0 $0 $30,000 $0 $0 $0 $0 Police Total $1,256,000 $3,031,720 $81,802 $2,507,220 $463,000 $368,000 $380,000 Public Services ADA Improvements and Associated Repairs- DPS & Cemeteries $0 CIP Fund $20,000 $0 $20,000 $0 $0 $0 Administration Engineering/DPS Vehicle $0 $0 $0 $0 $0 $0 $60,000 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries $100,000 CIP Fund $15,000 $0 $25,000 $25,000 $30,000 $30,000 DPS Building Project -Combined below $185,000 GF Bond $250,000 $49,565,000 $0 $0 $0 $0 Expansion of Greenlawn Cemetery Interment $0 CIP Fund, Revolving $20,000 $1,140,000 $0 $0 $0 $0 Greenlawn Ongoing Roadway and Drainage Improvments $0 ARPA, Revolving $75,000 $0 $75,000 $75,000 $75,000 $75,000 J.D. SKID STEER 250 $0 $0 $0 $0 $0 $0 $80,000 JD Front Loader (replacement of loader #41) $0 GF Bond $290,000 $0 $0 $0 $0 $0 New Vacuum Truck for Porous Pavement Cleaning $0 $0 $1 $0 $0 $300,000 $0 Park and rec lawn mower equipment purchase $0 $0 $0 $50,000 $0 $0 $0 Park Department Foreman Truck $0 $0 $0 $0 $0 $48,000 $0 Replacement of Tree Bucket Truck and Chipper $0 $0 $0 $450,000 $0 $0 $0 Street Division Foreman Truck $0 $0 $0 $0 $52,000 $0 $0 Traffic Division Utility Truck $0 GF Bond $170,000 $0 $0 $0 $0 $0 Trailer Mounted Leaf Vacuum/Loader $0 $0 $170,000 $0 $0 $0 $0 Update Safety and SOP for trench safety and general best practices plans and manuals for DPS operations $0 CIP Fund $50,000 $0 $0 $0 $0 $0 Watts Gate Turning Trailer $0 $0 $0 $0 $100,000 $0 $0 Public Services Total $285,000 $890,000 $50,875,001 $620,000 $252,000 $453,000 $245,000 School ADA and Associated Repairs Schools $75,000 CIP Fund $100,000 $925,000 $100,000 $100,000 $100,000 $100,000 Architectural/Interior, Site Repairs, Upgrades, Studies Schools $265,000 CIP Fund $75,000 $0 $200,000 $200,000 $300,000 $400,000 Bates Envelope Repair Project $0 GF Bond $75,000 $25,000 $900,000 $0 $0 $0 Bates New Roof - Accelerated Repair Project $0 $0 $0 $0 $1,864,000 $0 $0 Bates School Generator Replacement $0 $0 $0 $0 $0 $0 $165,000 Carlton Roof Replacement $0 $0 $1,363,000 $0 $0 $0 $0 Collins Roof/Masonry Repair $125,000 GF Bond $110,000 $0 $0 $0 $0 $0 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 283 District Camera and Access Control $500,000 Other $200,000 $0 $0 $0 $0 $0 Districtwide Sprinkler Repairs $0 GF Bond $265,000 $0 $0 $0 $0 $0 High School Major Renovation/New Consolidated Facility $0 $0 $200,000,000 $0 $0 $0 $0 Horace Mann Gym floor replacement $0 $0 $0 $50,000 $0 $0 $0 Horace Mann Roof Replacement $0 $0 $0 $0 $0 $1,680,000 $0 IT Life cycle Management Staff/Infrastructure $0 Grants $200,000 $0 $200,000 $200,000 $200,000 $200,000 IT Life cycle Management Student Devices $0 Grants, Other $200,000 $0 $200,000 $200,000 $200,000 $200,000 New High School Gym Floor $0 $0 $219,917 $0 $0 $0 $0 New Liberty and Salem Prep Schools Facility $0 CIP Fund $60,000 $1,640,000 $0 $0 $0 $0 Replace Failed SHS Ventilation Rooftop Units $0 Grants $500,000 $0 $0 $0 $0 $0 Salem High Sky light Repairs $0 $0 $65,000 $0 $0 $0 $0 Salerno Roof Refurbish $0 $0 $0 $0 $78,000 $0 $0 Saltonstall Masonry repair $0 $0 $25,000 $0 $0 $0 $0 School Life Safety, MEP, Utility, Roof Repairs, Upgrades, Studies $480,000 GF Bond $200,000 $0 $250,000 $250,000 $250,000 $250,000 Heights B, D and Connector Roof Replacements $0 $0 $2,100,000 $0 $0 $0 $900,000 School Total $1,445,000 $1,985,000 $206,362,917 $1,900,000 $2,892,000 $2,730,000 $2,215,000 Sustainability Climate Change Resiliency Project - Point - Design $0 CIP Fund, Grants $100,000 $0 $0 $0 $0 $0 Community Wide Climate Change/Watershed Model Studies Future Neighbhorhoods $0 Grants $200,000 $175,000 $50,000 $0 $75,000 $0 Comprehensive Energy and Water Upgrades at City and School Facilities $0 GF Bond $150,000 $4,850,000 $0 $0 $0 $0 Environmental Education Signage $0 CIP Fund $7,500 $0 $7,500 $7,500 $7,500 $7,500 Sustainability Total $0 $457,500 $5,025,000 $57,500 $7,500 $82,500 $7,500 Department Total $31,798,350 $21,058,704 $333,911,176 $28,558,290 $32,184,500 $11,405,500 $9,477,500 Capital Requests Previously Approved FY23 Funding Source Department Request FY23 Future Need FY 2024 FY 2025 FY 2026 FY 2027 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Capital Plan by Department Department Project ID Project Description Amount Lease To Own No Projects/Requests $0 Total $0 Assessor CIP Fund 23069 City wide aerial imagery and software that documents changes in parcels $12,000 CIP Fund 23070 Justappraised software for entering deeds. $14,800 Assessor Total $26,800 Building CIP Fund 21241A ADA Compliance and Associated Improvements $30,000 CIP Fund 22900A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $75,000 CIP Fund 23566P City Hall Phased Short Term Priority Improvements $85,000 CIP Fund 23567P City Hall Long Term Restoration Study $40,000 Building Total $230,000 Clerk CIP Fund 23053 High Speed Scanner for Voting and Multilanguage Software $32,000 CPA 23569P Vital Records Books - Prservation $15,430 Clerk Total $47,430 Electrical CIP Fund 21236A ADA walk signal buttons $20,000 GF Bond 22026E FORD F 650 AREAL/Bucket TRUCK $175,000 Electrical Total $195,000 Engineering Municipal ARPA 23006 Washington Street Outdoor Seating $270,000 CIP Fund 10235 Citywide Seawall Improvements and Studies $50,000 CIP Fund 17086 Essex Street Roadway & Townhouse Sq. $200,000 CIP Fund 23007 Furlong Park Soil Remediation $170,000 GF Bond 17078 Boston Street Complete Upgrade - Design $210,000 GF Bond 17091 Transfer Station Clean Up Phase 2 Capping $2,200,000 GF Bond 18101 McGrath Park Soils Remediation - $300,000 GF Bond 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $1,200,000 Grants 20105S Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) $870,000 Grants 23004 Peabody, Harbor, and Congress Street Improvements $3,250,000 Grants 23571P Endicott and Pratt Streets Reconstruction $197,000 Grants 23572P Riley Plaza Median Strip $25,000 Other 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $486,000 Engineering Municipal Total $9,428,000 Engineering Sewer ARPA 21034P Ocean Ave Stormwater Pump Station $370,000 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 285 Other 22043A Derby St. Interceptor Sewer Cleaning and Evaluation $125,000 Retained Earning 22043A Derby St. Interceptor Sewer Cleaning and Evaluation $125,000 Retained Earning 22048P Point Area Neighborhood Catch Basin Screening & Improvements $100,000 Sewer Bond 10237 SSES Report Implementation (eliminate I/I sources citywide) $600,000 Sewer Bond 16025 Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction $400,000 Sewer Bond 23077 Palmer Cove Park Drain Outfall Installation of Stormwater Treatment $100,000 Engineering Sewer Total $1,820,000 Engineering Water Retained Earning 23062 Replacement of Water/Sewer Utility Truck $180,000 Sewer Bond 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater $200,000 Water Bond 10026 Water Distribution Main System Improvements $800,000 Water Bond 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater $100,000 Water Bond 20083 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS $400,000 Water Bond 20085 Water Transmission Main System Improvements $1,000,000 Engineering Water Total $2,680,000 Fire CIP Fund 21012A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $30,000 CIP Fund 22015P Bathroom, Women’s Locker and ADA Code Upgrades Headquarters Study $30,000 CIP Fund 22500P Fire Station 5 - site improvements $100,000 CIP Fund 23012A ADA Compliance and Associated Repairs $20,000 CIP Fund 23056 Vehicles for Fire Prevention inspectional services, safety officer and fire investigation $66,000 CIP Fund 23057 Replace Front line response vehicle #2 Deputy Chiefs Car $50,000 CIP Fund 23573E Lexipol - Standard Operating Guidelines $27,000 Fire Total $323,000 Harbor Master CIP Fund 23058 Harbormaster Department Truck $58,000 Grants 22020P Harbormaster Dockhouse Relocation $37,000 Revolving 23009 Jet Propulsion unit replacement $25,000 Revolving 23059 Jet Dock system $30,000 Revolving 23073 Landing Cat Capital Maintenance $25,000 Harbor Master Total $175,000 Health ARPA 23203 Mack Park Community Farm Phase 3 $94,105 Health Total $94,105 IT CIP Fund 10251 IT Lifecycle Management (City) $190,000 IT Total $190,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 286 Library CIP Fund 23012A ADA Improvements and Associated Repairs at Library $10,000 CIP Fund 23013A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $20,000 CIP Fund 23015 Repairs to Brownstone Stairs $50,000 Library Total $80,000 Park & Recreation ARPA 10020 City Wide Playground, Park Equipment replacement, Small Repairs, Site Furnishings, and Other Improvements $100,000 ARPA 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. $620,000 ARPA 22028P Willows Pier $350,000 ARPA 23016 Enhancing the Community Life Center Kitchen to Serve Salem Seniors and Residents of All Ages $140,000 CIP Fund 21242A Court/Field and Associated Renovations $100,000 CIP Fund 22025P Golf Cart Paths - Phase II $100,000 CPA 22028P Willows Pier $250,000 CPA 23575P Replacement of Floating Docks at Winter Island/Sail Salem $100,000 Receipts Reserved 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. $200,000 Park & Recreation Total $1,960,000 Parking ARPA 20067 Bicycle Infrastructure Design, Implementation & Repairs/Improvements $50,000 CIP Fund 10018 Garage Improvements - Annual Repairs & ADA Compliance $80,000 CIP Fund 10228 Traffic Calming Capital Improvements $200,000 CIP Fund 22063A Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance $50,000 CIP Fund 23018 Fort Ave/Columbus Ave Intersection Re-Design Project $183,000 Parking Total $563,000 Planning ARPA 10125P Palmer Cove Park Renovation Phase 2 $140,000 ARPA 22041P Old Town Hall Restorations Phases 2&3 (Phase 2: Design, Feasibility, & Cost Estimating; Phase 3: Construction) $1,000,000 ARPA 23022 Charlotte Forten Memorial Project $50,000 ARPA 23578P South Salem Commuter Rail Study $93,000 CIP Fund 20200 Harmony Grove Multiuse Path Study/Design $12,000 CIP Fund 21233A Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non- ADA) $20,000 CIP Fund 22040P Neighborhood Interpretive Signs $14,000 CIP Fund 23021 Artists’ Row Roof Repair $60,000 CIP Fund 23075 Historic Cemetery Headstone and Tomb Conservation $30,000 CIP Fund 23233A Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs $20,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 287 CPA 10125P Palmer Cove Park Renovation Phase 2 $115,000 CPA 22036P Dickson Chapel Restoration Phase 1 $60,000 CPA 23028 Volunteer Bridge Rehabilitation by Salem Sound CoastwatchOASTWATCH $66,149 Grants 23022 Charlotte Forten Memorial Project $75,000 Grants 23029 Community Life Center Mural $30,000 Other 23074 Planning, Policy, and Zoning Studies $50,000 Planning Total $1,835,149 Police ARPA 20011 Police/Fire Radio Communications $2,500,000 CIP Fund 20038 Vehicle Replacement Plan - Patrol and Non Patrol - $187,000 CIP Fund 20039 Cameras - Community/Police $45,000 CIP Fund 21239A Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements $35,000 CIP Fund 22300E Body Worn Cameras $67,220 CIP Fund 23033 PSGP 2020 Harbor Security Camera Project Expansion $32,500 CIP Fund 23239A Small ADA Compliance and Associated Repairs $15,000 GF Bond 23030 Police Headquarters - Flooring replacement $150,000 Police Total $3,031,720 Public Services ARPA 23076 Greenlawn Ongoing Roadway and Drainage Improvments $75,000 CIP Fund 21234A Annual Small Repairs, DPS Building Studies - DPS & Cemeteries $15,000 CIP Fund 23035 Expansion of Greenlawn Cemetery Interment $20,000 CIP Fund 23036 Update Safety and SOP for trench safety and general best practices plans and manuals for DPS operations $50,000 CIP Fund 23234A ADA Improvements and Associated Repairs- DPS & Cemeteries $20,000 GF Bond 10133 DPS Building Project $250,000 GF Bond 23060 JD Front Loader (replacement of loader #41) $290,000 GF Bond 23065 Traffic Division Utility Truck $170,000 Revolving 23035 Expansion of Greenlawn Cemetery Interment $40,000 Revolving 23076 Greenlawn Ongoing Roadway and Drainage Improvments $25,000 Public Services Total $955,000 School CIP Fund 20049 Architectural/Interior, Site Repairs, Upgrades, Studies Schools $75,000 CIP Fund 20049A ADA and Associated Repairs Schools $100,000 CIP Fund 23579P New Liberty and Salem Prep Schools Facility $60,000 GF Bond 20051 School Life Safety, MEP, Utility, Roof Repairs, Upgrades, Studies $200,000 GF Bond 20113 Bates Envelope Repair Project $75,000 GF Bond 22060P Collins Roof/Masonry Repair $110,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 288 GF Bond 23049 Districtwide Sprinkler Repairs $265,000 Grants 20111A IT Life cycle Management Staff/Infrastructure $200,000 Grants 20112A IT Life cycle Management Student Devices $200,000 Grants 23050 Replace Failed SHS Ventilation Rooftop Units $500,000 Other 20112A IT Life cycle Management Student Devices $50,000 Other 21024P District Camera and Access Control $200,000 School Total $2,035,000 Sustainability CIP Fund 23048 Climate Change Resiliency Project - Point - Design $100,000 CIP Fund 23077 Environmental Education Signage $7,500 GF Bond 22061P Comprehensive Energy and Water Upgrades at City and School Facilities $150,000 Grants 23047 Community Wide Climate Change/Watershed Model Studies Future Neighbhorhoods $200,000 Grants 23048 Climate Change Resiliency Project - Point - Design $300,000 Sustainability Total $757,500 Department Total $26,426,704 Department Project ID Project Description Amount ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Capital Plan by Funding Source Funding Source Project ID Project Description Amount ARPA Engineering Municipal 23006 Washington Street Outdoor Seating 270,000 Engineering Sewer 21034P Ocean Ave Stormwater Pump Station 370,000 Health 23203 Mack Park Community Farm Phase 3 94,105 Park & Recreation 10020 City Wide Playground, Park Equipment replacement, Small Repairs, Site Furnishings, and Other Improvements 100,000 Park & Recreation 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. 620,000 Park & Recreation 22028P Willows Pier 350,000 Park & Recreation 23016 Enhancing the Community Life Center Kitchen to Serve Salem Seniors and Residents of All Ages 140,000 Parking 20067 Bicycle Infrastructure Design, Implementation & Repairs/Improvements 50,000 Planning 10125P Palmer Cove Park Renovation Phase 2 140,000 Planning 22041P Old Town Hall Restorations Phases 2&3 (Phase 2: Design, Feasibility, & Cost Estimating; Phase 3: Construction) 1,000,000 Planning 23022 Charlotte Forten Memorial Project 50,000 Planning 23578P South Salem Commuter Rail Study 93,000 Police 20011 Police/Fire Radio Communications 2,500,000 Public Services 23076 Greenlawn Ongoing Roadway and Drainage Improvments 75,000 ARPA Total 5,852,105 CIP Fund Assessor 23069 City wide aerial imagery and software that documents changes in parcels 12,000 Assessor 23070 Justappraised software for entering deeds. 14,800 Building 21241A ADA Compliance and Associated Improvements 30,000 Building 22900A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 75,000 Building 23566P City Hall Phased Short Term Priority Improvements 85,000 Building 23567P City Hall Long Term Restoration Study 40,000 Clerk 23053 High Speed Scanner for Voting and Multilanguage Software 32,000 Electrical 21236A ADA walk signal buttons 20,000 Engineering Municipal 10235 Citywide Seawall Improvements and Studies 50,000 Engineering Municipal 17086 Essex Street Roadway & Townhouse Sq. 200,000 Engineering Municipal 23007 Furlong Park Soil Remediation 170,000 Fire 21012A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 30,000 Fire 22015P Bathroom, Women’s Locker and ADA Code Upgrades Headquarters Study 30,000 Fire 22500P Fire Station 5 - site improvements 100,000 Fire 23012A ADA Compliance and Associated Repairs 20,000 Fire 23056 Vehicles for Fire Prevention inspectional services, safety officer and fire investigation 66,000 Fire 23057 Replace Front line response vehicle #2 Deputy Chiefs Car 50,000 Fire 23573E Lexipol - Standard Operating Guidelines 27,000 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 290 Harbor Master 23058 Harbormaster Department Truck 58,000 IT 10251 IT Lifecycle Management (City) 190,000 Library 23012A ADA Improvements and Associated Repairs at Library 10,000 Library 23013A Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 20,000 Library 23015 Repairs to Brownstone Stairs 50,000 Park & Recreation 21242A Court/Field and Associated Renovations 100,000 Park & Recreation 22025P Golf Cart Paths - Phase II 100,000 Parking 10018 Garage Improvements - Annual Repairs & ADA Compliance 80,000 Parking 10228 Traffic Calming Capital Improvements 200,000 Parking 22063A Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance 50,000 Parking 23018 Fort Ave/Columbus Ave Intersection Re-Design Project 183,000 Planning 20200 Harmony Grove Multiuse Path Study/Design 12,000 Planning 21233A Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) 20,000 Planning 22040P Neighborhood Interpretive Signs 14,000 Planning 23021 Artists’ Row Roof Repair 60,000 Planning 23075 Historic Cemetery Headstone and Tomb Conservation 30,000 Planning 23233A Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs 20,000 Police 20038 Vehicle Replacement Plan - Patrol and Non Patrol - 187,000 Police 20039 Cameras - Community/Police 45,000 Police 21239A Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements 35,000 Police 22300E Body Worn Cameras 67,220 Police 23033 PSGP 2020 Harbor Security Camera Project Expansion 32,500 Police 23239A Small ADA Compliance and Associated Repairs 15,000 Public Services 21234A Annual Small Repairs, DPS Building Studies - DPS & Cemeteries 15,000 Public Services 23035 Expansion of Greenlawn Cemetery Interment 20,000 Public Services 23036 Update Safety and SOP for trench safety and general best practices plans and manuals for DPS operations 50,000 Public Services 23234A ADA Improvements and Associated Repairs- DPS & Cemeteries 20,000 School 20049 Architectural/Interior, Site Repairs, Upgrades, Studies Schools 75,000 School 20049A ADA and Associated Repairs Schools 100,000 School 23579P New Liberty and Salem Prep Schools Facility 60,000 Sustainability 23048 Climate Change Resiliency Project - Point - Design 100,000 Sustainability 23077 Environmental Education Signage 7,500 CIP Fund Total 3,078,020 CPA Clerk 23569P Vital Records Books - Prservation 15,430 Park & Recreation 22028P Willows Pier 250,000 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 291 Park & Recreation 23575P Replacement of Floating Docks at Winter Island/Sail Salem 100,000 Planning 10125P Palmer Cove Park Renovation Phase 2 115,000 Planning 22036P Dickson Chapel Restoration Phase 1 60,000 Planning 23028 Volunteer Bridge Rehabilitation by Salem Sound CoastwatchOASTWATCH 66,149 CPA Total 606,579 GF Bond Electrical 22026E FORD F 650 AREAL/Bucket TRUCK 175,000 Engineering Municipal 17078 Boston Street Complete Upgrade - Design 210,000 Engineering Municipal 17091 Transfer Station Clean Up Phase 2 Capping 2,200,000 Engineering Municipal 18101 McGrath Park Soils Remediation - 300,000 Engineering Municipal 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) 1,200,000 Police 23030 Police Headquarters - Flooring replacement 150,000 Public Services 10133 DPS Building Project 250,000 Public Services 23060 JD Front Loader (replacement of loader #41) 290,000 Public Services 23065 Traffic Division Utility Truck 170,000 School 20051 School Life Safety, MEP, Utility, Roof Repairs, Upgrades, Studies 200,000 School 20113 Bates Envelope Repair Project 75,000 School 22060P Collins Roof/Masonry Repair 110,000 School 23049 Districtwide Sprinkler Repairs 265,000 Sustainability 22061P Comprehensive Energy and Water Upgrades at City and School Facilities 150,000 GF Bond Total 5,745,000 Grants Engineering Municipal 20105S Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) 870,000 Engineering Municipal 23004 Peabody, Harbor, and Congress Street Improvements 3,250,000 Engineering Municipal 23571P Endicott and Pratt Streets Reconstruction 197,000 Engineering Municipal 23572P Riley Plaza Median Strip 25,000 Harbor Master 22020P Harbormaster Dockhouse Relocation 37,000 Planning 23022 Charlotte Forten Memorial Project 75,000 Planning 23029 Community Life Center Mural 30,000 School 20111A IT Life cycle Management Staff/Infrastructure 200,000 School 20112A IT Life cycle Management Student Devices 200,000 School 23050 Replace Failed SHS Ventilation Rooftop Units 500,000 Sustainability 23047 Community Wide Climate Change/Watershed Model Studies Future Neighbhorhoods 200,000 Sustainability 23048 Climate Change Resiliency Project - Point - Design 300,000 Grants Total 5,884,000 Lease To Own No Projects/Requests 0 Lease To Own Total 0 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 292 Other Engineering Municipal 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) 486,000 Engineering Sewer 22043A Derby St. Interceptor Sewer Cleaning and Evaluation 125,000 Planning 23074 Planning, Policy, and Zoning Studies 50,000 School 20112A IT Life cycle Management Student Devices 50,000 School 21024P District Camera and Access Control 200,000 Other Total 911,000 Receipts Reserved Park & Recreation 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. 200,000 Receipts Reserved Total 200,000 Retained Earning Engineering Sewer 22043A Derby St. Interceptor Sewer Cleaning and Evaluation 125,000 Engineering Sewer 22048P Point Area Neighborhood Catch Basin Screening & Improvements 100,000 Engineering Water 23062 Replacement of Water/Sewer Utility Truck 180,000 Retained Earning Total 405,000 Revolving Harbor Master 23009 Jet Propulsion unit replacement 25,000 Harbor Master 23059 Jet Dock system 30,000 Harbor Master 23073 Landing Cat Capital Maintenance 25,000 Public Services 23035 Expansion of Greenlawn Cemetery Interment 40,000 Public Services 23076 Greenlawn Ongoing Roadway and Drainage Improvments 25,000 Revolving Total 145,000 Sewer Bond Engineering Sewer 10237 SSES Report Implementation (eliminate I/I sources citywide) 600,000 Engineering Sewer 16025 Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction 400,000 Engineering Sewer 23077 Palmer Cove Park Drain Outfall Installation of Stormwater Treatment 100,000 Engineering Water 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater 200,000 Sewer Bond Total 1,300,000 Water Bond Engineering Water 10026 Water Distribution Main System Improvements 800,000 Engineering Water 10217 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater 100,000 Engineering Water 20083 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS 400,000 Engineering Water 20085 Water Transmission Main System Improvements 1,000,000 Water Bond Total 2,300,000 Department Total 26,426,704 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 293 Capi tal Improvement Proj ects Assessor City wide aerial imagery and software that documents changes in parcels Department Assessor Project Number 23069 Division Gov’t/Finance/IT Location Citywide Street or Building 93 Washington St. Strategic Goals Economic Development Affordable Housing Description Aerial images captured with 3 plane flyovers per year to track and identify changes to parcels and historical dataset. This will assist with capturing growth and non permitted changes along with help conducting virtual inspections that are more common due to pandemics and property owners refusing inspections that are mandated by the state. A great benefit of this program is it could also be used by other departments such as Police, Fire, Health, DPS, Engineering, Planning and Building Dept (the Planning depart- ment along with IT and the GIS administrator are supportive of NearMap and are in talks for future city wide use with possibly Engineering Dept providing for that portion of the cost with their budget). There are over 60 municipalities in MA that are using the software programs (Nearmap and Pushpin). Neigh- boring municipalities all swear by it and have told me they have captured hundreds of thousands in value growth. Even the Local Assessment Bureau Chief at the Department of Revenue swears by this software when he was the Assessor for the town of Melrose. Request Type New Category Other Useful Life 10+ Phase 1 - Concept Total Cost $12,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $12,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Assessor Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 294 Justappraised software for entering deeds. Department Assessor Project Number 23070 Division Gov’t/Finance/IT Location Downtown Street or Building 93 Washington St. Strategic Goals Improved Maintenance Sustainability Description Just appraised software is used to enter and code out sales transactions in our CAMA system. This will save our staff time and correct any manual inaccura- cies while coding out the non-arms length transactions that are used when doing the sales analysis every year. Request Type New Category Annual Maintenance Useful Life 10+ Phase 1 - Concept Total Cost $14,800 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $14,800 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 295 Bui lding ADA Compliance and Associated Improvements Department Building Project Number 21241A Division Gov’t/Finance/IT Location Downtown Street or Building Various Building Dept. Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability Description This is based upon the Facility Dude condition analysis & ADA assessment that were conducted in the last 5 years. This would provide annual funding for small repairs, upgrades, furnishings and replacements for City Hall and City Hall Annex. This is for both ADA and non-ADA related items that are associated with an ADA compliance project. Should be completed by FY24, estimated $50-60k to finish small compliance issues. Request Type Repair/Maintenance Asset Condition Fair Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $110,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $70,000 $30,000 $30,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 296 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Department Building Project Number 22900A Division Gov’t/Finance/IT Location Downtown Street or Building City Hall Strategic Goals Improved Maintenance Historic Preservation Sustainability Description This would provide money for small repairs and improvements identified in previous studies, as well as funds for emergencies and studies for larger emer- gent projects. This also includes funds for office reconfigurations, improve- ments, and upgrades at City Hall and City Hall Annex, including Sustainability, Engineering, Treasurer and others as needed. FY23 is higher to address office reconfigurations. Request Type Repair/Maintenance Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $75,000 $25,000 $50,000 $50,000 $50,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 297 City Hall Phased Short Term Priority Improvements Department Building Project Number 23566P Division Gov’t/Finance/IT Location Ward 2 Street or Building City Hall Strategic Goals Improved Maintenance Historic Preservation For All Ages Description Existing carpets, paint, plaster, shades and office furniture (cubes, counters, etc.) are in poor condition in some areas of City Hall. This request would include plaster, paint, shades, and some other improvements. It is expected that this may be phased over several years, depending on other projects at City Hall such as MEP work. Request Type Replacement Asset Condition Poor Category Building Project Useful Life 10+ Phase 1 - Concept Total Cost $135,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $85,000 $55,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 298 City Hall Long Term Restoration Study Department Building Project Number 23567P Division Gov’t/Finance/IT Location Ward 2 Street or Building City Hall Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability For All Ages Increased Safety Description This would be a study to determine the scope and cost of larger renovations. Electrical and mechanical renovations would be studied within the compre- hensive energy project, however, this study will complement it concerning architectural renovations. Spatial review, architectural, and coordination with other consultants. Request Type Replacement Asset Condition Fair Category Building Project Useful Life 20+ Phase 1 - Concept Total Cost $400,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $40,000 $100,000 $250,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Clerk Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 299 Clerk High Speed Scanner for Voting and Multilanguage Software Department Clerk Project Number 23053 Division Gov’t/Finance/IT Location Citywide Street or Building City Hall Strategic Goals Accessibility Description Will be used to process all absentee/early voting ballots for early opening and depositing for when vote-by-mail becomes permanent, includes funding for updated program software. Municipalities are now required to have multi- language resources including but not limited to bilingual poll workers. Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Phase 1 - Concept Total Cost $32,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $32,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Clerk Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 300 Vital Records Books - Prservation Department Clerk Project Number 23569P Division Gov’t/Finance/IT Location Ward 2 Street or Building City Hall Strategic Goals Historic Preservation For All Ages Description Funding to repair or rebind old vital record books for preservation and future use. This will be funded through CPA and other grants. Request Type Repair/Maintenance Asset Condition Poor Category Other Useful Life 5+ Phase 1 - Concept Total Cost $30,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $15,430 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Electrical Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 301 El ectri cal ADA walk signal buttons Department Electrical Project Number 21236A Division Public Safety Location Citywide Street or Building various Strategic Goals Accessibility Improved Transportation Description This is an annual appropriation to support the installation of ADA Walk signals at various locations around the City. The current priorities are: MBTA station at Washington St./Bridge St.; Mill Hill at Canal St./Washignton St.; New Derby St. at Washington St./Normal St.; Margin St. at the Post Office cross- walk; and other idenstifed annually. Request Type Replacement Category Life Safety Phase Annual Total Cost $125,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $10,000 $20,000 $25,000 $25,000 $25,000 $25,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Electrical Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 302 FORD F 650 AREAL/Bucket TRUCK Department Electrical Project Number 22026E Division Public Services /Infrastructure Location Citywide Street or Building Electrical Dept. Strategic Goals Accessibility Improved Transportation Increased Safety Description Replacement of current, aging bucket truck; current vehicle is a 1992 model, and parts are not available. Replacement takes at least a year to deliver once ordered. Request Type Major Renovation Asset Condition Poor Category Transportation Useful Life 20+ Phase 1 - Concept Total Cost $175,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $175,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 303 Engi neeri ng Muni ci pal Citywide Seawall Improvements and Studies Department Engineering Municipal Project Number 10235 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Historic Preservation Resiliency Economic Development Affordable Housing Recreation Wildlife Description These funds are for repairs and small improvements to seawalls. It can also be used for preliminary studies for larger projects to help develop cost estimates and apply for grants. This includes assessment for Lead Mills structures. Request Type Preventative Maintenance Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $1,800,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $300,000 $50,000 $100,000 $100,000 $100,000 $100,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 304 Boston Street Complete Upgrade - Design Department Engineering Municipal Project Number 17078 Division Public Services /Infrastructure Location Ward 4 Street or Building Boston Street Strategic Goals Accessibility Complete Streets Sustainability Improved Transportation Economic Development Affordable Housing Recreation Increased Safety Description This street is in very poor condition, near failure. Currently, the project is in design, which is funded by the City to keep the project on the State Transpor- tation Improvement Program ("TIP") list. Construction is expected to be funded by the state once approved. Construction is in a separate row. Request Type Major Renovation Asset Condition Poor Category Transportation Useful Life 20+ Phase 4 - Design Total Cost $2,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $842,000 $210,000 $948,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 305 Essex Street Roadway & Townhouse Sq. Department Engineering Municipal Project Number 17086 Division Public Services /Infrastructure Location Downtown Street or Building Essex Street Strategic Goals Accessibility Complete Streets Improved Maintenance Improved Transportation Description The project has started, however, due to the escalation in construction costs, the contingency funds are low and additional funding is required. This will allow the City to address unforeseen conditions. Request Type Major Renovation Asset Condition Poor Category Transportation Useful Life 20+ Phase 6 - Implementation Total Cost $2,150,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $2,125,000 $200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 306 Transfer Station Clean Up Phase 2 Capping Department Engineering Municipal Project Number 17091 Division Public Services /Infrastructure Location Ward 3 Street or Building Transfer Station Strategic Goals Resiliency Economic Development Wildlife Description The transfer station is under a DEP Administrative Consent Order for clean up. Contamination is the result of former operations by the City. This project is finalizing design at this time. The City is currenlty evaluating options for fur- ture use of the site. Request Type Major Renovation Asset Condition Failed Category Other Useful Life 30+ Phase 4 - Design Total Cost $5,750,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $2,250,000 $2,200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 307 McGrath Park Soils Remediation - Department Engineering Municipal Project Number 18101 Division Park/Recreation /Community Service Location Ward 4 Street or Building McGrath Park Strategic Goals Improved Maintenance Economic Development Affordable Housing Wildlife Increased Safety Description Phase 1 of this project was to remediate the main parcel. However, additional contamination was found along the boundaries with other properties; addi- tional funding is required in order to comeplte the the project. Request Type Replacement Asset Condition Failed Category Other Useful Life 30+ Phase 4 - Design Total Cost $4,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $1,900,000 $300,000 $1,300,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 308 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) Department Engineering Municipal Project Number 20105 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Resiliency Improved Transportation Economic Development Recreation Increased Safety Description Pavement, sidewalk, and road improvements throughout the City included in pavement management plan. This fund is also used for other road/sidewalk related needs that occur during the year. Other funds come from National Grid mitigation related to trench restoration. Request Type Replacement Asset Condition Fair Category Transportation Useful Life 10+ Phase Annual Total Cost $7,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $2,300,000 $1,686,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 309 Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) Department Engineering Municipal Project Number 20105S Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Accessibility Complete Streets Improved Maintenance Art/Culture Sustainability Resiliency Improved Transportation Economic Development Recreation Increased Safety Description This is the annual appropriation from the State for roads, sidewalks and cross- walks. A paving and sidewalk schedule is used each year. Request Type Replacement Asset Condition Fair Category Transportation Useful Life 10+ Phase #NO MATCH Total Cost $3,480,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $870,000 $870,000 $870,000 $870,000 $870,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 310 Washington Street Outdoor Seating Department Engineering Municipal Project Number 23006 Division Public Services /Infrastructure Location Downtown Street or Building Washington Street Strategic Goals Complete Streets Economic Development Description Washington Street outside seating project to maintain social distancing in downtown and minimize transmission of COVID 19 by managing outdoor din- ing area and maintaining adequate ADA compliant pedestrian traffic flow around the seating area. Asset Condition Does Not Exist Category Other Useful Life 5+ Phase 6 - Implementation Total Cost $270,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $270,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 311 Furlong Park Soil Remediation Department Engineering Municipal Project Number 23007 Division Park/Recreation /Community Service Location Ward 6 Street or Building N/A Strategic Goals Accessibility Recreation Increased Safety Description Borings and sampling and soil remediation for Furlong Park and adjacent Par- cel A. Paving for small parking lot for the park. Request Type Repair/Maintenance Asset Condition Failed Category Park & Recreation Useful Life 30+ Phase 3 - Study Total Cost $264,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $170,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 312 Endicott and Pratt Streets Reconstruction Department Engineering Municipal Project Number 23571P Division Public Services /Infrastructure Strategic Goals Accessibility Improved Transportation Description This is a CDBG funded project to improve this intersection. Request Type Major Renovation Asset Condition Poor Useful Life 20+ Phase 3 - Study Total Cost $197,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $197,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 313 Riley Plaza Median Strip Department Engineering Municipal Project Number 23572P Division Public Services /Infrastructure Strategic Goals Resiliency Improved Transportation Description This is a CDBG funded project to improve this area of the parking lot. Request Type Major Renovation Asset Condition Poor Useful Life 20+ Phase 3 - Study Total Cost $25,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $25,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 314 Engi neeri ng Sewer SSES Report Implementation (eliminate I/I sources citywide) Department Engineering Sewer Project Number 10237 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Sustainability Resiliency Wildlife Description Funds are for the removal of sources of infiltration and inflow (I/I) from the sewer collection system is required as part of the City’s actions in the Sanitary Sewer Evaluation Survey (SSES). Unnecessary conveyance of I/I reduces the capacity of the sewer collection system and increases the cost to treat waste- water. Request Type Preventative Maintenance Asset Condition Fair Category Water/Sewer Useful Life 10+ Phase Annual Total Cost $5,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $900,000 $600,000 $600,000 $600,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 315 Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction Department Engineering Sewer Project Number 16025 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Resiliency Economic Development Affordable Housing Description This is for upgrades, repairs, assessments, studies, and other work related to the City’s sewer and stormwater system. Request Type Preventative Maintenance Asset Condition Fair Category Water/Sewer Useful Life 5+ Phase Annual Total Cost $9,250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $1,750,000 $400,000 $400,000 $400,000 $400,000 $400,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 316 Ocean Ave Stormwater Pump Station Department Engineering Sewer Project Number 21034P Location Ward 5 Street or Building Ocean Avenue Strategic Goals Improved Maintenance Resiliency Economic Development Description The Ocean Ave Stormwater Pump Station is in poor condition and needs replacement. The project has been submitted to the state for SRF loan approval. This funding is for early design costs. Asset Condition Poor Category Water/Sewer Useful Life 30+ Phase 2 - Initiated Total Cost $9,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $150,000 $370,000 $0 $8,500,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 317 Derby St. Interceptor Sewer Cleaning and Evaluation Department Engineering Sewer Project Number 22043A Strategic Goals Improved Maintenance Resiliency Description This project would evaluate the Derby Street Sewer interceptor. This matches funds provided by private developers to offset costs. Phase 3 - Study Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $250,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 318 Point Area Neighborhood Catch Basin Screening & Improvements Department Engineering Sewer Project Number 22048P Strategic Goals Improved Maintenance Resiliency Description City has purchased catch basin "inserts" to reduce trash/debris from entering the drainage system and ultimately the receiving water body. These inserts would be installed in the catch basins in the Point neighborhood under this project. Phase 1 - Concept Total Cost $100,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 319 Palmer Cove Park Drain Outfall Installation of Stormwater Treatment Department Engineering Sewer Department Sustainability Project Number 23077 Project Number 23077 Division Park/Recreation /Community Service Location Citywide Street or Building Various Strategic Goals Improved Maintenance Recreation Wildlife Strategic Goals Sustainability Recreation Wildlife Education Description Outfall does not meet water quality criteria of MS4 general permit. This proj- ect would provide an inline treatment device. City has completed prior inspec- tions and repairs but has been unable to track and eliminate the source of the contamination. Description This is annual funding, to be matched with grants and volunteer labor, to sup- port replacing existing environmental signage or add signage. Existing signs that need replacement are at the North River. Sites for additional signage include other parks, bike paths, or other areas of Salem that have an opportu- nity for environmental education. Request Type Replacement Category Art, Culture, Historic Preservation Useful Life 10+ Phase 1 - Concept Phase Annual Total Cost $100,000 Total Cost $50,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $0 $0 $0 $0 $0 $7,500 $7,500 $7,500 $7,500 $7,500 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 320 Engi neeri ng Water Water Distribution Main System Improvements Department Engineering Water Project Number 10026 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Sustainability Improved Transportation Economic Development Description This is for major infrastructure improvements to the City water system, focused on the distribution system within the City. This includes studies, proj- ect management, and construction. Request Type Preventative Maintenance Asset Condition Fair Category Water/Sewer Useful Life 20+ Phase Annual Total Cost $4,635,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $1,100,000 $800,000 $800,000 $800,000 $800,000 $800,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 321 Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater Department Engineering Water Project Number 10217a Division Park/Recreation /Community Service Location Ward 1 Street or Building Camp Naumkeag Strategic Goals Accessibility Improved Maintenance Art/Culture Historic Preservation Sustainability Resiliency For All Ages Economic Development Recreation Education Description The water and sewer infrastructure at the existing site is significantly deterio- rated. In addition, there is no drainage systems. The site infrastructure needs investment in order to be used. This request funds assessments and capital costs associated with replacing and installing these systems. Request Type Major Renovation Asset Condition Poor Category Park & Recreation Useful Life 30+ Phase 4 - Design Total Cost $300,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $300,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 322 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS Department Engineering Water Project Number 20083 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Sustainability Resiliency Description This is for upgrades, repairs, assessments, studies, and other work related to the City’s water system. Request Type Preventative Maintenance Asset Condition Fair Category Annual Maintenance Useful Life 5+ Phase Annual Total Cost $2,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $700,000 $400,000 $400,000 $400,000 $400,000 $400,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 323 Water Transmission Main System Improvements Department Engineering Water Project Number 20085 Division Public Services /Infrastructure Location Citywide Street or Building N/A Strategic Goals Sustainability Resiliency Improved Transportation Economic Development Description This is for large infrastructure improvements to the City transmission system from the central reservoirs and tanks. Request Type Preventative Maintenance Asset Condition Fair Category Water/Sewer Useful Life 20+ Phase Annual Total Cost $5,400,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $900,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 324 Replacement of Water/Sewer Utility Truck Department Engineering Water Project Number 23062 Division Public Services /Infrastructure Location Citywide Street or Building Dps Bulding Strategic Goals Improved Maintenance Description Replacement of water utility truck for emergency water distribution repairs. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 15+ Phase 1 - Concept Total Cost $180,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $180,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 325 Fi re Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Department Fire Project Number 21012A Division Public Safety Location Citywide Street or Building N/A Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability For All Ages Increased Safety Description This is annual funding for repairs, small emergencies, small improvements, FF&E, etc. Request Type Preventative Maintenance Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $85,000 $30,000 $50,000 $50,000 $50,000 $50,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 326 Bathroom, Women’s Locker and ADA Code Upgrades Headquarters Study Department Fire Project Number 22015P Division Public Safety Location Downtown Street or Building Fire Station Headquarters Strategic Goals Accessibility Improved Maintenance Sustainability Description The current bathroom lockers are single sex and all bathrooms require ADA upgrades. This would fund study to develop cost estimate and initial designs so that the Fire Station can not only comply with codes but attract a larger tal- ent pool. Request Type Major Renovation Asset Condition Poor Category Building Project Useful Life 20+ Phase 1 - Concept Total Cost $275,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $30,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 327 Fire Station 5 - site improvements Department Fire Project Number 22500P Division Public Safety Location Ward 7 Street or Building Fire Station 5 Strategic Goals Accessibility Improved Maintenance Resiliency Improved Transportation Increased Safety Description Project makes vital exterior improvements to fire station 5 - the proposed work is essential to return the exterior of Salem Fire Station 5 to a safe and functional condition. Replace uneven ramp surface, repair sidewalks, handi- cap access, rear entrance stairs, replace the collapsed sewer line, railings, doors, lighting, paint lines, etc. There is funding available in short term that can be transferred. Request Type Major Renovation Asset Condition Failed Category Other Useful Life 30+ Phase 5 - Procurement Total Cost $125,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 328 ADA Compliance and Associated Repairs Department Library Department Fire Project Number 23012A Project Number 23012A Division Public Safety Division Park/Recreation /Community Service Location Ward 2 Location Citywide Street or Building Salem Public Library Street or Building N/A Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability For All Ages Increased Safety Strategic Goals Accessibility For All Ages Description Funding to address all remaining smaller items. It includes a new book drop. Description This is funding to implement the smaller ADA compliance issues identified in the plan. Request Type Preventative Maintenance Request Type Repair Asset Condition Fair Asset Condition Poor Category Annual Maintenance Category Other Useful Life 20+ Useful Life 20+ Phase Annual Phase Annual Total Cost $60,000 Total Cost $60,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $20,000 $35,000 $0 $0 $0 $10,000 $10,000 $20,000 $20,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 329 Vehicles for Fire Prevention inspectional services, safety officer and fire investigation Department Fire Project Number 23056 Division Public Safety Location Citywide Street or Building Fire Station Headquarters Strategic Goals Improved Transportation Increased Safety Description Funding will support the purchase of two replacement vehicles for Fire Pre- vention inspectional activities; new vehicles will replace aging, failing vehicles that have begun to require cost-inefficient maintenance. Request Type Replacement Asset Condition Failed Category Transportation Useful Life 15+ Phase 1 - Concept Total Cost $66,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $66,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 330 Replace Front line response vehicle #2 Deputy Chiefs Car Department Fire Project Number 23057 Division Public Safety Location Citywide Street or Building Fire Station Headquarters Strategic Goals Improved Maintenance Improved Transportation Increased Safety Description Replace Front line response vehicle #2 Deputy chiefs car - vehicle to be replaced is a 2000 chevy Tahoe Request Type Replacement Asset Condition Poor Category Transportation Useful Life 15+ Phase 1 - Concept Total Cost $55,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $50,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 331 Lexipol - Standard Operating Guidelines Department Fire Project Number 23573E Division Public Safety Location Citywide Street or Building Fire Station Headquarters Strategic Goals Increased Safety Description Software for Fire Dept. Request Type New Asset Condition Does Not Exist Category Other Useful Life 5+ Phase 1 - Concept Total Cost $27,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $27,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 332 Harbor Master Harbormaster Dockhouse Relocation Department Harbor Master Project Number 22020P Division Public Safety Location Ward 1 Street or Building Winter Island Park, 50 Winter Island Road at the Pier Strategic Goals Resiliency Description Structure is showing signs of decay due to exposure. Most importantly, this structure needs to be relocated due to sea level change including storm surges during coastal weather events. Request Type Repair Asset Condition Fair Category Building Project Useful Life 10+ Phase 3 - Study Total Cost $75,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $50,000 $37,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 333 Jet Propulsion unit replacement Department Harbor Master Project Number 23009 Division Public Safety Location Citywide Street or Building Harbormaster Office Strategic Goals Resiliency Increased Safety Description Replace jet propulsion unit in an existing response vessel. This project would be evaluated in FY 2026 for possible implementation to keep a front line boat in state of readiness. Request Type Major Renovation Asset Condition Good Category Equipment Useful Life 10+ Phase 1 - Concept Total Cost $25,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $25,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 334 Harbormaster Department Truck Department Harbor Master Project Number 23058 Division Public Safety Location Citywide Street or Building Harbormaster Office Strategic Goals Increased Safety Description Replace existing truck which is used for agency boat hauling/support as well as transporting parts/ material and response. Request Type Replacement Asset Condition Fair Category Equipment Useful Life 10+ Phase 1 - Concept Total Cost $58,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $58,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 335 Jet Dock system Department Harbor Master Project Number 23059 Division Public Safety Location Ward 1 Street or Building Salem Wharf Strategic Goals Improved Maintenance Increased Safety Description Floating Dock System to extend period of use during the year and life of shal- low water response vessel. This proposed equipment would elevate vessel propulsion unit (jet) out of the water to mitigate marine growth and corro- sion. Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 10+ Phase 1 - Concept Total Cost $30,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $30,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 336 Landing Cat Capital Maintenance Department Harbor Master Project Number 23073 Division Public Safety Location Citywide Street or Building Harbormaster Office Strategic Goals Resiliency Increased Safety Description Perform Capital Maintenance on primary patrol vessel to include: Welding, Damage Control Pump replacement, Bottom and deck re-surfacing. Request Type Repair/Maintenance Category Equipment Useful Life 10+ Phase 1 - Concept Total Cost $25,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $25,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Health Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 337 Health Mack Park Community Farm Phase 3 Department Health Project Number 23203 Division Park/Recreation /Community Service Location Ward 6 Street or Building Mack Park Strategic Goals Accessibility Sustainability Education Access to Food Description This phase would include replacement of the parking lot, improvement of drainage, adding ADA, and a pathway to the edible forest. This improves access to food for the community by providing improved access to the commu- nity farm, stand, and edible forest. Asset Condition Does Not Exist Category Park & Recreation Useful Life 10+ Phase 1 - Concept Total Cost $95,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $94,105 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: IT Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 338 IT IT Lifecycle Management (City) Department IT Project Number 10251 Division Gov’t/Finance/IT Location Citywide Street or Building N/A Strategic Goals Accessibility Improved Maintenance Description Regular replacement of equipment ensures up-time, maximizes staff effi- ciency and minimizes security exposure. This request increases with FY23 as we will not be submitting a separate school request, inclusive of network resources, going forward. The request is compromised of the average city request + SPS network component FY19-22 as discussed. Request Type Replacement Asset Condition Poor Category IT Useful Life 5+ Phase Annual Total Cost $1,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $783,418 $190,000 $190,000 $190,000 $190,000 $190,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 339 Li brary ADA Improvements and Associated Repairs at Library Department Library Department Fire Project Number 23012A Project Number 23012A Division Public Safety Division Park/Recreation /Community Service Location Ward 2 Location Citywide Street or Building Salem Public Library Street or Building N/A Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability For All Ages Increased Safety Strategic Goals Accessibility For All Ages Description Funding to address all remaining smaller items. It includes a new book drop. Description This is funding to implement the smaller ADA compliance issues identified in the plan. Request Type Preventative Maintenance Request Type Repair Asset Condition Fair Asset Condition Poor Category Annual Maintenance Category Other Useful Life 20+ Useful Life 20+ Phase Annual Phase Annual Total Cost $60,000 Total Cost $60,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $20,000 $35,000 $0 $0 $0 $10,000 $10,000 $20,000 $20,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 340 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Department Library Project Number 23013A Division Park/Recreation /Community Service Location Ward 2 Street or Building Salem Public Library Strategic Goals Accessibility Improved Maintenance Historic Preservation Education Description This includes small repairs and improvements, including lighting, roofing, leaks, mechanical, etc. Request Type Repair Asset Condition Poor Category Other Useful Life 20+ Phase Annual Total Cost $200,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $85,000 $20,000 $25,000 $25,000 $25,000 $25,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 341 Repairs to Brownstone Stairs Department Library Project Number 23015 Division Park/Recreation /Community Service Location Ward 2 Street or Building Library Strategic Goals Historic Preservation For All Ages Increased Safety Description Repairs to railing, cracking bottom stair, and portico to increase safety. Request Type Repair/Maintenance Asset Condition Poor Category Building Project Useful Life 20+ Phase #NO MATCH Total Cost $50,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $50,000 $50,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 342 Park & Recreati on City Wide Playground, Park Equipment replacement, Small Repairs, Site Furnishings, and Other Improvements Department Park & Recreation Project Number 10020 Division Park/Recreation /Community Service Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Recreation Increased Safety Description This is an annual appropriation to repairs to address deferred maintenance, upgrade or replace playground or park equipment and site furnishings, and address other issues identified through the Open Space Park Plan (2015) and/ or the Facility Report (2018) Asset Condition Fair Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $575,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $175,000 $100,000 $100,000 $100,000 $100,000 $100,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 343 Pioneer Village Relocation and Expanded Facility Phase 1: Relocation, Accessible Pathways, Program Expansion. Department Park & Recreation Project Number 10217b Division Park/Recreation /Community Service Location Ward 1 Street or Building Camp Naumkeag Strategic Goals Accessibility Improved Maintenance Art/Culture Historic Preservation Sustainability Resiliency Economic Development Recreation Education Description The project will renovate the site to move the Pioneer Village to new location, including trails, interpretive signage, and other amenities. The Pioneer Village is in fair conditions, but is vulnerable to climate threats. This project would also create opportunities to expand programming to include indigenous peo- ples and more updated interpretations. Includes design of Phase 2 as the design of the new site needs to consider opportunities for expansion and inte- gration with other assets in the Willows. A portion has been allocated in FY24 for FF&E/Cameras ($100k). A portion of this ($300k) is funded in separate CIP Water and Sewer lines for water/sewer/drainage improvements associated with the project. Asset Condition Poor Category Park & Recreation Useful Life 30+ Phase 4 - Design Total Cost $3,200,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $2,230,000 $820,000 $100,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 344 Court/Field and Associated Renovations Department Park & Recreation Project Number 21242A Division Park/Recreation /Community Service Location Various Street or Building N/A Strategic Goals Improved Maintenance Recreation Description Funding to upgrade courts/fields in city parks, including turf, repaving, paint- ing, irrigation, etc. Request Type Preventative Maintenance Asset Condition Fair Category Park & Recreation Useful Life 10+ Phase Annual Total Cost $500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $125,000 $100,000 $100,000 $100,000 $100,000 $100,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 345 Golf Cart Paths - Phase II Department Park & Recreation Project Number 22025P Division Park/Recreation /Community Service Location Citywide Street or Building 75 Wilson St Strategic Goals Accessibility Sustainability For All Ages Recreation Wildlife Increased Safety Description This would improve the paths at the Golf Course. Phase 1 was completed, and this phase 2 includes more wetland resource areas. The additional funds are needed for cost increases due to cost escalation. Request Type Major Renovation Asset Condition Poor Category Park & Recreation Useful Life 20+ Phase 8 - Hold Total Cost $530,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $426,000 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 346 Willows Pier Department Park & Recreation Project Number 22028P Division Park/Recreation /Community Service Location Ward 1 Street or Building Willows Strategic Goals Accessibility Resiliency Recreation Description In cooperation with the Massachusetts Office of Fishing and Boating Access and Division of Marine Fisheries, the City is replacing the existing Salem Wil- lows Pier. The existing pier, originally constructed in 1894, was heavily deteri- orated and removed in January 2022. The new pier will be constructed within a similar footprint, but will be elevated to provide greater resiliency to storm damage and rising sea level. ARPA funds are estimated at this time based upon current cost estimates. Asset Condition Failed Category Park & Recreation Useful Life 30+ Phase 4 - Design Total Cost $4,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $900,000 $600,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 347 Enhancing the Community Life Center Kitchen to Serve Salem Seniors and Residents of All Ages Department Park & Recreation Project Number 23016 Division Park/Recreation /Community Service Location Ward 2 Street or Building Community Life Center Strategic Goals For All Ages Access to Food Description The Community Life Center is a hub of activity for seniors, families and youth. More Salem residents could benefit from programs and meals at the CLC if the existing kitchen is enhanced to be a commercial kitchen. Currently, prepared congregate meals are delivered and served to seniors provided by a contracted vendor. Our goal is to cook our own food for a modest charge, provide health- ier options not only for seniors, but all ages to foster a greater sense of com- munity and activity at the CLC. Asset Condition Fair Category Building Project Useful Life 10+ Phase 3 - Study Total Cost $175,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $140,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 348 Replacement of Floating Docks at Winter Island/Sail Salem Department Park & Recreation Project Number 23575P Division Park/Recreation /Community Service Location Ward 1 Street or Building Winter Island Strategic Goals Improved Maintenance Resiliency Recreation Education Description This was submitted to CPA to replace the floating docks utlized by Sail Salem. Request Type Replacement Asset Condition Poor Category Park & Recreation Useful Life 20+ Phase 1 - Concept Total Cost $100,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 349 Parki ng Garage Improvements - Annual Repairs & ADA Compliance Department Parking Project Number 10018 Division Public Services /Infrastructure Location Downtown Street or Building N/A Strategic Goals Accessibility Improved Maintenance Improved Transportation Economic Development Increased Safety Description Funds would be allocated to repair any minor damages which may occur in the garages while the more long term restoration program and development proj- ects are still underway. Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $350,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $200,000 $80,000 $100,000 $100,000 $100,000 $100,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 350 Traffic Calming Capital Improvements Department Parking Project Number 10228 Division Public Safety Location Citywide Street or Building Various Strategic Goals Accessibility Complete Streets Sustainability Improved Transportation For All Ages Economic Development Increased Safety Description These funds would be used to conduct traffic studies, design plans and imple- ment traffic improvements to improve safety and accessibility as part of the City’s Traffic Calming Program. Request account for $200K beginning in FY23, divided amongst study/ design/ construction, with 2% increase each fiscal year. Request Type New Asset Condition Does Not Exist Category Transportation Useful Life 20+ Phase Annual Total Cost $1,300,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $120,000 $200,000 $105,000 $110,000 $115,000 $120,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 351 Bicycle Infrastructure Design, Implementation & Repairs/Improvements Department Parking Project Number 20067 Division Public Services /Infrastructure Location Citywide Street or Building Various Strategic Goals Complete Streets Sustainability Improved Transportation Recreation Increased Safety Description Develop designs based on Bike Master Plan and implement bike accommoda- tions as well as maintain existing on street elements. Asset Condition Does Not Exist Category Transportation Useful Life 10+ Phase Annual Total Cost $525,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $300,000 $50,000 $210,000 $215,000 $220,000 $225,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 352 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance Department Parking Project Number 22063A Division Public Services /Infrastructure Location Downtown Street or Building Various Strategic Goals Complete Streets Improved Maintenance Sustainability Improved Transportation For All Ages Economic Development Description Funds to repave and stripe Crombie and Salem Green Lots which may involve installation of charging stations as well as sustainability/drainage improve- ments. Funds to restripe Crescent Lot. Also seeking funds to begin design efforts for Sewall St lot to reconstruct lot and improve vehicle and pedestrian circulation as well as install kiosks (funds for kiosks already in place). Funds would also cover ongoing maintenance of lots moving forward. Request Type Replacement Asset Condition Does Not Exist Category Equipment Useful Life 15+ Phase Annual Total Cost $710,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $75,000 $50,000 $50,000 $52,000 $55,000 $58,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 353 Fort Ave/Columbus Ave Intersection Re-Design Project Department Parking Project Number 23018 Division Public Services /Infrastructure Location Ward 1 Street or Building Willows Strategic Goals Accessibility Complete Streets Sustainability Improved Transportation For All Ages Recreation Increased Safety Description Develop design plans with the goal of introducing geometric improvements that result in reduced travel speeds, safer conditions and enhanced accessibil- ity for motorists, cyclists and pedestrians. The study area includes Fort Avenue where it intersects with Winter Island Road, Columbus Avenue, Columbus Square and Memorial Drive. Request Type Major Renovation Asset Condition Fair Category Transportation Useful Life 20+ Phase 1 - Concept Total Cost $1,582,800 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $183,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 354 Pl anning Palmer Cove Park Renovation Phase 2 Department Planning Project Number 10125P Division Park/Recreation /Community Service Location Ward 5 Street or Building Palmer Cove Park Strategic Goals Accessibility Art/Culture Resiliency Affordable Housing Recreation Access to Food Description First phase of implementation of park master plan was completed in October 2021, and the remaining areas of the park are in poor condition and do not meet the recreation, accessibility, and resiliency needs of the neighborhood and community. The City is also seeking state and federal grants. Asset Condition Poor Category Park & Recreation Useful Life 30+ Phase 4 - Design Total Cost $1,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $500,000 $255,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 355 Harmony Grove Multiuse Path Study/Design Department Planning Project Number 20200 Division Public Services /Infrastructure Location Ward 6 Street or Building Harmony Grove Road Strategic Goals Accessibility Complete Streets Sustainability Resiliency Improved Transportation For All Ages Economic Development Recreation Increased Safety Description Joint study and design with the City of Peabody to address critical gap in region’s expanding multiuse path network and build climate resiliency for path, freight rail line, SESD sewer interceptor, and surrounding properties. Request Type New Asset Condition Poor Category Study Only Useful Life 20+ Phase 3 - Study Total Cost $322,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $25,000 $12,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 356 Old Town Hall & Artists’ Row Annual Repairs, Minor Renovations, Studies Etc. (non-ADA) Department Planning Project Number 21233A Division Park/Recreation /Community Service Location Downtown Street or Building Old Town Hall and Artists’ Row Strategic Goals Improved Maintenance Art/Culture Historic Preservation Economic Development Increased Safety Description Old Town Hall and Artists’ Row are in fair condition overall, but there are some code issues, elevator needs, etc. This is for small repairs, improvements, and studies for larger improvements. Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $150,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $60,000 $20,000 $30,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 357 Dickson Chapel Restoration Phase 1 Department Planning Project Number 22036P Location Ward 6 Street or Building Greenlawn Cemetery Strategic Goals Improved Maintenance Historic Preservation Description Restoration of the exterior of Dickson Chapel, Phase 1. This includes design for full restoration. Request Type Major Renovation Asset Condition Fair Category Building Project Useful Life 30+ Phase 2 - Initiated Total Cost $90,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $30,000 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 358 Neighborhood Interpretive Signs Department Planning Project Number 22040P Location Citywide Street or Building Salem Willows, Greenlawn Cemetery, Bridge Street, Forest River Park, Description This project would continue an effort first started in 2012, when the City received a grant from the Massachusetts Historical Commission (MHC) for the design of 13 interpretive sign panels with historic images and meaningful nar- ratives to highlight the historic significance of specific neighborhoods in Salem. Since that time, the City has installed 6 of the 13 signs through a com- bination of grant, CDBG and construction project funding. We are now seeking CIP funding to fabricate the remaining 7 signs. The cost of fabrication is approximately $2,000 per sign panel for a total of $14,000 for seven signs. This is the only cost associated with the project as the designs and bid specifica- tions for the panels were funded through the 2012 MHC grant. The project consists of bidding the work, awarding the contract, and proofing the sign mock-up. The signs will be installed by DPS. The project will be completed within four months of the funding. New signs to be installed: Salem Willows, Bridge Street Neck, Greenlawn Cem- etery, North Salem, Blubber Hollow, Forest River Park Neighborhood and Cas- tle Hill Request Type New Asset Condition Does Not Exist Category Art, Culture, Historic Preservation Useful Life 15+ Phase 3 - Study Total Cost $14,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $14,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 359 Old Town Hall Restorations Phases 2&3 (Phase 2: Design, Feasibility, & Cost Estimating; Phase 3: Construction) Department Planning Project Number 22041P Division Park/Recreation /Community Service Location Downtown Street or Building 32 Derby Square Strategic Goals Accessibility Art/Culture Historic Preservation Sustainability Resiliency For All Ages Economic Development Increased Safety Description The project is to restore and renovate Old Town Hall to allow for increased uti- lization with a focus as an Arts & Culture Community Center for Salem. The project would be conducted over a two-year period (current estimate is Janu- ary 2023 through December 2025 but may change). The proposed work includes life safety, structural, and accessibility upgrades as well as bathroom and acoustical improvements. ARPA funding is match for a pending federal grant. Asset Condition Poor Category Art, Culture, Historic Preservation Useful Life 20+ Phase 4 - Design Total Cost $8,465,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $100,000 $1,000,000 $100,000 $50,000 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 360 Artists’ Row Roof Repair Department Planning Project Number 23021 Division Public Services /Infrastructure Location Downtown Street or Building Old Town Hall and Artists’ Row Strategic Goals Improved Maintenance Art/Culture Description The roofs on 3 of the 6 buildings that make up artists’ row are currently known to have multiple leaks. Sheet metal is rusting and pulling away from building; gutters, downspouts, and soffits are all part of the roof construction as one piece and many are rotting and falling off. Maintenance/replacement is needed to all 6 buildings’ roofs in an immediate manner to prevent further dilapidation and damage to interiors. Based on on-site verbal quote from con- tractor we are estimating repair costs of approximately $10,000 per roof. Writ- ten quote still pending. Request Type Repair/Maintenance Asset Condition Failed Category Art, Culture, Historic Preservation Useful Life 15+ Phase 1 - Concept Total Cost $60,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 361 Charlotte Forten Memorial Project Department Planning Project Number 23022 Division Public Services /Infrastructure Location Downtown Street or Building Charlotte Forten Park Strategic Goals Art/Culture Resiliency Description The project will commission, fabricate, and install a traditional bronze figura- tive sculpture memorializing the life and legacy of Charlotte Forten, poet, educator, abolitionist & more; as well as an artist-designed shade structure featuring poems and writings by Charlotte, to be located in, around, & above the city park recently dedicated in her honor. The shape of this project has been forged through multiple robust community engagement endeavors which ultimately pointed us to the bronze media chosen for the monument itself. We view this process as an opportunity to both celebrate a famous Black leader in Salem’s history with the same weight and magnitude as that afforded to white men of history; as well as celebrate the larger narrative of Salem’s strong abolitionist history that often goes untold. We believe this proj- ect serves as a crucial intervention towards building collective knowledge and empowerment for Salem’s diverse community in the past, present, and the future. Asset Condition Good Category Art, Culture, Historic Preservation Useful Life 30+ Phase 1 - Concept Total Cost $125,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $125,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 362 Volunteer Bridge Rehabilitation by Salem Sound CoastwatchOASTWATCH Department Planning Project Number 23028 Division Park/Recreation /Community Service Location Ward 7 Street or Building Forest River Conservation Area Strategic Goals Accessibility Improved Maintenance Sustainability Recreation Education Increased Safety Description Rehabilitation of boardwalk, improvements, public access, and enhanced out- door education opportunities within the Forest River Conservation Area. Request Type New Asset Condition Poor Category Other Useful Life 20+ Phase 1 - Concept Total Cost $100,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $66,149 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 363 Community Life Center Mural Department Planning Project Number 23029 Division Park/Recreation /Community Service Location Ward 2 Street or Building Community Life Center Strategic Goals Art/Culture For All Ages Description There has been a goal to have public art at the Community Life Center. The project is focused on a mural to be commissioned for the interior of the CLC. Request Type New Asset Condition Does Not Exist Category Art, Culture, Historic Preservation Useful Life 20+ Phase 2 - Initiated Total Cost $30,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $30,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 364 Planning, Policy, and Zoning Studies Department Planning Project Number 23074 Division Public Services /Infrastructure Location Citywide Street or Building various Strategic Goals Accessibility Complete Streets Art/Culture Historic Preservation Sustainability Resiliency Improved Transportation For All Ages Economic Development Affordable Housing Recreation Wildlife Description Each year, the Planning Department works on plans, policies, and zoning. Typ- ically, these initiatives are partially grant supported and require an allocation from the City as a match. Rather than making requests throughout the year, we are proposing to establish an annual source that can be used as the work advances. Request Type New Asset Condition Does Not Exist Category Study Only Useful Life 15+ Phase Annual Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $50,000 $50,000 $50,000 $50,000 $50,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 365 Historic Cemetery Headstone and Tomb Conservation Department Planning Project Number 23075 Division Park/Recreation /Community Service Location Various Street or Building various Strategic Goals Historic Preservation Description Salem has five historic cemeteries with a collection of slate, marble and gran- ite headstones in varying degrees of condition (tilted, broken, fallen, delami- nated). Without conservation, the city’s historic headstones may be irreparably damaged resulting in the loss of historic and cultural resources, blighted conditions in cemeteries that serve as public open spaces, and dimin- ished respect for the memorialization of past Salem residents. Headstone con- servation was identified as priority needs in the recent Broad Street Cemetery Preservation Plan and the Greenlawn Cemetery Master Plan. In addition, pre- vious plans for Charter Street Cemetery, Howard Street Cemetery and Friends Cemetery all cited significant needs for headstone conservation. Work to be undertaken in a phased approach with 100 headstones ($550/ headstone) targeted for conservation each year. Request for $55,000 annually. This includes tomb restoration at Broad. Request Type Repair/Maintenance Asset Condition Poor Category Art, Culture, Historic Preservation Useful Life 15+ Phase Annual Total Cost $165,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $30,000 $30,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 366 Old Town Hall & Artists’ Row ADA Compliance and Associated Repairs Department Planning Project Number 23233A Division Park/Recreation /Community Service Location Downtown Street or Building Old Town Hall and Artists’ Row Strategic Goals Improved Maintenance Art/Culture Historic Preservation Economic Development Increased Safety Description Funding to address ADA complinace issues at Old Town Hall and Artists’ Row. Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $50,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $20,000 $30,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 367 South Salem Commuter Rail Study Department Planning Project Number 23578P Division Public Services /Infrastructure Location Ward 3 Street or Building New Strategic Goals Sustainability Improved Transportation For All Ages Economic Development Affordable Housing Increased Safety Description Federal Consolidated Appropriations Act included $372,000 in Community Project Funding for the Conceptual Design of the South Salem Commuter Rail Stop Project. The City of Salem has a required match of $93,000. Asset Condition Does Not Exist Category Transportation Useful Life 10+ Phase 1 - Concept Total Cost $465,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $93,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 368 Pol ice Police/Fire Radio Communications Department Police Project Number 20011 Division Public Safety Location Citywide Street or Building N/A Strategic Goals Improved Maintenance Resiliency Improved Transportation Economic Development Increased Safety Description This is an integrated system of towers, receivers, mobile equipment and other devices that coordinates communication for Police and Fire. Existing system is not supported anymore, cannot easily get parts. System is intermittent and sporadic which disables communications during public safety, public health, and other emegency response. Asset Condition Poor Category Equipment Useful Life 20+ Phase 5 - Procurement Total Cost $2,800,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $300,000 $2,500,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 369 Vehicle Replacement Plan - Patrol and Non Patrol - Department Police Project Number 20038 Division Public Safety Location Citywide Street or Building Police Headquarters Strategic Goals Sustainability Improved Transportation Increased Safety Description Annual investment, including various Dept. vehicles. This is for 5 total vehicles, a number of which are hybrid. Request Type Replacement Asset Condition Poor Category Transportation Useful Life 5+ Phase 6 - Implementation Total Cost $1,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $400,000 $187,000 $200,000 $300,000 $200,000 $300,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 370 Cameras - Community/Police Department Police Project Number 20039 Division Public Safety Location Citywide Street or Building Various Strategic Goals Historic Preservation For All Ages Economic Development Recreation Increased Safety Description Acts of vandalism in locations where the City has invested funds has occurred with no information for successful prosecution. Additionally, equiopment will provide visual oversight for evidence for the integrity of drugs, guns, money & other valuables brought into our possession. Request Type New Asset Condition Does Not Exist Category IT Useful Life 10+ Phase Annual Total Cost $200,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $90,000 $45,000 $45,000 $45,000 $50,000 $50,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 371 Salem Police Headquarters General Repairs, Upgrades, FF&E, Studies, and Associated Replacements Department Police Project Number 21239A Division Public Safety Location Ward 3 Street or Building Salem Police Headquarters 95 Margin Street Strategic Goals Accessibility Improved Maintenance Sustainability For All Ages Increased Safety Description Many improvements will make current building fixtures ADA compliant, and some will replace current building fixtures completely. This includes funding for parking lot study. Request Type New Asset Condition Does Not Exist Category Building Project Useful Life 20+ Phase Annual Total Cost $200,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $75,000 $35,000 $30,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 372 Body Worn Cameras Department Police Project Number 22300E Division Public Safety Location Citywide Street or Building Salem Police Department Headquarters Strategic Goals Accessibility Sustainability Description This funding is a match for grant and other funding. It includes cameras, a website/hosting, and other associated equipment. Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Phase 5 - Procurement Total Cost $375,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $90,000 $67,220 $67,220 $88,000 $88,000 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 373 Police Headquarters - Flooring replacement Department Police Project Number 23030 Division Public Safety Location Ward 3 Street or Building Salem Police Department Headquarters Strategic Goals Improved Maintenance Increased Safety Description Salem Police Headquarters was built 30 years ago and consists of rooms and spaces for administrative, auxiliary, technical, patrol and criminal investigative divisions spanning over 31,000 square feet. Due to the building being utilized 24/7, extensive wear and tear to the flooring (linoleum tile and carpeting) has occurred and it is in need of replacing. Particular areas of concern are the stair- wells and other high traffic areas such as the locker rooms and hallways. Request Type Replacement Asset Condition Poor Category Building Project Useful Life 30+ Phase 1 - Concept Total Cost $190,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 374 PSGP 2020 Harbor Security Camera Project Expansion Department Police Project Number 23033 Division Public Safety Location Ward 1 Street or Building Blaney Street Wharf Strategic Goals Accessibility Increased Safety Description Funding would support the the purchase of twelve harbor securityto increase domain awareness, detection, response, and recovery capabilities. Eight of the cameras will be replacing existing antiquated equipment that was previously owned by a natural gas converted coal-fired powerplant and fourcameras will be new installations along the recently acquired shipping berth adjacent to the Harbor. These cameras will be integrated into the existing 2005 PSGP funded Harbor camera network. Funds will cover the 25% required match ($32,500). Request Type Replacement Asset Condition Poor Category Equipment Useful Life 10+ Phase 3 - Study Total Cost $130,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $32,500 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 375 Small ADA Compliance and Associated Repairs Department Police Project Number 23239A Division Public Safety Location Ward 3 Street or Building Salem Police Headquarters 95 Margin Street Strategic Goals Accessibility Improved Maintenance Sustainability For All Ages Increased Safety Description This funding is for small improvements and repairs as well as building FF&E at the Police station, and includes funding for studies for capital improvements. Request Type New Asset Condition Does Not Exist Category Building Project Useful Life 20+ Phase Annual Total Cost $30,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $30,000 $15,000 $15,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 376 Publi c Servi ces DPS Building Project Department Public Services Project Number 10133 Division Public Services /Infrastructure Location Ward 3 Street or Building Dps Bulding Strategic Goals Accessibility Improved Maintenance Sustainability Resiliency Improved Transportation For All Ages Economic Development Affordable Housing Increased Safety Description Please see City of Salem Facilities Assessment for further information regard- ing this project. Request Type New Asset Condition Poor Category Building Project Useful Life 30+ Phase 9 - Complete Total Cost $50,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $185,000 $250,000 $1,000,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 377 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries Department Public Services Project Number 21234A Division Public Services /Infrastructure Location Various Street or Building DPS and Greenlawn Strategic Goals Accessibility Improved Maintenance Sustainability Resiliency Increased Safety Description This is for small repairs, improvements, and other upgrades to DPS buildings and facilities, including 5 Jefferson and at Greenlawn. Request Type Repair Asset Condition Poor Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $100,000 $15,000 $25,000 $25,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 378 Expansion of Greenlawn Cemetery Interment Department Public Services Project Number 23035 Division Public Services /Infrastructure Location Ward 6 Street or Building Greenlawn Cemetery Strategic Goals Historic Preservation Sustainability For All Ages Increased Safety Description Greenlawn is running out of interment space 1-2 years left this funding to sta- bilize burial services funding for perpetual care. Request Type Major Renovation Asset Condition Does Not Exist Category Other Useful Life 30+ Phase 3 - Study Total Cost $1,200,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 379 Update Safety and SOP for trench safety and general best practices plans and manuals for DPS operations Department Public Services Project Number 23036 Division Public Services /Infrastructure Location Citywide Street or Building Dps Bulding Strategic Goals Improved Maintenance Education Description Funding to update Safety and SOP for trench safety and general best practices for operations for the DPS Request Type New Asset Condition Does Not Exist Category Other Useful Life 30+ Phase 1 - Concept Total Cost $50,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $50,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 380 JD Front Loader (replacement of loader #41) Department Public Services Project Number 23060 Division Public Services /Infrastructure Location Citywide Street or Building Dps Bulding Strategic Goals Accessibility Improved Maintenance Resiliency Improved Transportation Recreation Description Existing is from 2001. Cost of repairs annually is very expensive, $80k last year. Used for all divisions. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 20+ Phase 1 - Concept Total Cost $290,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $290,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 381 Traffic Division Utility Truck Department Public Services Project Number 23065 Division Public Services /Infrastructure Location Citywide Street or Building Dps Bulding Strategic Goals Complete Streets Improved Maintenance Description Replacement of 2009 traffic utility truck for city wide sign upkeep Request Type Replacement Asset Condition Poor Category Equipment Useful Life 15+ Phase 1 - Concept Total Cost $170,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $170,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 382 Greenlawn Ongoing Roadway and Drainage Improvments Department Public Services Project Number 23076 Division Public Services /Infrastructure Location Ward 6 Street or Building Greenlawn Cemetery Description Ongoing improvements to roadway and drainage through out Greenlawn cemetery. This would reduce flooding during large storm events which are eroding the natural areas and the roads. This space is used for recreation also. Category Annual Maintenance Useful Life 30+ Phase Annual Total Cost $150,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $75,000 $75,000 $75,000 $75,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 383 ADA Improvements and Associated Repairs- DPS & Cemeteries Department Public Services Project Number 23234A Division Public Services /Infrastructure Location Various Street or Building DPS and Greenlawn Strategic Goals Accessibility Improved Maintenance Sustainability Resiliency Increased Safety Description This funding is for ADA and associated repairs at DPS facilities. Request Type Repair Asset Condition Poor Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $40,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $20,000 $20,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 384 School Architectural/Interior, Site Repairs, Upgrades, Studies Schools Department School Project Number 20049 Division Education Location Citywide Street or Building Schools Strategic Goals Accessibility Improved Maintenance Sustainability For All Ages Education Increased Safety Description Includes general repairs and improvements to include carpet repairs, flooring, playgrounds, Saltonstall masonry, signage, and other improvements. This includes FF&E and studies related to school capital facility needs. Estimated based upon industry wide cost estimates of maintenance for schools and sq. ft. over 5 year period. Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $1,250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $265,000 $75,000 $200,000 $200,000 $300,000 $400,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 385 ADA and Associated Repairs Schools Department School Project Number 20049A Division Education Location Citywide Street or Building Schools Strategic Goals Accessibility Improved Maintenance Sustainability For All Ages Education Increased Safety Description This is the cost associated with the smaller ADA improvements in the schools as identified in the IHCD report (escalated for labor, construction escalation, and design costs) Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $1,500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $75,000 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 386 School Life Safety, MEP, Utility, Roof Repairs, Upgrades, Studies Department School Project Number 20051 Division Education Location Citywide Street or Building All Schools Strategic Goals Improved Maintenance Sustainability Improved Transportation Education Increased Safety Description This funding is for smaller repairs, replacements, and other upgrades to MEP, utility, and life safety systems at the school facilities. Includes roof repairs, studies, water heaters, and other related needs. Request also includes funding for studies for larger capital needs. Request Type Repair Asset Condition Fair Category Annual Maintenance Useful Life 20+ Phase Annual Total Cost $1,250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $480,000 $200,000 $250,000 $250,000 $250,000 $250,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 387 IT Life cycle Management Staff/Infrastructure Department School Project Number 20111A Division Education Location Citywide Street or Building N/A Strategic Goals Education Description Regular replacement ensures up-time, maximizes staff efficiency and mini- mizes security exposure. Request Type Replacement Asset Condition Poor Category IT Useful Life 5+ Phase Annual Total Cost $1,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $200,000 $200,000 $200,000 $200,000 $200,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 388 IT Life cycle Management Student Devices Department School Project Number 20112A Division Education Location Citywide Street or Building N/A Strategic Goals Education Description Regular replacement ensures up-time, maximizes staff efficiency and mini- mizes security exposure. CBA Footprint funds. Request Type Replacement Asset Condition Poor Category IT Useful Life 5+ Phase Annual Total Cost $1,250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $250,000 $200,000 $200,000 $200,000 $200,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 389 Bates Envelope Repair Project Department School Project Number 20113 Division Education Location Ward 6 Street or Building Bates School Strategic Goals Improved Maintenance Resiliency Education Increased Safety Description Envelope has serious issues with failing pointing, flashing, masonry, sealants. Request Type Repair Asset Condition Failed Category Building Project Useful Life 30+ Phase 8 - Hold Total Cost $1,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $75,000 $900,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 390 District Camera and Access Control Department School Project Number 21024P Division Education Location Citywide Street or Building District Wide Strategic Goals Education Increased Safety Description This project would allow us to outfit our schools with integrated web based security cameras and access control. The remaining funds needed for this proj- ect will come from the school. Request Type New Asset Condition Poor Category Building Project Useful Life 10+ Phase 5 - Procurement Total Cost $500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $500,000 $200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 391 Collins Roof/Masonry Repair Department School Project Number 22060P Division Education Location Ward 6 Street or Building Collins Strategic Goals Improved Maintenance Sustainability Resiliency Education Increased Safety Description Repairs as identified following a roof assessment. Repairs necessary as the result of storms, and some work is covered under warranty. Request Type Repair Asset Condition Poor Category Building Project Useful Life 15+ Phase 3 - Study Total Cost $233,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $125,000 $110,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 392 Districtwide Sprinkler Repairs Department School Project Number 23049 Division Education Location Citywide Street or Building Various Strategic Goals Education Increased Safety Description This is to replace the sprinklers to meet code. All schools have some deficien- cies. This includes cost to retest as needed. This is Phase 2 of the project. Request Type Replacement Asset Condition Poor Category Building Project Useful Life 10+ Phase 3 - Study Total Cost $250,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $265,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 393 Replace Failed SHS Ventilation Rooftop Units Department School Project Number 23050 Division Education Location Ward 3 Street or Building Salem High School Description These units have failed, and provide ventilation to the auditorium. Without fixing these unit, the auditorium does not get fresh air. Numerous events are held in this space. Only 1 unit works out of 4. The team is investigating which units can be repaired versus replaced, which would bring the cost down. How- ever, these units are no longer made, so repair is difficult. Funding would come from ESSER or ARPA grant funds. Asset Condition Failed Category Building Project Useful Life 20+ Phase 1 - Concept Total Cost $500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $500,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 394 New Liberty and Salem Prep Schools Facility Department School Project Number 23579P Division Education Location Citywide Street or Building TBD Strategic Goals Accessibility Improved Maintenance Sustainability Education Description The existing facility is in the Museum Place Mall and costs $330k per year in lease costs. These successful programs do not have the right space for their needs. The plan is to relocate these facilities and provide the right space for the needs, which will save the City lease costs also. Request Type Replacement Asset Condition Poor Category Building Project Useful Life 20+ Phase 1 - Concept Total Cost $1,700,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 395 Sustai nabi l ity Comprehensive Energy and Water Upgrades at City and School Facilities Department Sustainability Project Number 22061P Division Gov’t/Finance/IT Location Citywide Street or Building Various Strategic Goals Improved Maintenance Sustainability Resiliency Education Description This project will upgrade all applicable buildings and sites in City portfolio that use energy and/or water to be more efficient, sustainable, and modern. Sys- tems include lighting, HVAC, heating, water, and other applicable. This project aims to significantly move Salem towards carbon neutrality. This includes improving mechanical, air quality, and reducing energy use in City Hall, This is can be phased. Request Type Replacement Asset Condition Fair Category Building Project Useful Life 20+ Phase 3 - Study Total Cost $5,000,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 396 Community Wide Climate Change/Watershed Model Studies Future Neighbhorhoods Department Sustainability Project Number 23047 Division Public Services /Infrastructure Location Citywide Street or Building Citywide Strategic Goals Improved Maintenance Historic Preservation Sustainability Resiliency Improved Transportation Economic Development Affordable Housing Recreation Wildlife Access to Food Description This request if for future climate change deep dive models, similar to that done for the Point, for other neighborhoods. The goal of each is to conduct intensive neighborhood outreach and combine coastal and rain related flood- ing, to come up with various alternative to mitigate impacts. Instead of look- ing at each Seawall, this takes a neighborhood approach. The plan is to conduct one study every two years, with the alternate year used to finalize design for the solutions. Their are at least 8 coastal areas that should get a deeper dive: Danvers River/Kernwood Area, North River (including Franklin Street and Bridge Street/MBTA), Collins Cove, Willows/Winter Island, Derby Street/South River, Point/South River (underway), South Salem/Forest River Park (to Marblehead line), Forest River Tidal (area upstream of tide gate off of Lafayette). Engineering has applied for a grant for the Collins Cove area, which if received this project would proceed. Request Type Major Renovation Asset Condition Poor Category Study Only Useful Life 30+ Phase 1 - Concept Total Cost $500,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $200,000 $50,000 $0 $75,000 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 397 Climate Change Resiliency Project - Point - Design Department Sustainability Project Number 23048 Division Public Services /Infrastructure Location Ward 1 Street or Building Palmer Cove Park Strategic Goals Improved Maintenance Sustainability Resiliency Economic Development Increased Safety Description This project will continue the work of the Climate Change Deep Dive in the Point, selecting a priority project to continue into design. It is expected that CZM state grant funds will be used to supplement the project. Request Type Major Renovation Asset Condition Poor Category Other Useful Life 30+ Phase 3 - Study Total Cost $400,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $400,000 $0 $0 $0 $150,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 398 Environmental Education Signage Department Engineering Sewer Department Sustainability Project Number 23077 Project Number 23077 Division Park/Recreation /Community Service Location Citywide Street or Building Various Strategic Goals Improved Maintenance Recreation Wildlife Strategic Goals Sustainability Recreation Wildlife Education Description Outfall does not meet water quality criteria of MS4 general permit. This proj- ect would provide an inline treatment device. City has completed prior inspec- tions and repairs but has been unable to track and eliminate the source of the contamination. Description This is annual funding, to be matched with grants and volunteer labor, to sup- port replacing existing environmental signage or add signage. Existing signs that need replacement are at the North River. Sites for additional signage include other parks, bike paths, or other areas of Salem that have an opportu- nity for environmental education. Request Type Replacement Category Art, Culture, Historic Preservation Useful Life 10+ Phase 1 - Concept Phase Annual Total Cost $100,000 Total Cost $50,000 Five Year Capital Plan Previously Approved FY23 Requested FY24 Projected FY25 Projected FY26 Projected FY27 Projected $0 $100,000 $0 $0 $0 $0 $0 $7,500 $7,500 $7,500 $7,500 $7,500 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Impact of Capital Improvement Plan on Operating Budget Department Description Funding Cost Impact Assessor City wide aerial imagery and software that documents changes in parcels CIP Fund 12,000.00 $ New Investment for Economic Growth Increases Revenue Assessor Justappraised software for entering deeds. CIP Fund 14,800.00 $ Increased Efficiency New Investment for Economic Growth Building ADA Compliance and Associated Improvements CIP Fund 30,000.00 $ Code Compliance Preventative Maintenance Building Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements CIP Fund 75,000.00 $ Decreased Maintenance Building City Hall Long Term Restoration Study CIP Fund 40,000.00 $ Asset Preservation Building City Hall Phased Short Term Priority Improvements CIP Fund 85,000.00 $ Asset Preservation Preventative Maintenance Clerk High Speed Scanner for Voting and Multilanguage Software CIP Fund 32,000.00 $ Increased Efficiency Increases Operational Costs Clerk Vital Records Books - Prservation CPA 15,430.00 $ Asset Preservation/Maintenance Increases Operational Costs Electrical ADA walk signal buttons CIP Fund 20,000.00 $ No Impact Code Compliance Electrical FORD F 650 AREAL/Bucket TRUCK GF Bond 175,000.00 $ No Impact Engineering Municipal Boston Street Complete Upgrade - Design GF Bond 210,000.00 $ Increased Efficiency Improves Safety of Asset Asset Preservation Engineering Municipal Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) GF Bond 1,200,000.00 $ Decreased Maintenance Engineering Municipal Citywide Roads, Sidewalks, and Crosswalks (Chapter 90) Grants 870,000.00 $ Decreased Maintenance Asset Preservation Engineering Municipal Citywide Seawall Improvements and Studies CIP Fund 50,000.00 $ Asset Preservation Engineering Municipal Endicott and Pratt Streets Reconstruction Grants 197,000.00 $ No Impact Decreased Maintenance Engineering Municipal Essex Street Roadway & Townhouse Sq. CIP Fund 200,000.00 $ Decreased Maintenance Asset Preservation Engineering Municipal Furlong Park Soil Remediation CIP Fund 170,000.00 $ No Impact Engineering Municipal McGrath Park Soils Remediation - GF Bond 300,000.00 $ Improves Safety of Asset Asset Preservation Engineering Municipal Riley Plaza Median Strip Grants 25,000.00 $ No Impact Decreased Maintenance Engineering Municipal Transfer Station Clean Up Phase 2 Capping GF Bond 2,200,000.00 $ Improves Safety of Asset Asset Preservation Engineering Municipal Washington Street Outdoor Seating ARPA 270,000.00 $ New Investment for Economic Growth Increases Revenue Engineering Sewer Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction Sewer Bond 400,000.00 $ Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Sewer Derby St. Interceptor Sewer Cleaning and Evaluation Retained Earning 125,000.00 $ No Impact Engineering Sewer Ocean Ave Stormwater Pump Station ARPA 370,000.00 $ Increases Operational or Maintenance Costs Engineering Sewer Palmer Cove Park Drain Outfall Installation of Stormwater Treatment Sewer Bond 100,000.00 $ Code Compliance Engineering Sewer Point Area Neighborhood Catch Basin Screening & Improvements Retained Earning 100,000.00 $ Decreased Maintenance Asset Preservation/Maintenance Engineering Sewer SSES Report Implementation (eliminate I/I sources citywide) Sewer Bond 600,000.00 $ Increased Efficiency Decreased Maintenance Engineering Water Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS Water Bond 400,000.00 $ Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Water Pioneer Village Relocation and Expanded Facility Phase 1: Sewer/Water/Stormwater Water Bond 100,000.00 $ New Investment for Economic Growth Asset Preservation Capital Planning Engineering Water Replacement of Water/Sewer Utility Truck Retained Earning 180,000.00 $ No Impact Engineering Water Water Distribution Main System Improvements Water Bond 800,000.00 $ Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Water Water Transmission Main System Improvements Water Bond 1,000,000.00 $ Increased Efficiency Decreased Maintenance Preventative Maintenance Fire ADA Compliance and Associated Repairs CIP Fund 20,000.00 $ Decreased Maintenance Code Compliance Asset Preservation Fire Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements CIP Fund 30,000.00 $ Decreased Maintenance Code Compliance Asset Preservation Fire Bathroom, Women's Locker and ADA Code Upgrades Headquarters Study CIP Fund 30,000.00 $ Fire Fire Station 5 - site improvements CIP Fund 100,000.00 $ Decreased Maintenance Improves Safety of Asset Code Compliance Fire Lexipol - Standard Operating Guidelines CIP Fund 27,000.00 $ Improves Safety of Asset Fire Replace Front line response vehicle #2 Deputy Chiefs Car CIP Fund 50,000.00 $ Increased Efficiency Decreased Maintenance Asset Preservation/Maintenance Improves Safety of Asset Fire Vehicles for Fire Prevention inspectional services, safety officer and fire investigation CIP Fund 66,000.00 $ Improves Safety of Asset Code Compliance Increases Operational Costs Harbor Master Harbormaster Department Truck CIP Fund 58,000.00 $ Decreased Maintenance Improves Safety of Asset ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 400 Department Description Funding Cost Impact Harbor Master Harbormaster Dockhouse Relocation Grants 37,000.00 $ Harbor Master Jet Dock system Revolving 30,000.00 $ Decreased Maintenance Asset Preservation/Maintenance Harbor Master Jet Propulsion unit replacement Revolving 25,000.00 $ Improves Safety of Asset Harbor Master Landing Cat Capital Maintenance Revolving 25,000.00 $ Improves Safety of Asset Health Mack Park Community Farm Phase 3 ARPA 94,105.00 $ Increases Operational or Maintenance Costs Asset Preservation/Maintenance Code Compliance IT IT Lifecycle Management (City) CIP Fund 190,000.00 $ No Impact ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 Govern- ment Financial Condition, International City Management Association. ---PAGE BREAK--- Departmental Budgets ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 403 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, she appointments department staff and board members, submits the annual budget to the City Council, approves all finan- cial instruments and contracts, recommends bond issues, legislation, and orders to the City Council, and represents the City with other governmental entities. As the general administrator of all City departments, she is respon- sible for the operations of City government in carrying out the people’s work and ensuring the City’s overall welfare. The Mayor serves as Chair of the School Committee, the Board of Public Library Trustees, the Salem Harbor Port Authority, the Board of Trust Fund Commissioners, and the North Shore Coali- tion. The Mayor also serves on the Commonwealth’s Seaport Economic Advi- sory Council and the Salem Housing Authority. The Office of the Mayor ensures that Salem’s residents, businesses, and visitors receive the highest quality services and assistance that is available to them within the Mayor’s jurisdic- tion. 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 Continue and broaden efforts to address issues of housing affordability and home insecurity. Continue to work with the City Council on a pro-active agenda to profes- sionalize local government and lead Salem forward. Continue comprehensive school improvement process for Salem Public Schools. Continue to enhance the management of Haunted Happenings and other special events in the City. Continue efforts to improve and enhance Salem’s waterfront activity, parks and open spaces, residential neighborhoods, and downtown. Continue oversight of concurrent and planned public and private capital projects. Continue to offer the highest quality customer/constituent services and responsiveness. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals The goals of the Mayor’s Office are closely aligned to the City’s overall strategic plan goals. As the most frequently utilized portal to local government by constituents, the Mayor’s Office places a high priority on customer service, responsiveness, and transparency. By seeking to reduce response times to constituent inquiries the Office aims to improve communication and maintain a high level of responsiveness and accessibility. The Office remains deeply engaged in the City’s COVID-19 response efforts. The Office is also actively involved in the implementation of performance measurement and evaluation programs, transparency and resident engage- ment, and other improvement initiatives. Communication and transparency are also achieved through the Neighborhood Improvement Advisory Council (NIAC) and the Salem State University Neighborhood Advisory Council (SSUNAC), which are made up of residents and are chaired by the Chief of Staff. It is also met through the deployment of innovative platforms and tools, such as SeeClickFix and the BuildingSalem public information initiative. The Mayor’s Office includes the City’s Latino Affairs Coordinator and LGBT Liaison, and oversees the Salem for All Ages initiative, the Mayor’s Homelessness Task Force, the Scholarship and Education Committee, the Board of Trust Fund Commissioners, and the Problem Properties Task Force. The Mayor’s Office develops the Mayor’s annual budget and seeks to annually develop, in part- nership with the Finance Department, an on-time, balanced budget and five- year capital plan that meet the GFOA’s highest standards. The Mayor’s Office prepares and files the Mayor’s policy proposals to the City Council, including Orders, Ordinances, Resolutions, and Appointments/Reappointments. The Mayor’s Office help communicate critical public information about City services, programs, projects, and other time sensitive notifications to the public. ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 404 The Mayor and her staff work to advance the City’s housing and economic growth goals, implementation of all City plans, and the development of new policies and projects to advance housing affordability goals to ensure Salem remains livable and welcoming to all. The Mayor and her team are very involved in the planning and execution of special events, including July 4th celebration, Heritage Days, Haunted Happenings, and other community events that positively impact the local economy and build civic pride and engagement. As the chief executive officer for the City the Mayor oversees all administrative functions of the City, as carried out by departments and department heads, with the support of her office staff, including, among other work areas, human resource and hiring, contract negotiations, finance and accounting, procurement, legal and licensing, permitting and inspections, project prioritization, planning, organizational management, diversity and equity initiatives, and more. Finally, the Mayor takes an active role in ensuring public infrastructure and facilities projects are advanced; these especially include roadway improvement projects, park and open space improvements, capital facilities planning and buildings, infrastructure work, complete streets upgrades, and climate change adaptation strategies and projects. Significant Budget & Staffing Changes For FY 2023 None. Recent Accomplishments COVID-19 Response Continued the Salem Together initiative to connect residents to community resources and coordinate volunteers. Launched the City’s ARPA initiative, to gather public feedback and prioritize use of federal recovery funds in as effective a manner as possible. Continued to provide free COVID testing with both PCR and rapid test distri- bution for residents. Coordinated multiple vaccine clinics opportunities, both City-sponsored and privately organized, for residents. Continued innovative wastewater surveillance testing to provide advance surveillance of increased case numbers. Continued and strengthened one of the first pooled testing programs for schools in the nation. Continued daily and weekly data dashboard with between 40 and 60 met- rics on cases, transmissions, deaths, vaccinations, testing, economic recov- ery, and community wellness, and daily update on case numbers. Published dedicated City websites for COVID data, health information, test- ing information, links to resources, and vaccination appointments. Created and updated continuity of municipal operations plans and safe office re-opening policy. Distributed thousands of pieces of free PPE to Salem businesses and seniors, as well as free rapid tests. Continued Economic Recovery Task Force to support and bolster small busi- nesses through grants, technical assistance, information sharing, collabo- rative marketing, and more, distributing over $1 million in direct and indirect financial assistance and in-kind aid to help the local economy. Helped to successfully implement the Board of Health’s proof of vaccination requirement during the Omicron surge, reducing impact to local hospitals from COVID, increasing in new vaccinations, and ending in a faster reduc- tion in new cases than the statewide rate, all of which allowed the require- ment to be lifted. ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 405 Public Improvement Initiatives Continued advocacy for South Salem MBTA commuter rail station. Working with community stakeholders developed next round of City CPA applications. Continued process of reuse of vacant state court buildings and SSU South Campus to ensure productive reuse for the community. Continued the on-demand “Salem Skipper” City shuttle service. Oversaw repaving of multiple City streets. Continued study on future options related to the DPW building and the Transfer Station site. Completed improvements to Bertram Field and Forest River Park. Continued implementation or planning for improvements to Salem Wil- lows, Palmer Cove, and Mansell Field. Completed complete streets project to improve Bridge Street/Boston Street area and finalized plans for Essex Street project and North Street project. Secured MassWorks grant for major road and sidewalk improvements in the Point neighborhood. Continued design phase for Boston Street Roadway Improvement Project. Worked with MassDOT on design phase of upgrades to Route 107/Highland Avenue. Continued neighborhood traffic calming program. Completed major capital upgrades to City parking facilities, including waterproofing, stairwells, elevator repair, and security/safety systems. Cleaning of storm water/sewer siphons, completion of planned leak detec- tion and valve exercising to address water infrastructure challenges. Continued installation of bicycle infrastructure and launched Salem Blue- bikes bike share program. Continued Salem PowerChoice electrical aggregation program, saving Salem residents on their electric bills and reducing the community’s carbon footprint. Other Accomplishments Supported job creation and retention through private business expansion and job readiness programs. Continued implementation of the Point Vision and Action Plan, Salem for All Ages Plan, Historic Preservation Plan, Public Art Master Plan, and Open Space and Recreation Plan. Co-chaired participation in the By All Means education initiative through Harvard’s Graduate School of Education and continued the Our Salem, Our Kids initiative. Continued chairing the Salem Children’s Cabinet. Continued Mayors for Equality to combat discrimination against individuals. ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 406 Continued efforts to support and grow Mack Park Food Farm and other food security, urban agriculture, and healthy eating initiatives. Completed Salem Safe Routes to Schools project supporting the Bates Ele- mentary School community. Worked with Salem Chamber of Commerce and Main Streets to organize and promote the Salem Farmers Market and other community and busi- ness events. Managed safe and successful Haunted Happenings. Continued harbor planning process and convened Harbor Plan Committee. Began planning efforts for the Vineyard Wind offshore wind marshalling site project. Launched new Charter Street Cemetery Welcome Center in partnership with PEM as part of completion of the Charter Street historic preservation and landscape improvement project. Worked with the Salem Housing Authority to plan for capital improve- ments to Lee Fort Terrace and Pioneer Terrace. Convened a stakeholder group to help provide feedback to Shetland Park owners regarding the redevelopment of that private property. Continued public investments in the Salem Common, Salem Willows, For- est River Park, Palmer Cove Park, and Camp Naumkeag/Pioneer Village in fulfillment of the Signature Parks initiative goals. Received numerous grants for programs, public safety, recreation, parks and playgrounds, transportation and infrastructure needs, historic preser- vation, planning, energy initiatives, and more. Established the City’s new Department of Sustainability, Energy, and Resil- ience and advanced ordinances to green municipal buildings, foster more urban agriculture, and increase alternative transportation and renewable energy options for residents. Advanced housing agenda measures to help Salem meet its community housing goals, including launching the Housing Road Map, successfully passing an accessory dwelling unit ordinance, and advancing the first steps for a new tenant protection/condominium conversion ordinance. ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 407 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Submit balanced City budget on schedule Yes Yes Yes Yes Yes Total constituent contacts to office 1,630 1,839 2,420 1,963 1,963 Average business days to respond to constituent contact 0.33 0.25 0.16 0.25 0.25 Percentage of constituent contacts acknowledged on same business day 90% 90% 92.40% 90.80% 90.80% Average business days to close constituent contact 1.02 0.32 1.19 0.84 0.84 SeeClickFix: ìOtherî issues closed out 549 663 928 713 713 Knowledgebase questions answered 11 6 26 14 14 Chatbot questions answered n/a n/a 1,023 10,000 10,000 Resident Survey respondents 1,166 1,208 957 1,110 1,110 Weekly board vacancy postings 52 52 52 52 52 Board vacancies at end of FY 3 5 6 5 4 Board appointments and re-appointments 78 75 65 73 73 Press releases issued 94 133 128 118 118 News and announcements issued 70 115 146 110 110 News and announcements subscribers 3,975 9,229 9,378 10,150 10,250 All salem.com subscribers 29,925 41,731 42,037 45,600 46,000 CodeRED registered phone numbers 23,623 39,270 39,423 39,576 39,729 CodeRED registered email addresses/texts 9,129 10,609 10,925 11,241 11,557 Mayorís social media followers 22,254 24,335 29,788 33,555 37,322 City of Salem Twitter followers 1,691 2,596 3,365 4,202 5,039 City of Salem Facebook page followers 2,183 5,363 8,372 11,467 14,562 Accounting And Audit 11.15% Contracted Services 15.54% Dues And Sub 2.31% Salaries-Full Time 69.52% Other 1.48% ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 408 City of Salem Instagram followers n/a 3,072 4,078 5,084 6,090 City of Salem LinkedIn n/a n/a 341 400 450 FYI Salem issues 22 22 19 20 22 FYI Salem podcasts 21 22 25 23 23 New Resident Guides sent out 572 614 681 622 622 Salem for All Ages Resource Guides sent out 572 527 564 529 548 Salem for All Ages Task Force meetings 226 12 11 29 36 NIAC meetings 12 12 12 12 12 Scholarship & Education Committee meetings 6 11 11 11 11 Trust Fund Commissioners Board meetings 12 12 11 12 12 Constable appointments processed 9 6 6 7 7 Banner applications processed 40 32 21 31 31 Notarizations completed 119 83 108 103 103 Celebrating a new Salem business 28 21 12 20 20 SalemStat meetings 0 2 2 6 12 Latino Affairs Coordinator one-on-one meetings 285 550 348 174 339 Latino Affairs Coordinator pages translated 325 600 358 179 366 Latino Affairs Coordinator City Hall walk-in translations/ interpretations 70 90 73 36 67 BuildingSalem social media followers 3,881 4,237 4,661 5,051 5,441 Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 409 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Mayor - Personnel 11211 5111 Salaries-Full Time 409,268 382,688 435,887 435,887 447,477 447,477 447,477 11,590 2.66 11211 5113 Salaries-Part Time 12,955 39,297 0 0 0 0 0 0 0.00 422,223 421,985 435,887 435,887 447,477 447,477 447,477 11,590 2.66 Mayor - Expenditures 11212 5305 Accounting And Audit 56,935 55,800 55,800 59,110 87,000 71,800 71,800 16,000 28.67 11212 5320 Consult/Contracted Services 91,598 61,079 100,000 84,465 100,000 100,000 100,000 0 0.00 11212 5381 Printing And Binding 1,106 26 1,500 1,500 1,500 1,500 1,500 0 0.00 11212 5421 Office Supplies (Gen 2,159 1,516 3,000 5,827 5,000 5,000 5,000 2,000 66.67 11212 5710 In State Travel/Meetings 2,989 1,246 3,000 3,352 3,000 3,000 3,000 0 0.00 11212 5730 Dues And Sub 10,620 14,040 11,650 14,717 14,900 14,900 14,900 3,250 27.90 11212 5780A A Other Expenses Covid 19 203,095 24,279 0 13,860 0 0 0 0 0.00 368,502 157,986 174,950 182,829 211,400 196,200 196,200 21,250 12.15 Department Total 790,725 579,971 610,837 618,716 658,877 643,677 643,677 32,840 5.38 ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 410 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MOTA JULIO Constituent Serv/ Latino Coord 12/13/2022 67,197.02 1,320.67 1.00 1 100% 68,938.97 68,938.97 68,938.97 DRISCOLL KIMBERLEY Mayor 1/1/2006 150,288.70 2,884.62 1.00 1 100% 150,577.16 150,577.16 150,577.16 PANGALLO DOMINICK Chief of Staff 3/18/2013 100,407.64 1,975.39 1.00 1 100% 105,630.51 105,630.51 105,630.51 WESSELL JENNIFER Executive Secretary 1/1/2006 73,032.74 1,436.82 1.00 1 100% 75,002.00 75,002.00 75,002.00 CAHILL SARAH Constituent Serv/Sp Proj Asst 10/19/2016 44,960.50 884.56 1.00 35 100% 47,328.38 47,328.38 47,328.38 11211-5111 435,886.60 5.00 Total Full Time 447,477.02 447,477.02 447,477.02 435,886.60 5.00 Department Total 447,477.02 447,477.02 447,477.02 General Fund FTE Full-Time Equivalent Employees: FY 2022 5.00 FY 2023 5.00 Variance 22 vs. 23 5.00 0.00 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant Pangallo Dominick Building Salem CIP Chief of Staff 0.34 10,059.46 ---PAGE BREAK--- Departmental Budgets Mayor FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 411 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11212 Mayor-Expenses 5305 Accounting And Audit Annual City audit (AFCR, Retirement System, and federal Single Audit) 0 77,000 61,800 61,800 Annual City audit (includes Retirement) 45,800 0 0 0 Comprehensive Annual Financial Report filing fees 5,000 5,000 5,000 5,000 Retirement Board Audit 5,000 5,000 5,000 5,000 5305 Accounting And Audit Total 55,800 87,000 71,800 71,800 5320 Consult/Contracted Services Consulting, translation and constituent services, performance improvement and public engagement initiatives 80,000 80,000 80,000 80,000 Ota Japan - $20,000 20,000 20,000 20,000 20,000 5320 Consult/Contracted Services Total 100,000 100,000 100,000 100,000 5381 Printing And Binding City Seals, Business Cards, Envelopes, Notices, etc. 1,500 1,500 1,500 1,500 5381 Printing And Binding Total 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen General office supplies as needed 3,000 5,000 5,000 5,000 5421 Office Supplies (Gen Total 3,000 5,000 5,000 5,000 5710 In State Travel/Meetings Registrations and travel expenses for meetings and seminars 3,000 3,000 3,000 3,000 5710 In State Travel/Meetings Total 3,000 3,000 3,000 3,000 5730 Dues And Sub Massachusetts Municipal Associations 8,400 8,400 8,400 8,400 North Shore Mayors’ Coalition (Metropolitan Area Planning Council) 1,500 1,500 1,500 1,500 U.S. Conference of Mayors 1,750 3,500 3,500 3,500 Welcoming America membership dues 0 1,500 1,500 1,500 5730 Dues And Sub Total 11,650 14,900 14,900 14,900 11212 Mayor-Expenses Total 174,950 211,400 196,200 196,200 ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 412 City Council City Council Mission Statement Why We Exist As Clerk of the City Council attends all regular, special and public hearing meetings, serves as parliamentarian, records the action taken by the City Council, roll call votes, prepares and distributes agendas using experienced and discretion regarding proper form, Completes Minutes as well as posting and indexing of Council minutes, advertising of all ordinances as required by City Charter, processes and forwards Council matters to proper departments and agencies in accordance with the votes of the City Council. Maintain all minutes of the Council Committees. Prepare paperwork for all committee and scheduling of all Committee meetings with invitations to invitees. Prepares and posts all meeting notices and agendas. Goals and Objectives Researching Agenda and Minutes Management Software. Have had virtual meetings with two companies, Civic Plus and Escribe who offer this service and received quotes from both. The last demonstration from Prime Gov will take place on Monday, March 14, 2022. Working with IT to obtain city owned laptops for Councillors when begin hybrid meetings. Setting up shared drives with the Committee Chairs and Councillors to access the documents when needed. Researching transcription services for meeting minutes i.e., Temi, Trint, Revcom Continue to place similar council orders together to reduce time and num- ber of roll call votes to be taken. 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. 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. Reduce paper copy supplements for ordinances book since they can be found on-line with newly adopted ordinances as they are passed. Continue to archive Council records for safe keeping. To preserve older Council Books by having them rebound and re-stitched if necessary. Continue to digitize current Council minutes to make accessible to the pub- lic to research. To re-organize Council Records in the upstairs and downstairs vault for eas- ier accessibility. Place additional applications and forms online. Researching the ability to add the City Council sub-committee meetings audio recordings to the website. Sending all Ordinances to Municipal Code as they are passed so the website reflects the most up to date information. Keeping up to date on all Council Meeting Minutes. Continue to add information and documentation on agendas and in the minutes in order to improve transparency with citizens. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Purchasing new agenda software 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. Councillors having access to laptops will allow for less paperwork to be generated and to be able to view the agenda documentation and backup simultaneously and also at the time the agenda matter is in front of them. Setting up shared drives will allow the Committee Chairs to keep organized and also allow all Councillors access to documentation. Using either minutes software or a transcription service will allow for min- utes to be produced quicker and placed on the website sooner. Consent agendas will help reduce the amount of time and roll call votes for City Council Meetings. 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. Reviewing ordinances to update will help streamline some processes and make it quicker for licenses to be acquired. Reducing number of hard copy supplements will reduce costs, carbon foot- print, and save space. Maintaining and Archiving Council Records will preserve them for the future. Digitizing current and future Council meetings will allow for the public to search and access what they need without having to come into City Hall. More licenses on-line will make it more accessible and convenient for cus- tomers to download applications. Help to deliver city services more effi- ciently and effectively through the use of technology. Adding audio recording of Council & Subcommittee Meetings to the web- site and/or SATV will allow the public to acquire audio own their own. By improving this technology will improve citizen access to information more efficiently and effectively. Significant Budget & Staffing Changes For FY 2023 Five new Councillors were elected in November 2021. The Inauguration was held remotely on January 3, 2022. Councillor Patricia Morsillo was elected Council President for the calendar year 2022. The chairpersons of the standing subcommittees are as follows: Councillor McCarthy, Chair of Administration & Finance, Councillor Dominguez, Chair of Community and Economic Develop- ment, Councillor Hapworth, Chair of Government Services, Councillor Riccardi, Chair of Ordinances, Licenses and Legal Affairs, and Councillor Prosniewski, Chair of Public Health, Safety & Environment. ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 413 Recent Accomplishments Due to the spike in the Coronavirus Pandemic, had to pivot three times while planning the Inauguration of the Elected Officials. Worked with the Mayor, members of her staff and incoming President Councillor Morsillo to discuss the logistics of the Inauguration before deciding to go fully remote. Despite not being in-person, it went very well. Informed newly elected Councillors of upcoming trainings I found that may be of interest to them including, In-Person MMA Newly Elected Councillor Training, Zoom training on Open Meeting Laws held by the Attorney Gen- eral’s Office (since I contacted them to do one in person which they did not do at the time), Zoom training on Campaign Finance Reports. Attended the in-person Newly Elected Councillor Training in Marlborough, MA on Dec. 4, 2021. Five of our Councillors also attended. Organized a Parliamentarian Workshop by fist researching persons who may qualify. This workshop was held on December 5, 2021 for all Council- lors. Ten of our Councillors came to the class. Hired Joanna Gonsalves who works at SSU as a Professor of & Interim President. She was pre- viously Alderman-at-Large on the Woburn City Council for eight years and was an active member if the Massachusetts Municipal Association’s Com- mittee on Regional and Municipal Administration. Worked with IT to set up new email addresses for the newly elected and to remove old email addresses. Worked with IT and SATV in order to move to hybrid meetings going for- ward in order to keep accessibility and transparency to the public. Worked on various audio and visual issues until resolved. Sending SATV the zoom subcommittee videos to put on their YouTube page. Added a link to the City Council Webpage to bring you to SATV’s YouTube page. Demonstration of Agenda Management Software to implement for future use. As of today, two of three companies have given a demonstration of their product in order to make a decision. The 10 City Council Desks in the Chambers along with their Council Chairs were repaired, restored and preserved to their natural beauty The City Council Website is in ADA compliance. ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 414 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 LICENSES PASSED BY COUNCIL Public Guide 137 153 165 185 170 Second Hand Valuable 10 11 13 10 6 Secondhand Clothing 5 3 4 3 2 Taxi Operators 81 86 119 100 90 Taxi-Cab Licenses of cars) 30 39 50 Limousine License (#of Companies) 5 3 6 48 50 Vehicle for Hire 9 8 15 6 6 Vehicle for Hire Operators 13 14 17 14 39 Drain layer/Contract Operator 42 45 43 40 43 Junk Dealer 1 1 1 2 1 Pawnbroker 1 1 1 1 1 Sea worm License 6 4 8 7 2 COUNCIL RECORDS PROCESSED 763 551 770 525 550 # of Meetings 26 29 28 25 23 Ordinances adopted 16 10 14 6 10 Zoning Ordinances 11 0 5 3 3 Traffic Ordinances 44 38 40 34 30 Advertising 11.85% Printing And Binding 8.36% Salaries-Full Time 73.56% Software Support/Enhancements 5.26% Other 0.97% ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 415 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change City Council - Personnel 11111 5111 Salaries-Full Time 160,857 160,278 159,989 167,489 174,700 170,700 170,700 10,711 6.69 160,857 160,278 159,989 167,489 174,700 170,700 170,700 10,711 6.69 City Council - Expenditures 11112 5306 Advertising 28,649 31,144 27,500 68,856 27,500 27,500 27,500 0 0.00 11112 5381 Printing And Binding 17,368 12,067 16,615 20,196 19,400 19,400 19,400 2,785 16.76 11112 5421 Office Supplies (Gen 232 3,515 250 279 250 250 250 0 0.00 11112 5520 Software Support/ Enhancements 0 0 23,136 23,136 12,200 12,200 12,200 (10,936) (47.27) 11112 5710 In State Travel/Meetings/ Train 1,248 0 0 0 1,000 1,000 1,000 1,000 0.00 11112 5730 Dues And Sub 360 420 500 1,000 500 500 500 0 0.00 11112 5783 Midterm/Inaugural 392 70 500 0 500 500 500 0 0.00 11112 5846 Renovation & Repairs 0 0 18,480 18,480 0 0 0 (18,480) (100.00) 48,249 47,215 86,981 131,947 61,350 61,350 61,350 (25,631) (29.47) Department Total 209,106 207,494 246,970 299,436 236,050 232,050 232,050 (14,920) (6.04) ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 416 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 DOMINGUEZ DOMINGO J COUNCILLOR 1/1/2018 15,028.85 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 HAPWORTH TY COUNCILLOR 1/1/2020 15,028.85 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 PROSNIEWSKI CONRAD J COUNCILLOR 1/1/2020 15,028.85 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 MERKL ALICE COUNCILLOR 1/1/2022 15,028.85 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 MCCARTHY ROBERT K COUNCILLOR 1/1/2018 15,028.85 288.46 1 WARD 1 15,000.00 15,000.00 15,000.00 WATSON-FELT CAROLINE COUNCILLOR 1/1/2022 15,529.81 288.46 1 WARD 2 15,000.00 15,000.00 15,000.00 MORSILLO PATRICIA COUNCILLOR 1/1/2020 15,028.85 298.08 Presiden t 1 WARD 3 15,500.00 15,500.00 15,500.00 MCCLAIN LEVEILLE COUNCILLOR 1/1/2022 288.46 1 WARD 4 15,000.00 15,000.00 15,000.00 COHEN JEFREY COUNCILLOR 1/1/2022 15,028.85 288.46 1 WARD 5 15,000.00 15,000.00 15,000.00 RICCARDI MEGAN COUNCILLOR 1/1/2020 15,028.85 288.46 1 WARD 6 15,000.00 15,000.00 15,000.00 VARELA ANDREW COUNCILLOR 1/1/2022 15,028.85 288.46 1 WARD 7 15,000.00 15,000.00 15,000.00 SIMONS ILENE CLERK OF COUNCIL 4,000.00 4,000.00 B 12 4,000.00 4,000.00 4,000.00 SIMONS ILENE CLERK OF COMMITTEE 500.00 500.00 B 12 500.00 500.00 500.00 FISHER MAUREEN ASST CLERK 4,000.00 4,000.00 B 12 4,000.00 - SACCO EILEEN BUDGET CLERK 700.00 700.00 B 1 700.00 700.00 700.00 11111-5111 159,989.46 0.00 Total Full Time 174,700.00 170,700.00 170,700.00 159,989.46 0.00 Department Total 174,700.00 170,700.00 170,700.00 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.00 FY 2022 0.00 FY 2023 0.00 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 417 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11112 City Council-Expenses 5306 Advertising Salem Evening News - Charter and M.G.L. mandated ordinance advertising unpredictable due to adoption of all traffic, zoning and general code of ordinances and Bond Orders *to reflect more accurate spending 27,500 27,500 27,500 27,500 5306 Advertising Total 27,500 27,500 27,500 27,500 5381 Printing And Binding Colonial Engravers - City Council name plates, gavels, clocks ($400) 400 400 400 400 Forms, ordinances, orders, committee reports, archive paper for minutes, binders, binding ($1,000) 1,000 1,000 1,000 1,000 Government cards (printed in-house) minimal cost for cardstock. Printing City Manuals ($2,000 for 300 or $3,000 for 500) 2,000 2,000 2,000 2,000 last year’s fees for supplements, online download and online maintenance $14,000) 12,215 15,000 15,000 15,000 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 1,000 1,000 1,000 5381 Printing And Binding Total 16,615 19,400 19,400 19,400 5421 Office Supplies (Gen General office supplies as needed 250 250 [PHONE REDACTED] Office Supplies (Gen Total 250 250 [PHONE REDACTED] Software Support/Enhancements Quotes from Granicus ($23,136) and Civic Plus ($18,886) 23,136 12,200 12,200 12,200 5520 Software Support/Enhancements Total 23,136 12,200 12,200 12,200 5710 In State Travel/Meetings/Train 0 1,000 1,000 1,000 5710 In State Travel/Meetings/Train Total 0 1,000 1,000 1,000 5730 Dues And Sub International Institute of Municipal Clerks 135 135 135 135 Massachusetts City and Town Clerk’s Association 150 150 150 150 Massachusetts City Clerk’s Association 150 150 150 150 New England Association of City and Town Clerks 40 40 40 40 North Shore City and Town Clerk’s Association 25 25 25 25 5730 Dues And Sub Total 500 500 500 500 ---PAGE BREAK--- Departmental Budgets City Council FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 418 5783 Midterm/Inaugural Programs, flowers, etc. 500 500 [PHONE REDACTED] Midterm/Inaugural Total 500 500 [PHONE REDACTED] Renovation & Repairs Second Life (restoration of Council furniture) - Councilor’s Chairs Desks (18,480) 18,480 0 0 0 5846 Renovation & Repairs Total 18,480 0 0 0 11112 City Council-Expenses Total 86,981 61,350 61,350 61,350 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 419 City Clerk City Clerk Mission Statement Why We Exist The position of City Clerk in the Commonwealth of Massachusetts was origi- nally modeled after a similar position in England. City Clerks are required to exercise wide authority and have extensive responsibilities. The City Clerk holds department head status, and serves as custodian of city records, super- vision of the recording and reporting of vital statistics (births, deaths, and marriages). The Clerk certifies copies of records and ordinances. Supervises the issuances of permits and licenses in accordance with State Laws and Ordi- nances, such as marriage intentions and licenses, dog licenses, Auctioneer, Beano, Contract Operator, Drainlayer, Public Guide, Junk Dealer, Pawnbroker, Photographer, Raffles, Seaworms, Second Hand Valuable, Secondhand Clothing, Taxi Operator, Taxicab, Limo, Pedi Cab, Horse-drawn Carriages, Trol- leys and Yard Sales. Administers the oath of office to elected and appointed City officials for all City Departments, Boards and Commissions and attests all official documents of the City with the City Seal. The City Clerk is a member of the Board of Registrar of Voters and Chief Election Official for all elections. In addition, other duties and responsibilities under the City Clerk include main- taining and processing Non-Criminal citations, filing cash report to Treasurer. Processes Claims and maintains tracking form for Council Committee. Sends letters to claimant on approved or denied claims. Notifies Solicitor’s office of claims. Goals and Objectives Continue using on-line marriage software to allow couples to complete their marriage intentions without coming into City Hall. This software will also allow for my staff to create a marriage license and marriage certificate from their computer as well eliminating the need to type these forms. Will work with IT to add additional licenses and applications involving fees to View Permit. Continue to update and maintain information on the city’s website in refer- ence to the City Clerk’s office. Continue to archive all vital records to preserve them permanently. Updating the City Manual for publication. Upload more forms, applications, and information on-line and to make sure these postings are accessible. Promote the City Clerk’s Office by attending city functions. Attend more MA City Clerk’s Conferences and Meetings either by zoom or in person. Repairs to City Clerk’s offices i.e., painting, rugs, pipes, ceilings, walls, etc. Purging of additional records per MA retention laws. Creating a Face Book Page or other social media for the City Clerk’s office within our policies and laws. Continue to provide courteous and accurate information to customers. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals By adding licenses to view permit will allow the public to fill out the required forms and pay online without having to come into city hall. The online marriage software will reduce the time the couple has to spend in city hall, they will be able to do it on their own time and reduce the time the staff must spend with them. A marriage license and certificate will all be down from this information provided without us having to create it sav- ing time and less errors will be made by not having to re-type information. Increasing accessible information on the website will allow the public to search and obtain information quicker. Repairing of Office walls, ceilings, rugs, painting will make the rooms healthier and safer for the employees. Promotion of City Clerk’s Office will help all residents learn what we do and feel more comfortable to interact with our offices. Using Social Media will help get information pushed out to the public instead of them searching for information. Significant Budget & Staffing Changes For FY 2023 Increase in pay for City Clerk & Assistant City Clerk. – Council Seeking one Part-Time employee to help with maintaining and updating website for City Council, City Clerk and Elections and other social media outlets to also help with elections and City Council agenda and processing. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 420 Recent Accomplishments Distributed the Annual Conflict of Interest Summary Law and on-line ethics training to all Department Heads this year by email as well as to all Staff Liaisons to distribute to their board and commission members. Able to hire 2 full time Asst. Registrars due to vacancies acquired by a retirement and a lateral move. By obtaining remote access for the staff, they were able to keep up on pro- cessing vital records and other licenses and matters. Website is in ADA compliance. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 421 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 VITAL RECORDS Copies of vital records 7582 8000 9000 9500 9800 Birth records recorded 1474 1418 1550 1420 1225 Death records recorded 510 663 550 821 625 Marriage Licenses 323 427 340 500 430 Affidavits of vital records 87 90 95 100 60 LICENSES Dog Licenses 2709 2500 3000 3000 2200 Business Certificates 307 283 320 300 350 Yard Sale permits 104 50 100 100 70 ELECTIONS (based on month of Nov.) # Registered Voters 32,044 30,691 32,498 32,257 32,500 # of Voters who voted 18,961 8,116 24,500 11,152 19,000 % of Voters who voted 59% 26% 74% 34.50% 58% CENSUS Census forms mailed out and processed 20,932 21,200 21,500 19,625 20,000 Salaries-Full Time 95.52% Other 4.48% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 422 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change City Clerk - Personnel 11611 5111 Salaries-Full Time 304,854 295,053 309,811 311,776 329,287 329,054 329,054 19,243 6.21 11611 5131 Overtime (General) 1,936 3,640 3,000 3,917 5,000 4,000 4,000 1,000 33.33 306,790 298,693 312,811 315,693 334,287 333,054 333,054 20,243 6.47 City Clerk - Expenditures 11612 5242 Office Equipment Rep 0 750 750 750 750 750 750 0 0.00 11612 5381 Printing And Binding 3,994 2,397 3,400 8,211 3,400 3,400 3,400 0 0.00 11612 5421 Office Supplies (Gen 1,434 2,773 1,500 1,304 1,500 1,500 1,500 0 0.00 11612 5450 Archival Supp & Equi 4,499 1,581 4,500 2,883 4,500 4,500 4,500 0 0.00 11612 5509 Dog Licenses 1,224 615 700 700 1,000 1,000 1,000 300 42.86 11612 5730 Dues And Sub 211 0 300 300 300 300 300 0 0.00 11,363 8,117 11,150 14,149 11,450 11,450 11,450 300 2.69 Department Total 318,153 306,810 323,961 329,842 345,737 344,504 344,504 20,543 6.34 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 423 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 FISHER MAUREEN ASST CITY CLERK 9/21/2012 58,663.32 1,154.15 1.00 1 100% 64,796.63 64,563.25 64,563.25 SIMONS ILENE CITY CLERK 9/5/2000 100,147.14 1,922.21 1.00 1 100% 110,200.10 110,200.10 110,200.10 AFSCME 151,000.92 3.00 Total AFSCME 1818 154,290.31 154,290.31 154,290.31 11611-5111 309,811.38 5.00 Total Full Time 329,287.04 329,053.66 329,053.66 OVERTIME 3,000.00 3,000.00 5,000.00 4,000.00 4,000.00 11611-5131 3,000.00 Total Overtime 5,000.00 4,000.00 4,000.00 NEW PART-TIME $17.00/HR 0.50 19 16,860.60 312,811.38 5.00 Department Total 351,147.64 333,053.66 333,053.66 General Fund FTE Full-Time Equivalent Employees: FY 2021 5.00 FY 2022 5.00 FY 2023 5.00 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New SACCO KRISTEN ASST REGISTRAR 6/1/ 2021 2 51,884.83 1.00 958.60 50,038.92 2 6/1/ 2023 1,015.7 9 48.0 5.2 51,294.93 51,294.93 51,294.93 TEJEDA LILLIBETH ASST REGISTRAR I/II 5/14/18 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 LAPOINTE AIMEE ASST REGISTRAR I 7/12/ 2021 2 47,231.26 1.00 924.70 48,269.34 1 7/12/ 2022 958.60 2.00 50.20 49,971.14 49,971.14 49,971.14 151,000.92 3.00 151,332.50 154,290.31 154,290.31 154,290.31 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 424 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11612 City Clerk-Expenses 5242 Office Equipment Rep simplex time recorder maintenance and typewriter maintenance (5 typewriters) 750 750 [PHONE REDACTED] Office Equipment Rep Total 750 750 [PHONE REDACTED] Printing And Binding Book Binding (Index/Birth/Death/Marriage), Marriage Return Envelopes, City Clerk Envelopes, City Clerk Stationary, dog license inserts for census mailing 3,400 3,400 3,400 3,400 5381 Printing And Binding Total 3,400 3,400 3,400 3,400 5421 Office Supplies (Gen General office supplies 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen Total 1,500 1,500 1,500 1,500 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 4,500 5450 Archival Supp & Equi Total 4,500 4,500 4,500 4,500 5509 Dog Licenses National Band and Tag for dog tags (3000 tags), Maintenance for Dog Software 700 1,000 1,000 1,000 5509 Dog Licenses Total 700 1,000 1,000 1,000 5730 Dues And Sub City Clerk Educational and Training Workshops 300 300 [PHONE REDACTED] Dues And Sub Total 300 300 300 300 11612 City Clerk-Expenses Total 11,150 11,450 11,450 11,450 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 425 Elections & Registrations Mission Statement Why We Exist The City Clerk serves as the Clerk to the Board of Registrars of Voters, officiates elections and establishes procedures to be followed by election officials at each precinct, oversees registration of voters, prepares computer reports on election returns and prepares election materials of voting precincts. Also orga- nizes the set-up of precincts and maintains handicapped accessibility of all voting locations, supervises staff, issues nominations papers to local candi- dates, certifies signatures of voters signing nomination papers and initiative petitions for state ballot questions. We are also responsible for the mass mailing of the citywide census, maintaining the database and notifying mailing non-respondents voter confirmation cards. Goals and Objectives To purchase new voting equipment and reporting software. Our current Accuvote machines were purchased in 1998 and replacement parts are no longer being produced. Demonstration from LHS and ES & S on their new- est equipment were held. To purchase or lease a high-speed scanner to use for Early Deposit and on Election Day to tabulate mail in ballots, especially since VBM is on the verge of becoming permanent To make our voter database as accurate as possible by finding ways to increase the return of City’s Annual census forms by getting the word out and possible doing a second mailing if fiscally able. To research and find a new polling location for Ward 2. Alternate location looking at is the Community Life Center or Carlton School. Continue recruiting new poll workers including bilingual and student age groups by working with the Supt. of Schools, YHouth Build, and other organizations. Continue Training for poll workers by using the mock election scenario or separate training for Wardens/Clerks/Asst. and then for remaining Inspec- tors/Translators and/or Producing a poll worker training videotape. 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 conduct additional voter training & education, as well as, holding voter registration drives at the high school and other locations To attend more Naturalization Ceremonies in person when they occur in Salem. Placing past election results on line Continue to purge certain documentation per retention schedule. Promote the importance of the Census, place Census Drop Boxes through- out the city for convenience to our residents How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Purchasing new voting equipment will allow for the replacement of the current machines that are over 20 years old and which are no longer being produced. By purchasing new reporting software will upgrade the way results are produced and presented to the public. By increasing Staff will allow more work to be done in house and will be more cost effective than hiring seasonal employees By having a central tabulator facility and equipment for Early Voting will be beneficial in reducing the amount of time to process the ballots at the poll- ing location and less problems with the equipment at the polls A new Ward 2 location that is a larger and newer location will give voters and workers a much safer and healthier environment. Positive Working Relationships with outside organizations will lead to bet- ter communication, feeling of inclusivity, less tensions, etc. in order to bet- ter accommodate and realize needs of people with disabilities. The purchase of 14 poll pads will allow our Election Office to transition quickly from paper voting lists to electronic means once the State certifies them to be used on Election Day itself. This will make the check-in process on Election Day more efficient, less errors and better reporting at the end of the night. Producing online poll worker training documents and/or video will free up time for me and my staff to not have to organize a date and to run a train- ing course and it will allow poll workers to access the training when conve- nient to them. Placing past election results on-line will be an efficient and effective way for the public to obtain this information. Working collaboratively with outside organizations to recruit student aged poll workers will help foster relations and hope this age group stays for future elections. Significant Budget & Staffing Changes For FY 2023 Seeking one full-time Assistant Registrar - Step 1 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 426 Increasing pay of Part-Time from $15/hr. to $17/hr. which is currently vacant Recent Accomplishments The Municipal Local Primary and General Elections were held on Septem- ber 14, 2021 and November 2, 2021. Due to the Coronavirus Pandemic, many of the new elections law provisions passed in July of 2020 continued for local elections including Vote By Mail and In Person Early Voting. Held one day of In-Person Early Voting for the September primary on Thursday, September 9, 2021 and 5 days of In-Person Early Voting for the November 2, 2021 Election including 1 Saturday. Developed a great rapport with the Salem Post Office Supervisors, Walter, Chris and Mark. Delivered ballots daily to them. They had them stay in house and given to the mail carriers without having to go to the central processing facility in Woburn and then back to us. Continued to use drop boxes for vote by mail ballots Completed an Adverse Impact Report in order to move Ward 2 Polling Loca- tion to the Community Life Center. All the other precincts returned to their original polling locations. Conducted a successful recount for the office of Ward 2 City Councillor. The recount results remained the same as election day results. Reprecincting of Ward and Precinct Boundary Lines due to the 2020 Fed- eral Census. Was able to move W/P lines with the least amount of impact the voters. Worked with the State and our own IT/GIS Department to develop map to reflect these changes. New W/P Boundary Line Ordinance was passed without debate. Map and Boundary Lines were accepted by the Commonwealth of MA Local Election District Review Commission without any issues. Salem became required to provide Election Related Material in Spanish including Ballots. Issued Press Release in English and Spanish Worked with outside Vendor to quickly add Spanish to our Census Forms before mailing. Updated and Revised Poll Worker Training Power Point Presentation Held in-person poll worker training in 2021 since COVID. Held demonstrations on New Voting Equipment before purchasing Issued 44 Nomination Packets for 2021 Municipal Election Completed successful 2021 annual census program even though no drop off locations due to COVID ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 427 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 ELECTIONS (based on month of Nov.) # Registered Voters 32,044 30,691 32,498 32,257 32,500 # of Voters who voted 18,961 8,116 24,500 11,152 19,000 % of Voters who voted 59% 26% 74% 34.50% 58% CENSUS Census forms mailed out and processed 20,932 21,200 21,500 19,625 20,000 Overtime (General) 2.77% Printing And Binding 7.92% Salaries-Full Time 48.56% Salaries-Part Time 6.67% Seasonal Labor 24.66% Voting Machine Servi 8.07% Other 1.35% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 428 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Elections & Registrations - Personnel 11621 5111 Salaries-Full Time 110,479 113,680 118,382 118,382 170,651 122,698 122,698 4,316 3.65 11621 5113 Salaries-Part Time 16,740 6,893 14,848 7,866 16,861 16,861 16,861 2,013 13.56 11621 5118 Seasonal Labor 0 0 52,320 43,166 86,750 62,320 62,320 10,000 19.11 11621 5131 Overtime (General) 12,736 5,000 5,000 9,100 13,000 7,000 7,000 2,000 40.00 139,954 125,573 190,550 178,514 287,262 208,879 208,879 18,329 9.62 Elections & Registrations - Expenditures 11622 5242 Office Equipment Rep 0 405 500 280 500 500 500 0 0.00 11622 5280 Polling Place Rent 250 0 300 0 300 300 300 0 0.00 11622 5306 Advertising 789 0 1,300 1,300 1,600 1,600 1,600 300 23.08 11622 5309 Pollworkers 58,090 44,353 0 0 0 0 0 0 0.00 11622 5381 Printing And Binding 14,912 7,050 17,000 22,433 20,000 20,000 20,000 3,000 17.65 11622 5386 Voting Machine Servi 16,566 21,581 17,400 25,262 20,400 20,400 20,400 3,000 17.24 11622 5421 Office Supplies (Gen 882 947 1,000 745 1,000 1,000 1,000 0 0.00 91,488 74,336 37,500 50,019 43,800 43,800 43,800 6,300 16.80 Department Total 231,443 199,909 228,050 228,533 331,062 252,679 252,679 24,629 10.80 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 429 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BARTON CHARLES BD REGISTRAR CHAIRMAN 9/17/2008 750.00 750.00 B 4 700.00 700.00 700.00 BATES DONALD BD REGISTRAR MEMBER 3/22/00 700.00 700.00 B 4 750.00 750.00 750.00 SIMONS ILENE CLERK OF BOARD 9/5/2000 1,600.00 1,600.00 B 12 1,600.00 1,600.00 1,600.00 SIMONS ILENE BD REGISTRAR MEMBER 9/5/2000 700.00 700.00 B 12 700.00 700.00 700.00 PINEROS SHIELDS ALEXANDRA BD REGISTRAR MEMBER 11/19/2020 700.00 700.00 B 4 700.00 700.00 700.00 SPORT ROCHELLE ASSISTANT CITY CLERK 9/26/2000 63,202.51 1,243.43 1.00 1 100% 64,907.05 65,223.70 65,223.70 AFSCME 50,729.28 1.00 Total AFSCME 1818 101,294.10 53,024.24 53,024.24 11621-5111 118,381.79 2.00 Total Full Time 170,651.15 122,697.94 122,697.94 VACANT PT Election Clerk 8/6/18 14,848.50 285.00 P 0.50 19 100% 16,860.60 16,860.60 16,860.60 11621-5113 14,848.50 0.50 Total Part Time 16,860.60 16,860.60 16,860.60 OVERTIME 5,000.00 13,000.00 7,000.00 7,000.00 11621-5131 5,000.00 Total Overtime 13,000.00 7,000.00 7,000.00 Seasonal Poll Workers 52,320.00 86,750.00 62,320.00 62,320.00 Training 140 p/w @$50 In-Person EV for 3 Weeks 2 Scheduled Elections Sept & Nov ’22 3 extra people in office Total 11621-5118 52,320.00 Total Overtime 86,750.00 62,320.00 62,320.00 190,550.29 2.50 Department Total 287,261.75 208,878.54 208,878.54 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 430 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.50 FY 2022 2.50 FY 2023 2.50 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New AYUBE ALEXANDER ASST REGISTRAR 2/19/ 2019 2 50,729.28 1.00 1,015.79 53,024.24 2 53,024.24 53,024.24 53,024.24 NEW ASST REGISTRAR 924.71 48,269.86 48,269.86 - - 50,729.28 1.00 101,294.10 101,294.10 53,024.24 53,024.24 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 431 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11622 Elect & Reg-Expenses 5242 Office Equipment Rep Time stamp ribbon & installation, printer cartridges 500 500 [PHONE REDACTED] Office Equipment Rep Total 500 500 [PHONE REDACTED] Polling Place Rent use of polling location for elections 300 300 [PHONE REDACTED] Polling Place Rent Total 300 300 [PHONE REDACTED] 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 1,300 1,600 1,600 1,600 5306 Advertising Total 1,300 1,600 1,600 1,600 5381 Printing And Binding Printing of Annual Poll Books & Census Forms, Printing of postcards for confirmation mailings, Envelopes for voter registration acknowledgment notices, New Election Day Signage - SSU and Ward 2 relocation signs, Printing of Ward 2 Voter change of location cards 17,000 20,000 20,000 20,000 5381 Printing And Binding Total 17,000 20,000 20,000 20,000 5386 Voting Machine Servi Voting Machine and Tabulator Maintenance Agreement, Election coding/ programs for 16 tabulators and 14 Automarks, Election day coverage L.H.S. Associates (software & program vendor), four-hole legal paper for voting list, Tabulator supplies-special ribbons, ink, electrical cords, adapters, paper rolls, Election Supplies, Purchase of Toner for State Printer 17,400 20,400 20,400 20,400 5386 Voting Machine Servi Total 17,400 20,400 20,400 20,400 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 1,000 5421 Office Supplies (Gen Total 1,000 1,000 1,000 1,000 11622 Elect & Reg-Expenses Total 37,500 43,800 43,800 43,800 ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 432 Assessors 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 also receives and processes several hundred exemption requests and tax abatement applications. The office is open to the public and the staff is required to maintain the extensive databases needed to accomplish its mission. Goals and Objectives To establish assessed values for Fiscal year 2023 on taxable and personal property that meet or exceed the standards of uniformity and equity established by the Commissioner of Revenue. Ensure that every effort is made to make every taxpayer’s dealings with the Assessing Department friendly and efficient. To enhance our portion of the City of Salem website with more online information available for the public. Address the recent changes noted in commercial and industrial properties focusing on income and sale changes. Continue our close working relationship with the Council on Aging to enhance the awareness of the Work Off program and existing exemptions available to our senior population. To have our FY2023 valuations certified by the end of September and be prepared to have our classification hearing in November. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Assessor’s and Clerks in the office continue to work closely with the Council on Aging to keep the elderly population aware of all exemptions and the Tax reduction program via time working for the City. The Assessors seek to provide additional information to the Public via an enhanced Assessor’s section of the Salem website. Producing high quality work and implementing and conducting an 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. Significant Budget & Staffing Changes For FY 2023 With a newly appointed Director of Assessing and a vacant Assistant Assessor position, we have contracted assistance with the sales analysis and tax bill process. Also, in preparation for the change in staffing, we have requested a budget for software programs that will assist with identifying and entering growth. Recent Accomplishments A smooth certification process and classification hearing was completed in the fall of 2021 for Fiscal Year 2022. We have implemented an annual re inspection plan to inspect approxi- mately 750 to 1,000 properties per year beyond the annual sales verifica- ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 433 tion and building permit inspection already in place in preparation for Department of Revenue 10-year inspection cycle. We are well on our way to accomplishing this goal with the staff coordination and the inspection process managed by the whole office. We had each department member step up and carry more tasks due to the Assistant Assessor position vacancy. During this challenging time, we have remained productive and efficient. Our return of Personal Property Form of Lists and Commercial Income and Expense Forms continue to climb with continued outreach by our staff. Work in progress with Harbormaster, Collector, and Finance Departments to implement a revised Mooring/Boat billing and abatement program that has proper checks and balances and reconciliations of fees col- lected and abated, as well as proper documentation of those boats that have been bought and sold. ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 434 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Real Estate Billing - Bills done quarterly - 13597 13595 13729 13750 Personal Property Bills- Billing done quarterly - 850 806 802 802 Auto Excise - 35154 36458 *37125 37125 Boat Excise - 1142 1105 *1097 1100 Exemptions - 270 344 *300 300 Abatements - 90 67 50 50 Personal Property inventory forms (required by law for abatements) - 1000 1000 1000 1000 ABC Forms - Tax exempts (required by law to qualify for status) - 80 75 76 78 Income & Expense Statements - 1225 1225 1225 1225 Appraisal Services 12.17% Salaries-Full Time 84.47% Other 3.35% ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 435 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Assessors - Personnel 11411 5111 Salaries-Full Time 316,858 296,242 322,792 301,192 348,370 345,052 345,052 22,260 6.90 11411 5150 Fringe/Stipends 6,000 5,833 6,000 6,000 6,000 6,000 6,000 0 0.00 322,858 302,075 328,792 307,192 354,370 351,052 351,052 22,260 6.77 Assessors - Expenditures 11412 5308 Contracted Services 39,963 54,313 35,000 57,850 49,715 49,715 49,715 14,715 42.04 11412 5381 Printing And Binding 369 559 600 953 2,700 2,700 2,700 2,100 350.00 11412 5421 Office Supplies (Gen 1,342 2,113 2,000 2,100 2,500 2,500 2,500 500 25.00 11412 5710 In State Travel/Meetings 950 1,355 2,300 1,948 2,500 2,500 2,500 200 8.70 42,624 58,340 39,900 62,850 57,415 57,415 57,415 17,515 43.90 Department Total 365,482 360,415 368,692 370,042 411,785 408,467 408,467 39,775 10.79 ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 436 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BOND JAMES ASST ASSESSOR 9/19/2011 63,058.19 1,240.59 1.00 1 100% 71,579.57 68,261.54 68,261.54 HALL JAMES ASST ASSESSOR 56,255.87 1,081.84 1.00 1 100% 65,000.00 65,000.00 65,000.00 DELLORFANO DELINDA BOARD CLERK 4/1/2012 1,500.00 375.00 B 4 1,500.00 1,500.00 1,500.00 JAGOLTA RICHARD BOARD MEMBER 11/5/1998 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 ZELANO CATHERINA BOARD MEMBER 10/24/2019 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 MILLERICK ROBERT BOARD MEMBER 4/1/2014 3,000.00 750.00 B 4 3,000.00 3,000.00 3,000.00 CORTES STEPHEN DIR ASSESSING 10/10/12 92,073.20 1,872.60 1.00 98,226.35 98,226.35 98,226.35 JACKSON DEBORAH DIR ASSESSING RETIRED 2,762.35 AFSCME 98,142.86 2.00 Total AFSCME 1818 103,063.68 103,063.68 103,063.68 11411-5111 322,792.47 5.00 Total Full Time 348,369.60 345,051.56 345,051.56 Certified Assessor Stipends 3,000.00 3,000.00 1 3,000.00 3,000.00 3,000.00 Mileage Reimbursement - Assessors 3,000.00 3,000.00 1 3,000.00 3,000.00 3,000.00 11411-5150 6,000.00 - Total Fringe 6,000.00 6,000.00 6,000.00 328,792.47 5.00 Department Total 354,369.60 351,051.56 351,051.56 General Fund FTE Full-Time Equivalent Employees: FY 2021 5.00 FY 2022 5.00 FY 2023 5.00 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New DELLORFAN O DELINDA SR CLERK TYPIST 12/17/ 2012 2 46,258.03 1.00 905.63 47,273.89 3 50,039.44 50,039.44 50,039.44 FELIX GLORIA PRINCIPAL CLERK 03/22/ 1993 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 98,142.86 2.00 100,298.13 103,063.68 103,063.68 103,063.68 ---PAGE BREAK--- Departmental Budgets Assessors FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 437 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11412 Assessors-Expenses 5308 Contracted Services Annual GIS Enhancement contract addition 1,500 1,500 1,500 1,500 Contract assistance with tax bill processing and review of condo sales analysis and evaluation for the FY23 0 9,000 9,000 9,000 Legal services with ATB cases, representation and appraisal fees. 0 4,000 4,000 4,000 Maintenance fee for Patriot Property AssessPro, our CAMA software provider 19,500 20,165 20,165 20,165 Posting of Form of List and 3ABC charitable information to the public for local business’ 0 50 50 50 Software review by our provider (Patriot), additional appraisal analysis and valuation with commercial and industrial properties in FY 2023. Start sales analysis and valuation in spring of FY2023 for Dept of Revenue five year certification in affect Required for certification, 3 appraisals for Salem Utility companies, Mass Electric Nationalgrid and New England Power Company for fiscal year 2023. 14,000 15,000 15,000 15,000 5308 Contracted Services Total 35,000 49,715 49,715 49,715 5381 Printing And Binding Used to pay for binding and printing of tax commitment books, envelopes, assessing forms, letter head and business cards. We now have to budget to pay for the printing of our tax maps = $20 x 52 maps x 2 (two sets), along with Street maps, Neighborhood maps, zoning maps. 600 2,700 2,700 2,700 5381 Printing And Binding Total 600 2,700 2,700 2,700 5421 Office Supplies (Gen General office supplies as needed. Water, toner and paper. Additional cost for new employee equipment and office reconfiguration 2,000 2,500 2,500 2,500 5421 Office Supplies (Gen Total 2,000 2,500 2,500 2,500 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, and Assessing Clerk’s meetings. Also additional cost for the MAAO and ECAA dues 2,300 0 0 0 Used to pay for professional meetings, courses, workshops and seminars throughout the year. Eg., Mass. Assessors Association and Essex County Assessors Association, and Assessing Clerk’s meetings. Also additional cost for the MAAO and ECAA dues. 0 2,500 2,500 2,500 5710 In State Travel/Meetings Total 2,300 2,500 2,500 2,500 11412 Assessors-Expenses Total 39,900 57,415 57,415 57,415 ---PAGE BREAK--- Departmental Budgets Collector FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 438 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 and issues and tracks resident parking stickers and processes slip and mooring payments on behalf of the Harbormasters Office. 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. Continue educating members of the Collector’s Office. Significant Budget & Staffing Changes For FY 2023 The Collector’s office anticipates no significant changes for FY 2023. Recent Accomplishments Collector continues to attend annual school to maintain certification. Assistant Collector earned certification continues schooling. Received passport re-certification for four members in the office. Assisted with the implementation of GIC-Cloud based harbor management system. ---PAGE BREAK--- Departmental Budgets Collector FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 439 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Passports processed 420 278 169 Municipal Lien Certificates processed 1,149 1,907 1,780 Parking Tickets Collected 31,915 21,000 23,648 Online Payments Real Estate 6,057 6,969 7,595 Personal Property 534 636 709 Water Sewer 13,159 15,450 16,267 Trash 5,210 5,873 6,007 Boat Excise Tax 267 423 312 Motor Vehicle Excise Tax 11,776 13,134 15,165 Mooring Slip 220 277 281 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Collector - Personnel 11461 5111 Salaries-Full Time 230,887 237,803 244,573 248,105 250,791 250,791 250,791 6,218 2.54 11461 5131 Overtime (General) 1,897 0 1,000 1,000 1,000 1,000 1,000 0 0.00 11461 5150 Fringe/Stipends 6,625 5,250 3,750 3,750 2,000 2,000 2,000 (1,750) (46.67) 239,409 243,052 249,323 252,855 253,791 253,791 253,791 4,468 1.79 Printing And Binding 1.64% Salaries-Full Time 95.69% Other 2.67% ---PAGE BREAK--- Departmental Budgets Collector FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 440 Collector - Expenditures 11462 5317 Educational Training 394 400 1,000 1,000 1,000 1,000 1,000 0 0.00 11462 5381 Printing And Binding 2,384 3,609 4,300 4,617 4,300 4,300 4,300 0 0.00 11462 5421 Office Supplies (Gen 2,245 2,630 3,000 3,083 3,000 3,000 3,000 0 0.00 5,024 6,639 8,300 8,700 8,300 8,300 8,300 0 0.00 Department Total 244,432 249,692 257,623 261,555 262,091 262,091 262,091 4,468 1.73 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CELI BONNIE CITY COLLECTOR 2/01/2004 83,081.51 1,634.62 1.00 1 100% 85,753.80 85,753.80 85,753.80 AFSCME 161,491.25 3.00 Total AFSCME 1818 165,037.61 165,037.61 165,037.61 11461-5111 244,572.76 4.00 Total Full Time 250,791.41 250,791.41 250,791.41 Certified Collector Stipends 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 RES Parking Sticker Stipend - - - - - Hearing Officer Admin 1,750.00 1,750.00 - - - 11461-5150 3,750.00 Total Fringe 2,000.00 2,000.00 2,000.00 OVERTIME 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 11461-5131 1,000.00 Total Overtime 1,000.00 1,000.00 1,000.00 249,322.76 4.00 Department Total 253,791.41 253,791.41 253,791.41 General Fund FTE Full-Time Equivalent Employees: FY 2021 4.00 FY 2022 4.00 FY 2023 4.00 Variance 22 vs. 23 0.00 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change ---PAGE BREAK--- Departmental Budgets Collector FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 441 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New MEJIA ARACELIS PRINCIPAL CLERK 4/3/17 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 WIZDA JONAS PRINCIPAL CLERK 10/30/ 18 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 SOSNOWSKI SARAH ASSISTANT COLLECTOR 11/08/ 2004 2 57,721.59 1.00 1,130.06 58,989.13 3 58,989.13 58,989.13 58,989.13 161,491.25 3.00 165,037.61 165,037.61 165,037.61 165,037.61 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 1,000 5317 Educational Training Total 1,000 1,000 1,000 1,000 5381 Printing And Binding 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 4,300 4,300 4,300 5381 Printing And Binding Total 4,300 4,300 4,300 4,300 5421 Office Supplies (Gen General office supplies as needed. 3,000 3,000 3,000 3,000 5421 Office Supplies (Gen Total 3,000 3,000 3,000 3,000 11462 Collector-Expenses Total 8,300 8,300 8,300 8,300 ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 442 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 personnel budgeting in MUNIS and provide training to depart- ments in preparation for next year budget preparation. Ensure timely and accurate reporting relevant to the city’s ARPA allocation. Assess options for improved Fixed Asset tracking and management. 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. Work collaboratively with the School Department, Business Manager, to address and implement new procedures to improve internal controls. Continue to review all departmental revenues with departments to make recommendations to the Mayor for potential revenue enhancements. Continue to review departmental expenditures with each department and to identify areas for potential cost savings. Continue to enhance new procedures and formats in tracking the status of capital projects and management of debt borrowing and reporting. Continue to address Management letter recommendations offered by the audit firm. Ongoing collaboration with Human Resources and City Departments to enhance training and continuing education program for all Financial departments staff. How FY 2023 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 with departments to conceptualize ways to regionalize services with other communities with the goal to cre- ate synergies and improve delivery of services to all. The Finance Department will work closely with the School department on all financial matters to ensure all requirements are met in a responsible manner. The Finance Department will work with all departments in developing and implementing Capital Improvement Programs that will not only maintain and upgrade City buildings, infrastructure, and vehicle fleet, but also maxi- mize the use of grant dollars and other cost offsetting opportunities to ensure all City’s assets are maintained and preserved. ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 443 Significant Budget & Staffing Changes For FY 2023 The Finance Department continues to experience understaffing due to signifi- cant staffing turnover in late FY2021 and early FY2022 but anticipates welcoming a Deputy Finance Director at the end of FY2022. Additional funds are requested for contract services to continue providing temporary coverage where needed during year-end close and to transition to the new Deputy Finance Director. Recent Accomplishments Closed out the CARES Act COVID-19 grant, maximized federal reimburse- ment opportunities through FEMA, and implemented an accounting and reporting structure for the city’s American Rescue Plan Act (ARPA) alloca- tion. 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. Collaborated with the Information Technology Department, as well as other core financial departments to implement a major upgrade (from ver- sion 11.3 to 2019) to the city’s accounting system (MUNIS). Reviewed and identified MUNIS processes, began training and implemen- tation to improve on quarterly grant and account reconciliations. Began process of drafting step by step training manuals for financial sup- port processes. Received the GFOA Distinguished Budget Presentation Award for the FY2022 budget (14th year awarded to the city). Received the GFOA Certificate of Achievement for Excellence in Financial Reporting (ACFR) FY2021 budget (14th year awarded to the city). Increased the City’s stabilization fund to $14.19 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 Sources. 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. Worked toward addressing management letter recommendations. ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 444 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Free Cash certified - 6,000,000 8,951,313 17,444,553 9,000,000 Capital Improvement Project Fund End of Year Balance) - 2,494,371 3,476,793 6,265,899 4,000,000 Stabilization Fund Balance (End of Year Balance) - 9,111,337 10,043,960 14,196,557 15,000,000 OPEB Liability Fund (End of Year Balance) - 3,511,488 4,914,890 5,184,191 5,500,000 Contracted Services 11.57% Salaries-Full Time 82.15% Salaries-Part Time 3.50% Other 2.78% ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 445 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Finance - Personnel 11351 5111 Salaries-Full Time 313,012 286,358 338,975 240,705 353,057 351,562 351,562 12,587 3.71 11351 5113 Salaries-Part Time 1,916 24,346 15,000 8,199 15,000 15,000 15,000 0 0.00 11351 5131 Overtime (General) 85 117 200 200 200 200 200 0 0.00 11351 5150 Fringe/Stipends 0 0 2,000 0 2,000 2,000 2,000 0 0.00 315,013 310,821 356,175 249,104 370,257 368,762 368,762 12,587 3.53 Finance - Expenditures 11352 5320 Contracted Services 45,292 499 42,500 201,936 49,500 49,500 49,500 7,000 16.47 11352 5421 Office Supplies (Gen 2,142 3,442 2,500 1,948 2,500 2,500 2,500 0 0.00 11352 5423 Budget Preparation 750 0 2,400 2,060 2,400 2,400 2,400 0 0.00 11352 5710 In State Travel/Meetings 80 0 3,000 120 3,000 3,000 3,000 0 0.00 11352 5730 Dues And Sub 605 340 1,815 835 1,815 1,815 1,815 0 0.00 48,869 4,281 52,215 206,900 59,215 59,215 59,215 7,000 13.41 Department Total 363,882 315,102 408,390 456,004 429,472 427,977 427,977 19,587 4.80 ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 446 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MACCUTCHEON JUSTIN Deputy Finance Director 87,167.47 1,676.30 1.00 98,041.66 98,041.66 98,041.66 FREEDMAN ANNA Finance Director/ Auditor 5/4/2021 126,875.00 2,537.86 1.00 135,707.45 135,707.45 135,707.45 SMITH ELIZABETH Assistant Accountant/Budget Analyst 12/02/19 - 1,281.25 1.00 1 100% 70,381.25 68,887.69 68,887.69 PHANOR FREDERIQUE Assistant Accountant/Budget Analyst 76,366.62 AFSCME 48,565.62 1.00 Total AFSCME 1818 48,926.28 48,926.28 48,926.28 11351-5111 338,974.71 4.00 Total Full Time 353,056.64 351,563.08 351,563.08 TEMP PT STAFF/ INTERNS 15,000.00 15,000.00 P 15,000.00 15,000.00 15,000.00 11351-5113 15,000.00 0.00 Total Part Time 15,000.00 15,000.00 15,000.00 Stipend/Senior Part time suppport staff 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 11351-5150 2,000.00 Total Fringe 2,000.00 2,000.00 2,000.00 Overtime 200.00 200.00 200.00 200.00 200.00 11351-5131 200.00 Total Overtime 200.00 200.00 200.00 356,174.71 4.00 Department Total 370,256.64 368,763.08 368,763.08 General Fund FTE Full-Time Equivalent Employees: FY 2020 4.00 FY 2021 4.00 FY 2022 4.00 FY 2023 0.00 ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 447 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New JONIKAS ELIZABETH PRINC ACCT CLERK 9/28/ 2020 2 48,565.62 - - - 1 - - - WALSH MICHAEL PRINC ACCT CLERK 1/26/ 2022 2 - 1.00 924.70 48,926.28 1 1/26/ 2023 958.61 30 22.1 48,926.28 48,926.28 48,926.28 - 48,926.28 48,926.28 48,926.28 ---PAGE BREAK--- Departmental Budgets Finance FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 448 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11352 Finance-Expenses 5320 Contracted Services Contract Services Special Projects 0 12,000 12,000 12,000 Fraud Risk Audits per Management Letter 0 12,500 12,500 12,500 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 0 25,000 25,000 25,000 5320 Contracted Services Total 0 49,500 49,500 49,500 5421 Office Supplies (Gen General office supplies as needed. 0 2,500 2,500 2,500 5421 Office Supplies (Gen Total 0 2,500 2,500 2,500 5423 Budget Preparation Binders For Budget, Dividers/Cover Papers/File 0 2,400 2,400 2,400 5423 Budget Preparation Total 0 2,400 2,400 2,400 5710 In State Travel/Meetings Seminars and Training as needed - MUNIS, GFOA online classes, NEGFOA, MMA, MAPPO. Mileage, tolls, etc. 0 3,000 3,000 3,000 5710 In State Travel/Meetings Total 0 3,000 3,000 3,000 5730 Dues And Sub Eastern Massachusetts Municipal Auditors/Accountants Assoc 0 105 105 105 GFOA Membership 0 610 610 610 MAPPO Membership 0 175 175 175 MMAAA membership 0 700 700 700 Publications - Financial, GASB, GAO, MMA, MGFOA, etc. 0 225 [PHONE REDACTED] Dues And Sub Total 0 1,815 1,815 1,815 11352 Finance-Expenses Total 0 59,215 59,215 59,215 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 449 Purchasing General Admin 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 Transition management of mobile devices to IT Department by July 31, 2022. Update City bid forms and contracts for goods, services, and construction to modern document formats by September 30, 2022. Develop supplier diversity standards and program for all capital projects by September 30, 2022. Assist the Finance Office in reviewing City’s property, casualty, and auto- motive insurance policies and schedules by October 31, 2022. Achieve MCPPO certification for Purchasing Assistant by December 31, 2022. Create a master list of bids, contracts, and leases by December 31, 2022. Conduct training for local businesses on taking advantage of supplier diversity opportunities with the City and State by March 30, 2023. Update Department website to provide more information, including bid results and current contracts, by June 30, 2023. With Treasury and IT, implement electronic funds transfers for vendor pay- ments and employee reimbursements by June 30, 2023. How FY2023 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. Addenda to solicitations are now automatically e-mailed out to all plan holders when added to the depart- ment webpage. 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 2023 New Chief Procurement Officer: Anthony P. Delaney New Purchasing Assistant: Cindy Theriault Recent Accomplishments Streamlined purchase order and vendor update process, reducing paper- work and staff time for routine maintenance operations. With IT department, updated requisition and purchase order workflows for greater efficiency. Transitioned to Munis 2019 and conducted Citywide training on both new software features and procurement best practices. Moved offices to a more central and accessible location on the second floor of City Hall. Participated in cooperative bidding opportunities and other collective pur- chasing arrangements, including state and federal contracts. ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 450 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. Updated City’s master list of bids/contracts/leases. ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 451 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Invitations for Bid and Requests for Proposals - 69 45 50 55 Purchase Orders - 8,097 8,103 8,000 8,000 Savings realized through bid process (Aggregate High Bid-Awarded Bid) - $8,299,392 $5,504,753 $7,500,000 $7,500,000 Disadvantaged business vendors identified - - - - 100 Advertising 7.44% Office Supplies (Gen 1.98% Salaries-Full Time 74.86% Salaries-Part Time 12.61% Other 3.11% ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 452 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 11381 5111 Salaries-Full Time 147,881 143,091 151,445 142,448 150,931 150,931 150,931 (514) (0.34) 11381 5113 Salaries-Part Time 0 0 27,329 27,329 25,415 25,415 25,415 (1,914) (7.00) 147,881 143,091 178,774 169,777 176,346 176,346 176,346 (2,428) (1.36) General Admin - Expenditures 11382 5306 Advertising 15,823 12,058 15,000 13,000 15,000 15,000 15,000 0 0.00 11382 5320 Contracted Services 0 0 0 0 2,639 2,639 2,639 2,639 0.00 11382 5421 Office Supplies (Gen 2,682 617 4,000 6,109 4,000 4,000 4,000 0 0.00 11382 5710 In State Travel/Meetings 789 825 2,700 0 2,700 2,700 2,700 0 0.00 11382 5730 Dues And Sub 600 525 925 1,516 925 925 925 0 0.00 19,894 14,026 22,625 20,625 25,264 25,264 25,264 2,639 11.66 Department Total 167,775 157,117 201,399 190,402 201,610 201,610 201,610 211 0.10 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 453 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 OBRIEN MARGARET ASST PURCHASING AGENT 10/17/2016 54,341.30 1,069.10 1.00 100% 55,806.79 55,806.79 55,806.79 DELANEY ANTHONY PURCHASING AGENT 8/23/2022 97,104.27 1,813.46 1.00 100% 95,124.46 95,124.46 95,124.46 11381-5111 151,445.57 2.00 Total Full Time 150,931.25 150,931.25 150,931.25 THERIAULT PT ADMIN ASSISTANT 12/20/2021 27,328.60 25,317.50 0.50 19 hours per wk 25,414.88 25,414.88 25,414.88 11381-5113 27,328.60 0.50 Total PartTime 25,414.88 25,414.88 25,414.88 178,774.17 2.50 Department Total 176,346.13 176,346.13 176,346.13 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.00 FY 2022 2.50 FY 2023 2.50 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 454 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11382 Purchasing-Expenses 5306 Advertising Required legal notices for solicitation of bids and proposals 15,000 15,000 15,000 15,000 5306 Advertising Total 15,000 15,000 15,000 15,000 5320 Contracted Services Electronic signature software 0 2,639 2,639 2,639 5320 Contracted Services Total 0 2,639 2,639 2,639 5421 Office Supplies (Gen Office supplies as needed 2,000 2,000 2,000 2,000 Sit/stand desks for City Hall departments (one time purchase for FY20) 2,000 2,000 2,000 2,000 5421 Office Supplies (Gen Total 4,000 4,000 4,000 4,000 5710 In State Travel/Meetings MCPPO Certification Courses 2,000 2,000 2,000 2,000 Travel Reimbursement for MAPPO Meetings 700 700 [PHONE REDACTED] In State Travel/Meetings Total 2,700 2,700 2,700 2,700 5730 Dues And Sub ICMA Membership 250 250 250 250 Massachusetts Association of Public Purchasing Officials Yearly Membership Dues 675 675 [PHONE REDACTED] Dues And Sub Total 925 925 925 925 11382 Purchasing-Expenses Total 22,625 25,264 25,264 25,264 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 455 Fixed Costs Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Fixed Costs - Expenditures 11392 5341 Telephone-Wireless 37,181 40,128 47,500 59,906 0 0 0 (47,500) (100.00) 11392 5422 Copiers & Supplies 33,976 32,638 35,088 39,032 39,181 39,181 39,181 4,093 11.66 71,157 72,766 82,588 98,938 39,181 39,181 39,181 (43,407) (52.56) Department Total 71,157 72,766 82,588 98,938 39,181 39,181 39,181 (43,407) (52.56) Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11392 Purchasing-Fixed Costs 5341 Telephone-Wireless Cellphones - (Cemetery, City Clerk, Electrical, Engineer, Finance, Health, Legal, Mayor, Park, Parking, Planning, Public Property, Public Services, Veterans) 40,000 0 0 0 Tablets (ITS, Public Property, Electrical, DPW, Park) 7,500 0 0 0 5341 Telephone-Wireless Total 47,500 0 0 0 5422 Copiers & Supplies Assessor/Collector 1,596 1,596 1,596 1,596 Clerk 1 3,228 3,096 3,096 3,096 Clerk 2 0 2,548 2,548 2,548 Finance 0 3,071 3,071 3,071 Health 1,980 1,980 1,980 1,980 Inspectional Services 0 2,351 2,351 2,351 Mayor 2,076 2,088 2,088 2,088 Planning 3,360 2,419 2,419 2,419 Purchasing/Legal 0 1,915 1,915 1,915 Supplies (Toner, Staples, Copy Paper) 5,000 3,000 3,000 3,000 Treasurer 2,016 1,915 1,915 1,915 Usage and Overage Charges 7,000 13,200 13,200 13,200 Clerk 3 2,424 0 0 0 Finance 2/Legal 1,824 0 0 0 Finance 3 2,724 0 0 0 Public Property 1,860 0 0 0 5422 Copiers & Supplies Total 35,088 39,181 39,181 39,181 11392 Purchasing-Fixed Costs Total 82,588 39,181 39,181 39,181 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 456 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 main- taining 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 Continue to upgrade on-line banking and employee deduction reporting systems for vendors. 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. Continued to improve efficiencies and controls. Review tax title accounts and identify if they would generate funds to the City of Salem. Address gaps in the process to best utilize staff expertise and contribute to sustaining positive staff morale and productivity. To work in conjunction with IT to implement Vendor Self Service and elec- tronic check processing. How FY 2023 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 2023 Anticipated Retirement of City Treasurer ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 457 Recent Accomplishments Continued to supervise and enhance the Payroll Coordinator position. Supervised payroll functions for weekly and bi-weekly payroll. Continued to streamline the paying of various employee deductions. Prepared reconciliation for the GIC Health Insurance previously completed by a consultant. Maximized Investment Earnings. Participated in the Cities review process resulting in an upgraded bond rat- ing from Standard & Poors. Oversaw E-Payables with Bank of America for electronic vendor payments resulting in a rebate of $21,041.15. Worked in conjunction with IT to successfully implement View Permit Cloud. Initiated participation in the Massachusetts COVID-19 Emergency Paid Sick Leave (MEPSL), received $140,641 as of March 2022 and anticipates an additional $30,000 to $40,000. Assisted with the implementation of GIC - Cloud based harbor manage- ment system. Participated in the refinancing of October 2010 bonds resulting in an over- all savings of $310,340. Savings in FY 2022 is $27,415 and for FY 23 the savings is $54,900. ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 458 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 11451 5111 Salaries-Full Time 256,781 255,452 262,033 265,232 277,072 276,271 276,271 14,238 5.43 11451 5150 Fringe/Stipends 1,000 1,000 1,000 1,000 1,000 1,000 1,000 0 0.00 257,781 256,452 263,033 266,232 278,072 277,271 277,271 14,238 5.41 General Admin - Expenditures 11452 5317 Educational Training 0 160 1,170 1,170 1,170 1,170 1,170 0 0.00 11452 5320 Contracted Services 832 0 850 850 850 850 850 0 0.00 11452 5388 Tax Foreclosure Serv 6,196 7,347 7,200 7,200 7,200 7,200 7,200 0 0.00 11452 5421 Office Supplies (Gen 1,446 1,884 1,500 1,525 1,500 1,500 1,500 0 0.00 11452 5425 Checks/Forms 2,735 2,646 2,660 2,674 2,660 2,660 2,660 0 0.00 11452 5709 Credit Card/Eft Fees 126,025 90,066 170,134 171,881 159,948 159,948 159,948 (10,186) (5.99) 11452 5730 Dues And Sub 350 305 345 345 345 345 345 0 0.00 137,584 102,408 183,859 185,645 173,673 173,673 173,673 (10,186) (5.54) Department Total 395,365 358,861 446,892 451,877 451,745 450,944 450,944 4,052 0.91 Credit Card Fees 35.47% Salaries-Full Time 61.27% Tax Foreclosure Serv 1.60% Other 1.67% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 459 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MONICA DOMINGUES Payroll Coordinator CAROLINE NYE Payroll Coordinator 53,245.68 - 1.00 1 100% 59,000.00 59,000.00 59,000.00 MCMAHON KATHLEEN Treasurer 12/27/2010 92,450.41 1,818.84 1.00 1 100% 95,406.69 95,406.69 95,406.69 BLAISDELL RACHEL Assistant Treasurer 4/5/21 64,452.50 1,289.23 1.00 1 100% 69,641.17 68,839.96 68,839.96 AFSCME 51,884.83 1.00 Total AFSCME 1818 53,024.24 53,024.24 53,024.24 11451-5111 262,033.42 4.00 Total Full Time 277,072.10 276,270.89 276,270.89 Certified Treasurer’s Stipend 1,000.00 1,000.00 1 1,000.00 1,000.00 1,000.00 11451-5150 1,000.00 Total Fringe 1,000.00 1,000.00 1,000.00 263,033.42 4.00 Department Total 278,072.10 277,270.89 277,270.89 General Fund FTE Full-Time Equivalent Employees: FY 2021 4.00 FY 2022 4.00 FY 2023 4.00 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New COOK ELAINE PRINCIPAL CLERK 3/11/96 2 51,884.83 1.00 1,015.79 53,024.24 53,024.24 53,024.24 53,024.24 51,884.83 1.00 53,024.24 53,024.24 53,024.24 53,024.24 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 460 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11452 Treasurer-Expenses 5317 Educational Training Professional Training/Education 1,170 1,170 1,170 1,170 5317 Educational Training Total 1,170 1,170 1,170 1,170 5320 Contracted Services Financial Consulting Services 7.7 Hrs. @ 130.00 850 850 [PHONE REDACTED] Contracted Services Total 850 850 [PHONE REDACTED] Tax Foreclosure Serv Cost of Required Advertising 7,200 7,200 7,200 7,200 5388 Tax Foreclosure Serv Total 7,200 7,200 7,200 7,200 5421 Office Supplies (Gen General Office supplies as needed 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen Total 1,500 1,500 1,500 1,500 5425 Checks/Forms 18000 Blue C fold pressure seal checks @ $85.00 per 1000 $1,530 2,210 2,210 2,210 2,210 500 1099M $50, 500 1095 $50, and 1000 W’s $125 plus shipping, $100 450 450 [PHONE REDACTED] Checks/Forms Total 2,660 2,660 2,660 2,660 5709 Credit Card/Eft Fees Bank fees associated with credit card machines and meters located throughout the City 136,592 122,828 122,828 122,828 Pay By Cell Feature 5142 x 12 x.10 410 0 0 0 Smart Meter Credit Card Fees for single space parking meters 2985 x 12 x.13 1,165 0 0 0 System management and wireless data fees (124 smart meters x 5.75 x 12) 1,967 0 0 0 Transaction Fees 464000 x .08 30,000 37,120 37,120 37,120 5709 Credit Card/Eft Fees Total 170,134 159,948 159,948 159,948 5730 Dues And Sub MCTA 2 members @ $140 each 280 280 280 280 Treasurer’s Association dues Eastern Mass Treasurer’s Collector’s Association 65 65 65 65 5730 Dues And Sub Total 345 345 345 345 11452 Treasurer-Expenses Total 183,859 173,673 173,673 173,673 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 461 Long Term Debt Service Mission Statement Treasurer – Long Term Debt Service This expenditure covers the cost of the principal and interest payments of the City’s General Fund bonded debt. Short-term debt service and Water & Sewer Enterprise Fund debt service appear separately in the Treasurer’s budget. In FY 23 the City’s total long-term debt service is $11,847,942. This includes principal payments of $7,704,443 and interest payments of $4,143,499. The debt service is broken 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 FY 22 the City’s total long-term debt service was $10,570,317. This includes principal payments of $7,106,880 and interest payments of $3,463,437. The debt service is broken down as follows: Water Enterprise Fund principal $1,621,880 - Water Enterprise interest $547,428 Sewer Enterprise Fund principal $1,108,000- Sewer Enterprise Fund inter- est $822,488 General Fund capital improvements and equipment principal $4,395,000 - General Fund capital improvements interest $2,075,521 In FY 21 the City’s total long-term debt service was $10,642,540. This includes principal payments of $7,324,368 and interest payments of $3,318,172. The debt service is broken down as follows: Water Enterprise Fund principal $1,773,165 - Water Enterprise interest $644,424 Sewer Enterprise Fund principal $975,269- Sewer Enterprise Fund interest $807,276 General Fund capital improvements and equipment principal $4,580,934 - General Fund capital improvements interest $1,861,472 In FY 20 the City’s total long-term debt service was $10,373,264. This includes principal payments of $$7,561,904 and interest payments of $2,811,360. The debt service is broken down as follows: Water Enterprise Fund principal $1,636,904 - Water Enterprise interest $624,792 Sewer Enterprise Fund principal $935,000- Sewer Enterprise Fund interest $674,001 General Fund capital improvements and equipment principal $4,990,000 - General Fund capital improvements interest $1,512,567 In FY 19 the City’s total long-term debt service was $8,887,320. This includes principal payments of $6,434,490 and interest payments of $2,452,830. The debt service is broken down as follows: Water Enterprise Fund principal $1,564,490 - Water Enterprise interest $564,000 Sewer Enterprise Fund principal $650,000- Sewer Enterprise Fund interest $436,669 General Fund capital improvements and equipment principal $4,220,000 - General Fund capital improvements interest $1,452,161 In FY 22 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 Massa- chusetts 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 462 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Long Term Debt Service - Expenditures 17102 5908H 16-High School-Prin (07) 320,000 320,000 320,000 320,000 315,000 315,000 315,000 (5,000) (1.56) 17102 5908I (14 Ref) 95,000 95,000 95,000 95,000 90,000 90,000 90,000 (5,000) (5.26) 17102 5908J Garage-Prin (14 Ref) 45,000 0 0 0 0 0 0 0 0.00 17102 5908K Bowditch-Prin (14 Ref) 90,000 80,000 85,000 85,000 80,000 80,000 80,000 (5,000) (5.88) 17102 5908L Carlton-Prin (14 Ref) 60,000 60,000 60,000 60,000 60,000 60,000 60,000 0 0.00 17102 5908M Carlton-Prin (14 Ref) 30,000 25,000 25,000 25,000 25,000 25,000 25,000 0 0.00 17102 5910 Debt Principal 0 0 0 0 647,828 647,828 647,828 647,828 0.00 17102 5915 Long-Term Interest 0 0 0 0 708,280 708,280 708,280 708,280 0.00 17102 5918 18-Ferry-Prin (07) 60,000 50,000 0 0 0 0 0 0 0.00 17102 5919C 21-Bates Schl-Prin (10) 860,000 0 0 0 0 0 0 0 0.00 17102 5919F Saltonstall Prin (2013) 155,000 160,000 170,000 170,000 185,000 185,000 185,000 15,000 8.82 17102 5919G Collins Prin (2013) 300,000 340,000 350,000 350,000 375,000 375,000 375,000 25,000 7.14 17102 5919H Mcgrath Prin (2013) 35,000 35,000 40,000 40,000 40,000 40,000 40,000 0 0.00 17102 5938 18-Ferry-Int (07) 3,200 1,000 0 0 0 0 0 0 0.00 17102 5948H 16-High School-Int (07) 106,480 93,680 80,880 80,880 68,180 68,180 68,180 (12,700) (15.70) 17102 5948K 21-Bates Schl-Int (10) 17,200 0 0 0 0 0 0 0 0.00 17102 5948N Saltonstall Int (2013) 152,032 146,181 139,581 139,581 134,881 134,881 134,881 (4,700) (3.37) 17102 5948O Collins Int (2013) 288,581 302,506 288,706 288,706 274,206 274,206 274,206 (14,500) (5.02) 17102 5948P Mcgrath Int (2013) 39,113 37,888 36,388 36,388 34,788 34,788 34,788 (1,600) (4.40) 17102 5948Q (14 Ref) 19,356 15,556 11,756 11,756 8,056 8,056 8,056 (3,700) (31.47) 17102 5948R Garage-Int (14 Ref) 900 0 0 0 0 0 0 0 0.00 16-High School-Prin (07) 4.07% Cip 2012-Prin 1.81% Cip 2013-Prin 1.94% Cip 2014-Prin 5.04% Cip 2015-Prin 2.26% Cip 2016-Prin 3.74% Cip 2017 Int 3.02% Cip 2017 Prin 4.97% Cip 2018 Int 3.16% Cip 2018 Prin 5.20% Cip 2019-Int 4.69% Cip 2019-Prin 9.11% Cip 2020 Interest 2.71% Cip 2020 Prin 3.91% Cip-Clc-Int 2.14% Collins Int (2013) 3.54% Collins Prin (2013) 4.84% Debt Principal 8.36% Long-Term Interest 9.15% Saltonstall Int (2013) 1.74% Saltonstall Prin (2013) 2.39% Other 12.21% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 463 17102 5948S Bowditch-Int (14 Ref) 11,600 8,200 4,900 4,900 1,600 1,600 1,600 (3,300) (67.35) 17102 5948T Carlton-Int (14 Ref) 8,400 6,000 3,600 3,600 3,325 3,325 3,325 (275) (7.64) 17102 5948U Carlton-Int (14 Ref) 5,225 4,125 3,125 3,125 0 0 0 (3,125) (100.00) 17102 5949A Cip 2009-Int (11) 13,800 8,600 5,400 5,400 16,925 16,925 16,925 11,525 213.43 17102 5949B Cip 2010-Int (11) 30,800 23,200 17,500 17,500 0 0 0 (17,500) (100.00) 17102 5949C Cip 2009-Prin (12) 130,000 130,000 30,000 30,000 45,000 45,000 45,000 15,000 50.00 17102 5949D Cip 2010-Prin (12) 170,000 165,000 130,000 130,000 0 0 0 (130,000) (100.00) 17102 5949E Cip 2011 Int 10,400 9,700 7,900 7,900 0 0 0 (7,900) (100.00) 17102 5949F Cip 2011-Prin 40,000 40,000 40,000 40,000 0 0 0 (40,000) (100.00) 17102 5949G Cip 2012-Prin 105,000 105,000 110,000 110,000 140,000 140,000 140,000 30,000 27.27 17102 5949H Cip 2012-Int 75,444 71,769 74,994 74,994 69,594 69,593 69,594 (5,400) (7.20) 17102 5949I Cip 2013-Prin 135,000 135,000 150,000 150,000 150,000 150,000 150,000 0 0.00 17102 5949J Cip 2013-Int 41,844 36,444 30,744 30,744 38,616 38,616 38,616 7,872 25.60 17102 5949K Cip 2014-Prin 230,000 85,000 85,000 85,000 390,000 390,000 390,000 305,000 358.82 17102 5949L Cip 2014-Int 46,447 40,213 34,078 34,078 75,725 75,725 75,725 41,647 122.21 17102 5949M Cip 2015-Prin 290,000 195,000 185,000 185,000 175,000 175,000 175,000 (10,000) (5.41) 17102 5949N Cip 2015-Int 71,594 59,469 49,969 49,969 41,094 41,094 41,094 (8,875) (17.76) 17102 5949O Cip 2016-Prin 555,000 635,000 345,000 345,000 289,827 289,827 289,827 (55,173) (15.99) 17102 5949P Cip 2016-Int 114,767 127,275 106,925 106,925 83,108 83,108 83,108 (23,817) (22.27) 17102 5949Q Cip-Bertram-Prin 110,000 110,000 105,000 105,000 0 0 0 (105,000) (100.00) 17102 5949R Cip-Bertram-Int 35,213 30,813 26,512 26,512 0 0 0 (26,512) (100.00) 17102 5949S Cip-Roadways 2014-Prin 200,000 200,000 200,000 200,000 0 0 0 (200,000) (100.00) 17102 5949T Cip-Roadways 2014-Int 44,000 36,000 28,000 28,000 0 0 0 (28,000) (100.00) 17102 5949U Cip 2017 Prin 640,000 590,000 615,174 615,174 385,000 385,000 385,000 (230,174) (37.42) 17102 5949V Cip 2017 Int 211,708 149,125 127,812 127,812 233,673 233,673 233,673 105,861 82.82 17102 5949W Cip 2018 Prin 285,000 305,000 325,000 325,000 402,593 402,593 402,593 77,593 23.87 17102 5949X Cip 2018 Int 129,412 104,450 104,324 104,324 244,579 244,579 244,579 140,255 134.44 17102 5949Y Cip-289 Derby St-Prin 65,000 45,000 45,000 45,000 45,000 45,000 45,000 0 0.00 17102 5949Z Cip-289 Derby St-Int 38,813 24,381 22,131 22,131 19,881 19,881 19,881 (2,250) (10.17) 17102 5949ZA Cip 2019-Prin 0 581,798 645,000 645,000 705,894 705,894 705,894 60,894 9.44 17102 5949ZB Cip 2019-Int 173,610 349,545 425,618 425,618 363,537 363,537 363,537 (62,081) (14.59) 17102 5949ZC Cip-Clc-Prin 0 94,136 95,000 95,000 100,000 100,000 100,000 5,000 5.26 17102 5949ZD Cip-Clc-Int 105,501 175,353 170,625 170,625 165,750 165,750 165,750 (4,875) (2.86) 17102 5949ZG Museum Pl Garage Prin 0 0 4,000 4,000 0 0 0 (4,000) (100.00) 17102 5949ZH Museum Pl Garage Int 0 0 34,581 34,581 0 0 0 (34,581) (100.00) 17102 5949ZI Cip 2020 Prin 0 0 140,826 140,826 303,035 303,035 303,035 162,209 115.18 17102 5949ZJ Cip 2020 Interest 0 0 239,472 239,472 209,582 209,582 209,582 (29,890) (12.48) 6,800,438 6,442,405 6,470,521 6,470,521 7,744,557 7,744,556 7,744,556 1,274,036 19.69 Department Total 6,800,438 6,442,405 6,470,521 6,470,521 7,744,557 7,744,556 7,744,556 1,274,036 19.69 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 464 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 17102 Debt Service-Expenses 5908H 16-High School-Prin (07) 5908I (14 Ref) 16-HIGH SCHOOL-PRIN (07) 320,000 315,000 315,000 315,000 5908H 16-High School-Prin (07) Total 320,000 315,000 315,000 315,000 5908K Bowditch-Prin (14 Ref) (14 REF) 95,000 90,000 90,000 90,000 5908I (14 Ref) Total 95,000 90,000 90,000 90,000 5908L Carlton-Prin (14 Ref) BOWDITCH-PRIN (14 REF) 85,000 80,000 80,000 80,000 5908K Bowditch-Prin (14 Ref) Total 85,000 80,000 80,000 80,000 5908M Carlton-Prin (14 Ref) CARLTON-PRIN (14 REF) 60,000 60,000 60,000 60,000 5908L Carlton-Prin (14 Ref) Total 60,000 60,000 60,000 60,000 CARLTON-PRIN (14 REF) 25,000 25,000 25,000 25,000 5908M Carlton-Prin (14 Ref) Total 25,000 25,000 25,000 25,000 5910 Debt Principal FY23 long-term debt service principal 0 647,828 647,828 647,828 5910 Debt Principal Total 0 647,828 647,828 647,828 5915 Long-Term Interest FY23 long-term debt service interest 0 708,280 708,280 708,280 5915 Long-Term Interest Total 0 708,280 708,280 708,280 5919F Saltonstall Prin (2013) 5919G Collins Prin (2013) SALTONSTALL PRIN (2013) 170,000 185,000 185,000 185,000 5919H Mcgrath Prin (2013) COLLINS PRIN (2013) 350,000 375,000 375,000 375,000 MCGRATH PRIN (2013) 40,000 40,000 40,000 40,000 5919F Saltonstall Prin (2013) Total 170,000 185,000 185,000 185,000 5919G Collins Prin (2013) Total 350,000 375,000 375,000 375,000 5919H Mcgrath Prin (2013) Total 40,000 40,000 40,000 40,000 5948H 16-High School-Int (07) 5948N Saltonstall Int (2013) 16-HIGH SCHOOL-INT (07) 80,880 68,180 68,180 68,180 5948O Collins Int (2013) SALTONSTALL INT (2013) 139,581 134,881 134,881 134,881 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 465 5948P Mcgrath Int (2013) COLLINS INT (2013) 288,706 274,206 274,206 274,206 5948H 16-High School-Int (07) Total 80,880 68,180 68,180 68,180 5948Q (14 Ref) MCGRATH INT (2013) 36,388 34,788 34,788 34,788 5948N Saltonstall Int (2013) Total 139,581 134,881 134,881 134,881 5948S Bowditch-Int (14 Ref) (14 REF) 11,756 8,056 8,056 8,056 5948O Collins Int (2013) Total 288,706 274,206 274,206 274,206 5948T Carlton-Int (14 Ref) BOWDITCH-INT (14 REF) 4,900 1,600 1,600 1,600 5948P Mcgrath Int (2013) Total 36,388 34,788 34,788 34,788 5948U Carlton-Int (14 Ref) CARLTON-INT (14 REF) 3,600 3,325 3,325 3,325 5948Q (14 Ref) Total 11,756 8,056 8,056 8,056 CARLTON-INT (14 REF) 3,125 0 0 0 5948S Bowditch-Int (14 Ref) Total 4,900 1,600 1,600 1,600 5948T Carlton-Int (14 Ref) Total 3,600 3,325 3,325 3,325 5948U Carlton-Int (14 Ref) Total 3,125 0 0 0 5949A Cip 2009-Int (11) 5949B Cip 2010-Int (11) CIP 2009-INT (11) 5,400 16,925 16,925 16,925 5949C Cip 2009-Prin (12) CIP 2010-INT (11) 17,500 0 0 0 5949D Cip 2010-Prin (12) CIP 2009-PRIN (12) 30,000 45,000 45,000 45,000 5949A Cip 2009-Int (11) Total 5,400 16,925 16,925 16,925 5949E Cip 2011 Int CIP 2010-PRIN (12) 130,000 0 0 0 5949B Cip 2010-Int (11) Total 17,500 0 0 0 5949F Cip 2011-Prin CIP 2011 INT 7,900 0 0 0 5949C Cip 2009-Prin (12) Total 30,000 45,000 45,000 45,000 5949G Cip 2012-Prin CIP 2011-PRIN 40,000 0 0 0 5949D Cip 2010-Prin (12) Total 130,000 0 0 0 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 466 5949H Cip 2012-Int CIP 2012-PRIN 110,000 140,000 140,000 140,000 5949E Cip 2011 Int Total 7,900 0 0 0 5949I Cip 2013-Prin CIP 2012-INT 74,994 69,594 69,593 69,594 5949F Cip 2011-Prin Total 40,000 0 0 0 5949J Cip 2013-Int CIP 2013-PRIN 150,000 150,000 150,000 150,000 5949G Cip 2012-Prin Total 110,000 140,000 140,000 140,000 5949K Cip 2014-Prin CIP 2013-INT 30,744 38,616 38,616 38,616 5949H Cip 2012-Int Total 74,994 69,594 69,593 69,594 5949L Cip 2014-Int CIP 2014-PRIN 85,000 390,000 390,000 390,000 5949I Cip 2013-Prin Total 150,000 150,000 150,000 150,000 5949M Cip 2015-Prin CIP 2014-INT 34,078 75,725 75,725 75,725 5949J Cip 2013-Int Total 30,744 38,616 38,616 38,616 5949N Cip 2015-Int CIP 2015-PRIN 185,000 175,000 175,000 175,000 5949K Cip 2014-Prin Total 85,000 390,000 390,000 390,000 5949O Cip 2016-Prin CIP 2015-INT 49,969 41,094 41,094 41,094 5949L Cip 2014-Int Total 34,078 75,725 75,725 75,725 5949P Cip 2016-Int CIP 2016-PRIN 345,000 289,827 289,827 289,827 5949M Cip 2015-Prin Total 185,000 175,000 175,000 175,000 5949Q Cip-Bertram-Prin CIP 2016-INT 106,925 83,108 83,108 83,108 5949N Cip 2015-Int Total 49,969 41,094 41,094 41,094 5949R Cip-Bertram-Int CIP-BERTRAM-PRIN 105,000 0 0 0 5949O Cip 2016-Prin Total 345,000 289,827 289,827 289,827 5949S Cip-Roadways 2014-Prin CIP-BERTRAM-INT 26,512 0 0 0 5949P Cip 2016-Int Total 106,925 83,108 83,108 83,108 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 467 5949T Cip-Roadways 2014-Int CIP-ROADWAYS 2014-PRIN 200,000 0 0 0 5949Q Cip-Bertram-Prin Total 105,000 0 0 0 5949U Cip 2017 Prin CIP-ROADWAYS 2014-INT 28,000 0 0 0 5949R Cip-Bertram-Int Total 26,512 0 0 0 5949V Cip 2017 Int CIP 2017 PRIN 615,174 385,000 385,000 385,000 5949S Cip-Roadways 2014-Prin Total 200,000 0 0 0 5949W Cip 2018 Prin CIP 2017 INT 127,812 233,673 233,673 233,673 5949T Cip-Roadways 2014-Int Total 28,000 0 0 0 5949X Cip 2018 Int CIP 2018 PRIN 325,000 402,593 402,593 402,593 5949U Cip 2017 Prin Total 615,174 385,000 385,000 385,000 5949Y Cip-289 Derby St-Prin CIP 2018 INT 104,324 244,579 244,579 244,579 5949V Cip 2017 Int Total 127,812 233,673 233,673 233,673 5949Z Cip-289 Derby St-Int CIP-289 DERBY ST-PRIN 45,000 45,000 45,000 45,000 5949W Cip 2018 Prin Total 325,000 402,593 402,593 402,593 5949ZA Cip 2019-Prin CIP-289 DERBY ST-INT 22,131 19,881 19,881 19,881 5949X Cip 2018 Int Total 104,324 244,579 244,579 244,579 5949ZB Cip 2019-Int CIP 2019 PRIN 645,000 705,894 705,894 705,894 5949Y Cip-289 Derby St-Prin Total 45,000 45,000 45,000 45,000 5949ZC Cip-Clc-Prin CIP 2019-INT 425,618 363,537 363,537 363,537 5949Z Cip-289 Derby St-Int Total 22,131 19,881 19,881 19,881 5949ZD Cip-Clc-Int CIP-CLC-PRIN 95,000 100,000 100,000 100,000 5949ZA Cip 2019-Prin Total 645,000 705,894 705,894 705,894 5949ZG Museum Pl Garage Prin CIP-CLC-INT 170,625 165,750 165,750 165,750 5949ZB Cip 2019-Int Total 425,618 363,537 363,537 363,537 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 468 5949ZH Museum Pl Garage Int MUSEUM PLACE GARAGE - PRIN 4,000 0 0 0 5949ZC Cip-Clc-Prin Total 95,000 100,000 100,000 100,000 5949ZI Cip 2020 Prin MUSEUM PLACE GARAGE - INT 34,581 0 0 0 5949ZD Cip-Clc-Int Total 170,625 165,750 165,750 165,750 5949ZJ Cip 2020 Interest CIP 2020 PRIN 140,826 303,035 303,035 303,035 5949ZG Museum Pl Garage Prin Total 4,000 0 0 0 CIP 2020-INT 239,472 209,582 209,582 209,582 5949ZH Museum Pl Garage Int Total 34,581 0 0 0 5949ZI Cip 2020 Prin Total 140,826 303,035 303,035 303,035 5949ZJ Cip 2020 Interest Total 239,472 209,582 209,582 209,582 17102 Debt Service-Expenses Total 6,470,521 7,744,557 7,744,556 7,744,556 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 469 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 Anticipa- tion 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Short Term Debt Service - Expenditures 17522 5270 Lease Payments 485,038 784,122 606,854 606,854 374,501 374,501 374,501 (232,353) (38.29) 17522 5304 Prof Services/Fees 14,275 (82,190) 13,500 13,500 13,500 13,500 13,500 0 0.00 17522 5925 Interest On Bans 86,040 115,985 287,930 287,770 287,930 160,113 160,113 (127,817) (44.39) 17522 5927 Interest On Leases 21,466 28,748 29,545 29,705 8,988 8,988 8,988 (20,557) (69.58) 606,819 846,666 937,829 937,829 684,920 557,103 557,103 (380,726) (40.60) Department Total 606,819 846,666 937,829 937,829 684,920 557,103 557,103 (380,726) (40.60) Interest On Leases 1.61% Interest On Notes 28.74% Professional Serv/Fees 2.42% Rental & Lease 67.22% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 470 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 17522 Short Term Debt Int-Expense 5270 Lease Payments All American Investment Group, LLC Lease Ten Ford Escorts 3 of 3 90,316 0 0 0 CIP FY 2019 $434,500 Lease - Principal Payment Year 2 of 3 144,834 0 0 0 CIP FY 2020 $595,346 Lease - Principal Payment 1 of 3 200,115 200,116 200,116 200,116 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 5 of 7 171,589 174,385 174,385 174,385 5270 Lease Payments Total 606,854 374,501 374,501 374,501 5304 Prof Services/Fees Fees for Hilltop Securities and Legal Services 13,500 13,500 13,500 13,500 5304 Prof Services/Fees Total 13,500 13,500 13,500 13,500 5925 Interest On Bans Interest on BAN $14,000,000*.0.04 287,930 287,930 160,113 160,113 5925 Interest On Bans Total 287,930 287,930 160,113 160,113 5927 Interest On Leases All American Investment Group, LLC Lease 10 Ford Escorts 3 of 3 5,374 0 0 0 CIP FY 2019 $434,500 Lease - Interest Payment Year 2 of 3 5,140 0 0 0 CIP FY 2020 $595,346 Lease - Interest Payment Year 1 of 3 13,391 6,145 6,145 6,145 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 4 of 7 5,640 2,843 2,843 2,843 5927 Interest On Leases Total 29,545 8,988 8,988 8,988 17522 Short Term Debt Int-Expense Total 937,829 684,920 557,103 557,103 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 471 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. Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Essex Tech & Voc Assessment - Expenditures 18202 5641 Essex Tech & Voc Assessment 2,262,449 2,367,453 2,602,989 2,602,989 2,599,910 2,599,910 2,599,910 (3,079) (0.12) 2,262,449 2,367,453 2,602,989 2,602,989 2,599,910 2,599,910 2,599,910 (3,079) (0.12) Department Total 2,262,449 2,367,453 2,602,989 2,602,989 2,599,910 2,599,910 2,599,910 (3,079) (0.12) Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 18202 School Assessments 5641 Essex Tech & Voc Assessment Essex Aggie & Technical School 2,602,989 2,599,910 2,599,910 2,599,910 5641 Essex Tech & Voc Assessment Total 2,602,989 2,599,910 2,599,910 2,599,910 18202 School Assessments Total 2,602,989 2,599,910 2,599,910 2,599,910 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 472 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, Metropol- itan 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change State Assessments (Cherry Sheet) - Expenditures 18302 5630 Mbta 970,999 975,651 978,993 978,993 1,027,143 1,027,143 1,027,143 48,150 4.92 18302 5631 Special Education 11,370 31,762 31,693 31,693 7,865 7,865 7,865 (23,828) (75.18) 18302 5637 Air Pollution Contr 12,525 12,840 13,547 13,547 13,956 13,956 13,956 409 3.02 18302 5638 Met Area Planning Co 22,956 23,382 23,814 23,814 24,843 24,843 24,843 1,029 4.32 18302 5640 Rmv Nonrenewal Sur 128,500 132,400 132,400 132,400 118,480 118,480 118,480 (13,920) (10.51) 18302 5643 School Choice 578,643 563,363 567,232 567,232 596,626 596,626 596,626 29,394 5.18 18302 5644 Charter Schools 7,107,113 7,476,793 7,626,721 7,626,721 7,906,278 7,906,278 7,906,278 279,557 3.67 18302 5646 Ne Mass Mosquito Con 46,601 49,440 52,673 52,673 54,265 54,265 54,265 1,592 3.02 8,878,707 9,265,631 9,427,073 9,427,073 9,749,456 9,749,456 9,749,456 322,383 3.42 Department Total 8,878,707 9,265,631 9,427,073 9,427,073 9,749,456 9,749,456 9,749,456 322,383 3.42 Charter Schools 81.09% Mbta 10.54% School Choice 6.12% Other 2.25% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 473 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 18302 State Assessments-Expenses 5630 Mbta State Assessment amounts are derived from Massachusetts Department of Revenue 978,993 1,027,143 1,027,143 1,027,143 5630 Mbta Total 978,993 1,027,143 1,027,143 1,027,143 5631 Special Education State Assessment amounts are derived from Massachusetts Department of Revenue 31,693 7,865 7,865 7,865 5631 Special Education Total 31,693 7,865 7,865 7,865 5637 Air Pollution Contr State Assessment amounts are derived from Massachusetts Department of Revenue 13,547 13,956 13,956 13,956 5637 Air Pollution Contr Total 13,547 13,956 13,956 13,956 5638 Met Area Planning Co State Assessment amounts are derived from Massachusetts Department of Revenue 23,814 24,843 24,843 24,843 5638 Met Area Planning Co Total 23,814 24,843 24,843 24,843 5640 Rmv Nonrenewal Sur State Assessment amounts are derived from Massachusetts Department of Revenue 132,400 118,480 118,480 118,480 5640 Rmv Nonrenewal Sur Total 132,400 118,480 118,480 118,480 5643 School Choice State Assessment amounts are derived from Massachusetts Department of Revenue 567,232 596,626 596,626 596,626 5643 School Choice Total 567,232 596,626 596,626 596,626 5644 Charter Schools State Assessment amounts are derived from Massachusetts Department of Revenue 7,626,721 7,906,278 7,906,278 7,906,278 5644 Charter Schools Total 7,626,721 7,906,278 7,906,278 7,906,278 5646 Ne Mass Mosquito Con State Assessment amounts are derived from Massachusetts Department of Revenue 52,673 54,265 54,265 54,265 5646 Ne Mass Mosquito Con Total 52,673 54,265 54,265 54,265 18302 State Assessments-Expenses Total 9,427,073 9,749,456 9,749,456 9,749,456 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 474 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 contri- butions 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Contributory Retirement - Expenditures 19101 5178 Pension Asses (Contr 12,100,050 12,798,253 13,676,803 13,676,803 14,429,326 14,429,326 14,429,326 752,523 5.50 12,100,050 12,798,253 13,676,803 13,676,803 14,429,326 14,429,326 14,429,326 752,523 5.50 Department Total 12,100,050 12,798,253 13,676,803 13,676,803 14,429,326 14,429,326 14,429,326 752,523 5.50 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 19101 Contrib Retirement - Personnel 5178 Pension Asses (Contr City Contributory Retirement. Less Fringe from grants. 13,676,803 14,429,326 14,429,326 14,429,326 5178 Pension Asses (Contr Total 13,676,803 14,429,326 14,429,326 14,429,326 19101 Contrib Retirement - Personnel Total 13,676,803 14,429,326 14,429,326 14,429,326 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 475 Non-Contributory Pensions Mission Statement Treasurer – Non-Contributory Pensions As of March 17, 2022, the City provides a pension benefit for a one non- contributory retiree. This includes a pension payment that is paid weekly. Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Non-Contributory Pensions - Expenditures 19111 5176 Pensions-Non Contrib 9,567 9,530 10,315 10,315 10,625 10,625 10,625 310 3.01 9,567 9,530 10,315 10,315 10,625 10,625 10,625 310 3.01 Department Total 9,567 9,530 10,315 10,315 10,625 10,625 10,625 310 3.01 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 19111 Non-Contrib Retire-Personnel 5176 Pensions-Non Contrib City Non-Contributory Retirement based on current payments annualized. Weekly $192.59 X 52.1 weeks 1 pensioners. 10,315 10,625 10,625 10,625 5176 Pensions-Non Contrib Total 10,315 10,625 10,625 10,625 19111 Non-Contrib Retire-Personnel Total 10,315 10,625 10,625 10,625 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 476 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 FY23, thus FY23 is based upon actual FY 21 plus Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Medicare - Expenditures 19191 5177 Medicare 1,249,173 1,229,912 1,278,187 1,284,881 1,329,315 1,304,315 1,304,315 26,128 2.04 1,249,173 1,229,912 1,278,187 1,284,881 1,329,315 1,304,315 1,304,315 26,128 2.04 Department Total 1,249,173 1,229,912 1,278,187 1,284,881 1,329,315 1,304,315 1,304,315 26,128 2.04 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 19191 Medicare-Personnel 5177 Medicare 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 FY23. There will be retro wages for settled contracts, thus FY 23 is funded based on the prior year amount budgeted plus 1,278,187 1,329,315 1,304,315 1,304,315 5177 Medicare Total 1,278,187 1,329,315 1,304,315 1,304,315 19191 Medicare-Personnel Total 1,278,187 1,329,315 1,304,315 1,304,315 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 477 Municipal Insurance Mission Statement Treasurer – Municipal Insurance The City’s Liability Insurance is currently with Massachusetts Inter-local Insur- ance Association (MIIA). Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Municipal Insurance - Expenditures 19452 5740 Insurance Premiums 343,967 290,357 368,500 382,960 368,500 368,500 368,500 0 0.00 19452 5740A Insurance Deductibles 5,000 54 5,000 5,000 5,000 5,000 5,000 0 0.00 348,967 290,412 373,500 387,960 373,500 373,500 373,500 0 0.00 Department Total 348,967 290,412 373,500 387,960 373,500 373,500 373,500 0 0.00 Insurance Premiums 98.66% Other 1.34% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 478 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 19452 Municipal Insurance-Expense 5740 Insurance Premiums Additional Participation Credits (14,000) (14,000) (14,000) (14,000) Annual municipal insurance costs Property & Casualty 500,000 500,000 500,000 500,000 Annual professional liability insurance costs 150,000 150,000 150,000 150,000 Coverage for 6 Ford Escapes 0 50,000 50,000 50,000 Coverage for 6 Ford Escorts 50,000 0 0 0 Less 3% Early Pay (17,500) (17,500) (17,500) (17,500) Less School Portion (300,000) (300,000) (300,000) (300,000) 5740 Insurance Premiums Total 368,500 368,500 368,500 368,500 5740A Insurance Deductibles Deductibles - estimated 5,000 5,000 5,000 5,000 5740A Insurance Deductibles Total 5,000 5,000 5,000 5,000 19452 Municipal Insurance-Expense Total 373,500 373,500 373,500 373,500 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 479 Traffic & Parking Department Traffic & Parking Department 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 – pedes- trians, bicyclists, transit riders, and drivers – and to provide pleasant and secure parking services to residents, businesses, and visitors while main- taining courteous and helpful assistance to the general public. An efficient, reliable, and well-maintained transportation and parking system of choice is critical to the quality of life for Salem residents and for the overall economic prosperity of the city. As such, the Traffic and Parking Department aims to coordinate efforts with other relevant departments to prioritize and implement projects that improve safety, connectivity, mobility, and accessi- bility at the local and regional level for persons of all ages and abilities. The Department has overseen the introduction of the Salem Skipper, a city-wide on-demand rideshare service, re-introduced a bike share program by joining the BlueBikes regional program and will be launching a community car share program where individuals can rent a vehicle on an hourly basis. 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/Traffic Goals & Objectives 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. Finalize implementation of a community car share program by Spring 2022 which offers residents an opportunity to rent vehicles, owned by the city, at an affordable hourly rate. Continue implementation of items identified in Bicycle Master Plan. Continue to implement items identified in the city’s updated ADA Transi- tion Plan. Support efforts to expand BlueBikes bike share program. Continue to implement complete streets measures when roads are recon- structed or repaved through coordination with the Engineering Depart- ment. Parking Goals & Objectives Begin developing design plans in FY23 for the Sewall St lot to improve cir- culation and drainage as well as replace older parking meters with multi- space payment kiosks. Begin activities to repave Crombie St and Salem Green parking lots which may involve the addition of electric charging stations and improved drain- age systems. Develop scope of work and put out bid in FY23 seeking vendors to provide license plate recognition software to assist with administration and enforcement of resident permit parking. Continue to assess current resident and visitor parking policies and proce- dures to identify recommendations for improvement that will create a more equitable program that more accurately reflects neighborhood boundaries/zones. Continue evaluating the introduction of a Parking Benefit District for the Downtown. Continue efforts to implement structural repairs to other levels of the Museum Place Garage as well as put into action some preventative mainte- nance measures. Develop plans to address additional maintenance issues in the South Har- bor Garage. ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 480 How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals General Government Improve communication and transparency with citizens, including social media and online tools, software, and more. To maintain a high level of accessibility to and responsiveness by City departments and employees. Look for ways to deliver City services more efficiently and effectively through the use of technology and performance management, including development of Salem 311. Implement regional services where applicable in order to better utilize tax dollars. 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. Strengthening City’s reputation as a welcoming, accessible, and inclusive community for all. Public Safety Improve traffic and parking enforcement. Enhance use of technology in public safety. Economic Development 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. Support the growth of new and existing private businesses, including enhanced recruitment efforts. Parks and Recreation Launch and carry out Signature Parks program for Willows, Winter Island, Pioneer Village/Camp Naumkeag, Forest River Park, and Salem Common. Finalize and implement plans for improvements at Palmer Cove, Bertram Field, and Gallows Hill Park. Travel and Tourism Continue to improve upon management of Haunted Happenings & other community events. Public Service – Engineering – Traffic and Parking Reorganize staff to more efficiently and effectively deliver services and respond to requests. 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. Continue to advance Essex Street, Derby Street, Highland Avenue, North Street, and Boston Street improvement projects and the Boston/Bridge intersection project. Continue residential traffic calming program. Continue advocating for South Salem MBTA commuter rail stop. Continue implementation of complete streets policy and encouragement of alternatives to car use, including micro-mobility, the new on-demand shuttle service, and community car share pilot. Significant Budget & Staffing Changes For FY 2023 Staffing for the Department grew in FY22 with the hiring of two full-time parking enforcement personnel to provide ongoing Sunday staffing hours as well as improve enforcement of resident parking areas, downtown meter loca- tions and the Salem Willows. A new Assistant Transportation Director was hired after a resignation and a new position, Transportation Planner, was filled both to assist with implementation of the city’s neighborhood traffic calming program and complete streets projects. The FY23 budget reflects these staffing level changes as well as requests additional funding for a full and part time supervisor to cover shifts at the South Harbor Garage and the Commis- sion clerk to attend more meetings throughout the year. Changes to the Department’s operating budget are related to additional maintenance measures for the city garages in part to maintain the significant repairs completed in the Summer of 2020 and Spring 2022 as well as funds to support the operations of the car share and bike share programs as well as investing in new technology to migrate the City’s Resident Permit Parking Program to a license plate-based system that improves admin and enforcement capabili- ties. Recent Accomplishments Worked collaboratively with Health Department, City Solicitor, and Public Services on pandemic-related activities, including expanded outdoor din- ing program, 15-minute curbside pick-up/drop-off parking, extended side- walks for social distancing. Awarded a $250,000 MassDOT Shared Streets grant to establish a BlueBikes bike share program. ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 481 Worked with Engineering Department to complete final installation of roundabout at intersection of Summer/Norman/Chestnut. Awarded $50,000 grant from MassDEP to upgrade and install electric charging stations at both City garages. Expanded Salem Skipper service hours in October 2021. Since launching in December 2020 users have taken over 43,200 rides (as of 2/15/2022). Coordinated efforts with Engineering & Planning Departments to success- fully win two MassWorks grants for infrastructure improvements in the Point neighborhood and a North St connector study adjacent to the com- muter rail station. Began improvements to South Harbor Garage which include replacement of both stairwells, installation of security cameras, and constructing public bathrooms. Implemented Safe Routes to School improvements at intersection of Broad and Jackson adjacent to Collins Middle School. Began ADA, drainage, and structural improvements to the roof of the Museum Place Garage as well as installing security cameras throughout the facility. Ongoing planning efforts to evaluate the North Street corridor with the goal of improving safety and enhancing multi-modal options. Implemented traffic calming elements along eight streets throughout the city. Installed new parking meters along Washington Street, Gedney Street and Holyoke Square. ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 482 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Parking Fines collected $887,302.51 $846,053.50 $1,000,000.00 $1,100,000.00 Parking Garage revenue $1,271,339.79 $1,087,162.49 $1,525,000.00 $1,600,000.00 Parking Lot / Meter revenue $1,641,033.03 $1,549,781.99 $1,834,000.00 $1,900,000.00 Parking citations issued 25,493 27,072 30,000 32,000 Parking citation dollar value $651,085.00 $705,395.00 $755,000.00 $770,000.00 Building/Equip Maint 11.04% Contracted Services 10.24% Electricity 6.94% Salaries-Full Time 65.34% Salaries-Part Time 3.87% Other 2.57% ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 483 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Traffic & Parking Department - Personnel 14811 5111 Salaries-Full Time 727,558 781,505 848,312 903,545 1,027,962 1,020,960 1,020,960 172,648 20.35 14811 5113 Salaries-Part Time 47,492 49,605 57,720 45,720 73,844 60,520 60,520 2,800 4.85 14811 5131 Overtime (General) 13,618 13,345 10,000 22,000 10,000 10,000 10,000 0 0.00 14811 5150 Fringe/Stipends 0 1,417 0 4,000 8,000 8,000 8,000 8,000 0.00 788,668 845,872 916,032 975,265 1,119,806 1,099,480 1,099,480 183,448 20.03 Traffic & Parking Department - Expenditures 14812 5211 Electricity 80,000 87,750 88,000 88,250 108,500 108,500 108,500 20,500 23.30 14812 5255 Building/Equip Maint 146,198 131,675 158,535 168,883 172,535 172,535 172,535 14,000 8.83 14812 5320 Contracted Services 15,000 162,307 160,000 191,546 175,000 160,000 160,000 0 0.00 14812 5341 Telephone 11,036 9,816 9,600 12,933 7,600 7,600 7,600 (2,000) (20.83) 14812 5381 Printing And Binding 5,127 5,500 7,000 7,000 7,000 7,000 7,000 0 0.00 14812 5421 Office Supplies (Gen 2,106 2,500 3,000 3,000 3,000 3,000 3,000 0 0.00 14812 5710 In State Travel/Meetings 100 0 1,500 0 1,500 1,500 1,500 0 0.00 14812 5860 Equipment 2,916 1,877 3,000 3,123 3,000 3,000 3,000 0 0.00 262,483 401,425 430,635 474,734 478,135 463,135 463,135 32,500 7.55 Department Total 1,051,151 1,247,297 1,346,667 1,449,999 1,597,941 1,562,615 1,562,615 215,948 16.04 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 484 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 DOWNING NICHOLAS Asst Dir of Traffic & Parking 10/30/2017 75,525.72 - - FINDLEY RUSSELL MOBILITY CO- ORDINATOR 07/16/2019 49,919.09 982.09 1.00 100% 53,756.26 51,265.10 51,265.10 GAGNE GEORGE SHIFT SUPERVISOR 11/21/2018 37,551.08 738.77 1.00 100% 38,751.84 38,751.84 38,751.84 KUCHARSKY DAVID DIR OF PARKING & TRAFFIC 12/6/2018 100,488.92 1,976.99 1.00 1 100% 108,213.68 103,702.12 103,702.12 NELSON MARJORIE SHIFT SUPERVISOR 2/17/2014 45,551.55 896.17 1.00 100% 47,008.15 47,008.15 47,008.15 RICKLEFS MARK SHIFT SUPERVISOR 09/22/2019 37,551.08 738.77 1.00 100% 38,751.84 38,751.84 38,751.84 ROMEO MARISSA SHIFT SUPERVISOR 3/1/2021 42,000.00 885.31 1.00 100% 46,438.77 46,438.77 46,438.77 SULLAWAY ALAN ASST PARKING DIRECTOR 7/22/2003 60,989.30 1,199.89 1.00 1 100% 62,939.55 62,939.55 62,939.55 SUMMIT TIMOTHY SHIFT SUPERVISOR 1/3/2019 37,551.08 738.77 1.00 100% 38,751.84 38,751.84 38,751.84 HODGE CHRISTINA ASST. TRANSP DIRECTOR 11/08/2021 - 1,478.37 1.00 100% 77,170.91 77,170.91 77,170.91 LINARD BRENDAN TRANSP PLANNER 01/03/2022 - 1,153.85 1.00 100% 60,230.97 60,230.97 60,230.97 SHIFT SUPERVISOR 37,623.15 37,623.15 37,623.15 9% Night Shift Differential & .50 Weekend - 3 Shift Supervisors 14,044.39 4 100% 13,990.58 13,990.58 13,990.58 AFSCME 346,299.95 8.00 Total AFSCME 1818 404,334.55 404,334.55 404,334.55 847,472.17 18.00 Total Full Time - 5111 1,027,962.11 1,020,959.40 1,020,959.40 Wks # Pos Hours WONG MICHAEL SEASONAL WORKER 12,480.00 12,854.40 P 52 1 16 12,903.84 12,903.84 12,903.84 MERRILL GLORIA PT METER CONTROL 15,600.00 16,068.00 P 52 1 20 16,129.80 16,129.80 16,129.80 DARCY GERALD SECURITY & SUPPORT 14,820.00 15,264.60 P 52 1 19 15,323.31 15,323.31 15,323.31 WYDE DARRELL SECURITY 14,820.00 15,264.60 P 52 1 19 15,323.31 15,323.31 15,323.31 PINTO JONATHAN BOARD CLERK 10/16/2019 840.00 B 12 1,260.00 840.00 840.00 PT SHIFT SUPERVISOR 12,903.84 - 14811-5113 58,560.00 Total Part Time 73,844.10 60,520.26 60,520.26 OVERTIME 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 14811-5131 10,000.00 Total Overtime 10,000.00 10,000.00 10,000.00 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 485 RES PARKING STICKER Stipend 3,000.00 12 3,000.00 3,000.00 3,000.00 AICP CERTIFICATION Stipend 2,000.00 2,000.00 2,000.00 2,000.00 Parking Ticket Hearing Officer Stipend 3,000.00 3,000.00 3,000.00 14811-5150 - Total Fringe 8,000.00 8,000.00 8,000.00 916,032.17 18.00 Department Total 1,119,806.21 1,099,479.66 1,099,479.66 General Fund FTE Full-Time Equivalent Employees: FY 2021 14.50 FY 2022 15.00 FY 2023 18.00 Variance 22 vs. 23 3.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New CONERLY MARILYN METER CONTROL I/II 11/6/ 2018 1 49,122.49 1.00 961.71 50,201.26 3 50,201.26 50,201.26 50,201.26 HENDERSO N MARK METER REPAIR 9/22/ 2014 1 51,830.64 1.00 1,014.73 52,968.91 3 52,968.91 52,968.91 52,968.91 MANDEVILL E RICHARD METER REPAIR I/II 01/02/ 2019 1 51,830.64 1.00 1,014.73 52,968.91 3 52,968.91 52,968.91 52,968.91 MERCED PEDRO PK GARAGE MAINT 01/03/ 2019 1 46,862.91 1.00 917.47 47,891.93 3 47,891.93 47,891.93 47,891.93 RAMSDELL DAWNE METER CONTROL 08/27/ 2001 1 49,122.49 1.00 961.71 50,201.26 3 50,201.26 50,201.26 50,201.26 RUSTIN DARREN METER CONTROL I/II 12/30/ 2019 1 48,253.04 1.00 961.71 50,201.26 3 50,201.26 50,201.26 50,201.26 EMELIAN OLIVIA METER CONTROL I/II 08/07/ 2021 45,710.46 1.00 894.91 48,166.87 1 08/ 07/ 2021 927.65 5.0 47.1 48,166.87 48,166.87 48,166.87 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 486 COLLINS TIMOTHY METER CONTROL I/II 08/07/ 2021 - 1.00 894.91 48,166.87 1 08/ 07/ 2021 927.65 5.0 47.1 48,166.87 48,166.87 48,166.87 Meter Reader Shift Differential- WEEKENDS 50 CENTS PER HOUR 1/2/ 2019 200.00 200.00 200.00 200.00 200.00 Meter Repair Shift Differential- WEEKENDS 50 CENTS PER HOUR 420.00 420.00 420.00 420.00 420.00 Shift Differential- 9% 2,947.28 2,947.28 2,947.28 2,947.28 2,947.28 346,299.95 8.00 404,334.55 404,334.55 404,334.55 404,334.55 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 487 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 14812 Parking Department-Expenses 5211 Electricity Church St, Sewall St, Charter & Crombie 15,675 18,000 18,000 18,000 Museum Place 44,550 55,500 55,500 55,500 South Harbor Garage 27,775 35,000 35,000 35,000 5211 Electricity Total 88,000 108,500 108,500 108,500 5255 Building/Equip Maint Amano McGann Garage Systems Maintenance Service 25,524 25,524 25,524 25,524 Annual smart meter monitoring 6,000 0 0 0 Elevator Contract 10,011 10,011 10,011 10,011 Garage repairs 25,000 25,000 25,000 25,000 General building maintenance & custodial supplies. Increase related to improving striping of each facility on an annual basis. 50,000 60,000 60,000 60,000 High pressure water jet to clean and flush floor drains. Begin power washing each garage once a year to remove sand and dirt built up in joints and stairwells 30,000 0 0 0 High pressure water jet to clean and flush floor drains. Begin power washing each garage once a year to remove sand and dirt built up in joints and stairwells. 0 40,000 40,000 40,000 Parking lot kiosk communication/data fees 12,000 12,000 12,000 12,000 5255 Building/Equip Maint Total 158,535 172,535 172,535 172,535 5320 Contracted Services Transportation & Parking Operations 160,000 175,000 160,000 160,000 5320 Contracted Services Total 160,000 175,000 160,000 160,000 5341 Telephone 2 Modems 1,200 1,200 1,200 1,200 At&T$200.00 2,400 2,400 2,400 2,400 credit cards 1,900 1,900 1,900 1,900 Verizon Meter Fees for Single Space Meters 2,000 0 0 0 Telephone repairs (Responsible for dept. phone repairs) 500 500 500 500 Verizon 1,600 1,600 1,600 1,600 5341 Telephone Total 9,600 7,600 7,600 7,600 5381 Printing And Binding Garage & Lot Tickets, & parking stamps 7,000 7,000 7,000 7,000 5381 Printing And Binding Total 7,000 7,000 7,000 7,000 5421 Office Supplies (Gen General Office Supplies 3,000 3,000 3,000 3,000 5421 Office Supplies (Gen Total 3,000 3,000 3,000 3,000 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 488 5710 In State Travel/Meetings Training and meetings; certifications & membership dues 1,500 1,500 1,500 1,500 5710 In State Travel/Meetings Total 1,500 1,500 1,500 1,500 5860 Equipment Misc. office equipment replacement as needed 3,000 3,000 3,000 3,000 5860 Equipment Total 3,000 3,000 3,000 3,000 14812 Parking Department-Expenses Total 430,635 478,135 463,135 463,135 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 489 Information Technology Services & GIS 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 Expand self-service time off requests to include senior staff and at least 5 departments by October 2022. Implement Laserfiche Forms in at least 2 departments by October 2022. Establish city-wide internal operations dashboard by December 2022. Develop plan for upgrade of SPS wireless and switch infrastructure by December 2022. Deploy internal network monitoring solution by February of 2023. Expand use of Laserfiche system to include Assessing & Police by March 2023. Add supplemental (.gov) email and website address by May 2023. Complete upgrade to MS Windows 11 by June 2023. Upgrade Munis financial system by June 2023. Implement Vendor Self Service by June 2023. How FY 2023 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 such as competitive, high speed Internet for all businesses and residents. The department continues to pursue all means to provide a secure environ- ment, protecting critical systems, data, and infrastructure from bad actors. Significant Budget & Staffing Changes For FY 2023 Support Specialist John Ankiewicz was promoted into the role of Network Administrator following the retirement of E. Bergengren. Taking over for John is our newest staff member, Stuart Talbot. A Business Systems Analyst role remains open which we hope to fill before this summer. A new position, Cloud Services Administrator, is proposed to support the tremendous shift to cloud- based storage and related systems by boards, committees, and staff city-wide. Budget changes reflect increases associated with the expansion of Munis in SPS, streamlining of the city’s budget process, and necessary GIS investments. Recent Accomplishments Designed and implemented a COVID-19 vaccination & test recording sys- tem to support a safe and healthy workplace. Partnered with the PEM to launch welcome center operations at the Pick- man House. Launched a city-wide Innovation Team and reinvigorated Salem Stat oper- ations analysis. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 490 Implemented new records management and reporting platform in the Fire Department. Engaged with Finance to streamline the budget process and optimize transparency. Transitioned management of federal E-Rate services supporting the School Department to internal staff, eliminating consulting services. Joined with the Mayor’s office and DPS to launch a website chatbot. Led the upgrade of the City’s financial system, incorporating a thorough restructuring of access levels. Deployed operating system upgrades to more than 200 laptops in the school department. Completed transition of public safety and critical decision makers to the secure FirstNet mobile network. Expanded use of the online licensing and permitting system to include street performers, animal licenses, and others. Implemented new data center technologies, replacing aging infrastructure and substantially improving survivability. Partnered with the Police department to deploy body camera technology. Strengthened cybersecurity posture including internal controls, active monitoring, and staff training. Piloted the use of employee self-service time off requests in several departments. Developed and implemented paperless personnel actions (PAF’s). Restructured telephone services to improve up-time and scalability. Partnered with the Fire Department to enable Computer Aided Dispatch (CAD) using the same platform as Police. Implemented 311 service allowing residents and businesses to call in to one easy number for all questions/issues related to the City of Salem. Implemented video-conferencing solutions in six meeting rooms across the city, supporting business operations and essential public meetings. Extended access to the financial system for all school principals and secre- taries, improving budget access and oversight. Implemented an upgrade to the document management portal (Laser- fiche) improving access for departments and members of the public. Expanded the online document portal to include more than 1.3 million items. Secured .gov domain and began planning for migration of services. Upgraded point-of-sale system at Olde Salem Greens aligning with sys- tems at Winter Island, the Witch House and Pickman House. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 491 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Help Desk Tickets Received and Resolved - 4,271 3,152 2,600 2,200 Website Hits - 1,982,157 3,620,284 3,500,000 2,400,000 Website Sessions - 687,113 1,309,141 1,100,000 800,000 Website Subscribers02 - 37,764 42,037 46,000 48,000 Salaries-Full Time 97.89% Other 2.11% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 492 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 11551 5111 Salaries-Full Time 845,312 694,303 786,241 786,241 897,007 858,007 858,007 71,766 9.13 11551 5113 Salaries-Part Time 5,101 0 2,500 2,500 26,000 2,500 2,500 0 0.00 850,413 694,303 788,741 788,741 923,007 860,507 860,507 71,766 9.10 General Admin - Expenditures 11552 5317 Educational Training 2,481 4,315 6,000 6,000 7,500 6,500 6,500 500 8.33 11552 5421 Office Supplies (Gen 899 235 1,000 1,800 1,000 1,000 1,000 0 0.00 11552 5520 Software Support/ Enhancements 5,475 3,500 3,500 3,500 3,500 3,500 3,500 0 0.00 11552 5582 Data Processing Supp 0 0 0 0 3,000 3,000 3,000 3,000 0.00 11552 5710 In State Travel/Meetings 1,196 73 2,000 1,829 1,500 1,500 1,500 (500) (25.00) 11552 5730 Dues And Sub 0 0 500 500 500 500 500 0 0.00 10,050 8,123 13,000 13,629 17,000 16,000 16,000 3,000 23.08 Department Total 860,464 702,426 801,741 802,370 940,007 876,507 876,507 74,766 9.33 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 493 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ANKIEWICZ JOHN NETWORK ADMINISTRATOR 10/29/2018 55,272.89 1,162.99 1.00 1 100% 62,225.78 62,225.78 62,225.78 BANKS ROBERT BUSINESS SYSTEMS ANALYST 9/24/2018 69,091.37 1,359.28 1.00 1 100% 72,728.28 72,728.28 72,728.28 BEDELL JUDY TECHNOLOGY MANAGER 8/22/2016 77,791.03 1,530.44 1.00 1 100% 81,886.19 81,886.19 81,886.19 BERGENGREN ERIC NETWORK ADMINISTRATOR 7/11/2005 72,375.24 - 0.00 1 100% - - - DUIJVESTEIJN OLLE TECHNOLOGY MANAGER 10/12/2010 78,396.95 1,542.36 1.00 1 100% 82,523.97 82,523.97 82,523.97 GANSENBERG ROBERTA TECHNOLOGY MANAGER 8/15/1998 86,686.06 1,705.45 1.00 1 100% 93,250.10 91,250.10 91,250.10 GARCIA CARLOS Technical Support Analyst 12/12/16 50,008.19 983.85 1.00 1 100% 52,640.89 52,640.89 52,640.89 HO HUNG NETWORK ADMINISTRATOR 8/2/16 59,524.77 1,171.07 1.00 1 100% 62,658.10 62,658.10 62,658.10 KILLEN MATTHEW CHIEF INFO OFFICER 1/20/2015 122,594.43 2,411.89 1.00 1 100% 129,048.18 129,048.18 129,048.18 MULLINS LISA SUPPORT DESK ANALYST 9/19/2011 58,069.62 1,142.44 1.00 1 100% 63,126.25 61,126.25 61,126.25 TALBOT STUART Technical Support Analyst 12/13/2021 1,064.42 1.00 1 100% 56,951.79 56,951.79 56,951.79 KELSO BRANDON BUSINESS SYSTEMS ANALYST 5/2/2022 56,430.55 1,340.38 1.00 1 100% 69,967.84 69,967.84 69,967.84 NEW REQUEST CLOUD SERVICES ADMINISTRATOR 1.00 1 100% 70,000.00 35,000.00 35,000.00 11551-5111 786,241.10 12.00 Total Full Time 897,007.38 858,007.38 858,007.38 Interns 2,500.00 2,500.00 P 2,500.00 2,500.00 2,500.00 Innovation Team (stipends) 23,500.00 - 11551-5113 2,500.00 Total Part Time 26,000.00 2,500.00 2,500.00 788,741.10 12.00 Department Total 923,007.38 860,507.38 860,507.38 General Fund FTE Full-Time Equivalent Employees: FY 2021 13.00 FY 2022 11.00 FY 2023 12.00 Variance 22 vs. 23 1.00 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 494 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11552 IT/GIS-Expenses 5317 Educational Training Technology Training & Certification 6,000 7,500 6,500 6,500 5317 Educational Training Total 6,000 7,500 6,500 6,500 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 1,000 5421 Office Supplies (Gen Total 1,000 1,000 1,000 1,000 5520 Software Support/Enhancements ArcGIS Desktop Extension 2,500 2,500 2,500 2,500 DELL/ASAP State Contract Misc. network software and licensing fees 1,000 1,000 1,000 1,000 5520 Software Support/Enhancements Total 3,500 3,500 3,500 3,500 5582 Data Processing Supp Plotter supplies 0 3,000 3,000 3,000 5582 Data Processing Supp Total 0 3,000 3,000 3,000 5710 In State Travel/Meetings IT/GIS Meetings & Conferences; Registration, Travel & Gas 2,000 1,500 1,500 1,500 5710 In State Travel/Meetings Total 2,000 1,500 1,500 1,500 5730 Dues And Sub Professional memberships, subscriptions 500 500 [PHONE REDACTED] Dues And Sub Total 500 500 500 500 11552 IT/GIS-Expenses Total 13,000 17,000 16,000 16,000 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 495 Fixed Costs Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Fixed Costs - Expenditures 11562 5243 It/Gis Maintenance 842,831 426,840 790,415 963,701 883,100 773,600 773,600 (16,815) (2.13) 11562 5341 Phone/Dsl/ Communications 67,029 32,715 44,150 52,181 95,800 95,800 95,800 51,650 116.99 909,860 459,555 834,565 1,015,882 978,900 869,400 869,400 34,835 4.17 Department Total 909,860 459,555 834,565 1,015,882 978,900 869,400 869,400 34,835 4.17 It Maintenance $773,600 88.98% Telephone $95,800 11.02% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 496 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11562 IT/GIS-Fixed Costs 5243 It/Gis Maintenance Alloy Software Help Desk and Inventory 6,300 7,000 7,000 7,000 Annual Microsoft software licensing 100,000 100,000 100,000 100,000 Annual Microsoft software licensing - Workstation/Server/Database 5,000 5,000 5,000 5,000 Antivirus for City & Public Schools 18,000 18,000 18,000 18,000 Cybersecurity 0 86,000 0 0 Dashboard software 0 2,000 2,000 2,000 Domain registration for various domains, such as salem.com, buildingsalem.com, salemferry.com, salemfilmoffice, ci.salem.ma.us 250 250 250 250 EMC Licensing for Maintenance & Remote replication, Backup & Recovery for SAN / servers 15,000 0 0 0 ESRI ArcEnterprise portal 0 25,000 25,000 25,000 ESRI ArcGIS Desktop Extensions license Annual Maintenance 3,000 3,000 3,000 3,000 ESRI ArcGIS Engine without Extension Maintenance 200 200 200 200 ESRI ArcGIS for Desktop Advanced (ArcInfo) Concurrent Use Annual Maintenance 6,000 6,000 6,000 6,000 ESRI ArcGIS for Desktop Basic (ArcView) Single Use Primary Annual Maintenance 400 400 400 400 ESRI ArcGIS for Server Workgroup Advanced (ArcInfo) Annual Maintenance 2,500 2,500 2,500 2,500 ESRI ArcGIS Network Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 500 500 500 ESRI ArcGIS Spatial Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 500 500 500 ESRI ArcPad Annual Maintenance 250 250 250 250 Essex Craftsman - data center A/V maintenance 1,000 1,000 1,000 1,000 Munis licenses 0 10,000 10,000 10,000 MyCivic Citizen Engagement 7,500 8,000 8,000 8,000 Network systems maintenance, licensing and support 90,000 95,000 95,000 95,000 0 23,500 0 0 Remote Computer Assistance & Administration Software Maintenance 6,200 3,000 3,000 3,000 RetroFit - Backup and Disaster Recovery Services for 9 MS Windows Servers with on-site virtualization and Server image/data stored at both East and West Coast data centers 5,000 8,000 8,000 8,000 Schools - Software (reduced to reflect transfer of some systems to school dept.) 70,000 0 0 0 Smartsheet and data uploader module 23,500 25,500 25,500 25,500 SPD - hosting On Duty/Extra Duty 2,400 2,500 2,500 2,500 SPD - surveillance camera maint. & support 40,715 49,500 49,500 49,500 Technology Equipment Repair 3,000 3,000 3,000 3,000 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 497 Tyler Technologies - Munis ASP Annual Fee includes OSDBA , Disaster Recovery Support, PACE program 271,000 278,000 278,000 278,000 View Permit Annual Software License, Maintenance & Hosting 50,500 53,000 53,000 53,000 Virtual Town Hall Annual - City website 10,500 10,500 10,500 10,500 WebGIS - Annual application and hosting 9,500 9,500 9,500 9,500 Work order and Mobile 311 systems 34,000 38,500 38,500 38,500 Zoom online meetings and hybrid meeting rooms 7,700 8,000 8,000 8,000 5243 It/Gis Maintenance Total 790,415 883,100 773,600 773,600 5341 Phone/Dsl/Communications Internet/Network: Internet services, City & Schools 14,000 14,000 14,000 14,000 Internet/Phone/PBX: City-wide telephone services 30,000 34,000 34,000 34,000 TV: Digital Transport Adaptors for 93 Washington Street 8.00 X 12 150 0 0 0 Tablets (Moving from Purchasing) (ITS, Public Property, Electrical, DPW, Park) 0 7,500 7,500 7,500 T-Mobile (moving from Purchasing) - Cellphones - (Cemetery, City Clerk, Electrical, Engineer, Finance, Health, Legal, Mayor, Park, Parking, Planning, Public Property, Public Services, Veterans) 0 40,000 40,000 40,000 TV: Digital Transport Adaptors for city buildings 0 300 [PHONE REDACTED] Phone/Dsl/Communications Total 44,150 95,800 95,800 95,800 11562 IT/GIS-Fixed Costs Total 834,565 978,900 869,400 869,400 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 498 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 commis- sions. 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 2023 Goal: Successfully defend claims against city and its officers Objective: Maximize resources, including insurance coverage to defend claims Goal: Revise existing ordinances to address any inefficiencies Objective: Conduct 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 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 within six months Goal: Improve vendor management and offerings Objective: Work as part of a team to improve quality of vendors Goal: Ensure all liquor licenses are fully utilized Objective: Work with Boards, businesses and Chamber of Commerce annu- ally Goal: Redevelop Transfer Station Site Objective: Develop DEP approved plan to see site is remediated by 2023 Goal: Redevelop municipally controlled properties Objective: Assist in redevelopment of properties Goal: Have an inclusive workplace, prevent discrimination suits and address complaints Objective: Work with HR and others to provide 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 2023 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. 1) encouraging responsible private development and new growth oppor- tunities, including the courts buildings; 2. 2) continuing to improve upon management of Haunted Happenings and other community events; 3. 3) maintaining a high level of accessibility to and responsiveness to the public; 4. 4) overseeing successful disposition and remediation of the transfer station site, 5 Broad St., and other sites; and 5. 5) strengthen city’s reputation as a welcoming, accessible, and inclusive community through work of new DEI role and Licensing Board policy and regulation. ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 499 Significant Budget & Staffing Changes For FY 2023 A new position of Director of Diversity, Equity and Inclusion was added to the department in 2022. Salary adjustments made to reflect survey results and added responsibilities. 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 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 500 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Solicitor & Licensing Board - Personnel 11511 5111 Salaries-Full Time 237,121 300,361 429,574 429,574 471,054 460,540 460,540 30,966 7.21 11511 5131 Overtime (General) 2,646 2,648 3,000 3,000 3,000 3,000 3,000 0 0.00 11511 5150 Fringe/Stipends 2,000 1,500 2,000 2,000 3,500 3,500 3,500 1,500 75.00 241,767 304,509 434,574 434,574 477,554 467,040 467,040 32,466 7.47 Solicitor & Licensing Board - Expenditures 11512 5303 Legal Services 186,597 42,363 70,000 81,365 70,000 70,000 70,000 0 0.00 11512 5306 Advertising 0 0 200 0 200 200 200 0 0.00 11512 5381 Printing And Binding 89 0 100 0 100 100 100 0 0.00 11512 5421 Office Supplies (Gen 767 474 500 500 750 750 750 250 50.00 11512 5730 Dues And Sub 3,105 3,255 3,900 3,900 4,550 4,550 4,550 650 16.67 11512 5760 Judgments 5,929 3,047 4,000 4,300 4,000 4,000 4,000 0 0.00 196,487 49,139 78,700 90,065 79,600 79,600 79,600 900 1.14 Department Total 438,255 353,648 513,274 524,639 557,154 546,640 546,640 33,366 6.50 Legal Services 12.81% Salaries-Full Time 84.25% Other 2.95% ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 501 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 RENNARD ELIZABETH SOLICITOR 4/1/2004 120,137.91 2,363.56 1.00 1 100% 126,975.05 123,979.69 123,979.69 ROOMEY JOANNE PARALEGAL 6/28/06 54,387.71 1,070.01 1.00 1 100% 57,483.02 56,126.87 56,126.87 CALDWELL VICTORIA ASSISTANT SOLICITOR 3/24/14 78,463.64 1,616.34 0.80 28 hrs 100% 88,472.94 84,784.68 84,784.68 ZARAGOZA REGINA DIRECTOR OF DIVERSITY, EQUITY, AND INCLUSION 75,000.00 1,634.62 1.00 35 100% 86,389.66 86,389.66 86,389.66 LUBAS SHARYN ASSISTANT SOLICITOR 9/6/2021 40,000.00 1,774.28 0.50 50% 49,009.07 46,534.47 46,534.47 SANTO GARY BOARD MEMBER 2,100.00 B 4 2,100.00 2,100.00 2,100.00 PAGLIARO MELISSA CLERK OF BOARD 3,000.00 B 4 3,000.00 3,000.00 3,000.00 BARRETT GARY BOARD CHAIRMAN 2,500.00 B 4 2,500.00 2,500.00 2,500.00 GREEL DEBORA BOARD MEMBER 2,100.00 B 4 2,100.00 2,100.00 2,100.00 51,884.83 1.00 Total AFSCME 1818 53,024.24 53,024.24 53,024.24 11511-5111 429,574.09 5.30 Total Full Time 471,053.99 460,539.61 460,539.61 Overtime 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 11511-5131 3,000.00 Total Overtime 3,000.00 3,000.00 3,000.00 Public Records Officer Stipend 2,000.00 2,000.00 1 3,500.00 3,500.00 3,500.00 11511-5150 2,000.00 Total Fringe 3,500.00 3,500.00 3,500.00 434,574.09 5.30 Department Total 477,553.99 467,039.61 467,039.61 General Fund FTE Full-Time Equivalent Employees: FY 2021 3.80 FY 2022 5.80 FY 2023 5.30 Variance 22 vs. 23 (0.50) ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 502 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New PAGLIARO MELISSA PRINCIPAL CLERK 6/19/06 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 51,884.83 1.00 53,024.24 53,024.24 53,024.24 53,024.24 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 503 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 70,000 5303 Legal Services Total 70,000 70,000 70,000 70,000 5306 Advertising Advertisement for Alcohol Licensing 200 200 [PHONE REDACTED] Advertising Total 200 200 [PHONE REDACTED] Printing And Binding Licenses and Forms as needed (alcohol, auto dealers, etc.) Envelopes, Business Cards, Letterhead Stationary. 100 100 [PHONE REDACTED] Printing And Binding Total 100 100 [PHONE REDACTED] Office Supplies (Gen General office supplies as needed 500 750 [PHONE REDACTED] Office Supplies (Gen Total 500 750 [PHONE REDACTED] Dues And Sub Bar membership/ dues 900 1,050 1,050 1,050 Lexis service 2,000 2,500 2,500 2,500 Subscriptions & publications; Cont. legal ed. 1,000 1,000 1,000 1,000 5730 Dues And Sub Total 3,900 4,550 4,550 4,550 5760 Judgments Judgments 4,000 4,000 4,000 4,000 5760 Judgments Total 4,000 4,000 4,000 4,000 11512 Solicitor-Licensing-Expenses Total 78,700 79,600 79,600 79,600 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 504 Human Resources 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, Alicia Brady, a Personnel Aide, Amy O’Keefe, and a Benefits Manager, Jim Taliadoros. The part-time switchboard operator, Joe Freitas also falls under our Depart- ment. HR is responsible for posting vacant positions, scheduling and conducting interviews, hiring full/part-time/temporary/seasonal employees, participating in negotiations and administering various collective bargaining agreements (CBAs). We are also called upon to interpret agreement language and review/hear various grievances, and draft and enforce personnel policies and procedures. The Department works well together, and we interact with every City Department. We work closely with our Finance Department and our Treasury to ensure new and existing employees are processed and paid correctly, and we ensure all personnel actions are made in accordance with applicable laws, policies, and collective bargaining agreements. Along with MIIA, we oversee our workers’ compensation plan and utilization for the City and the Salem Public School Department. HR monitors and admin- isters all City and School unemployment claims, develops programs and procedures to ensure the City’s compliance with the ADA, and the Director is the liaison to the Commission on Disabilities. HR is also responsible for admin- istering health, dental, and life insurance benefits to all benefit eligible City employees (including those at MassHire formerly known as the North Shore Workforce Investment Board) retirees (all City and School) along with a host of many other voluntary plans. We also seek out specific trainings for individual departments and City-wide staff on a regular basis. The Department is also a confidential resource for employees, and the Director acts as a liaison, mediator, and facilitator with employees, their supervisors and co-workers to address and resolve any matters, as needed. Goals and Objectives FY 2023 Streamline our recruitment process. Since the ’Great Resignation’ brought on by COVID, we have seen hiring difficulties unlike anything we have ever seen. We have had to think outside the box to recruit, and attract talent to our team, only to have many candidates refuse employment or start with us and shortly return to their prior employment for a higher salary. Stay current on salaries to ensure that we can retain our current talent. Work with DEI Director to ensure our practices are in compliance. Offer Conversational Spanish Classes to employees. Continue the partnership with MassHire and my North Shore Colleagues to offer educational incentives for our DPS employees to obtain license while they are employed with us. CDL B licenses and trainings can be costly and time consuming; offering this in house will be a welcome benefit. Offer a Benefit Educational Session for our employees in the Fall. Educate and communicate! We will continue to educate employees about the GIC and assist new employees as they navigate the health care system of the GIC. I cannot overstress the importance of this. Work even more closed with our EAP provider to offer options for wellness and work-balance trainings and activities. Wellness activities are beneficial to all employees, and any assistance we can offer (free!) is always valuable. Continue to maintain salary schedule for non-union and union employees current on an annual basis and as employees leave to ensure that we can attract the best candidates for vacant positions. 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 in compliance with the statute allowing the Commission to uti- lize these funds. Work with our MIIA Risk Manager and seek out trainings through MIIA to assist us in earning rewards towards our Workers’ Compensation Insurance Premium on a regular basis by solidifying our Risk Committee to ensure we are doing all we can to minimize our financial risks with regards to Work- ers’ Compensation, and our Property and Casualty premiums. Continue with review of our city policies, write new ones, and negotiate implementation as required. Continue with memorializing an onboarding process to ensure employee inclusivity; this will include more comprehensive orientation and likely training for Department Heads in adding a new employee to their staff. Develop Departmental Procedure Manual, for this Department. Implement the Employee Evaluation Process/Assessment with our bar- gaining units and non-union staff and follow up with training for manage- ment staff in conducting performance appraisals. Seek out and encourage training for various topics, departments, and posi- tions. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 505 Continue to focus on employee relations and good will, which will include quarterly gatherings and check-in with new staff. Apply for the Massachusetts Office on Disability grants. This new funding will assist us with ensuring accessibility city-wide. We were very disap- pointed our request for accessibility work at the Mack Park Food Farm. We have since learned the amount of available funding from MOD was much less this year, while the requests were higher than ever; however, as our plans for the work were tied to our ADA Transition Plan recommendations, the denial was still disappointing. We will apply again this year. Work with the IT and Payroll department to automate our onboarding and internal personnel actions and offer MUNIS training to all end users. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals July 1, 2022 will be the start of our final contractual year with the GIC. This past year we requested our data from the GIC to help us determine our plan for health care for FY’23 and beyond. Due to internal issues at the GIC, all municipalities with expiring contracts were allowed to stay with the GIC for one more year. We accepted that offer and along with our PEC we are aggressive pursuing all options for our health insurance coverage post- FY’23. We’ll solicit bids, and together with the PEC, and our consultant, we’ll determine our health care future. If we exit the GIC, we must be out for three years. Our PEC is dedicated to the memberships they represent. This process clearly ties into the Mayor’s long-term goal of continuing to provide affordable and quality healthcare to our employees and retirees. I would like to put out an RFP for our voluntary benefits as well. Many options are available to employees, and things can just get too confusing, resulting in people not enrolling in voluntary plans that may be of value to them. One provider would streamline that process and offer quality bene- fits to our employees. We will again be looking to offer more in house training this coming year, from trainings geared to front line staff as well as department heads. The Mayor is very supportive of staff development, and as such, we will be tak- ing advantage of opportunities to ensure all staff members are as effective as they can be in the City. As stated in my narrative earlier, some of these training will require additional funding, and some are offered free to us through MIIA. Finally, our dedication to a productive and efficient workforce begins with employee morale. Once an employee is hired, we need to foster the indi- vidual’s growth in the workplace. The Mayor is committed to strong employee relations and partnerships, and as such, this goal is directly related to the City’s long and short-term goals. Significant Budget & Staffing Changes For FY 2023 Budget increases this year for HR are seen in a few of our expense lines, insur- ance lines and in salary lines. From office supplies to job postings, from various coverages to preplacement physicals, and in our efforts to keep our current employees on staff, we want to stay competitive. Our current staff size is suffi- cient. Another area I see important for a budget increase from last year to remain intact is within the education line. In FY’20 we offered a workplace- based-conversational Spanish class to employees, and the program was a huge success. COVID prevented us from offering this class in FY ’21 and FY’22 however, we’d like to offer this FY’23. Each department’s needs are different with respect to the specific services provided, and as such, being able to empower employees with the ability to converse with our increasing popula- tion of non-English speaking constituents was and will still be a win-win for everyone. Recent Accomplishments: They say time flies when you are having fun, and that clearly holds true for us in HR. Conducted weekly and biweekly staff meetings in HR to keep up to date on retirements, new hires and daily operations. After the last couple of year, we have all learned that communication is important. Developed and implemented an employee referral program and sign on bonus program. We have to stay competitive! We routinely promoted our Employee Assistance Program from MIIA, a completely free and confidential program for all employees. The EAP is a resource for employees with any number of needs for assistance. Implemented weekly check-in meetings with SPS to discuss unemploy- ment claims, Participated in the hiring process for new patrol offices of the Salem Police Department, as well as the Salem Fire Department. As these are key posi- tions within the City of Salem, I am pleased to be on the hiring committee in these areas. Successfully produced our 1095Cs and submitted verification of the same without errors to the IRS for calendar year 2021. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 506 Since July 1, 2021, we have hired or been involved in the hiring of many new full-time and part-time employees, for an approximate total of 250. This number is higher this year, as we processed over 100 part time employees for the elections work this past year. Nearly all Departments have seen new full-time employees join their teams: Legal, Police, Fire, Planning, Electrical, DPS, Engineering, Finance, Parking/ Transportation, and MassHire. Conducted several exit interviews as employees left the City for either retirement or to pursue other opportunities. This process allows us to have a meaningful dialog with a departing employee to not only wish him or her well, but also learn of any matters relative to the department we may not have been aware of or receive suggestions and critique for investiga- tions and improvement. Participated in a Best Practices Hiring Webinar Presentation with my North Shore Colleagues for MIIA. Attended two job fairs (MassHire and Salem High School) to promote municipal government and what we can offer for a career path. Implemented the FFCRA and the State COVID leave policies to affected employees. Implemented the City’s vaccination policy for the City, and along with the Assistant City Solicitor, facilitated the accommodation requests for exemp- tions. Worked with Department heads as they faced COVID related situations with their staff. Held two Saturday AM Job Fairs at the Department of Public Services. Using our Labor Service List, we called in nearly thirty applicants for first level- assessments and second interviews. While we are continually updating Updated our Labor Service Listing, the local version of Civil Service, this process allowed us to meet many qualified individuals and extend condi- tional job offers as of this date. Our Labor Service List is now healthy and up to date, and the job fairs have resulted in many new hires. Continued to implement performative exercises as part of the interview process to ensure we hire the most qualified candidates for our open posi- tions. These exercises 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. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 507 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Workers' Comp. cases open 1+ years (tail claims pre- MIIA) - - 5 5 Salaries on pre-FY'09 claims (COLA takes effect 10/2021) - - 170600 200000 Medicals on tail claims - - 4000 5000 MIIA premium (estimated with 2.5% cap) - - 673293 706958 Training sessions (actuals and estimates) Miscellaneous for MIIA Rewards Credit, meetings and several departments participate. Strategy with MIIA; expect to hold several with staff to prepare for Rewards Program, and select trainings - - 5 10 Expect to offer professional development trainings this FY (perf. evals., team building, & ad hoc., on the job injuries, Spanish classes (FYí23); - - 6 10 Open enrollments PEC meetings; - - 6 8 Dental (including retiree dental) email and mailing - - 4 2 Deferred compensation - - 2 2 Unemployment Assistance, current plus estimate - - 300000 300000 School (as of 3/22) - - 0.84 0.85 City (as of 3/22) - - 0.17 0.15 Job applications processed (inc.resumes) (estimates) (**many jobs vacant FYí22/23) - - 350 400 Seasonal hires/part time/full time - - 300 300 Educational Training 2.63% Purchase Of Services 2.10% Salaries-Full Time 47.87% Salaries-Part Time 2.75% Salary/Cb Reserve 43.81% Other 0.84% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 508 CORI checks - - 300 350 Volunteers and labor service and seasonal applications processed; (estimated) - - 45 50 New Employees (Full time, since 7/1/2021) - - 65 50 Part time employees hired since 7/1/2021, includes seasonals - - 167 200 Audit Preparation IRS 403(B) audit for SPS deferred compensation plan (four months; concluded in FYí22. - - 1 1 IRS 1095C Audit, SPS returns (new) - - 1 1 Accrual compilation for audit and MUNIS programming purposes - - All city employees All city employees Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 509 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 11521 5111 Salaries-Full Time 228,156 237,882 255,897 259,667 277,283 273,184 273,184 17,287 6.76 11521 5113 Salaries-Part Time 13,673 13,485 14,848 14,848 15,710 15,710 15,710 862 5.81 11521 5161 Retroactive Wages 761,431 210,488 0 792,639 0 0 0 0 0.00 11521 5171A Salary/Cb Reserve 0 0 0 2,351 250,000 250,000 250,000 250,000 0.00 11521 5172 Workmens’ Comp-Medic 0 0 250,000 0 0 0 0 (250,000) (100.00) 1,003,260 461,856 520,745 1,069,505 542,993 538,894 538,894 18,149 3.49 General Admin - Expenditures 11522 5300 Purchase Of Services 6,931 8,586 9,000 12,589 12,000 12,000 12,000 3,000 33.33 11522 5303 Legal Services/Abritration 80 75 1,000 50 1,000 1,000 1,000 0 0.00 11522 5306 Advertising 600 1,300 1,000 2,000 2,000 2,000 2,000 1,000 100.00 11522 5317 Educational Training 7,309 1,321 10,000 6,500 15,000 15,000 15,000 5,000 50.00 11522 5320 Contracted Services 17,382 10,275 0 0 0 0 0 0 0.00 11522 5421 Office Supplies (Gen 1,264 1,490 1,400 1,959 1,700 1,700 1,700 300 21.43 11522 5710 In State Travel/Meetings 0 57 100 100 100 100 100 0 0.00 33,565 23,104 22,500 23,197 31,800 31,800 31,800 9,300 41.33 Department Total 1,036,825 484,960 543,245 1,092,702 574,793 570,694 570,694 27,449 5.05 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 510 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BRADY ALICIA OFFICE MANAGER 8/7/2007 55,615.19 1,094.16 1.00 1 100% 59,970.91 58,543.03 58,543.03 CAMMARATA LISA PERSONNEL DIRECTOR 3/5/07 97,631.23 1,920.77 1.00 1 100% 107,793.04 107,793.04 107,793.04 TALIADOROS JAMES BENEFITS MANAGER 12/02/19 56,758.78 1,116.66 1.00 1 100% 59,746.89 58,289.65 58,289.65 OKEEFE AMY PERSONNEL AIDE/ ASST 8/29/16 45,891.06 930.24 1.00 28 100% 49,772.49 48,558.53 48,558.53 11521-5111 255,896.26 4.00 Total Full Time 277,283.33 273,184.25 273,184.25 FREITAS JOSEPH PT SWITCHBOARD 7/16/13 14,848.50 300.96 P 0.54 19 Hrs/wk 15,710.11 15,710.11 15,710.11 11521-5113 14,848.50 0.54 Total Part Time 15,710.11 15,710.11 15,710.11 Salary/Collective Bargaining Reserve 250,000.00 250,000.00 250,000.00 250,000.00 11521-5171A 250,000.00 Other Total 250,000.00 250,000.00 250,000.00 520,744.76 4.54 Department Total 542,993.44 538,894.36 538,894.36 General Fund FTE Full-Time Equivalent Employees: FY 2021 3.70 FY 2022 4.54 FY 2023 4.54 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 511 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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. 0 12,000 12,000 12,000 Custom Drug Testing, random CDL license holder testing, 4x per year* Pre- employment physicals for all new employees. Shredding services with Heritage Industries. $350.00-$550.00 per event 9,000 0 0 0 5300 Purchase Of Services Total 9,000 12,000 12,000 12,000 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 1,000 5303 Legal Services/Abritration Total 1,000 1,000 1,000 1,000 5306 Advertising Advertising of vacant positions within the City via various media: Mass Municipal Association, position related publications, Boston Globe 1,000 2,000 2,000 2,000 5306 Advertising Total 1,000 2,000 2,000 2,000 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 10,000 15,000 15,000 15,000 5317 Educational Training Total 10,000 15,000 15,000 15,000 5421 Office Supplies (Gen Paper, toner cartridges, envelopes 1,400 1,700 1,700 1,700 5421 Office Supplies (Gen Total 1,400 1,700 1,700 1,700 5710 In State Travel/Meetings Periodic MMA, MIIA and MMPA seminars and training 100 100 [PHONE REDACTED] In State Travel/Meetings Total 100 100 100 100 11522 Human Resources-Expenses Total 22,500 31,800 31,800 31,800 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 512 Workers Comp Mission Statement Having an insurance carrier for administering this important City responsi- bility 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 inter- ests follows the claim and maintains communication with us all along the way. Our relationship with MIIA has allowed us to minimize our premium increases. WC is not inexpensive; however, in-house administration and over- sight 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 rep. from MIIA on a regular basis and have numerous discussions over the phone to monitor the progress of our injured employees. We encourage MIIA to pursue all claims aggressively to assist our employees in returning to work in a timely manner. Conducted two-inhouse trainings with twenty two (22) supervisory staff on the Workers’ Compensation process. Tracking a claim from the onset of the injury is key. Accurate claim filing starts the process, and it’s important for supervisors to be aware of the injury, investigate it, gather information about it, determine witnesses, take remedial steps to prevent it from recurring, and properly inform MIIA about it through HR. Goals and Objectives Continue to train supervisory staff trainings to staff regarding claim report- ing and tracking. Timely claim reporting is key in staying on top of our claims to ensure our injured employees are provided the most effective and efficient care and treatment. Meet with MIIA and the new leadership at the School Department to pro- mote training to prevent on the job injuries that ultimately affect our pre- mium rates. Preschedule employees for as many MIIA trainings as allowable to maxi- mize the MIIA Rewards Program to obtain the highest possible percentage off our annual premium. This means attending leadership trainings and continuing with our timely processing of claims to MIIA. Promote the MIIA Rewards Program via MIIA sponsored safety trainings, which will help keep employee injuries to a minimum, which will ulti- mately and hopefully influence our annual premium with MIIA. Work with our Risk Manager to establish a strong safety/risk committee to assist in minimizing our physical risk factors within the city and the schools. Work with the Police Chief and the Fire Chief to retain a carrier for 111F cov- erage for our Public Safety employees. Work with Department Heads to offer and implement light duty restric- tions for employees returning to work after an injury. Allowing an employee to return to work just makes sense as we budget for salary, and indemnity costs will affect our premiums. Significant Budget & Staffing Changes For FY 2023 Overview and Recent Accomplishments Having an insurance carrier for administering this important City responsi- bility 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 inter- ests follows the claim and maintains communication with us all along the way. Our relationship with MIIA has allowed us to minimize our premium increases. WC is not inexpensive; however, in-house administration and over- sight 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 rep. from MIIA on a regular basis and have numerous discussions over the phone to monitor the progress of our injured employees. We encourage MIIA to pursue all claims aggressively to assist our employees in returning to work in a timely manner. Conducted two-inhouse trainings with twenty two (22) supervisory staff on the Workers’ Compensation process. Tracking a claim from the onset of the injury is key. Accurate claim filing starts the process, and it’s important for supervisors to be aware of the injury, investigate it, gather information about it, determine witnesses, take remedial steps to prevent it from recurring, and properly inform MIIA about it through HR. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 513 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Workers Comp - Expenditures 19121 5111 Salaries-Full Time 158,658 167,263 191,000 191,000 202,460 202,460 202,460 11,460 6.00 19121 5172 Workmens’ Comp-Medic 3,035 4,041 5,000 5,585 5,000 5,000 5,000 0 0.00 19121 5179 Workers Comp-Miia Premium 298,133 314,705 332,270 332,270 332,270 332,270 332,270 0 0.00 459,826 486,008 528,270 528,855 539,730 539,730 539,730 11,460 2.17 Department Total 459,826 486,008 528,270 528,855 539,730 539,730 539,730 11,460 2.17 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 10/1/2021 anticipated, weekly payroll increase. 191,000 202,460 202,460 202,460 5111 Salaries-Full Time Total 191,000 202,460 202,460 202,460 5172 Workmens' Comp-Medic Medical invoices for injuries incurred prior to 7/1/2008 5,000 5,000 5,000 5,000 5172 Workmens’ Comp-Medic Total 5,000 5,000 5,000 5,000 Salaries-Full Time 37.51% Workers Comp-Miia-City 61.56% Other 0.93% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 514 5179 Workers Comp-Miia Premium FY ’22 Premium; actual 706,958 0 0 0 FY23 Premium actual 0 706,958 706,958 706,958 Less 3% Early Pay (21,209) (21,209) (21,209) (21,209) School Workers Comp in School Budget 53% . Claims - School 80% City 20% (353,479) (353,479) (353,479) (353,479) 5179 Workers Comp-Miia Premium Total 332,270 332,270 332,270 332,270 19121 Workmens’ Comp-Personnel Total 528,270 539,730 539,730 539,730 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 515 Unemployment Compensation Goals and Objectives Work closely with UTMC to stay current on the landscape of unemployment to help us minimize our exposure on all fronts. Maintain communication with the school department staff to obtain the most accurate information when it comes to employee terminations. Many employees are terminated at the end of the school year. On our end, we must ensure we are minimizing our unemployment liability with the most effective tool: Reasonable Assurance Correspondence. Work with department heads city-wide in personnel procedures regarding any terminations and the like that can lead to a claim for unemployment. Proper documentation is imperative. Keep our Unemployment costs as low as we can via our aggressive efforts and be sure to use best practices when an employee is relieved from ser- vice. Schedule training sessions for the City and the School department with regards to unemployment procedures. Significant Budget & Staffing Changes For FY 2023 Overview and Recent Accomplishments We are pleased that COVID and its fallout that resulted in the highest unem- ployment rate the state has seen in years finally seems to have leveled off, resulting in no new fraudulent unemployment claims. We monitored (we still do!) our bill every month to be sure as the DUA resolved the fraud and to be sure that the erroneous charges dropped 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 $974.00 (plus dependent allowances of $25.00 each) it is in our best interest to review every claim. Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Unemployment Compensation - Expenditures 19131 5173 Unemployment Compens 148,292 319,948 300,000 211,073 300,000 250,000 250,000 (50,000) (16.67) 148,292 319,948 300,000 211,073 300,000 250,000 250,000 (50,000) (16.67) Department Total 148,292 319,948 300,000 211,073 300,000 250,000 250,000 (50,000) (16.67) ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 516 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 300,000 300,000 250,000 250,000 5173 Unemployment Compens Total 300,000 300,000 250,000 250,000 19131 Unemployment Comp-Personnel Total 300,000 300,000 250,000 250,000 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 517 Employee Insurance Benefits Mission Statement Goals and Objectives We have already begun the process to secure affordable health care for FY’24 and beyond. The goal is to conduct a transparent process with the assistance of our PEC. Our Public Employee Committee has played an inte- gral role in this process, as they’ve been involved with our health care dis- cussions since 2012 when we first decided to move to the GIC. Made up of union representatives and a retiree representative, this dedicated group has worked tirelessly for their memberships’ while keeping the City’s best interests in mind. While we are in the last year of our GIC coverage, we will continue to explore ways to minimize health care costs for employees through educa- tional sessions during the year, not just at open enrollment. Questions come up all the time, whether they be about mail order prescriptions, bills, deductibles, or how to get reimbursed for a co-pay, there are always ways to assist our employees with rising health care costs. We’ll continue to do emails to all employees about a health care topic. Whether it is a reminder to submit for a fitness reimbursement or to be more aware of an ’Explana- tion of Benefits’ form to ensure employees are paying only for services they are responsible for, we think it is important to have consistent communica- tion with employees about their health care benefit. Significant Budget & Staffing Changes For FY 2023 As of April 30, 2022, the City of Salem had 1835 enrollees in our health insur- ance plans. All but 577 of those enrollees are administered in the HR depart- ment. We are in an extended final year with the GIC. We started our first contract in July 2012 in which all employees and retirees, including retired municipal teachers, were enrolled in health insurance plans under the Group Insurance Commission. At the time it was a difficult process for many employees and retirees, given that it was so different than our prior health insurance offering. However, given our utilization and trends with rate increases, I am still confident that our moving to the GIC has been the best move for the City of Salem with regards to health insurance. It has not been without its challenges; however, the coverage we offer is excellent in quality. The process can be confusing for some, if not many, and that is why my office is always helping with all phases of health care issues. We are used to the process, and the ’insurance language’ lingo and processes that are confusing to others, so we help whenever we can. We are pleased the final numbers from the GIC regarding rate increases were not as high as we initially anticipated, and no plan design changes were rolled out for FY’23 . Our increases over the years with the GIC have been minimal, and we have been fortunate. Additionally, we are fortunate the GIC has a mandated threshold regarding rate increases they cannot exceed. Plus, rate increases are tied to utilization. Encouraging wellness and carrier spon- sored programs will assist our employees and retirees in staying healthy. We educate employees about these changes. As always, we will stay on top of this year-round. We have secured a better dental plan for active employees, Altus Dental. The network is much larger, the annual maximum is twice what Guardian was, and the premium is lower. We are looking forward to promoting this new plan for FY’23. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 518 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Employee Insurance Benefits - Expenditures 19141 5174 Medical Insurance 13,416,816 13,728,369 15,817,048 14,538,778 16,324,273 16,274,273 16,274,273 457,225 2.89 19141 5181 Dental Insurance 44,315 45,797 45,000 45,000 48,000 48,000 48,000 3,000 6.67 19141 5182 Life Insurance 119,260 107,376 120,000 120,000 120,000 120,000 120,000 0 0.00 19141 5186 Opt Out Program 11,250 11,750 40,000 40,000 40,000 40,000 40,000 0 0.00 13,591,641 13,893,291 16,022,048 14,743,778 16,532,273 16,482,273 16,482,273 460,225 2.87 Department Total 13,591,641 13,893,291 16,022,048 14,743,778 16,532,273 16,482,273 16,482,273 460,225 2.87 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 19141 Group Insurance-Personnel 5174 Medical Insurance City share of health insurance costs for City and School employees and Retirees. Estimate for FY 2023 15,982,048 16,489,273 16,439,273 16,439,273 HRA Copay 35,000 35,000 35,000 35,000 Less Fringe from WIB, School Grants, CDBG, less fringe (200,000) (200,000) (200,000) (200,000) 5174 Medical Insurance Total 15,817,048 16,324,273 16,274,273 16,274,273 Medical Insurance 98.74% Other 1.26% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 519 5181 Dental Insurance City share of dental insurance costs for City and School employees 45,000 48,000 48,000 48,000 5181 Dental Insurance Total 45,000 48,000 48,000 48,000 5182 Life Insurance City share of employee basic term life insurance premiums - City and School 80,000 80,000 80,000 80,000 City share of retiree basic term life insurance premiums - City and School 40,000 40,000 40,000 40,000 5182 Life Insurance Total 120,000 120,000 120,000 120,000 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. 40,000 40,000 40,000 40,000 5186 Opt Out Program Total 40,000 40,000 40,000 40,000 19141 Group Insurance-Personnel Total 16,022,048 16,532,273 16,482,273 16,482,273 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 520 FireFire Mission Statement Why We Exist 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. Goals and Objectives Fire Prevention: Fire Prevention is an integral part of the fire depart- ment, and it is a primary objective. Code enforcement: code enforcement and inspections are a critical part of any modern fire department. The Covid 19 pandemic presented chal- lenges over the last two years, but we still completed inspections and code enforcement as required and will continue to do so. Good code enforcement is the key link to public safety and the fire service. Education: the continued education of vulnerable groups has suffered as a result of the pandemic – education has always been a priority for our fire prevention division and this year we will double our effort to make up lost ground - fire education within the elderly community will be expanded to include multiple residential locations and different housing developments - we will continue to focus on educating the youth of our community in the schools, at afterschool programs, camps and other organizations and events for children. New Construction: growth in our community is still increasing and it is the responsibility of the fire department to ensure builders comply with today’s engineering standards ensuring the best fire protection avail- able. As always, existing buildings will be routinely checked by our fire- fighters to ensure regulations are followed and all buildings are safe. Emergency Medical Services: Modern-day emergency medical services are one of the most important parts of a modern fire department’s mission. Firefighters in Salem respond to more than 2600 medical calls annually - 90% of all firefight- ers in Salem are EMTs - many with more than 20 years of experience in the emergency medical field. Fire apparatus are primarily equipped the same as an ambulance minus the transport capability. Covid 19 has put a strain on the medical service in the entire country - fewer people are willing to enter the profession - never has there been a greater need for firefighter EMTs. Special Operations: Firefighters deal with so much more than fires and medical calls – every department member is trained to fill many roles including vehicle extri- cation, electrical emergencies, alarm system troubleshooting, forcible entry, elevator rescues, just to name a few. On occasion, department members are called to perform very specialized tasks to affect a rescue or mitigate a challenging scene - The Salem Fire Department Special Operation Team expands on the departments’ ability by training for high-risk, low frequent emergency incidents. These might include but are not limited to confined space rescues and high and low angle res- cues. Team members take part in up to three annual full-day training events at regional industrial sites funded by private partners with equipment provided by these same private community partners. This specialized skill set is then brought back to the department and shared with the remaining department members through daily training and drills. Special Operation Team members are evenly spread throughout the department’s four divisions to make this specialized skill set always available to the department. ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 521 Building Maintenance: The city of Salem has 5 active fire stations: these buildings require a substantial amount of maintenance and repairs annually. Since many of the buildings are more than a hundred years old, some upkeep is very challenging. The department is committed to not only making repairs as needed but continually working to modernize the buildings when- ever possible. Last year saw a substantial amount of completed proj- ects. Crews completed replacing the entire roof on the main three-story sec- tion of the Fire Headquarters building along with the two-story admin- istrative wing and Electrical Department. This project coincided with repairs to the guy wires/support cables attached to the 60’ antenna which is located on the Headquarters portion of the roof. The cables were original to the structure and dated back to 1972. The antenna is now safely secured for years to come. A major exterior property renovation was completed at fire headquar- ters; The paving project at the rear included new drainage - the installa- tion of a handicap ramp for access to the administration wing - the expansion of the parking area on the side of the building and Klop Alley - sidewalks along Lafayette Street were repaired, and trees and land- scaping installed. The project greatly improved the appearance of the entrance side of the building and made the entire area safer and more accessible for everyone. The exterior of the living quarters at Station 2 on North Street was re- flashed, bricks were repointed & sealed, and the entire attic was insu- lated, reducing heating costs significantly. The entire VOC alarm notification system for 5 buildings was completely modernized and digitized - it now operates entirely on the city fiber- optic network increasing clarity and reliability. The VOC alarm system is a series of speakers in all the stations connected directly to fire dispatch – this network is how firefighters are dispatched to calls and is a crucial part of the department. The Same Fiber optic link will connect all sta- tions to the new CAD display system. Firefighters take great pride in the department and have worked tire- lessly to complete many projects in the stations including new laundry facilities, new bathrooms, shower rooms, kitchens, painting, and holi- day decorating. Without the generous efforts of the firefighters, many of these projects would not be possible. Upcoming Building projects A major exterior renovation is planned for Station 5 on Loring Ave; this will include a new front ramp and driveway in the rear - new sidewalks, new entry stairs and railings - a new building sewer line to replace a failed line - exterior lighting, and better handicap access and parking. Roof repairs are scheduled to begin on Station 5 and Station 2 – work will be done to replace sections of the copper ridgeline - replace dam- aged slate and reflash as needed. Sections of the apparatus floor at Fire Headquarters on Derby Street will be resurfaced. Over the years some sections of the floor have deterio- rated and must be resurfaced – this will significantly reduce a hazard- ous condition in the building. A sustainability project is underway to design new heating and lighting systems for all 5 fire stations. Four of the stations still rely on oil-fired steam boilers to heat the stations. Potential cost saving by upgrading these systems is huge - there is some public and private funding avail- able for these types of projects and we will endeavor to secure any available funds. ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 522 Funding and Grant Writing: Grants are a major source of funding for the Salem Fire Department. This year the department was very successful and awarded significant grant funding: FY2021/2022 FEMA Assistance to Firefighters Grant $163,000 for new Department SCBAs FY2022 FEMA Assistance to Firefighters Grant $160,000 for new depart- ment portable radios Mass Emergency Management Grant $21,150 for thermal imaging cameras, scene lighting, a Connex emergency management equipment storage box, body armor for firefighters. Mass SAFE Education and Prevention Grant $6000. Cares Act $35,000 to fund an entirely new NEXGEN CAD system for fire alarm dispatch. CAD is a computerized dispatch platform that allows for the rapid sharing of dispatch information between agencies I. E. Police, Fire & Ambulance – it will significantly streamline communications and shorten dispatch time for all fire department calls. In FY 2022/2023 many other grant applications have already been filed – we are well qualified and hoping for some additional funding for the department. In addition to those shown below, we will be applying for the FY 2023 Mass emergency equipment grant - the Mass SAFE Education and Prevention Grant any other grant opportunities we can find. 2023 FEMA Assistance to Firefighters Grant application for $50,000 to build a firefighter equipment decontamination station for firefighting gear and medical equipment 2023 FEMA Assistance to Firefighters Grant application for 360,000 to purchase a new aerial ladder truck to replace ladder 1 which is 22 years old 2023 FEMA Assistance to Firefighters Grant application for $927,000 to fully fund for three years the hiring of 4 additional firefighters for the department. FY 2023 CDBC $150,000 for exterior upgrades and Station 5 Apparatus and Equipment: In May Salem Fire will take delivery of a new 2022 Ferrara Fire Pumper. This truck will be the third truck purchased from Ferrara to replace an aging truck in our fleet - it will be stationed at Fire Headquarters and run as Engine 1 - it will be identical to our existing Engine 2 and Engine 5. There are many advantages to keeping the trucks all the same - we will significantly reduce the time for repairs - every effort will be made to keep an inventory of parts for these specific trucks – firefighters will be accustomed to one type of apparatus increasing safety and perfor- mance. Presently, Salem needs a new ladder truck to replace Ladder 1. This truck is 22 years old and must be updated as soon as funding allows. Alternative private funding was obtained to purchase three John Deere Gator UTVs - one for the Fire Department and two for the Police Depart- ment. These vehicles were delivered in March 2022. This fire UTV will be the second such unit in the fleet - it will be primarily used as a medical cart for the downtown during the busy tourist season and other needs such as woods fire operations, and other special events. The Police UTVs will be outfitted for their needs and will serve similarly in conjunction with the Fire Department during the busy tourist season. Communications: Major changes are underway in the Fire Department dispatch center to modernize call taking and synergize the dispatch effort with Police and private ambulance. The efforts underway will reduce the time from call inception to asset dispatch by 3-4 minutes on many calls. We already have good response times once they’re on the road, now we will be able to get the trucks out the door quicker. Through a grant funding initiative, new software and computer equip- ment has been procured and is presently being installed to modernize dispatch – this includes a Computer Aided Dispatch (CAD) platform. A CAD system will enable call takers to share information and data in real- time regardless of location. This information will be instantaneously shared with responding assets including Fire, Police, and Ambulance. Salem Fire has replaced its National Fire Incident Reporting System (NIFIRS) with a modern efficient program. FirstDue is a robust program that replaces Fire House Software - FH has been discontinued. FirstDue will allow for efficient report wring, data storage, asset management, pre-fire planning, inspections, PTN files, and scheduling. FirstDue is designed to work seamlessly with the new NEXGEN CAD software. Infor- mation on FirstDue will also be available to the Police. Salem Fire and Police have started phase 1 of a project to replace the radio dispatch infrastructure for the city. 6 aging radio repeaters will be replaced with two state of the art units which will serve the entire city - station receivers will be upgraded, and all infrastructure modernized to ensure a reliable radio network for the city for the foreseeable future. The new system will operate using microwave transmitters and fiber optics. While maintaining separate frequencies, police and fire will no longer have independent radio repeaters and networks – instead, both will share one system allowing for better reliability and significant sav- ings. Staffing: Over the past three years, Salem Fire has seen a sizable shift in its work- force. There have been many retirements some resignations. We did experience hiring delays due to Covid 19 - fortunately, we have largely overcome the hiring challenges and are almost up to our full comple- ment of firefighters. With a new younger workforce comes some chal- lenges but many more advantages. These new department members are eager to learn and very eager to serve. The present group of fire- fighters and officers working for the department are well trained and very well suited to provide emergency services to the community - the future continues to look bright. ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 523 FY 2023 Departmental Goals Relating to City’s Overall Long- & Short- Term Goals: The Fire Department will continue to work towards modernizing every- where we can: 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 every- thing - technology saves time. A red and blue initiative between police and fire over the past year has shown how much more can be accomplished when agencies combine their efforts. Better communication between dispatch is inevitable with the new equipment and technology installed – better-combined train- ing 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. Efforts have been successful to replace an aging fire pump and as soon as funding allows a new ladder truck will be purchased. Sustainability is an important goal for the city: The fire department has begun a design study to replace antiquated heating, lighting, windows, overhead doors, etc. - this will have a major impact on buildings effi- ciency and significantly reduce cost. The vehicles used by our inspectional services fleet are all scheduled to be replaced with hybrid or electric vehicles. Renovation of five vital fire stations will happen in phases - the ultimate end goal is low maintenance costs and preserving these structures for the future. Capital improvement will continue to be a focus of the department. Community involvement and partnerships have been an integral part of the departments’ overall plan. So often people and organizations are willing to get involved - our department will work to identify and use these available resources. We have always relied on funding for special operations teams, special vehicles, and equipment and we will continue to foster the relations necessary for their continued support. Commu- nity partnership is a two-way street; our department will continue to take part in special community events and activities all of which improve the overall city life experience. 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 members of the department at all levels - consistency in training is essential. Quality equipment is essential to a modern-day firefighting/EMS force. With the recent purchase of new SCBAs, new radios, new dispatch equipment, and software our department is well-positioned to com- plete our mission successfully and provide the highest level of service to the community. ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 524 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 525 Expenditure by Department Fringe/Stipends 2.94% Holidays 4.98% Nights 4.35% Overtime (General) 10.70% Salaries-Full Time 66.45% Other 10.57% ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 526 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Fire - Personnel 12201 5111 Salaries-Full Time 6,309,505 6,103,740 6,316,736 6,316,736 6,561,192 6,561,192 6,561,192 244,456 3.87 12201 5113 Salaries-Part Time 31,733 55,022 59,106 59,106 70,684 70,684 70,684 11,578 19.59 12201 5131 Overtime (General) 976,884 1,289,059 1,076,834 1,376,834 1,056,611 1,056,611 1,056,611 (20,223) (1.88) 12201 5133 Emt 43,769 41,178 48,000 48,000 48,600 48,600 48,600 600 1.25 12201 5136 Holidays 487,068 472,044 488,269 488,269 491,844 491,844 491,844 3,575 0.73 12201 5138 Out Of Grade 75,059 89,342 80,000 80,000 80,000 80,000 80,000 0 0.00 12201 5139 Nights 417,568 397,298 418,574 418,574 429,701 429,701 429,701 11,127 2.66 12201 5141 Longevity 157,549 140,913 146,829 146,829 146,260 146,260 146,260 (569) (0.39) 12201 5143 Firefighter Rank Stipend 28,000 27,000 29,500 29,500 29,000 29,000 29,000 (500) (1.69) 12201 5145 Education Incentive 85,173 96,257 83,852 83,852 113,852 113,852 113,852 30,000 35.78 12201 5150 Fringe/Stipends 320,036 306,373 295,300 295,300 290,000 290,000 290,000 (5,300) (1.79) 12201 5154 Specialty Stipend 5,500 6,000 9,600 9,600 13,100 9,600 9,600 0 0.00 8,937,845 9,024,226 9,052,600 9,352,600 9,330,843 9,327,343 9,327,343 274,743 3.03 Fire - Expenditures 12202 5211 Electricity 36,649 40,253 39,879 42,879 42,869 42,869 42,869 2,990 7.50 12202 5215 Natural Gas 18,939 18,157 28,000 23,500 28,000 28,000 28,000 0 0.00 12202 5216 Oil Heat 12,381 10,589 15,000 21,000 15,000 15,000 15,000 0 0.00 12202 5241 Building Maintenance 37,710 29,945 35,000 37,963 35,000 35,000 35,000 0 0.00 12202 5258 Fire Equipment Repai 51,365 26,308 52,000 56,097 52,000 52,000 52,000 0 0.00 12202 5277 Photocopy Machine Le 4,086 3,405 4,320 4,642 5,520 5,520 5,520 1,200 27.78 12202 5284 Equipment Lease 87,972 87,972 87,973 87,973 87,973 87,973 87,973 0 0.00 12202 5294 Fire Prot Clothing 32,245 47,700 47,700 47,700 47,700 47,700 47,700 0 0.00 12202 5300 Purchase Of Services 18,846 38,418 29,789 33,344 62,888 62,888 36,200 6,411 21.52 12202 5317 Educational Training 40,704 40,843 42,187 28,065 42,187 42,187 42,187 0 0.00 12202 5318 Dental/Medical Servi 17,225 20,257 17,600 49,177 17,600 17,600 17,600 0 0.00 12202 5318R Dental/Medical Servi 23,568 3,405 25,000 6,996 25,000 25,000 25,000 0 0.00 12202 5320 Contracted Services 0 0 0 0 4,436 4,436 4,436 4,436 0.00 12202 5341 Telephone 22,615 19,309 23,028 23,280 23,028 23,028 23,028 0 0.00 12202 5421 Office Supplies (Gen 3,180 2,342 5,500 6,590 6,500 6,500 6,500 1,000 18.18 12202 5451 Custodial Supplies 8,817 8,662 9,000 9,334 9,000 9,000 9,000 0 0.00 12202 5510 Fire Prevention 9,427 4,263 14,500 8,770 14,500 14,500 14,500 0 0.00 12202 5513 Emergency Management 250 600 1,000 1,000 1,000 1,000 1,000 0 0.00 12202 5586 Fire Suppression Sup 18,281 9,281 23,730 32,298 23,730 23,730 23,730 0 0.00 12202 5730 Dues And Sub 1,900 1,900 2,000 2,000 2,000 2,000 2,000 0 0.00 446,160 413,608 503,206 522,608 545,931 545,931 519,243 16,037 3.19 Department Total 9,384,005 9,437,834 9,555,806 9,875,208 9,876,774 9,873,274 9,846,586 290,780 3.04 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 527 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 DIONNE ALAN CHIEF 123,809.92 3,074.41 1.00 40 100% 164,480.93 164,480.93 164,480.93 DEPUTY CHIEFS 386,423.62 7,565.32 4.00 4 100% 394,909.70 394,909.70 394,909.70 CAPTAINS 756,044.98 14,798.97 9.00 9 100% 772,506.23 772,506.23 772,506.23 LIEUTENANTS 1,168,765.55 22,881.76 16.00 16 100% 1,194,427.87 1,194,427.87 1,194,427.87 FIRE FIGHTERS-4 2,723,829.68 53,326.24 44.00 44 100% 2,662,120.66 2,662,120.66 2,662,120.66 FIRE FIGHTERS-3 118,218.03 3,471.66 3.00 2 100% 664,475.72 664,475.72 664,475.72 FIRE FIGHTERS-2 380,097.63 - 0.00 7 100% 277,461.27 277,461.27 277,461.27 FIRE FIGHTERS-1 244,656.39 10,537.67 11.00 5 100% 0.00 0.00 0.00 - - - - ADDISON JOHN MECHANIC 1/1/2014 69,248.72 1,393.70 1.00 40 100% 72,751.14 72,751.14 72,751.14 SULLIVAN ASHLEY OFFICE MANAGER 9/2021 51,842.63 1,005.22 1.00 35 100% 62,472.35 62,472.35 62,472.35 STEP INCREASES (ADDED TO BASE ABOVE) 0.00 - - - - FIRE PREVENTION 7,500.00 3.00 7,500.00 7,500.00 7,500.00 Adjust for & Rounding - - - - FAO Salary AFSCME 286,298.88 5.00 Total AFSCME 1818 288,086.04 288,086.04 288,086.04 12201-5111 6,316,736.03 98.00 Total Full Time 6,561,191.93 6,561,191.93 6,561,191.93 C. Dichirico EVENING AP CLERK 21,164.06 454.88 P 1.00 16 100% 23,744.74 23,744.74 23,744.74 Part-Time FAO’s FAO’s - PART TIME 19,798.00 383.14 19 100% 19,999.91 19,999.91 19,999.91 Capt. Darisse EMERGENCY MGMT CLERK 18,144.00 64.51 1.00 8 26,939.38 26,939.38 26,939.38 12201-5113 59,106.06 Total Part Time 70,684.02 70,684.02 70,684.02 OT FF CONTRACTUAL- 88 & MECHANIC 891,424.42 891,424.42 88 914,964.43 914,964.43 914,964.43 OT - FAO’S 54,000.00 54,000.00 5 37,772.97 37,772.97 37,772.97 OT - FF NON- CONTRACTUAL 60,000.00 60,000.00 60,000.00 60,000.00 60,000.00 OT - HAUNTED HAPENINGS 10,000.00 7,100.00 17,100.00 17,100.00 17,100.00 OT - COMMUNITY EVENTS 6,300.00 6,300.00 6,300.00 6,300.00 6,300.00 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 528 5 Recruits, 14hrs/wk x 10 wks OT - RECRUITS TO ACADEMY 55,110.00 7,000.00 20,473.60 20,473.60 20,473.60 12201-5131 1,076,834.42 Total Overtime 1,056,611.00 1,056,611.00 1,056,611.00 EMT 48,000.00 600.00 73.00 48,600.00 48,600.00 48,600.00 HOLIDAYS FF 488,268.59 Varies 491,843.70 491,843.70 491,843.70 OUT OF GRADE 80,000.00 Varies 80,000.00 80,000.00 80,000.00 NIGHTS FIREFIGHTERS 418,573.48 Varies 429,700.58 429,700.58 429,700.58 LONGEVITY - FF & Mechanic 146,829.26 Varies 146,259.92 146,259.92 146,259.92 "FF NEW" FF RANK DUTY RECOGNITION 29,500.00 500.00 60 29,000.00 29,000.00 29,000.00 21 Bachelor’s, 14 Associates EDUCATION INCENTIVE STIPEND 83,852.20 Varies 113,852.20 113,852.20 113,852.20 SMV SENIOR/MASTER/ VETERAN 295,300.00 Varies 290,000.00 290,000.00 290,000.00 Colorguard, EMT, Training, Car seat SPECIALTY PAY 9,600.00 Varies 13,100.00 9,600.00 9,600.00 1,599,923.53 Total All Other 1,642,356.40 1,638,856.40 1,638,856.40 9,052,600.04 98.00 Department Total 9,330,843.35 9,327,343.35 9,327,343.35 General Fund FTE Full-Time Equivalent Employees: FY 2021 95.00 FY 2022 95.00 FY 2023 98.00 Variance 22 vs. 23 3.00 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 529 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New BROWN JEFFREY FIRE ALARM OP SUPERV 07/05/ 1990 2 58,790.68 LERNER SHAWN FIRE ALARM OP SUPERV 11/11/ 1994 2 54,603.41 1.00 1,150.98 60,081.16 3 60,081.16 60,081.16 60,081.16 LERNER - Shift Differential 1,950.62 $1,498.66 1,498.66 $1,498.66 LARRABEE FIRE ALARM OPERATOR 8/19/ 2015 2 54,603.41 - - - LARRABEE - Shift Differential 1,950.62 - - - TREFREY MARGARET FIRE ALARM OPERATOR 5/22/ 2021 2 1.00 1,022.90 53,395.38 1/2 5/22/ 2022 53,395.38 53,395.38 53,395.38 100.06 5,223.13 5,223.13 5,223.13 5,223.13 WHITMORE JONATHON FIRE ALARM OPERATOR 3/20/ 2010 2 54,186.61 1.00 1,060.84 55,375.85 3 55,375.85 55,375.85 55,375.85 WHITMORE - Shift Differential 4,876.56 95.48 4,984.05 3 4,984.05 4,984.05 4,984.05 VACANT FIRE ALARM OPERATOR 2 50,802.19 1.00 986.45 51,492.69 1/2 51,492.69 51,492.69 51,492.69 VACANT SHIFT DIFFERENTI AL 4,534.78 43.51 2,271.22 2,271.22 2,271.22 2,271.22 - - VACANT FIRE ALARM OPERATOR - 1.00 986.45 51,492.69 1/2 51,492.69 51,492.69 51,492.69 VACANT SHIFT DIFFERENTI AL 43.51 2,271.22 2,271.22 2,271.22 2,271.22 - - 286,298.88 5.00 286,587.38 288,086.04 288,086.04 288,086.04 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 530 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 12202 Fire-Expenses 5211 Electricity Electric service for five stations. 39,879 42,869 42,869 42,869 5211 Electricity Total 39,879 42,869 42,869 42,869 5215 Natural Gas Gas service for heating, cooking, hot water in five stations. 28,000 28,000 28,000 28,000 5215 Natural Gas Total 28,000 28,000 28,000 28,000 5216 Oil Heat Fuel oil for heat at Stations 4 & 6. 15,000 15,000 15,000 15,000 5216 Oil Heat Total 15,000 15,000 15,000 15,000 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 35,000 5241 Building Maintenance Total 35,000 35,000 35,000 35,000 5258 Fire Equipment Repai Air compressors service & repairs air and breathing air 3,850 3,850 3,850 3,850 Equipment - valves, hose repairs, plumbing 4,000 4,000 4,000 4,000 Ladder testing Aerial Trucks 3,500 3,500 3,500 3,500 Ladder testing ground ladders 2,000 2,000 2,000 2,000 Pump testing and repairs 2,500 2,500 2,500 2,500 Spark plugs, filters, small parts for trucks & other vehicles, brakes, & other misc. parts & supplies 10,500 10,500 10,500 10,500 Tires - cars & trucks, Batteries, motor oil, vehicle glass repairs, inspection stickers 7,650 7,650 7,650 7,650 Transmission, body work (apparatus) & engine work 17,000 17,000 17,000 17,000 Truck lighting equipment 1,000 1,000 1,000 1,000 5258 Fire Equipment Repai Total 52,000 52,000 52,000 52,000 5277 Photocopy Machine Le Machine lease and service calls - two copiers (Administration & Fire Prevention) 4,320 5,520 5,520 5,520 5277 Photocopy Machine Le Total 4,320 5,520 5,520 5,520 5284 Equipment Lease Lease payment 4 of 7 for Station 5 Pump Truck 87,973 87,973 87,973 87,973 5284 Equipment Lease Total 87,973 87,973 87,973 87,973 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 531 5294 Fire Prot Clothing Badges, PBI hoods, rubber & leather boots, suspenders, gloves 7,000 7,000 7,000 7,000 helmets.. 0 27,000 27,000 27,000 helmets…. 27,000 0 0 0 Purchase of replacement Personal Protective Equipment (PPE) boots, gloves, turnout gear, 11,700 11,700 11,700 11,700 Repairs to PPE (jackets & trousers) 2,000 2,000 2,000 2,000 5294 Fire Prot Clothing Total 47,700 47,700 47,700 47,700 5300 Purchase Of Services Call back/detail program: CrewSense 4,200 5,200 5,200 5,200 Computer upgrades, hardware, servers 5,500 5,500 5,500 5,500 Firehouse software (licenses, support) 10,589 0 0 0 First Due NIFIRs reporting Software 0 16,000 16,000 16,000 LEXIPRO Policy Management and Development 1st year with development $26,687.70 Year two annual cost $11,288.70 0 26,688 26,688 Radio service- consoles, mobiles, portables, repeaters, batteries 9,500 9,500 9,500 9,500 5300 Purchase Of Services Total 29,789 62,888 62,888 36,200 5317 Educational Training New Officer training, EMT Recertifications, Classes, Training Seminars 10,500 10,500 10,500 10,500 Reimbursement for academic expenses for continuing education 31,687 31,687 31,687 31,687 5317 Educational Training Total 42,187 42,187 42,187 42,187 5318 Dental/Medical Servi 5318R Dental/Medical Servi Provides for medical expenses for active personnel - job-related medical expenses. 17,600 17,600 17,600 17,600 Provides for medical expenses incurred by retired personnel who were retired on a line of duty medical disability. 25,000 25,000 25,000 25,000 5318 Dental/Medical Servi Total 17,600 17,600 17,600 17,600 5318R Dental/Medical Servi Total 25,000 25,000 25,000 25,000 5320 Contracted Services Cleaning Service For the Fire Department Administrative wing. 0 4,436 4,436 4,436 5320 Contracted Services Total 0 4,436 4,436 4,436 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Fire FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 532 5341 Telephone Long distance provider 1,500 1,500 1,500 1,500 Telephone lines from repeaters/channel 2 added 4,000 4,000 4,000 4,000 Verizon (Local & Regional) 15,200 15,200 15,200 15,200 Verizon Inspection I pads 2,328 2,328 2,328 2,328 5341 Telephone Total 23,028 23,028 23,028 23,028 5421 Office Supplies (Gen General Office Supplies as needed 5,500 6,500 6,500 6,500 5421 Office Supplies (Gen Total 5,500 6,500 6,500 6,500 5451 Custodial Supplies General Custodial Supplies as needed 9,000 9,000 9,000 9,000 5451 Custodial Supplies Total 9,000 9,000 9,000 9,000 5510 Fire Prevention Citizen Academy 10,000 10,000 10,000 10,000 Fire Prevention seminars / meetings/expenses 500 500 500 500 Fire Prevention supplies 1,000 1,000 1,000 1,000 Grounds care/ lawn service 1,000 1,000 1,000 1,000 NFPA code updates 2,000 2,000 2,000 2,000 5510 Fire Prevention Total 14,500 14,500 14,500 14,500 5513 Emergency Management Emergency management expenses: Multi gas meter replacement 1,000 1,000 1,000 1,000 5513 Emergency Management Total 1,000 1,000 1,000 1,000 5586 Fire Suppression Sup Hand and gas tool repair and replace 2,000 2,000 2,000 2,000 Hose & nozzles 5,000 5,000 5,000 5,000 Mask fit testing 3,100 3,100 3,100 3,100 Mobil radio parts, microphones, cases 4,500 4,500 4,500 4,500 Self-contained breathing apparatus (SCBA) repair, face piece, flo testing 3,000 3,000 3,000 3,000 Sensors for 4-gas meters 2,000 2,000 2,000 2,000 Supplies laundering PPE 1,630 1,630 1,630 1,630 Tools and Equipment 2,500 2,500 2,500 2,500 5586 Fire Suppression Sup Total 23,730 23,730 23,730 23,730 5730 Dues And Sub Membership dues - professional organizations: ECFC/ FPdivision FCAM, NFPA 2,000 2,000 2,000 2,000 5730 Dues And Sub Total 2,000 2,000 2,000 2,000 12202 Fire-Expenses Total 503,206 545,931 545,931 519,243 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 533 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 Officer Standards and Training (POST) Com- mission was established in 2020 and charged with creating a mandatory certification process for police officers, as well as processes for decertifica- tion, suspension of certification, or reprimand in the event of certain mis- conduct. In order to meet POST reporting requirements, the Salem Police Department has updated its record management system to better capture and report instances of officer misconduct and streamline the flow of required information to POST. The Department has met all POST reporting requirements for FY22 and will continue to adhere to POST mandates in FY23. 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 establish- ment of a body of professional standards for police agencies to meet, and a voluntary assessment process by which agencies can be publicly rec- ognized for meeting those standards considered best practices for the pro- fession. The Salem Police Department has been fully accredited by MPAC since 2013 and successfully underwent re-accreditation in 2016. We are preparing for reaccreditation, currently scheduled for April, 2022. 3. In order to maintain a professional and responsive police agency, the Department must invest in training for its officers. In FY23, our requested training budget is $55,700.00. In addition to mandated training require- ments for currently serving officers, this line item includes training and associated fees for six recruits to attend basic police academy training during FY23. 4. In FY21, the Department secured a grant from the Metropolitan Area Planning Commission (MAPC) and Northeast Homeland Security Regional Advisory Council (NERAC) to design and conduct a tabletop exercise (TTX) to test our operational planning and response capabilities to a critical inci- dent. The September, 2021 TTX brought together regional law enforce- ment and public safety agencies, state and federal partners and City departments for a day-long exercise. Lessons learned from the TTX were immediately incorporated into our operational plans for Haunted Happen- ings 2021 and will be expanded upon in our planning for Haunted Happen- ings 2022 and other large scale City-sponsored events. 5. In FY22, the Department assigned a detective sergeant to the FBI-led North Shore Gang Task Force Safe Streets Task Force (SSTF). The mission of the SSTF is to identify and target for prosecution criminal enterprise groups responsible for drug trafficking, money laundering, crimes of violence such as murder and aggravated assault, robbery, and violent street gangs. Infor- mation sharing and the deployment of SSTF personnel has greatly assisted the SPD in the investigation of several high-profile criminal incidents and we plan on continuing our participation with the SSTF in FY23. 6. The Department had received funding ($32,000.00) for two Community Development Block Grants (CBDG) focused on community-policing activi- ties for FY22. These grants place an emphasis on engagement (through directed patrols and community-building activities) in the Point Neighbor- hood and other low and moderate income (LMI) areas throughout the city. Activities covered under these grants include directed patrol coverage, bike and walking patrols, hosting community engagement events, the estab- lishment of a Duty Captain program to oversee weekend activities and tar- geted engagement activities by our School Resource Officers and Special Police Officers, etc. The Department has applied for CBDG grant funding for FY23 to continue these initiatives. 7. In an ongoing effort to enhance police-community relations, the Department, in collaboration with the Salem Fire Department and the Salem Department of Public Works, hosted a well-attended “Public Safety Day” on the Salem Common on August 3rd, 2021. This community-build- ing event is part of our community engagement strategy and also included a series of “Coffee with a Cop”, “Ice cream with a Cop” and “Pizza with the ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 534 Police” events held throughout the City. In FY23 we will continue to host community-building events and plan to procure a “community resource dog” to aid in those efforts. 8. The Salem Police Department will work to achieve full staffing levels for sworn personnel in Fiscal Year 2023. At the end of FY22, with anticipated retirements and attrition, it is anticipated we will have 56 patrol officers. This is well below the authorized complement of 68 patrol officers (City Ordinance Section 32-1). We will need to hire twelve officers during the remainder of FY22 and into FY23 to meet our authorized strength. In sup- port of this objective, we will continue to work with community-based organizations, such as religious organizations, advocacy groups, neighbor- hood associations and academic institutions in an effort to outreach to a more demographically diverse population of candidates. Improve traffic and parking enforcement Objectives 1. Throughout FY22, the Department conducted selective enforcement operations in areas of the City where accidents are known to occur and where residents have reported ongoing traffic violations. In calendar year 2020, the Department conducted 175 selective enforcement operations to address these issues. 283 selective enforcement operations were con- ducted in calendar year 2021, a 61% increase. Motor vehicle traffic stops remained fairly consistent over the past two calendar years (5,866 in CY20 and 5,907 in CY21). Selective enforcement operations to address residents’ concerns and identified traffic safety issues will be expanded upon in FY23. 2. The Department currently maintains six traffic data collection units that are deployed on City streets in response to resident 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 Commis- sion, to address issues and design solutions to address traffic problems. Deployment of the traffic data collection units will continue in FY23 in response to resident complaints and roadwork projects. 3. To assist in traffic management and improve public awareness, particu- larly during major City events such as Haunted Happenings and during crit- ical incidents, the Department received funding for one message board / speed detection unit in FY22 and we are completing the procurement pro- cess. We anticipate receipt and deployment of this unit during FY23. 4. In the FY23 budget we are requesting funding to procure replacement of one automated license plate reader (ALPR) for a Traffic Division cruiser in the amount of $14,500.00. The ALPR alerts on all CJIS “hotlist notifica- tions” (such as stolen vehicles, wanted criminals, missing persons, unin- sured/unregistered vehicles etc.). If approved, the ALPR will be procured and deployed during FY23. 5. With the assistance of state funding, the Department began the pro- curement and installation of E-Ticket modules in all front line cruisers during FY22. The E-Ticket system enables patrol officers to issue motor vehicle citations electronically, negating the need to handwrite the cita- tion, and immediately file the citation with the Registry of Motor Vehicles (RMV) and the Massachusetts Department of Transportation (DOT). In FY23, we plan on integrating the E-Ticket system with the Department’s record management system (NEXGEN) which will further streamline the reporting process, capture more accurate citation data and preclude the necessity of paper record storage. 6. The full complement of the SPD Traffic Division has historically been five personnel; one superior officer and four patrol officers. Due to retirements and the June, 2020 death of Officer Dana Mazola, the Division has been staffed with one superior officer and two patrol officers. With the antici- pated hiring of new patrol officers, we plan to add one additional patrol officer to the Traffic Division in FY23. 7. Enhanced use of technology in public safety Objectives 1. Recent high-profile cases involving police use of force have fueled ongoing local and national conversations about ways to improve police accountability, transparency, and legitimacy. Department leadership and City stakeholders believe that the use of body-worn cameras (BWC) advance these goals. Because BWCs provide an audio-visual record of police-public encounters that can be reviewed after an incident, the pres- ence of BWCs may encourage both officers and community members to maintain a higher standard of behavior during an encounter. In addition to officer-safety considerations, the use of BWCs demonstrates that the Department is willing to be transparent and accountable for its actions. The Department has researched BWC packages and began a pilot project in FY22 and enacted a formal BWC policy in January, 2022. Developing a BWC program requires a significant investment; the FY23 budget includes a City budget request ($90,000.00) and approximately $240,000.00 in state and federal grant funding (which has been approved) to purchase eighty (80) BWCs and peripherals. Full implementation of the BWC program will be phased in during calendar year 2022. ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 535 2. Crucial to the successful implementation of a BWC program is a digital evidence management system which includes the ability to store, review, redact and transmit to authorized users, the digital data recorded from body cameras. Digital evidence management will be under the direction of a superior officer, assisted by two part-time civilian staff, funding for which is included in the FY23 budget. 3. 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 for service, monitor the City camera system and perform the myriad of dis- patching functions. Based on current and anticipated public safety needs, the Department has requested approval from the Massachusetts State 911 program for a fourth 9-1-1 answering position for FY23. If approved, fund- ing will be provided through the existing 9-1-1 grant. 4. The Department began procuring hybrid cruisers in FY21 and they have proven satisfactory for both patrol and administrative use. We currently operate five hybrid vehicles and the FY23 budget contains a request ($317,739.26) to procure five additional hybrid or electric vehicles. We aim to reduce fuel costs by selectively phasing out gasoline fueled vehicles and replacing them with hybrids and/or electric vehicles. 5. Expansion of the city-wide community camera program continued in FY22 with the installation of cameras at Bertram Field. Temporary cameras were installed at ballot drop boxes throughout the City in support of the 2021 elections. These cameras are monitored by the Dispatch Center and aid in crime prevention, investigation of vandalism and other criminal acts, traffic monitoring and assists in public safety planning and response during large scale public events and critical incidents. The FY23 budget contains a request ($45,000.00) to upgrade and expand the existing cam- era system. If approved, new cameras will be installed at various locations throughout the City. 6. Over the past decade the Department has been experiencing a continu- ing degradation of its radio system. The system, which supports Dispatch, cruiser and handheld radios, is almost thirty years old. The radio system also supports the Salem Fire Department and its communications require- ments. Repairs have become increasingly difficult as replacement parts are no longer manufactured and many must be procured on the second-hand market. In FY22 the City funded an engineering study ($45,760.00) to refine requirements and identify locations throughout the city for place- ment of antenna arrays and microwave repeaters to ensure optimum cov- erage. We are currently awaiting the results of the engineering study, which will determine funding requirements for the FY23 CIP. Significant Budget & Staffing Changes For FY 2023 Personnel Lucas J. Miller was appointed Chief of Police on May 1, 2021. Captain Marc Berube was appointed Executive Officer on July 12, 2021. By City Ordinance (Section 32-1), the authorized staffing level of the Salem Police Department is 26 superior officers and 68 patrol officers for a total of 95 sworn personnel (including the chief of police). At the end of FY22, the patrol officer complement will be 56 patrol officers which is significantly below the authorized complement. FY22 Retirements Lieutenants: Stephen Bona and Brian Gilligan Sergeants: Kate Stephens and Phillias Verrette Patrol Officers: Jonathan Bedard, Frederick Dubiel, James Johnson, Michael Levesque, Edward Vaillancourt ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 536 FY22 Resignations Captain: Dennis King (appointed chief of police, Marblehead Police Depart- ment) Patrol Officers: Randy Canela, Jherderson Rosario, Jeffrey Soto and Iancy Gonzalez FY22 Promotions Captain: John Burke Lieutenant: John Doyle and Kevin St. Pierre FY22 Provisional Promotions Patrol Officers Eric Connolly and Victor Ruiz promoted to provisional sergeants FY22 Academy Graduates Patrol Officers Cara Buckley, Juan Martinez-Rodriguez, Katherine Ortega, Jhonathan Rodriguez-Nunez and Dino LoConte FY22 Police Academy Cadet Cadet Justin Engdahl FY22 Special Police Officers Pursuant to Chapter 309 of the Acts of 2018, the Department maintains a cadre of special police officers, all of whom are retired SPD officers, who are available for police detail duty and special assignments; Thomas Brennan, Thomas Cunningham, James Johnson, Gary LeBrun, Michael Levesque, Kevin O’Donnell, Robert Phelan, Timothy Salvo, Edward Vaillancourt and Phillias Verrette With the departure of officers through normal attrition, the Department will need to hire twelve (12) patrol officers during the remainder of FY22 and into FY23 to bring the Department in line with the authorized strength of 68 patrol officers in accordance with the City ordinance. Assessment centers for the rank of captain (November, 2021), sergeant (February, 2022) and lieutenant (scheduled for May, 2022) were held during FY22. Funding under the COPS Hiring Grant, which offset costs associated with four officers, ceased on June 30th, 2021 and will not be renewed. FY21 saw an almost 5% decrease in calls for service from FY20. This decrease is primarily attributable to the pandemic health restrictions that were enacted in early 2020. Motor vehicle accidents saw a 6.6% decline and motor vehicle citations a 6.37% decrease over FY20, due primarily to less traffic on the roads as of pandemic health restrictions (such as work-from-home, cancellation of activi- ties etc.) remained in effect. 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 FY21 saw a 14% decrease from FY20, continuing the downward trend seen since the highpoint in FY17. However, the number of overdose fatalities rose by 31% in FY21. This increase is believed to be the result of riskier use conditions such as isolation amid social distancing restrictions, and a drug supply that has become far more lethal because of opioids ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 537 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 538 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Calls for Service 38027 33910 32221 32865 - Arrests (Court Action Taken)/PC 2,100 1,988 1,579 1,610 - Robberies 22 20 15 16 - Breaking and Entering 102 76 50 51 - Sexual Assualts 20 26 26 26 - MV Thefts 41 44 31 31 Larceny 696 696 519 530 - Assaults 643 590 545 556 - MV Accidents 1,976 1,545 1443 1,472 - MV Citation Volations 7733 5784 5415 5523 - Neighborhood Meetings 14 36 18 21 - Education Incentive 5.16% Holidays 4.66% Overtime (General) 11.24% Salaries-Full Time 61.53% Salaries-Part Time 2.41% Senior/Master/Vet Stipend 2.18% Shift Differential 3.23% Other 9.57% ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 539 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Police - Personnel 12101 5111 Salaries-Full Time 6,685,253 6,753,987 7,358,974 7,085,772 7,268,563 7,268,563 7,268,563 (90,411) (1.23) 12101 5113 Salaries-Part Time 124,230 155,647 177,865 177,865 285,094 285,094 285,094 107,229 60.29 12101 5131 Overtime (General) 1,077,552 763,876 1,070,000 1,070,000 1,343,242 1,328,242 1,328,242 258,242 24.13 12101 5136 Holidays 574,779 532,875 574,155 574,155 550,946 550,946 550,946 (23,209) (4.04) 12101 5138 Out Of Grade 17,260 37,922 15,000 15,000 15,000 15,000 15,000 0 0.00 12101 5141 Longevity 84,400 76,300 79,400 79,400 74,900 74,900 74,900 (4,500) (5.67) 12101 5142 Elections 18,293 25,936 23,000 23,000 27,000 23,000 23,000 0 0.00 12101 5145 Education Incentive 710,291 687,264 671,621 671,621 609,543 609,543 609,543 (62,078) (9.24) 12101 5151 Wellness 4,500 5,250 6,500 6,500 6,500 6,500 6,500 0 0.00 12101 5153 Senior/Master/Vet Stipend 285,700 255,000 264,900 264,900 257,700 257,700 257,700 (7,200) (2.72) 12101 5154 Specialty Stipend 63,911 67,590 64,250 64,250 77,650 77,650 77,650 13,400 20.86 12101 5156 Shift Differential 400,779 393,948 418,656 418,656 381,487 381,487 381,487 (37,169) (8.88) 10,046,950 9,755,596 10,724,321 10,451,119 10,897,626 10,878,626 10,878,626 154,305 1.44 Police - Expenditures 12102 5211 Electricity 68,822 74,814 78,000 85,500 83,000 83,000 83,000 5,000 6.41 12102 5215 Natural Gas 20,833 18,692 28,500 20,866 30,200 30,200 30,200 1,700 5.96 12102 5253 Radio & Vehicle Maint 78,815 95,129 94,671 389,363 103,632 103,632 103,632 8,961 9.47 12102 5272 Technology 83,935 85,159 96,341 97,151 108,575 108,575 108,575 12,234 12.70 12102 5284 Equipment Lease 7,021 6,451 6,500 6,500 6,500 6,500 6,500 0 0.00 12102 5300 Building Maint & Services 69,299 54,648 68,300 102,149 81,250 81,250 81,250 12,950 18.96 12102 5317 Training And Education 39,222 46,124 65,100 63,298 55,700 55,700 55,700 (9,400) (14.44) 12102 5318 Medical - Active 43,232 52,618 50,000 56,469 57,000 57,000 57,000 7,000 14.00 12102 5320 Contracted Services 12,553 42,244 58,675 29,175 30,000 30,000 30,000 (28,675) (48.87) 12102 5326 Dive Team Expenses 5,654 505 6,000 8,495 6,000 6,000 6,000 0 0.00 12102 5341 Telephone & Communications 70,153 70,954 77,620 85,620 97,064 97,064 97,064 19,444 25.05 12102 5381 Printing And Binding 9,291 4,178 8,500 9,100 8,750 8,750 8,750 250 2.94 12102 5384 Animal Care & Control 10,097 1,403 6,000 9,008 7,000 7,000 7,000 1,000 16.67 12102 5421 Office Supplies (Gen 21,047 20,923 28,000 31,918 32,000 32,000 32,000 4,000 14.29 12102 5585 Arms And Ammunition 29,478 18,815 29,000 30,385 35,000 35,000 35,000 6,000 20.69 12102 5710 In State Travel/Meetings 366 139 1,000 1,481 1,000 1,000 1,000 0 0.00 12102 5720 Out Of State Travel 430 64 1,000 1,015 5,000 5,000 5,000 4,000 400.00 12102 5730 Dues And Sub 17,266 16,023 18,700 15,213 18,700 18,700 18,700 0 0.00 12102 5775 Community Events 67,406 46,529 80,788 67,352 82,400 82,400 82,400 1,612 2.00 12102 5862 Police Equipment 43,106 39,720 75,512 84,895 84,949 84,949 84,949 9,437 12.50 698,026 695,132 878,207 1,194,951 933,720 933,720 933,720 55,513 6.32 Department Total 10,744,976 10,450,728 11,602,528 11,646,070 11,831,346 11,812,346 11,812,346 209,818 1.81 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 540 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MILLER LUCAS CHIEF 160,307.69 3,191.32 1.00 1 169,569.69 169,569.69 169,569.69 CAPTAINS 410,309.38 7,721.00 4.00 4 415,112.31 415,112.31 415,112.31 LIEUTENANTS 707,430.15 13,312.07 8.00 8 716,818.75 716,818.75 716,818.75 SERGEANTS 1,067,243.63 20,082.87 14.00 14 1,083,345.93 1,083,345.93 1,083,345.93 PATROLMEN STEP 5 2,853,004.47 51,109.49 46.00 46 3,026,619.32 3,026,619.32 3,026,619.32 PATROLMEN STEP 4 631,791.85 9,672.19 7.00 7 458,703.19 458,703.19 458,703.19 PATROLMEN STEP 3 559,435.03 9,524.83 1.00 1 64,848.98 64,848.98 64,848.98 PATROLMEN STEP 2 60,782.90 6,886.00 6.00 6 374,639.45 374,639.45 374,639.45 PATROLMEN STEP 1 58,325.42 1,097.14 1.00 1 61,230.65 61,230.65 61,230.65 Recruits to Academy Academy - full year 228,643.62 - 4.00 4 Full Year 237,679.49 237,679.49 237,679.49 Academy - 9 months 114,321.83 - 2.00 1.5 9 months 89,129.81 89,129.81 89,129.81 Academy - 6 months 42,870.68 2.00 1 6 months 59,419.87 59,419.87 59,419.87 Academy - 3 months 1.00 0.5 3 months 14,854.97 14,854.97 14,854.97 Anticipated Retirees (116,010.42) (65,417.36) (65,417.36) (65,417.36) CONNORS JAYNE ADMIN ASSISTANT 12/06/2010 47,987.60 991.30 51,547.6 0 1.00 1 100% 54,270.05 54,270.05 54,270.05 GREENER FREDERICK ADMIN ASSISTANT 43,897.94 924.09 48,052.6 8 1.00 1 100% 51,531.76 51,531.76 51,531.76 MULLIGAN ROBERT OFFICE MANAGER 6/12/17 61,119.55 1,238.52 64,403.0 4 1.00 1 100% 64,650.74 64,650.74 64,650.74 GERMAN INDHIRA JR CLERK 10/23/2017 38,315.92 791.51 1.00 1 100% 43,332.26 43,332.26 43,332.26 - - - - AFSCME 389,196.48 8.00 Total AFSCME 1818 348,223.41 348,223.41 348,223.41 - - - - 12101-5111 7,358,973.71 109.00 Total Full Time 7,268,563.27 7,268,563.27 7,268,563.27 VACANT JR CLERK 12/24/92 14,820.00 - 0.46 16 15,033.60 15,033.60 15,033.60 FAMICO DONALD ANIMAL CONTROL 3/1/76 20,272.66 389.11 0.54 19 20,917.06 20,917.06 20,917.06 GAUTHIER JAMES FINGERPRINT EXPERT 10/17/06 31,272.50 600.24 0.46 16 31,328.35 31,328.35 31,328.35 PER DIEM DISPATCHERS Avg/P/wk. 55,000.00 55,000.00 Varies 0.23 40x1.5 hrs. per wk. 40,000.00 40,000.00 40,000.00 Civilians - O’Donnell/ Makros/Ruiz 50,000.00 Varies 91,271.85 91,271.85 91,271.85 Sharyn Lubas 0.50 17.5 45,173.08 45,173.08 45,173.08 CIU - Vaillancourt 0.25 8 17,017.20 17,017.20 17,017.20 PT Custodian 0.50 19 17,852.40 17,852.40 17,852.40 Custodian - seasonal 6,500.00 6,500.00 6,500.00 6,500.00 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 541 12101-5113 177,865.16 2.71 Total Part Time 285,093.54 285,093.54 285,093.54 OVERTIME 575,000.00 575,000.00 690,000.00 690,000.00 690,000.00 TRAINING 110,000.00 110,000.00 132,000.00 132,000.00 132,000.00 OT COURT 132,000.00 132,000.00 132,000.00 132,000.00 132,000.00 OT-EVENTS 52,000.00 52,000.00 52,000.00 52,000.00 52,000.00 OT HH 176,000.00 176,000.00 312,242.47 297,242.47 297,242.47 OT - DISPATCHERS 25,000.00 25,000.00 25,000.00 25,000.00 25,000.00 12101-5131 1,070,000.00 Total Overtime 1,343,242.47 1,328,242.47 1,328,242.47 HOLIDAYS Oficers & Dispatch 574,155.03 574,155.03 550,946.41 550,946.41 550,946.41 OUT OF GRADE 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 LONGEVITY 79,400.00 79,400.00 74,900.00 74,900.00 74,900.00 ELECTIONS 23,000.00 23,000.00 27,000.00 23,000.00 23,000.00 WELLNESS 6,500.00 6,500.00 26 250 6,500.00 6,500.00 6,500.00 SENIOR/MASTER/ VETERAN 264,900.00 264,900.00 257,700.00 257,700.00 257,700.00 SPECIALTY STIPEND 59,750.00 59,750.00 73,150.00 73,150.00 73,150.00 OIC - SPECIALTY STIPEND 4,500.00 4,500.00 OIC - 900 per year X 5 = 4,500 4,500.00 4,500.00 4,500.00 1,027,205.04 Total Other 1,009,696.42 1,005,696.41 1,005,696.41 EDUCATION INCENTIVE-Old QUINN 446,621.00 446,621.00 374,543.39 374,543.39 374,543.39 EDUCATION INCENTIVE-New Hires 225,000.00 225,000.00 235,000.00 235,000.00 235,000.00 12101-5145 671,621.00 Total Edu Incentive 609,543.39 609,543.39 609,543.39 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 542 SHIFT DIFFERENTIAL 418,656.04 418,656.04 381,486.56 381,486.56 381,486.56 Night/Weekend Differential- Dispatchers - Included in AFSCME FT Amount - - - 12101-5156 418,656.04 Total Shift/ Night Diff 381,486.56 381,486.56 381,486.56 10,724,320.9 5 111.71 Department Total 10,897,625.65 10,878,625.65 10,878,625.65 General Fund FTE Full-Time Equivalent Employees: FY 2021 107.50 FY 2022 113.46 FY 2023 111.71 Variance 22 vs. 23 (1.75) Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New CHRISTY GEORGE Sr. Building Manager 02/18/ 20 51,401.78 1.00 997.54 52,071.59 3 53,887.10 53,887.10 53,887.10 CRAWLEY JACK Police Dispatcher 11/29/ 2021 2 54,186.08 1.00 1,060.84 55,375.85 1 21 20,715.66 20,715.66 20,715.66 CRAWLEY Shift Differential 1,871.55 1,871.55 1,871.55 CRAWLEY JACK 2 25.57 31.2 31,832.17 31,832.17 31,832.17 CRAWLEY Shift Differential 4,805.53 4,805.53 4,805.53 GREENE ANN MARIE PRIN CLERK 3/10/ 2016 51,884.83 1.00 - 53,023.72 3 53,023.72 53,023.72 53,023.72 PROSNIEWS KI MICHAEL Police Dispatcher 10/3/ 2015 2 54,186.08 1.00 1,060.84 55,375.85 3 55,375.85 55,375.85 55,375.85 PROSNIEWS KI Shift Differential Base Rate X 9% - - - - - - ROMEOS SARAH Police Dispatcher 2/2/ 2019 2 54,082.08 1.00 1,060.84 55,375.85 3 55,375.85 55,375.85 55,375.85 ROMEOS Shift Differential Base Rate X 9% 4,867.39 - - 4,984.06 4,984.06 4,984.06 SARAIVA MELISSA Police Dispatch Supervisor 9/26/ 2010 2 54,186.08 1.00 1,109.55 57,918.51 3 57,918.51 57,918.51 57,918.51 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 543 ZIRIN KATELYN Police Dispatcher 11/11/ 2019 2 53,338.28 1.00 1,060.84 55,375.85 3 55,375.85 55,375.85 55,375.85 ZIRIN Shift Differential Base Rate X 9% 4,800.45 - - 4,984.06 4,984.06 4,984.06 VACANT Police Dispatcher 2 1.00 51,493.21 51,493.21 51,493.21 Weekend Differential - Friday C Shift through Monday A Shift .50 X 52 X 1,386.67 - - - - 384,319.72 8.00 384,517.21 451,643.10 451,643.10 451,643.10 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant Police 911 Support Grant 25343-5111 Six Dispatchers 0.30 Police Budget 12101-5111 Six Dispatchers 0.70 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 544 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 12102 Police-Expenses 5211 Electricity National Grid (95 Margin Street/50 Leavitt Street) Electric 78,000 83,000 83,000 83,000 5211 Electricity Total 78,000 83,000 83,000 83,000 5215 Natural Gas All COMM Contract maintenance & repair of portable, mobile and base radios 28,236 0 0 0 All COMM Repair of portable, mobile and base radios 2,000 0 0 0 National Grid Gas for 95 Margin Street and 50 Leavitt Street - Direct Energy for 95 Margin Street and 50 Leavitt Street 0 30,200 30,200 30,200 Normal maintenance of fleet, including parts not supplied by DPW, and deductibles 60,000 0 0 0 Stoneham Ford - Car #30 - two running boards installed 4,435 0 0 0 5215 Natural Gas Total 94,671 30,200 30,200 30,200 5253 Radio & Vehicle Maint All Comm contract maintenance & repair radios 0 29,697 29,697 29,697 All Comm repair of portable, mobile and base radios 0 4,000 4,000 4,000 Car washes for a fleet of over 50 vehicles 0 500 500 500 ELSAG SELEX License Plate Reader software 0 4,435 4,435 4,435 Normal maintenance of fleet & deductibles 0 65,000 65,000 65,000 5253 Radio & Vehicle Maint Total 0 103,632 103,632 103,632 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 545 5272 Technology 411 Citizen’s Observer 4,200 0 0 0 AFFIX Technologies (Fingerprint) 6,383 6,383 6,383 6,383 Cellebrite (Cell phone extraction) 4,300 4,300 4,300 4,300 Community cameras maintenance contract (Bridgewave) 32,751 39,500 39,500 39,500 Flock 5,000 0 0 0 Idemia Morpho Trust (Live Scan) 3,600 4,771 4,771 4,771 Integration Partners (Approved Vendor for CJIS) 730 730 730 730 JivaSoft On-Dty/X-Tra Duty enhanced scheduling 3,850 3,850 3,850 3,850 NexGen (CAD/RMS) 22,400 23,184 23,184 23,184 NexGen (Licenses) PLUS - Net motion Maintenance and Appeon Maintenance 4,052 4,182 4,182 4,182 PMAM 1,500 1,500 1,500 1,500 Transcor GPS (Trackstar Software) 3,975 3,975 3,975 3,975 TransUnion 3,600 0 0 0 Flock (License Plate Reader) 0 10,000 10,000 10,000 GiM Security maintenance/support fee 0 2,500 2,500 2,500 TransUnion - Identity verification capabilities 0 3,700 3,700 3,700 5272 Technology Total 96,341 108,575 108,575 108,575 5284 Equipment Lease Lease 2 Copiers ( 1color/ 1Blk & White plus copies) 6,500 6,500 6,500 6,500 5284 Equipment Lease Total 6,500 6,500 6,500 6,500 5300 Building Maint & Services Bldg. Services & maintenance not covered by contract (estimated) 20,000 22,000 22,000 22,000 Custodial Supplies *Coast, Winer, Hayden, Aramark 15,000 0 0 0 General Inspections and services ( Boiler, Elevator and Cells- Sprinklers etc.) 12,100 12,100 12,100 12,100 HVAC maintenance - Falite (YTD - $18,772) 17,000 0 0 0 Outdoor Equip./Grounds Maint./Landscaping-Lawn mower, snowblower, sprinklers 3,000 3,000 3,000 3,000 Terminix 1,200 1,200 1,200 1,200 Action Target - Range clean up 0 8,950 8,950 8,950 Custodial Supplies *Coast, Winer, Hayden, 0 17,000 17,000 17,000 Falite (maintenance) 0 17,000 17,000 17,000 5300 Building Maint & Services Total 68,300 81,250 81,250 81,250 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 546 5317 Training And Education Academy Training for 8 new recruits Tuition 32,000 0 0 0 Apple computers/Books for 8 New Recruits 3,200 0 0 0 Inservice training 7,500 7,500 7,500 7,500 Leadership and Supervisory Training & Dive Training (6 members) 13,500 0 0 0 MA Police Accreditation 2,400 2,400 2,400 2,400 Mandated Training & Supplemental (Legal Updates/,K9 In-service) 1,000 0 0 0 MGL updates, mandated posters, Printed, Legal Updates, I.D. Manuals 5,500 5,500 5,500 5,500 Academy Training for 6 new recruits Tuition 0 24,000 24,000 24,000 Apple computers/Books for 6 New Recruits 0 1,800 1,800 1,800 Leadership and Supervisory Training 0 13,500 13,500 13,500 Mandated Training & Supplemental (Legal Updates/K-9 In-service) 0 1,000 1,000 1,000 5317 Training And Education Total 65,100 55,700 55,700 55,700 5318 Medical - Active consults, medical costs and drug screens-Active / Retirees 50,000 57,000 57,000 57,000 5318 Medical - Active Total 50,000 57,000 57,000 57,000 5320 Contracted Services Evidence Room audit - Contracted service 8,675 0 0 0 Lt. Assessment Center 10,000 0 0 0 Outreach Specialist 30,000 30,000 30,000 30,000 Sgt. Assessment Center 10,000 0 0 0 5320 Contracted Services Total 58,675 30,000 30,000 30,000 5326 Dive Team Expenses Replacement and repair of Robotics & tanks & truck repair/equip 6,000 6,000 6,000 6,000 5326 Dive Team Expenses Total 6,000 6,000 6,000 6,000 5341 Telephone & Communications Code Red Weather 520 588 588 588 Code Red Yearly maintenance 16,000 18,076 18,076 18,076 Comcast Internet Services / Cable / DCJIS Access - 95 Margin Street and 50 Leavitt Street 5,500 6,000 6,000 6,000 On Point Building Alarm Services (Instant Alarm) 400 400 400 400 Verizon Wireless & AT&T Mobility 38,000 58,000 58,000 58,000 Verizon/ AT&T - avg 17,200 14,000 14,000 14,000 5341 Telephone & Communications Total 77,620 97,064 97,064 97,064 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 547 5381 Printing And Binding Bus. cards, Detail Slips, Warnings, Prop. Tags, Taxi Medallions, Public Safety Campaigns Taxi/Constable card maker system 8,500 8,500 8,500 8,500 Oversize document printing - uptown charge 0 250 [PHONE REDACTED] Printing And Binding Total 8,500 8,750 8,750 8,750 5384 Animal Care & Control Temporary housing for stray/dangerous animals & transportation- City of Salem 6,000 7,000 7,000 7,000 5384 Animal Care & Control Total 6,000 7,000 7,000 7,000 5421 Office Supplies (Gen General Office supplies as needed 28,000 32,000 32,000 32,000 5421 Office Supplies (Gen Total 28,000 32,000 32,000 32,000 5585 Arms And Ammunition Ammo for mandatory state qualification and training of all officers/ new recruits 25,000 35,000 35,000 35,000 Instructor Firearm Recertification - 4,000 0 0 0 5585 Arms And Ammunition Total 29,000 35,000 35,000 35,000 5710 In State Travel/Meetings In-State conferences, training, investigations, etc. - travel, EZ Pass ,parking, fees, etc. 1,000 1,000 1,000 1,000 5710 In State Travel/Meetings Total 1,000 1,000 1,000 1,000 5720 Out Of State Travel Any travel out of state for conferences, training, investigations, etc. 1,000 1,000 1,000 1,000 Chief to Attend IACP Training/Dallas - FBI National Conference/Cleveland, OH 0 4,000 4,000 4,000 5720 Out Of State Travel Total 1,000 5,000 5,000 5,000 5730 Dues And Sub All police affiliations, dues, investigative databases subscriptions 18,500 18,500 18,500 18,500 Plymouth County Commissioner- Vehicle Bid 200 200 [PHONE REDACTED] Dues And Sub Total 18,700 18,700 18,700 18,700 5775 Community Events 4th of July, Halloween ( Boston PD, NEMLEC, local PD’s &Sheriff’s Dept.) 70,000 70,000 70,000 70,000 Annual Opiate Awareness Day, Heroin Outreach, Citizens /Youth Police Academies 3,000 3,000 3,000 3,000 National Night Out / Essex County Summer Program (buses/tuition) 3,000 0 0 0 Outreach materials 4,788 0 0 0 Archival Social (Social Media Archiving) 0 5,900 5,900 5,900 Salem Public Safety Day/Essex County Summer Program (buses, tuition) 0 3,500 3,500 3,500 5775 Community Events Total 80,788 82,400 82,400 82,400 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Police FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 548 5862 Police Equipment Gen. equip, radar & Sign Board maint, AED Batteries, Repl, Tint Meters 27,000 0 0 0 Lidar (2 @ $1,989) 3,978 3,978 3,978 3,978 Motorola Solutions (batteries/microphones/chargers) 10,000 10,000 10,000 10,000 Motorola Solutions (new radios for new hires) 11,634 11,634 11,634 11,634 Simons (academy uniforms for new recruits - $400 ea.) 3,200 2,400 2,400 2,400 Simons (Dispatcher clothing allowance) 2,200 0 0 0 Taser Supplies 3,500 3,500 3,500 3,500 TrafficLogix Speed Trailer 14,000 0 0 0 ELSAG Plate Reader 0 14,500 14,500 14,500 Gen. equip, radar & Sign Board maint, AED Batteries, Repl, Tint Meters, badges, uniforms, etc. 0 27,000 27,000 27,000 Portable Vehicle Barriers 0 4,500 4,500 4,500 Salem Cycle - $1,679/each - 3 bikes 0 5,037 5,037 5,037 Simons/Salem Police Merchandise (Dispatcher clothing allowance) 0 2,400 2,400 2,400 5862 Police Equipment Total 75,512 84,949 84,949 84,949 12102 Police-Expenses Total 849,707 933,720 933,720 933,720 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 549 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 Improve efficiency of harbor management and enhance public access and safety utilizing newly implemented, cloud based administrative tool. Continue to work with the Salem Port Authority to ensure productive, thoughtful use of the Designated Port Area. Advise and assist with development of Off-Shore Wind opportunities for the Port of Salem. Work with maritime stakeholders as well as federal and state partners to advance necessary dredge projects to benefit both commercial and recre- ational waterway users. Coordinate personnel training requirements recently adopted by the Com- monwealth of Massachusetts. Work collaboratively with the Commonwealths Department of Fishing and Game, Salem’s Park Commission and Salem’s Planning Department to com- mence construction of a new Willows Fishing Pier. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals Significant Budget & Staffing Changes For FY 2023 The incremental increase to the state minimum wage and adopted mandated training will impact personnel scheduling and labor costs. Recent Accomplishments Implemented GIS-Cloud based harbor management program. Oversaw repair/stabilization of Deep-Water Berth. Coordinated removal, repair & re-installation of Salem Wharf North Berth. Completed construction & commissioning of Multi-Mission patrol/ response craft utilizing PSG-FEMA funding. Provided continuous input with Salem Municipal Harbor Plan Committee, Salem Planning Department, Consultants, and community stakeholders to assist with the submission of Salem Harbor Master Plan. Led Port through regulatory Annual Compliance Exam. Provided leadership during a busy marine emergency season resulting in favorable outcomes. Coordinated marine operations for a safe demolition and disposal of the Willows Pier structure. ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 550 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 551 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 MOORING INFORMATION MOORINGS RECORDS 1361 1355 1370 1370 MOORINGS CATALOGED 1036 1035 1035 1035 SLIPS CATALOGED 325 320 335 335 MOORING / SLIP FEE'S COLLECTED 1299 1344 1370 1370 WARNING TAGS ISSUED 141 98 100 100 MOORING CALLS (UNAUTHORIZED USE OR BOATS HITTING) 32 22 30 30 POWER PLANT SERVICE FACILITY SECURITY RESPONSE 22 18 40 60 PASSENGER VESSEL ACTIVITY VESSEL ESCORT & ASSIST 1 0 2 0 LAW ENFORCEMENT FOUND/LOST/STOLEN BOATS 15 28 35 35 BREAKING AND ENTERING 2 3 2 2 ABANDONED BOATS 2 2 2 2 FUEL SPILLS 8 12 10 10 DOMESTICS/ PUBLIC COMPLAINT 22 17 10 10 LARCENY 2 6 5 2 MOVING & CITY VIOLATIONS 0/2 1/2 5/5 5/5 CASES THAT REACH COURT 0 1 2 2 WARNING/SAFETY STOP 50 71 90 90 Gasoline/Diesel Fuel 3.37% Salaries-Full Time 60.92% Salaries-Part Time 27.82% Vehicle Repair And M 3.13% Other 4.75% ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 552 LEAVING SCENE OF/ ACCIDENT 2 1 2 2 ARREST/PROTECTIVE CUSTODY 0 0 0 0 SAR RESPONSES (SEARCH & RESCUE) FATALITIES 0 0 0 0 MAYDAYS 41 38 35 35 GROUNDINGS SOFT 15 11 15 15 TOWS 59 53 45 45 DEWATERINGS (PREVENT SINKING) 79 55 60 60 FLARE SIGHTINGS 0 1 3 3 COLLISIONS 2 15 3 3 FIRES 7 7 5 5 MANOVERBOARD 3 2 5 5 MED AID 19 32 25 25 OVERDUE 4 9 5 5 MUTUAL AID REQUESTS MARBLEHEAD 13 14 15 15 BEVERLY 21 18 15 15 MANCHESTER 5 2 3 3 COAST GUARD 28 33 10 10 MEP 3 7 5 5 OTHER CALLS 621 788 600 600 Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 553 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Harbormaster - Personnel 12951 5111 Salaries-Full Time 224,392 231,713 238,662 241,406 257,888 252,888 252,888 14,226 5.96 12951 5113 Salaries-Part Time 99,476 95,248 105,019 105,019 115,494 115,494 115,494 10,475 9.97 323,868 326,961 343,681 346,425 373,382 368,382 368,382 24,701 7.19 Harbormaster - Expenditures 12952 5211 Electricity 2,018 1,768 2,500 3,113 2,500 2,500 2,500 0 0.00 12952 5244 Vehicle Repair And M 8,492 11,783 10,725 10,772 13,000 13,000 13,000 2,275 21.21 12952 5317 Educational Training 2,071 1,003 3,000 3,000 3,000 3,000 3,000 0 0.00 12952 5320 Contracted Services 908 872 1,550 1,550 0 0 0 (1,550) (100.00) 12952 5341 Telephone 4,646 5,147 5,200 5,729 6,200 5,200 5,200 0 0.00 12952 5353 Hauling Floats/Boats 5,483 4,282 4,500 4,500 4,500 4,500 4,500 0 0.00 12952 5381 Printing And Binding 735 750 775 775 825 825 825 50 6.45 12952 5421 Office Supplies (Gen 1,487 1,228 1,500 1,732 1,500 1,500 1,500 0 0.00 12952 5481 Gasoline/Diesel Fuel 11,096 9,165 12,150 13,824 14,000 14,000 14,000 1,850 15.23 12952 5791 Uniforms 548 990 2,200 3,255 2,200 2,200 2,200 0 0.00 37,484 36,989 44,100 48,251 47,725 46,725 46,725 2,625 5.95 Department Total 361,352 363,949 387,781 394,676 421,107 415,107 415,107 27,326 7.05 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 554 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MCHUGH WILLIAM Harbormaster 7/12/2011 91,837.19 1,806.78 1.00 1 100% 94,785.49 94,785.49 94,785.49 MCHUGH WILLIAM Port Authority Director - 100% - - - MULLIGAN PATRICK Office Manager/Asst 7/1/13 53,946.95 1,061.34 1.00 1 100% 65,401.95 60,401.95 60,401.95 LATTRELL SETH Port Authority Deputy Planner 08/12/19 92,878.15 1,827.26 1.00 1 100% 97,700.47 97,700.47 97,700.47 12951-5111 238,662.29 3.00 Total Full Time 257,887.91 252,887.91 252,887.91 Seasonal PT Positions: Pump Out Pump Out Operators 490 man hrs 7,350.00 7,350.00 7,350.00 Deckhand/ Utility Deckhand/Utility 1270 man hrs 20,955.00 20,955.00 20,955.00 Patrol - Regular & Peak Weekdays/ Weekends Assistant Harbormaster 3400 man hrs 69,700.00 69,700.00 69,700.00 Clerk Clerk 150 man hrs 2,550.00 2,550.00 2,550.00 McCabe- Winter Isl Personnel Ramp-Public Access Attendant 925 man hrs (PA) 14,939.00 14,939.00 14,939.00 12951-5113 105,019.00 0.00 Total Part Time 115,494.00 115,494.00 115,494.00 343,681.29 3.00 Department Total 373,381.91 368,381.91 368,381.91 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.00 FY 2022 3.00 FY 2023 3.00 Variance 22 vs. 23 0.00 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant MCHUGH WILLIAM HARBORMASTER 12951-5111 HARBORMASTER 0.95 89,315.28 Footprint - CBA Money 12951-5111 0.05 4,998.64 NOTE - Footprint CBA money will be deposited into the Harbormasters Receipts Reserved Fund. This money is then appropriated to cover Harbormaster Expenses Footnote: Footprint has provided $180k, mitigation funding, to be used to establish a Salem Port Authority ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 555 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 12952 Harbormaster-Expenses 5211 Electricity General electrical costs 2,500 2,500 2,500 2,500 5211 Electricity Total 2,500 2,500 2,500 2,500 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. 10,725 13,000 13,000 13,000 5244 Vehicle Repair And M Total 10,725 13,000 13,000 13,000 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 3,000 3,000 3,000 5317 Educational Training Total 3,000 3,000 3,000 3,000 5320 Contracted Services Annual printing, postage and costs associated with processing slip and mooring permit applications by the deputy collector, Kelly & Ryan. 1,550 0 0 0 5320 Contracted Services Total 1,550 0 0 0 5341 Telephone ATT First Net Mobile tablet for daily harbor management compliance audit and enforcement. 0 400 400 400 The office phone equipment operates on a 4-phone line "rollover" system . This allows multiple calls to be transferred to open lines for timely dispatch of units in an emergency. Also, a ATT "First Net" cellular device is assigned to the Harbormaster and Watch Officer units This arrangement allows for call forwarding and department staff 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 which provides unimpeded communications. for a total Also, office internet costs are funded with this item. 5,200 5,800 4,800 4,800 5341 Telephone Total 5,200 6,200 5,200 5,200 5353 Hauling Floats/Boats Hauling Floats money moved from Park & Rec budget - FY 2015 3,500 3,500 3,500 3,500 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 1,000 5353 Hauling Floats/Boats Total 4,500 4,500 4,500 4,500 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 556 5381 Printing And Binding Mooring and slip permit decals are funded through this item. 775 825 [PHONE REDACTED] Printing And Binding Total 775 825 [PHONE REDACTED] Office Supplies (Gen General Office & Medical Supplies as needed 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen Total 1,500 1,500 1,500 1,500 5481 Gasoline/Diesel Fuel Fuel and oil to operate the department’s boats. 12,150 14,000 14,000 14,000 5481 Gasoline/Diesel Fuel Total 12,150 14,000 14,000 14,000 5791 Uniforms Defrays costs to employees for uniforms, duty equipment and survival gear. 2,200 2,200 2,200 2,200 5791 Uniforms Total 2,200 2,200 2,200 2,200 12952 Harbormaster-Expenses Total 44,100 47,725 46,725 46,725 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 557 Public Property/Inspectional Services Building/Plumb/Gas Inspectors Mission Statement Why We Exist The Department is responsible for receiving, reviewing, and issuing all Building, Plumbing and Gas Permits. Most of these permits require at least one inspection. The department also handles large amounts of complaints and inquiries regarding housing, zoning, and City Ordinance compliance. Goals and Objectives Will attempt to track numbers and source of calls made to the department. Additional coordination of annual inspections and enforcement actions. Will coordinate with health and Data Processing to select new software program that would tie all inspectional services together as well as much simplified reporting of activities. Will increase the 21D Ticket program for chronic offenders. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals This Department’s goal is to continually update the new View Permit Cloud software. We also are updating hardware for plan review electronically as we strive to eliminate as much paper as possible. We continue to support many Departments with projects and Handicap compliance issues. Significant Budget & Staffing Changes For FY 2023 No significant staffing changes for FY 2023. Recent Accomplishments Received and processed 1472 building permits with values of $859,648 and collection of fees of $256,435. Received and processed 1009 gas and plumbing permits, collecting $ 100,906 in fees. Assisted Fire, Health, Police, Electrical and many other Departments with numerous inspections and miscellaneous problems. Performed inspections for 304 certificates, of which 67 were issued with $6,790 in fees and 110 Inspections totaling 91 with fees of $5,340. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 558 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Number of permits--- Building, plumbing and Gas and certificates of inspection 2581 3210 1672 1650 Revenue $ 8,533,449 $ 1,534,139 $ 950,000 $ 925,000 Contracted Services 2.53% In State Travel/Meetings 1.55% Salaries-Full Time 89.84% Salaries-Part Time 3.47% Other 2.60% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 559 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Building/Plumb/Gas Inspectors - Personnel 12411 5111 Salaries-Full Time 561,386 548,891 613,049 578,299 722,683 722,683 722,683 109,634 17.88 12411 5113 Salaries-Part Time 28,102 27,263 27,945 27,945 27,945 27,945 27,945 0 0.00 12411 5131 Overtime (General) 2,530 3,901 5,000 5,000 5,000 5,000 5,000 0 0.00 592,018 580,054 645,994 611,244 755,628 755,628 755,628 109,634 16.97 Building/Plumb/Gas Inspectors - Expenditures 12412 5295 Safety Gear 797 1,348 1,500 615 1,500 1,500 1,500 0 0.00 12412 5320 Contracted Services 11,191 18,488 20,150 39,881 25,334 20,334 20,334 184 0.91 12412 5381 Printing And Binding 434 439 450 450 450 450 450 0 0.00 12412 5421 Office Supplies (Gen 1,099 849 2,000 2,041 2,000 2,000 2,000 0 0.00 12412 5451 Custodial Supplies 6,848 5,408 9,000 10,904 9,000 9,000 9,000 0 0.00 12412 5710 In State Travel/Meetings 10,484 12,594 12,000 13,034 15,000 12,500 12,500 500 4.17 12412 5713C Expenses-Clean It/Lien It 15,708 1,650 1,000 2,000 2,000 2,000 2,000 1,000 100.00 12412 5778 Sealer Weights & Measurers Exp 1,000 800 2,000 1,000 1,000 1,000 1,000 (1,000) (50.00) 47,561 41,575 48,100 69,926 56,284 48,784 48,784 684 1.42 Department Total 639,580 621,629 694,094 681,170 811,912 804,412 804,412 110,318 15.89 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 560 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CUMMINGS STEPHEN Asst. Bldg Insp- Sanitrian 8/22/17 61,893.83 1,217.68 1.00 1 100% 63,562.87 63,562.87 63,562.87 VACANT PLUMBING & GAS INSP 69,299.32 - 1.00 1 100% 78,000.00 78,000.00 78,000.00 I MICHAEL FACILITIES DIRECTOR 9/29/11 69,923.43 1,872.59 1.00 1 100% 97,749.35 97,749.35 97,749.35 ORFANOS STAVROULA ASST BUILDING INSPEC 60,788.91 1,195.94 1.00 1 100% 62,732.56 62,732.56 62,732.56 ST PIERRE THOMAS INSPECTIONAL SERV DIR 4/2/1998 103,164.43 2,029.62 1.00 1 100% 106,463.13 106,463.13 106,463.13 90,000.00 1.00 1 100% - - - AFSCME 157,979.17 4.00 Total AFSCME 1818 314,175.42 314,175.42 314,175.42 12411-5111 613,049.09 10.00 Total Full Time 722,683.33 722,683.33 722,683.33 DOYLE JOHN SEALER WEIGHTS/ MEAS 1/2/2008 27,944.88 536.37 19 hours per wk 27,998.51 27,998.51 27,998.51 12411-5113 27,944.88 Total PartTime 27,998.51 27,998.51 27,998.51 OVERTIME- CUSTODIANS 5,000.00 5,000.00 5,000.00 5,000.00 12411-5131 5,000.00 Overtime 5,000.00 5,000.00 5,000.00 645,993.97 10.00 Department Total 755,681.84 755,681.84 755,681.84 General Fund FTE Full-Time Equivalent Employees: FY 2021 10.00 FY 2022 10.00 FY 2023 10.00 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 561 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New CONNOLLY JONATHAN SR BLDG CUST 7/25/16 1 52,728.33 1.00 1,032.30 53,886.06 3 53,886.06 53,886.06 53,886.06 Connolly - Shift Differential Base Rate X 9% 4,745.79 - - 3 4,745.79 4,745.79 4,745.79 NEGRON GLARIVEL PRINCIPAL CLERK 8/23/ 2021 2 51,884.83 1.00 924.70 48,754.25 1 8/23/ 2022 958.61 38 14.3 48,754.25 48,754.25 48,754.25 EMMONS JANET PRINCIPAL CLERK 03/14/ 1989 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 RODRIGUEZ ANTONIO JR BLDG CUST 7/1/ 2018 1 48,620.22 1.00 961.71 50,201.26 3 50,201.26 50,201.26 50,201.26 NEW BLDG CUSTODIAN 46,534.28 46,534.28 46,534.28 STANWOOD DANIEL WORKING FOREMAN 12/4/ 1999 1 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 (moved from DPS to Building Department, reports to Facilities Director) 209,864.00 4.00 205,865.81 314,175.42 314,175.42 314,175.42 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 562 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 12412 Bldg/Gas/Plumb Insp - Expenses 5295 Safety Gear Hard hats, protective eyewear, etc. for inspectors 1,500 1,500 1,500 1,500 5295 Safety Gear Total 1,500 1,500 1,500 1,500 5320 Contracted Services Contract Services-Enforcement support for short term rental properties Hamari-short term rental enforcement 6,650 0 0 0 Contract Services-Enforcement support for short term rental properties Hamari-short term rental enforcement 0 6,650 6,650 6,650 Contracted Services - Temp Plumbing Inspector to cover vacations/sick/etc. 4,000 4,000 4,000 4,000 Professional Building Cleaning Services 9,500 9,684 9,684 9,684 window cleaning 93 washinton 0 5,000 0 0 5320 Contracted Services Total 20,150 25,334 20,334 20,334 5381 Printing And Binding For printing and binding of zoning book and maps. Letter Head & Envelopes 450 450 [PHONE REDACTED] Printing And Binding Total 450 450 [PHONE REDACTED] Office Supplies (Gen General office supplies as needed 2,000 2,000 2,000 2,000 5421 Office Supplies (Gen Total 2,000 2,000 2,000 2,000 5451 Custodial Supplies Coast Maintenance - Custodial Supplies 0 6,700 6,700 6,700 Delandes Supply - Electrical Supplies 0 300 300 300 State Chemical - Custodial Chemicals 0 1,000 1,000 1,000 Winer Bros - Misc Supplies 0 1,000 1,000 1,000 5451 Custodial Supplies Total 0 9,000 9,000 9,000 5710 In State Travel/Meetings Mileage and seminar reimbursements for 4 full time and one part time inspector plus mileage for Director of facilities 12,000 15,000 12,500 12,500 5710 In State Travel/Meetings Total 12,000 15,000 12,500 12,500 5713C Expenses-Clean It/Lien It Clean it or lien it- Monies to secure vacant buildings etc. Monies expended are recovered through leaning 2,000 2,000 2,000 2,000 5713C Expenses-Clean It/Lien It Total 2,000 2,000 2,000 2,000 5778 Sealer Weights & Measurers Exp Misc. supplies 1,000 1,000 1,000 1,000 5778 Sealer Weights & Measurers Exp Total 1,000 1,000 1,000 1,000 12412 Bldg/Gas/Plumb Insp - Expenses Total 39,100 56,284 48,784 48,784 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 563 Fixed Costs Mission Statement Why We Exist Fixed costs are related to rental costs and utilities for City Hall, City Hall Annex, and Council on Aging. Additionally, city wide postage is included in this section. Significant Budget & Staffing Changes For FY 2023 No significant changes. Expenditure by Department City Hall Annex Rent 65.12% Electricity 9.96% Oil Heat 5.66% Postage 17.70% Other 1.56% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 564 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Fixed Costs - Expenditures 11962 5211 Electricity 73,401 71,838 61,600 84,048 70,362 70,362 70,362 8,762 14.22 11962 5212 Hvac/Water-120 Washington St 1,369 535 1,500 2,465 2,000 2,000 2,000 500 33.33 11962 5216 Oil Heat 29,854 23,965 40,000 40,665 40,000 40,000 40,000 0 0.00 11962 5271 City Hall Annex 428,009 445,826 460,000 474,174 460,000 460,000 460,000 0 0.00 11962 5341 Telephone 7,208 5,426 7,800 10,050 9,000 9,000 9,000 1,200 15.38 11962 5342 Postage 103,353 96,576 125,000 128,860 125,000 125,000 125,000 0 0.00 643,194 644,166 695,900 740,262 706,362 706,362 706,362 10,462 1.50 Department Total 643,194 644,166 695,900 740,262 706,362 706,362 706,362 10,462 1.50 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 565 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11962 Public Prop-Fixed Costs 5211 Electricity 90 Washington Street 17,250 18,975 18,975 18,975 City Hall 23,650 28,617 28,617 28,617 Council on Aging 20,700 22,770 22,770 22,770 5211 Electricity Total 61,600 70,362 70,362 70,362 5212 Hvac/Water-120 Washington St Water 90 Washington street 1,500 2,000 2,000 2,000 5212 Hvac/Water-120 Washington St Total 1,500 2,000 2,000 2,000 5216 Oil Heat Gas for 90 Washington 40,000 40,000 40,000 40,000 5216 Oil Heat Total 40,000 40,000 40,000 40,000 5271 City Hall Annex 90 Washington Street 69% of building 35,000 35,000 35,000 35,000 Rent 90 Washington street 425,000 425,000 425,000 425,000 5271 City Hall Annex Total 460,000 460,000 460,000 460,000 5341 Telephone TELEPHONE 7,800 9,000 9,000 9,000 5341 Telephone Total 7,800 9,000 9,000 9,000 5342 Postage Mailing for City Hall . Note this fee has increased due to the increase in postage 125,000 125,000 125,000 125,000 5342 Postage Total 125,000 125,000 125,000 125,000 11962 Public Prop-Fixed Costs Total 695,900 706,362 706,362 706,362 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 566 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 2023 No significant changes. Recent Accomplishments Online applications have recently become available. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 567 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Zoning Board of Appeals - Expenditures 11762 5306 Advertising 0 590 400 400 400 400 400 0 0.00 11762 5317 Educational Training 0 0 500 500 500 500 500 0 0.00 11762 5381 Printing And Binding 0 0 200 200 200 200 200 0 0.00 11762 5421 Office Supplies (Gen 0 0 100 100 100 100 100 0 0.00 0 590 1,200 1,200 1,200 1,200 1,200 0 0.00 Department Total 0 590 1,200 1,200 1,200 1,200 1,200 0 0.00 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 568 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11762 Board of Appeals-Expenses 5306 Advertising Advertising for meetings. 400 400 [PHONE REDACTED] Advertising Total 400 400 [PHONE REDACTED] Educational Training Professional development, board trainings , etc. 500 500 [PHONE REDACTED] Educational Training Total 500 500 [PHONE REDACTED] Printing And Binding Letter head, envelopes. 200 200 [PHONE REDACTED] Printing And Binding Total 200 200 [PHONE REDACTED] Office Supplies (Gen Miscellaneous office supplies as needed 100 100 [PHONE REDACTED] Office Supplies (Gen Total 100 100 100 100 11762 Board of Appeals-Expenses Total 1,200 1,200 1,200 1,200 ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 569 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 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: Continue working to reduce opioid related overdoses in the commu- nity. OBJECTIVE: 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: Provide shared public health services to Salem and our regional partners. OBJECTIVE: Manage a regional Shared Public Health services grant of over $300,000. GOAL: Hire a Substance Abuse Coordinator. OBJECTIVE: Use funds from the Distributor and Janssen/J&J settlement for staff and efforts to reduce opioid use disorder in the community. How FY 2023 Departmental Goals Relate to City’s Overall Long- Term & Short-Term Goals Reduce the number of trash complaints through education and increased staffing and active enforcement 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. Continue working on Problem Properties task force with other municipal departments to address blighted properties and get them addressed or placed into receivership. Increase programs that will reduce risk factors and impact of chronic dis- ease. Increase delivery of services and response by increasing use of technology. Enhance skill sets in the departmental staff that will impact better public health protections for community. Participate in an Opiate overdose reduction project with Lynn and Peabody to reduce the opiate use and overdoses in Salem. Actively participate in the Healing Communities Study with a goal of reducing opiate related overdose deaths by 40%. ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 570 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. Improve messaging on public health topics through use of social media. Work with department staff to start new public health programs, i.e., North Shore Mothers Visiting Partnership. Revive the Salem Regional Elder Assistance Coordinating Team (Salem REACT) to identify elders at risk and provide services to elders in need. Work with the Public Health Nurse and staff at Life-Bridge to examine the feasibility of offering other vaccinations i.e., Hepatitis A and TB Screenings, to the homeless population in Salem. Significant Budget & Staffing Changes For FY 2023 The Healing Communities Study through Boston Medical Center and NIH will end as of June 30, 2022, as such, the Community Coordinator position for the study will end. The Board of Health is requesting funding to create a new posi- tion of Substance Abuse Coordinator for the city to continue this work going forward. In response to deficiencies identified do to the COVID-19 pandemic the Board is requesting funding to hire an additional Public Health Nurse. This will enable the department to offer enhanced public health nursing services to the community. The Board of Health in conjunction with our regional part- ners have been awarded a regional Public Health Excellence grant from MA DPH, this will allow for the hiring of additional staff to assist the region with public health services. Recent Accomplishments The Board of Health spent much of FY22 working on COVID-19 pandemic response. Board of Health staff investigated approximately 6000, cases of COVID-19 in the community. The Board of Health investigated 4,500 cases of reportable contagious dis- eases. Distributed over 15,000 rapid at home COVID-19 tests. The Health and Wellness Coordinator continues to work on the Food Farm at Mack Park project with the installation of solar panels expected in late FY2022 or early FY 2023. The Health and Wellness Coordinator conducts Taste and Talk events at senior living facilities in the city. 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, immuniza- tion clinics. ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 571 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Number of inspections (not all inspections listed below) - 4969 1350 4000 7500 Number of permits issued from the Board of Health - 1830 1524 2000 2500 Number of Death Certificates processed/issued - 597 577 681 720 Number of trash and general nuisance inspections - 1125 320 400 600 Number of Certificate of Fitness inspections/re- inspections - 469 423 650 750 Number of food establishment inspections/re- inspections - 175 145 550 650 Temporary Food Establishments /permits - 100 100 200 300 Body art establishments - 6 6 15 20 Recreational camp inspections - 15 10 25 35 Pool inspections - 20 20 25 35 Swimming beach sampling - 132 144 120 150 Total number of communicable disease investigations - 135 4224 400 1000 Flu Shots Administered - 365 251 350 400 Contracted Services 7.04% Hhwd 2.91% Rodent Control 1.53% Salaries-Full Time 82.85% Salaries-Part Time 2.20% Other 3.46% ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 572 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Health - Personnel 15101 5111 Salaries-Full Time 435,972 446,440 568,540 550,040 594,151 568,985 568,985 445 0.08 15101 5113 Salaries-Part Time 31,079 29,008 15,140 26,515 15,141 15,141 15,141 1 0.00 15101 5131 Overtime (General) 14,827 5,000 5,000 11,000 5,000 5,000 5,000 0 0.00 15101 5150 Fringe/Stipends 4,500 4,500 4,500 5,625 6,000 6,000 6,000 1,500 33.33 486,379 484,948 593,180 593,180 620,291 595,125 595,125 1,945 0.33 Health - Expenditures 15102 5218 Hhwd 11,233 19,689 15,000 16,616 20,000 20,000 20,000 5,000 33.33 15102 5306 Advertising 0 186 720 720 1,000 1,000 1,000 280 38.89 15102 5318 Dental/Medical Servi 1,646 1,841 3,600 3,600 3,600 3,600 3,600 0 0.00 15102 5320 Contracted Services 12,206 12,952 48,379 47,785 48,379 48,379 48,379 0 0.00 15102 5396 Environmental Health 2,275 2,433 4,050 4,050 4,050 4,050 4,050 0 0.00 15102 5421 Office Supplies (Gen 1,513 1,016 2,500 2,618 2,500 2,500 2,500 0 0.00 15102 5710 In State Travel/Meetings 0 0 810 810 810 810 810 0 0.00 15102 5785 Rodent Control 9,800 8,125 10,000 11,075 10,500 10,500 10,500 500 5.00 15102 5786 Beach Water Analysis 510 541 800 979 800 800 800 0 0.00 39,184 46,783 85,859 88,253 91,639 91,639 91,639 5,780 6.73 Department Total 525,562 531,731 679,039 681,433 711,930 686,764 686,764 7,725 1.14 ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 573 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 DAVIS MAUREEN BOARD CLERK 2,000.00 500.00 B 4 4,000.00 2,000.00 2,000.00 GREENBAUM DAVID HEALTH AGENT 1/30/2019 99,229.73 1,952.45 1.00 1 100% 104,900.85 102,599.72 102,599.72 MURPHY KERRY HEALTH & WELLNESS CO-ORD 7/1/2019 52,342.29 1,029.86 1.00 1 100% 55,333.01 53,758.69 53,758.69 DLUSNIEWSKI MEAGHAN COMMUNITY COORDINATOR 9/22/20 51,599.32 - - - - AFSCME 363,368.49 7.00 Total AFSCME 1818 429,916.74 410,626.50 410,626.50 15101-5111 568,539.83 9.00 Total Full Time 594,150.60 568,984.91 568,984.91 PT CODE ENFORCEMENT OFFICER 9/21/2007 15,140.52 - P 0.50 19.0 Hrs/wk 15,140.52 15,140.52 15,140.52 15101-5113 15,140.52 0.50 Total Part Time 15,140.52 15,140.52 15,140.52 Overtime 5,000.00 5,000.00 5,000.00 5,000.00 5,000.00 15101-5131 5,000.00 Total Overtime 5,000.00 5,000.00 5,000.00 Mileage stipend 4,500.00 4,500.00 3.0 6,000.00 6,000.00 6,000.00 15101-5150 4,500.00 Total Stipends 6,000.00 6,000.00 6,000.00 593,180.35 9.50 Department Total 620,291.12 595,125.43 595,125.43 General Fund FTE Full-Time Equivalent Employees: FY 2021 8.00 FY 2022 9.00 FY 2023 9.50 Variance 22 vs. 23 0.50 FTE Full-Time Equivalent Employees: FY 2021 8.00 FY 2022 9.00 FY 2023 12.50 Variance 22 vs. 23 3.50 ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 574 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New BAROSY JEFFREY SANITARIAN 4/27/15 3 62,124.56 1.00 1,216.26 63,488.77 3 63,488.77 63,488.77 63,488.77 DARMODY SUZANNE PUB HLTH NURSE 8/19/ 2016 3 63,028.50 1.00 1,233.96 64,412.71 3 64,412.71 64,412.71 64,412.71 DAVIS MAUREEN PRINCIPAL CLERK 4/24/ 2007 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 GAGAKIS ELIZABETH SR. SANITARIAN 1/7/ 2008 3 66,585.88 1.00 1,303.60 68,047.92 3 68,047.92 68,047.92 68,047.92 DUHAIME JANICE SANITARIAN - Step II/III 10/19/ 16 3 62,124.56 1.00 1,216.26 63,488.77 3 63,488.77 63,488.77 63,488.77 MANCINI JANET SANITARIAN - Step 1 10/19/ 16 3 57,620.16 1.00 1,130.25 58,999.05 3 10/4/ 2022 1,149.4 1 39.0 13.0 58,999.05 58,999.05 58,999.05 NEW - PUBLIC HEALTH NURSE* 1.00 58,455.28 39,165.04 39,165.04 *Fund 33% via other non-general fund public health funds 363,368.49 7.00 371,461.46 429,916.74 410,626.50 410,626.50 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant FTE DLUSNIEWSKI MEAGHAN Healing Communities/ Public Health Excellence 25V23-5113 Regional Coordinator 1.00 65,000.00 NEW Public Health Excellence 25V23-5113 Regional Sanitarian 1.00 59,624.24 NEW Public Health Excellence 25V23-5113 Regional Public Health Nurse 1.00 58,772.48 ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 575 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 15,000 20,000 20,000 20,000 5218 Hhwd Total 15,000 20,000 20,000 20,000 5306 Advertising Public Health alerts, such as for Seasonal Flu, Avian Flu, other contagious diseases and legal notices required for regulations. 720 1,000 1,000 1,000 5306 Advertising Total 720 1,000 1,000 1,000 5318 Dental/Medical Servi 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 3,600 3,600 3,600 5318 Dental/Medical Servi Total 3,600 3,600 3,600 3,600 5320 Contracted Services Mack Park Food Farm 25,000 25,000 25,000 25,000 Rental property inspections per City Ordinance 23,379 23,379 23,379 23,379 5320 Contracted Services Total 48,379 48,379 48,379 48,379 5396 Environmental Health Beach signs, pool test kits, instructional videos, & Training 450 450 450 450 Codes from Mass DEP and MDPH 270 270 270 270 Educational Conferences: Contagious diseases, inspections, emergency preparedness, 630 630 630 630 Educational Materials 360 360 360 360 Fees for expert consultant to review plans and specs as needed. 360 360 360 360 Inspectional Equipment such as stem type thermometers, flashlights, batteries, 450 450 450 450 litmus paper, file, cameral supplies, hardware supplies 450 450 450 450 Professional Membership for 7 employees: MHOA, APHA, MPHA, NEHA, NALBOH, MAHB, MEHA 1,080 1,080 1,080 1,080 5396 Environmental Health Total 4,050 4,050 4,050 4,050 5421 Office Supplies (Gen General Office Supplies as needed 2,500 2,500 2,500 2,500 5421 Office Supplies (Gen Total 2,500 2,500 2,500 2,500 5710 In State Travel/Meetings Mileage reimbursement for travel outside of Salem 360 360 360 360 Nurse Travelling 450 450 [PHONE REDACTED] In State Travel/Meetings Total 810 810 810 810 ---PAGE BREAK--- Departmental Budgets Health FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 576 5785 Rodent Control 60 professional exterminations @ $175 each 10,000 10,500 10,500 10,500 5785 Rodent Control Total 10,000 10,500 10,500 10,500 5786 Beach Water Analysis Bacterial analysis of swimming water 800 800 [PHONE REDACTED] Beach Water Analysis Total 800 800 800 800 15102 Health-Expenses Total 85,859 91,639 91,639 91,639 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 577 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 Working with the Planning Department on Gallows Hill Park Improve- ments. 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. Working with Engineering to Make Derby Street improvements. Lighting and Fire Alarm. To have all our traffic signals and hardware painted at all of our major inter- sections. To Keep building our Smart Traffic system and to become more ADA com- pliant. Citywide. To paint fireboxes in different locations through out the City. To install new Fire Alarm cable from Gardner Street to Holly Street. To complete all the pole transfers for the City’s Street luminaires and Fire Alarm cable. To step up maintenance in potential problem areas with our Fire Alarm Sys- tem and our traffic control system. Working with the Planning Department to light up our Statues. Working on completion of our Capital improvement projects. Working on a comprehensive short term and long-term plan to move 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. Significant Budget & Staffing Changes For FY 2023 The Electrical department is asking that we replace 1 full-time employee and utilize Mr. Parent as a part time employee. 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. ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 578 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 2023 begins. Installation of wireless technology to control our Emergency Snow light Beacons. The Traffic control smart system Phase one is completed. The Smart signal Phase 2 is still underway. We have installed concurrent signals at the intersection of School and North Streets and at Essex and North Streets. We are still working out details on this phase. Continue to assist Salem P.D. installing surveillance cameras throughout the City and moving them when required. The Installation of Fire Alarm and Street lighting at the Osborne Hills Devel- opment is complete. 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 signals will include North and Federal Streets, North and Mason streets. Maintaining lighting on the Bridge Street Bypass Roadway. Bridge Street, Boston Street and Flint Street Traffic Signal upgrades. Maintaining lighting on Route 107 Bridge Street. Rebuilt luminaires and maintaining them at the Common. 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. Working with the Planning Department for Gallows Hill Park Lighting. Maintaining all our Roadway lighting. Working with Verizon to transfer the City’s Fire Alarm Cables to the new poles being installed throughout the City. Holiday lighting throughout the City’s business district and downtown has been maintained minimally. 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. Helped complete improvements to Forest River Park and Bertram Field. ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 579 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 ELECTRICAL PERMITS ISSUED [PHONE REDACTED] 1018 900 ELECTRICAL INSPECTIONS PERFORMED 1500 1508 1600 1700 1500 FIRE ALARM MASTERBOX PLUG OUT AND SYSTEM RESETS 700 775 750 800 800 TRAFFIC SIGNAL REPAIRS 450 430 500 525 600 DECORATIVE STREET LIGHT REPAIRS 220 205 220 300 500 COBRAHEAD STREEET LIGHT REPAIRS 100 350 350 350 500 BOARD OF HEALTH ELEC. COMPLAINTS 8 5 5 5 6 FIRE PREVENTION ELEC. COMPLAINTS 25 10 10 10 10 ELECTRICAL REPAIRS TO PUBLIC 45 27 25 25 40 FIRE ALARM OPEN CIRCUITS / REPAIR 290 245 200 250 300 MAINTAIN FOUNTAIN PUMPS 2 2 2 2 2 FIRE ALARM POLE TRANSFERS 75 25 50 75 50 ROADWAY BANNERS HUNG 250 200 150 200 150 DECORATED CHRISTMAS TREES 80 50 100 100 100 Building/Equip Maint 1.54% Maint Traffic Signal 3.86% Mall Light Maintenan 5.15% Salaries-Full Time 47.44% Street Lighting 33.70% Traffic Signal Light 5.05% Other 3.25% ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 580 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Electrical - Personnel 12451 5111 Salaries-Full Time 395,836 365,770 399,740 399,740 405,670 405,670 405,670 5,930 1.48 12451 5131 Overtime (General) 6,412 15,833 10,000 10,000 10,000 10,000 10,000 0 0.00 402,248 381,603 409,740 409,740 415,670 415,670 415,670 5,930 1.45 Electrical - Expenditures 12452 5213 Street Lighting 236,034 270,889 288,200 291,460 288,200 288,200 288,200 0 0.00 12452 5214 Traffic Signal Light 36,851 41,037 41,140 41,241 43,197 43,197 43,197 2,057 5.00 12452 5254 Street Lighting Maint 37,111 18,476 40,000 56,957 44,000 44,000 44,000 4,000 10.00 12452 5255 Building/Equip Maint 9,793 10,259 12,000 14,053 13,200 13,200 13,200 1,200 10.00 12452 5256 Fire/Mun Signal Main 7,573 5,235 10,000 10,606 11,000 11,000 11,000 1,000 10.00 12452 5257 Maint Traffic Signal 15,000 2,911 30,000 36,300 33,000 33,000 33,000 3,000 10.00 12452 5301 Police Detail 1,134 600 2,000 2,475 2,000 2,000 2,000 0 0.00 12452 5324 Training & Certification 350 536 1,000 1,000 1,000 1,000 1,000 0 0.00 12452 5341 Telephone 552 530 1,000 1,000 1,000 1,000 1,000 0 0.00 12452 5421 Office Supplies (Gen 1,790 1,369 2,000 2,629 2,200 2,200 2,200 200 10.00 12452 5710 In State Travel/Meetings 270 0 600 600 600 600 600 0 0.00 346,457 351,841 427,940 458,321 439,397 439,397 439,397 11,457 2.68 Department Total 748,704 733,444 837,680 868,061 855,067 855,067 855,067 17,387 2.08 ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 581 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 GIARDI JOHN CITY ELECTRICIAN 6/4/1984 88,626.27 1,743.61 1.00 1 100% 91,460.05 91,460.05 91,460.05 AFSCME 311,113.86 5.50 Total AFSCME 1818 314,210.24 314,210.24 314,210.24 12451-5111 399,740.13 6.50 Total Full Time 405,670.28 405,670.28 405,670.28 Overtime 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 12451-5131 409,740.13 6.50 Department Total 415,670.28 415,670.28 415,670.28 General Fund FTE Full-Time Equivalent Employees: FY 2021 6.50 FY 2022 6.50 FY 2023 6.50 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New KOUFMAN ELY SIGNAL MAINTAINER 03/02/ 20 1 51,889.52 1.00 1,015.89 53,029.46 2 53,029.46 53,029.46 53,029.46 LYONSPAUL HEATHER PRINCIPAL CLERK 2/6/17 2 51,884.83 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 PARENT RICHARD WORKING FOREMAN 5/12/ 2011 1 60,544.89 - 1,185.33 61,874.23 3 - - - ROCHON MARK WIRE INSPECTOR 4/30/ 2001 1 62,124.56 1.00 1,216.26 63,488.77 3 63,488.77 63,488.77 63,488.77 VALLANTE KEN SIGNAL MAINTAINER 10/28/ 2002 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 VACANT WIRE INSPECTOR 28,865.75 0.50 - - 1 28,865.75 28,865.75 28,865.75 NEW WIRE INSPECTOR 1.00 1 58,772.48 58,772.48 58,772.48 311,113.86 5.50 288,446.24 314,210.24 314,210.24 314,210.24 ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 582 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 12452 Electrical-Expenses 5213 Street Lighting ELECTRICITY FOR ROADWAY AND DECORATIVE LIGHTING THROUGHOUT THE CITY 288,200 288,200 288,200 288,200 5213 Street Lighting Total 288,200 288,200 288,200 288,200 5214 Traffic Signal Light TRAFFIC SIGNAL ENERGY COSTS 41,140 43,197 43,197 43,197 5214 Traffic Signal Light Total 41,140 43,197 43,197 43,197 5254 Street Lighting Maint REPLACEMENT OF POLES,LUMINAIRES,WIRING,TRANSFORMERS,LAMPS, LENSES, MAINTENANCE FOR ADDITIONAL LUMINAIRES PURCHASED FROM NATIONAL GRID. 40,000 44,000 44,000 44,000 5254 Street Lighting Maint Total 40,000 44,000 44,000 44,000 5255 Building/Equip Maint FACILITY REPAIRS, EQIPMENT, AND MAINTENANCE 12,000 13,200 13,200 13,200 5255 Building/Equip Maint Total 12,000 13,200 13,200 13,200 5256 Fire/Mun Signal Main MAINTAIN FIRE ALARM CABLE & FIREBOXES OVERHEAD AND UNDERGROUND. 10,000 11,000 11,000 11,000 5256 Fire/Mun Signal Main Total 10,000 11,000 11,000 11,000 5257 Maint Traffic Signal TRAFFIC CONTROLLERS, SIGNALS, CONDUITS AND LIGHTING MAINTENANCE. WE HAVE ADDED A LOT MORE HARDWARE TO THE SYSTEM 30,000 33,000 33,000 33,000 5257 Maint Traffic Signal Total 30,000 33,000 33,000 33,000 5301 Police Detail POLICE DETAIL FOR ROADWAY WORK AS NEEDED 2,000 2,000 2,000 2,000 5301 Police Detail Total 2,000 2,000 2,000 2,000 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 1,000 5324 Training & Certification Total 1,000 1,000 1,000 1,000 5341 Telephone 2 BUSINESS PHONE LINES @ 120.MO & LONG DISTANCE @ 82.50 X 12 MOS 1,000 1,000 1,000 1,000 5341 Telephone Total 1,000 1,000 1,000 1,000 ---PAGE BREAK--- Departmental Budgets Electrical FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 583 5421 Office Supplies (Gen GENERAL OFFICE SUPPLIES AS NEEDED 2,000 2,200 2,200 2,200 5421 Office Supplies (Gen Total 2,000 2,200 2,200 2,200 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 [PHONE REDACTED] In State Travel/Meetings Total 600 600 600 600 12452 Electrical-Expenses Total 427,940 439,397 439,397 439,397 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 584 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 regula- tions, 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 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. 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 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2023 In March 2021, Kate Kennedy replaced Brittany Dolan as Planner/Conservation Commission Agent. Recent Accomplishments In accordance with the Commission’s mission, the Commission: Issued 7 Determinations of Applicability; Issued 18 Orders of Conditions; and Issued 6 Certificates of Compliance. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 585 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. Former Salem Conservation Commission Agent, Tom Devine, helped to lead the City in a successful approach to updating the Salem Wetlands Protec- tion Ordinance. In June of 2021, the City partnered with environmental consultants Beals & Thomas to lead a working group and public engage- ment process while creating an updated local Ordinance under the Massa- chusetts Wetlands Protection Act. 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’ mitiga- tion zone. Vernal pools and isolated vegetated wetlands are now protected resource areas. And by adding climate change adaptation and mitigation as a resource are value, the Conservation Commission for the first time will have the explicit authority to incorporate climate considerations into its review. The Ordinance will be considered by the City Council early in 2022. The Commission is working with Salem Sound CoastWatch in the Forest River Conservation Area to update the Volunteer Bridge that students annually engage with for fish count and ecosystem education. The Commission continued its contribution towards the City’s membership to Greenscapes North Shore Coalition. Greenscapes educates homeowners about maintaining attractive lawns and gardens while protecting rivers, waterways, beaches, harbor and coast. As a member, Salem residents ben- efit 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. Former Salem Conservation Commission Agent, Tom Devine, helped to lead the City in a successful approach to updating the Salem Wetlands Protec- tion Ordinance. In June of 2021, the City partnered with environmental consultants Beals & Thomas to lead a working group and public engage- ment process while creating an updated local Ordinance under the Massa- chusetts Wetlands Protection Act. 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’ mitiga- tion zone. Vernal pools and isolated vegetated wetlands are now protected resource areas. And by adding climate change adaptation and mitigation as a resource area value, the Conservation Commission for the first time will have the explicit authority to incorporate climate considerations into its review. The Ordinance will be considered by the City Council early in 2022. The Commission is working with Salem Sound CoastWatch in the Forest River Conservation Area to update the Volunteer Bridge that students annually engage with for fish count and ecosystem education. The Commission continued its contribution towards the City’s membership to Greenscapes North Shore Coalition. Greenscapes educates homeowners about maintaining attractive lawns and gardens while protecting rivers, waterways, beaches, harbor and coast. As a member, Salem residents ben- efited from free workshops, newsletters, and discounts on various plants from local nurseries. The Commission continues to work toward achieving goals of the Open Space & Recreation Plan. The Open Space and Recreation Plan will be updated in FY23. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 586 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Conservation Commission - Personnel 11711 5111 Salaries-Full Time 22,457 25,583 26,879 26,879 30,095 27,575 27,575 696 2.59 11711 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 2,000 0 0.00 22,457 25,583 28,879 28,879 32,095 29,575 29,575 696 2.41 Conservation Commission - Expenditures 11712 5421 Office Supplies (Gen 29 60 90 90 90 90 90 0 0.00 11712 5710 In State Travel/Meetings 31 0 450 919 450 450 450 0 0.00 11712 5730 Dues And Sub 653 0 260 500 873 873 873 613 235.77 713 60 800 1,509 1,413 1,413 1,413 613 76.63 Department Total 23,170 25,643 29,679 30,388 33,508 30,988 30,988 1,309 4.41 Dues And Sub 2.82% Fringe/Stipends 6.45% Salaries-Full Time 88.99% Other 1.74% ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 587 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MARTIN HANNAH CLERK 10/27/21 1,080.00 B 2.0 12 3,600.00 1,080.00 1,080.00 KENNEDY KATHERINE Planner/Con Com Agent 3/22/21 25,799.40 1,015.14 0.50 50.0% 26,495.16 26,495.16 26,495.16 11711-5111 26,879.40 0.50 Total Full Time 30,095.16 27,575.16 27,575.16 AICP Certification 2,000.00 2,000.00 1 2,000.00 2,000.00 2,000.00 11711-5150 2,000.00 Total Fringe 2,000.00 2,000.00 2,000.00 28,879.40 0.50 Department Total 32,095.16 29,575.16 29,575.16 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.50 FY 2022 0.50 FY 2023 0.50 Variance 22 vs. 23 0.00 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11712 Conservation Comm-Expenses 5421 Office Supplies (Gen GENERAL OFFICE SUPPLIES AS NEEDED 90 90 90 90 5421 Office Supplies (Gen Total 90 90 90 90 5710 In State Travel/Meetings MILEAGE, PARKING FEES AND REGISTRATION FEES AS NEEDED 450 450 [PHONE REDACTED] In State Travel/Meetings Total 450 450 [PHONE REDACTED] Dues And Sub AMERICAN PLANNING ASSOCIATION MEMBERSHIP 260 260 260 260 Membership for Conservation Commission Board Members to the Massachusetts Association of Conservation Commissions and Handbooks 0 613 [PHONE REDACTED] Dues And Sub Total 260 873 873 873 11712 Conservation Comm-Expenses Total 800 1,413 1,413 1,413 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 588 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 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2023 In October 2021, Elena Eimert replaced Mason Wells as Planner working with the Planning Board. Recent Accomplishments Between July 1, 2020 and January 31, 2022, the Planning Board approved six Site Plan Review (SPR) applications and amendments. In May 2021, the Planning Board reviewed and approved an application for a Modification of a Definitive Subdivision Plan Form C and Cluster Residen- tial Development Special Permit for the Osborne Hills Subdivision, located at 57 Marlborough Road. This approval applies to Phases 6-10 of the Subdi- vision, with Phases 1-5 approved by the same body in July 2006. The changes approved by the Planning Board increase the publicly available Open Space within the subdivision while diminishing the project’s poten- tial environmental impacts. In August 2021, Massachusetts General Brigham Salem Hospital filed an application for a second Amendment to their previously approved Site Plan Review decision and Stormwater Management Permit for the North Shore Medical Center located at 81 Highland Avenue. This amendment increased pedestrian access and comfort at the site by enclosing an existing open-air space at the Davenport 4 entrance beneath the Surgi-Center, creation of a new indoor lobby, construction of a new canopy over the existing drop-off area, the relocation of a pedestrian walkway, and an increase of shade trees at the site. Work will be completed in 2022. Also in August 2021, the Planning Board reviewed and approved an appli- cation for Site Plan Review and Special Permits under the under the North River Canal Corridor Neighborhood Mixed Use District and Flood Hazard Overlay District for a development at 4 Franklin Street. The site, currently an underutilized lot, will be developed into a business office and ambu- lance service facility. There will also be a harbor walk pathway along the North River, supporting pedestrian access to the water and into downtown. The development shows climate-conscious design, with elements of the ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 589 structure and pedestrian improvements elevated to promote safety in tidal flood conditions. In January 2022, the Planning Board reviewed and signed off on an “Approval Not Required” plan concerning 373 Highland Avenue and 10 Cedar Road. This consolidation of land was the first step toward the expan- sion of Tropical Products’ manufacturing business here in Salem. Zoning Ordinance Changes: Between July 1, 2020 and January 31, 2022, the board discussed and voted on recommendations to the City Council for the following zoning applications: Zoning Text Amendments: 04/05/21 – recommended that the City council approve with modifications an amendment relative to accessory dwelling units in the following says: Amending Section 3.2.8 by deleting reference to additional parking requirements in its entirety. Amending Section 3.2.8 by adding language stipulating that a net loss in measured caliper inches of private trees must be remediated through a payment to the Tree Replacement Fund at the prevailing rate set by the Tree Warden. Amending Section 3.2.8 by adding language to limit the gross floor area of an accessory dwelling unit to 50% of the gross floor area of the principal dwelling unit. Amending Section 3.2.8 by deleting the language restricting the num- ber of Accessory Dwelling Units that can be located on a single lot to one Amending Section 3.2.8 by adding language that stipulates utility cost be included in the rent of the Accessory Dwelling Unit. Amending Section 3.2.8 by deleting language that restricts the location of ingress and egress points of Accessory Dwelling Units. Amending Section 3.2.8 to lengthen the notice of termination from two weeks to thirty (30) days. 08/03/2021 – Recommended that the City Council approve an amendment to replace gender-specific nouns and pronouns in the City’s Zoning Code of Ordinances. 08/03/2021 – Recommended that the City Council not approve an amend- ment to establish a two year moratorium on any construction within buffer zones of a wetland or on a floodplain. 12/03/2021 – Recommended that the City Council not approve an amend- ment to Section 8.6.3 (Table of Principle Uses) to list Planned Unit Develop- ment as a Non-Permitted Use in the Waterfront Industrial Overlay District. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 590 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Permitted Applications (and Amendments) Form A - Not Requiring Approval under the Subdivision Control Law 2 2 6 3 Form C - Subdivision 0 2 0 1 Site Plan Review 12 3 7 6 Flood Hazard Overly District Special Permit 2 3 3 2 North River Canal Corridor Special Permit 1 0 1 1 Zoning Amendment Recommendations 4 1 8 2 Municipal or Religious Reuse Special Permit 2 0 2 1 Advertising 4.08% Fringe/Stipends 5.45% Reproductions 2.72% Salaries-Full Time 84.40% Other 3.35% ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 591 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Planning Board - Personnel 11751 5111 Salaries-Full Time 29,163 29,983 31,260 31,260 30,996 30,996 30,996 (264) (0.84) 11751 5150 Fringe/Stipends 2,000 2,000 2,000 2,000 2,000 2,000 2,000 0 0.00 31,163 31,983 33,260 33,260 32,996 32,996 32,996 (264) (0.79) Planning Board - Expenditures 11752 5306 Advertising 0 0 1,500 1,500 1,500 1,500 1,500 0 0.00 11752 5421 Office Supplies (Gen 77 0 270 270 270 270 270 0 0.00 11752 5426 Reproductions 869 72 1,000 1,000 1,000 1,000 1,000 0 0.00 11752 5710 In State Travel/Meetings 382 0 450 450 450 450 450 0 0.00 11752 5730 Dues And Sub 205 205 510 510 510 510 510 0 0.00 1,533 278 3,730 3,730 3,730 3,730 3,730 0 0.00 Department Total 32,696 32,261 36,990 36,990 36,726 36,726 36,726 (264) (0.71) Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MARTIN HANNAH CLERK 10/27/21 2,700.00 B 2.5 24 2,700.00 2,700.00 2,700.00 EIMERT ELENA Planner-Planning Board 10/15/21 27,515.11 1,084.13 0.50 50% 28,295.80 28,295.80 28,295.80 11751-5111 30,215.11 0.50 Total Full Time - 5111 30,995.80 30,995.80 30,995.80 AICP Certification 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 11751-5150 2,000.00 Total Fringe - 5150 2,000.00 2,000.00 2,000.00 32,215.11 0.50 Department Total 32,995.80 32,995.80 32,995.80 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.50 FY 2022 0.50 FY 2023 0.50 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 592 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11752 Planning Board-Expenses 5306 Advertising JOINT PUBLIC HEARINGS - CITY COUNCIL AND PLANNING BD (5 PER YEAR) 1,500 1,500 1,500 1,500 5306 Advertising Total 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen General office supplies as needed 270 270 [PHONE REDACTED] Office Supplies (Gen Total 270 270 [PHONE REDACTED] Reproductions COURIER SERVICES 200 200 200 200 MANILA ENVELOPES 200 200 200 200 PAPER AND TONER FOR LARGE SCALE PRINTS 200 200 200 200 PLANNING BOARD ENVELOPES 400 400 [PHONE REDACTED] Reproductions Total 1,000 1,000 1,000 1,000 5710 In State Travel/Meetings Mileage, parking fees and registration fees as needed 450 450 [PHONE REDACTED] In State Travel/Meetings Total 450 450 [PHONE REDACTED] Dues And Sub AMERICAN PLANNING ASSOCIATION MEMBERSHIP (w/AICP) 260 260 260 260 CITIZEN PLANNER TRAINING COLLABORATIVE; SALEM NEWS 250 250 [PHONE REDACTED] Dues And Sub Total 510 510 510 510 11752 Planning Board-Expenses Total 3,730 3,730 3,730 3,730 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 593 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 preserva- tion, 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 tenth 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. 1. Goal – To encourage appropriate economic Objectives: Leverage ARPA COVID-19 recovery funds and other state and federal fund- ing to strengthen Salem’s recovery from COVID-19, with a particular focus on investments targeted to those disproportionately impacted by COIVD- 19. 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. Work with Footprint Energy to ensure the successful redevelopment of the Salem Harbor Station Power Plant site and encourage appropriate eco- nomic development on the waterfront. Continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors. Encourage responsible private development and new growth opportuni- ties. Oversee the preservation and redevelopment of the Superior Court build- ings. Support the growth of new and existing private businesses, including enhanced recruiting efforts. 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 goas, 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, Forest River Park, and Salem Common Work with Park and Recreation to complete the planning and implementa- tion of improvements at Palmer Cove, Bertram Field, and Gallows Hill 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 to improve upon management of Haunted Happenings and other community events. Continue working with the Chamber of Commerce, Salem Main Streets, and other partners on the successful execution of events and festivals that provide vitality to the city. Continue development and implementation of cruise port activities and marketing. Continue implementation of the Public Art Master Plan. Goal – To improve infrastructure and facilities Objectives: Work with Engineering to upgrade City water and sewer systems. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 594 Work with Engineering to maintain and upgrade City roads, sidewalks, and open spaces. Work with Engineering to continue to advance Essex Street, Derby Street, Highland Avenue, and Boston Street improvement projects and the Bos- ton/Bridge intersection project. Continue working with the Salem Partnership to advocate for a South Salem MBTA commuter rail stop. Work with Engineering and Traffic to continue implementation 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. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals The Department’s goal to maintain a high level of accessibility and respon- siveness is a high priority for the City. The Department’s goal to look for ways to deliver city services more effi- ciently and effectively through the use of technology and performance management is a medium priority for the City. The Department’s goal to work with other City departments to continue efforts to address climate change and plan to mitigate carbon footprint through the Green Communities program, energy efficiency goals, and the Resilient Together Plan is a medium priority for the City. The Department’s goal to leverage ARPA COVID-19 recovery funds and other state and federal funding to strengthen Salem’s recovery from COVID-19, with a particular focus on investments targeted to those dispro- portionately impacted by COIVD-19 is a high priority for the City. The Department’s goal to collaborate with project partners on implemen- tation 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 is a high pri- ority for the City. The Department’s goal to pursue policies and opportunities to add housing to meet demand, stabilize rents and prices, grow the tax base, and address housing insecurity issues.is a high priority for the City. The Department’s goal to advance polices and other measures to help Salem realize its community housing goas, including right-sizing supply and improving affordability and access is a high priority for the City. The Department’s goal to support the thoughtful advancement of public, private, and public/private projects that will help Salem achieve its hous- ing goals is a high priority for the City. The Department’s goal to work with Footprint Energy to ensure the suc- cessful redevelopment of the Salem Harbor Station Power Plant site is a high priority of the City. The Department’s goal to continue revitalization of Salem Harbor and the waterfront, downtown, and other economic centers and corridors is a high priority of the City. The Department’s goal to encourage responsible private development and new growth opportunities is a high priority of the City. The Department’s goal to oversee the preservation and redevelopment of the Superior Court buildings is a high priority of the City. The Department’s goal to support the growth of new and existing private businesses, including enhanced recruiting efforts, is a medium priority of the City. The Department’s goal to work with Park and Recreation to carry out the Signature Parks program for the Willows, Winter Island, Pioneer Village/ Camp Naumkeag, Forest River Park, and Salem Common is a high priority of the City. The Department’s goal to work with Park and Recreation to complete the planning and implementation of improvements at Palmer Cove, Bertram Field, and Gallows Hill Park is a medium priority of the City. The Department’s goal to carry out CPA projects, historic preservation efforts as outlined in the historic preservation plan, and other community improvement projects is a medium priority of the City. The Department’s goal to continue to improve upon management of Haunted Happenings and other community events is a high priority of the City. The Department’s goal to continue development and implementation of cruise port activities and marketing is a medium priority of the City. The Department’s goal to work with Engineering to maintain and upgrade City water and sewer systems is a high priority of the City. The Department’s goal to work with Engineering to maintain and upgrade City roads, sidewalks, and open spaces. is a high priority of the City. The Department’s goal to work with Engineering to continue to advance Essex Street, Derby Street, Highland Avenue, and Boston Street improve- ment projects and the Boston/Bridge intersection project is a high priority of the City. The Department’s goal to continue working with the Salem Partnership to advocate for a South Salem MBTA commuter rail stop is a high priority for the City. The Department’s goal to work with Engineering and Traffic to continue implementation of complete streets policy and encouragement of alterna- tives to car use, including micromobility, the new on-demand shuttle ser- vice, and community car share pilot is a medium priority of the City. Significant Budget & Staffing Changes For FY 2023 In March 2021, Amanda Chiancola was promoted from Senior Planner to Deputy Director filling the vacancy created by Kathy Winn’s retirement. Cassie Moskos was subsequently hired to fill the Senior Planner position. In March 2021, Kate Kennedy was promoted from Planning Assistant to Planner/ Conservation Agent, replacing Brittany Dolan. Beth Forrestal was hired to fill the vacant Planning Assistant position. In FY22, Elena Eimert and Daniel Laroe were hired as Planners, replacing Mason Wells and Lev McCarthy. Chelsea ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 595 Titchenell joined the Department in FY22 as new part-time Planning Assis- tant. The volume and complexity of work in the Department continues to be high. For FY 2021, we requested the addition of one full-time planner position to support our economic development work, redevelopment projects, and planning studies. Due to the pandemic and budget uncertainties, the request was withdrawn. The work demands remain, however, and we are submitting the request for FY 2023. The Department strives to retain skilled talent and reduce turnover to effectively manage projects and planning initiatives. Our goal is to meet City needs while providing opportunities for planning staff advancement with appropriate compensation. Recent Accomplishments COVID-19 Response In addition to the department’s regular work, DPCD took on additional responsibilities in response to the COVID-19 pandemic. The DPCD worked on three main areas: economic response and recovery, housing assistance, and other assistance. Economic Response and Recovery In response to the COVID-19 pandemic, in March 2020 Mayor Driscoll con- vened several task forces to address specific community needs. One such task force, the Economic Development Recovery and Revitalization (EDRR) Task Force, has continued to meet since March 2020. The EDRR is managed by the DPCD Director and has worked on short- and long-term needs for the business community, strategized revitalization efforts, and served as a communication vehicle for the business community in terms of available opportunities and assistance. As of January 2022, members of the EDRR are Tom Daniel and Kate Newhall-Smith from the City of Salem, Beth Debski from the Salem Partnership, Laura Swanson from The Enterprise Center, Kate Fox from Destination Salem, John Andrews from Creative Col- lective, Kylie Sullivan from Salem Main Streets, Rinus Oosthoek from the Chamber of Commerce, and Lucy Corchado from the Point Neighborhood Association. The group has remained dedicated to their charge, meeting weekly to ensure that they stayed focused on their task. Since March 2020, the EDRR has accomplished the following: Weekly meetings to touch base and continue to work toward goals. Business community outreach in the following ways: Distribute 64 newsletters to over 300 subscribers with content focused on financial opportunities and programs, technical assistance opportu- nities, marketing strategies, current health regulations, and community and municipal announcements. Each newsletter is available in English and Spanish. The EDRR partner organizations also share the newsletter with their own subscriber networks, leading to sharing this information to nearly 5,000 readers; Reviewed, digested, and created accessible infographics on funding opportunities, tools and tricks of the trade, and ways to keep employers and employees healthy. To see the range of infographics that were cre- ated in collaboration with staff from Creative Collective, please go to the following link: graphics; Organized several small industry-specific focus groups where EDRR members could speak with local business owners in various sectors including restaurants, hotels/bed and breakfasts/inns, personal ser- vices, attractions, retailers, landlords, and the gig economy; Conducted three surveys to the business community with the goal of understanding business owners’ current needs; and Conducted two consumer sentiment surveys to better understand how consumer habits have changed throughout the various phases of the Commonwealth’s reopening plans. Using City COVID funds, organized and distributed over 200 Personal Pro- tective Equipment (PPE) kits free to Salem businesses in June 2020. Created and managed a small business grant program funded through a combination of City COVID funds, reprogrammed Community Development Block Grant (CDBG) funds, and CDBG-CARES funds (from the Federal stimu- lus bill). DPCD staff granted approximately $250,000 in grants ranging ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 596 from $2,000 to $5,500 to 50 Salem businesses. Grant funds were used to help pay commercial rent, utilities, and payroll. Created, marketed, and managed public safety campaigns including the Stay Local Campaign to promote local commerce, the Mask Up campaign with graphics that were featured on national websites as being ’uniquely Salem’, and the Salem Together Pledge. Members of the EDRR coordinated with municipal staff from the Traffic and Parking Department, the Licensing Board, the City Solicitor, and the Department of Public Services, and a private consultant, Creative Collec- tive, to facilitate extended outdoor dining in 2020 and 2021. DPCD created an application process which was shared with adjacent municipalities who adopted the same form to kick start their own outdoor dining programs. The group expanded its focus in summer 2021 to include retailers in addi- tion to restaurants. Supported Salem Main Streets in the management of the Downtown Ambassador program. The ambassadors continue to be the boots on the streets, educating visitors to the downtown on mask wearing and COVID safety precautions. Collaborated with The Enterprise Center to create a small business Techni- cal Assistance program using $60,000 in CDBG-CARES funding. This pro- gram matched small businesses to consultants to provide one-on-one technical assistance. Thus far, 24 businesses have been assisted. Convened a separate working group of volunteer consultants, Harvard graduate students, and staff from Congressman Moulton to strategize tools for economic response and recovery. The group conducted in-depth inter- views with 56 businesses to assess needs and develop solutions. The work led to a grant application to the Economic Development Administration to support marketing, technical assistance, events, and an economic diversifi- cation strategy. The $662,922 grant was awarded in March 2021 and will support COVID recovery efforts through March 2023. EDRR members collaborated to create a new $1 million Salem Small Busi- ness Loan Fund (see entry below). Organized and sponsored several business community webinars as follows: August 13, 2020 – featured guests include Dr. David Roberts, North Shore Medical Center, Mayor Kim Driscoll, Captain Dennis King, Salem Police Department, and Kate Fox, Destination Salem. November 12, 2020 – featured guests included Dr. David Roberts, North Shore Medical Center, Mayor Kim Driscoll, David Greenbaum, Salem Health Agent, and Kylie Sullivan, Salem Main Streets. February 10, 2020 – Business Community Wellness Webinar led by Nikhil Paul from We R Human. This program was sponsored by the City of Salem, Creative Collective, and the Peabody Essex Museum. May 6, 2021 – De-Escalation Tactics for Businesses, featured guests included Mayor Kim Driscoll, Dennis King, Acting Chief of Police, David Greenbaum, Salem Health Agent, and Jennifer Finkle, RN in Behavioral Health. September 13, 2021 – Hosted by Mayor Kim Driscoll with featured guests Dr. David Roberts, North Shore Medical Center, Omar Santiago, RN, North Shore Health Center, David Greenbaum, and Salem Health Agent. September 21, 2022 – Public Safety in the Tourism Industry, hosted by Mayor Kim Driscoll and featuring Chief Lucas Miller, Salem Police Department. Created and administered an employee retention and hiring bonus pro- gram to incentivize employees, via $500 bonuses, to remain working in Salem businesses during the 2022 winter season. Members of the EDRR remain committed to continue working together to support the business community through recovery and in the new normal. Task force group members have begun to explore how to support Salem’s creative economy and gig workers. A subcommittee was formed in January 2022 to focus on this task. Housing Assistance Emergency Rental Programs: DPCD staff collaborated with the North Shore Community Action Program (NSCAP) as well as the Board of the Council on Aging and the Salem Housing Authority to develop emergency rental assis- tance programs for Salem residential renters who have been impacted my COVID-19. NSCAP was engaged through four contracts to provide Emergency Rental Assistance to households unable to pay rent due to loss of work as a result of the pandemic. These contracts are funded with HOME ($37,773), CDBG- CV ($250,000), City COVID ($50,000) and CPA ($120,000) funds. Thus far, 108 households have been assisted. Through a collaboration with the Salem Council on Aging, the Salem Hous- ing Authority was engaged ($120,000) to provide transitional rental assis- tance to help low-income residents at risk of homelessness to fill a gap in funding needed to make rent. Thus far, 18 households have been assisted. Other Assistance In addition to City COVID funds, the City received an allocation of $1,184,098 in Cares Act funds from HUD (CDBG-CV). Along with the Economic Development and Housing activities noted above, CDBG-CV funds have been used for the following accomplishments: Collaborated with MassHire to provide an Employee Incentive Program that awarded gift cards as an incentive bonus to employees hired by restau- rants, hotels, tourist attractions, and small retail establishments between June 1 and July 23, 2021 and remained for a minimum of six weeks. Addi- tional gift cards were provided to those who remained at their job through October 31, 2021. $30,000 in gift cards were provided to 52 new employ- ees. Engaged North Shore Community Development Coalition to provide COVID-19 response in the Point Neighborhood using $42,500 in CDBG-CV funds. Thus far, 1,192 Point Neighborhood residents have been assisted with activities including wellness checks made to low income families to provide connection to resources such as diaper banks, discounted WIFI ser- ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 597 vices through Comcast, referrals to food pantries/free food, support on accessing P-EBT cards, rental assistance, and unemployment benefits. Over 417 care packages were delivered to families with essential items such as toothpaste, toothbrushes, toilet paper, deodorant, shampoo, face masks, activity books and crayons, and healthy smoothie kits. Resident ambassa- dors walked and knocked on doors to inform them of available rental assis- tance (along with helping with RAFT applications), free COVID testing and vaccines (along with help booking appointments), food resources, free haircuts and City resources such as SeeClickFix, CodeRed and the public meeting calendar. They also participated in a toy drive for Christmas and reached out to small businesses. Ambassadors supported the City Board of Health to distribute Market Basket gift cards to families most in need. Supported homeless day support and outreach during the pandemic with a $11,960 grant award to Lifebridge to expand the day center from 3 days with one staff member to 5 days with 2 staff members in order to provide direct care and case management to homeless persons during the COVID- 19 pandemic. They ended up operating 7 days a week and 24 hours a day several times through April. This was due to the number of people who had been couch surfing or living in their cars. Persons who had previously been staying with someone were no longer able to during the pandemic, so the day center was seeing 50-60 people per day and some days up to 75 peo- ple. They provided food, PPE, access to a warm location during inclement weather and access to virtual health appointments. Assisted with emergency food assistance through a grant to Haven From Hunger ($40,000) assisting 1274 Salem residents, as well as two grants to Salem Pantry ($9,400), assisting 363 Salem residents, and one underway ($50,000), assisting 340 residents to date. Supported Healing Abuse, Working for Change (HAWC) with providing temporary relocation in order to effect social distancing and/or quarantine for families at their shelter. With 40,000, 31 persons were assisted. Funded emergency childcare for essential works through the Salem Y with $40,000 in CDBG-CV funds, assisting 55 persons. Distributed self-care items to 500 isolated seniors through the Salem Coun- cil on Aging with $8,000 in CDBG-CV funds. The bags were assembled by Council on Aging and Salem Police Department staff and were delivered to residents in Salem Housing Authority’s low-income senior housing units and other senior residences. The effort was also a way to provide outreach and “check-in“ on some of the most vulnerable senior residents. Engaged Creative Collection to plan, administrate and execute Salem’s 2021 outdoor activations program, including but not limited to outdoor dining and outdoor retail opportunities for businesses impacted by the pandemic. The consultant assisted each business with instituting the appropriate COVID-19 protocols in the provision of socially distant outdoor retail and/or dining options. Undertake pre-development costs with $50,000 in CDBG-CV to undertake ADA upgrades, fire suppression, ventilation, mold/asbestos abatement, and other improvements to Old Town Hall. The process is currently under- way. Regular Work Plans, Studies, and Policies Imagine Salem: In 2016, the City was awarded a $30,000 Executive Office for Administration and Finance (EOAF) grant to support a citywide vision- ing project. In 2017, the Imagine Salem project was launched and had more than 1,900 interactions with people. The Imagine Salem Progress Report summarizes the findings and lays the path for future work. DPCD continues to use the guiding vision and principles. The Imagine Salem wheel shows interconnections among multiple domains that are part of DPCD and the City’s work. Shetland Park: In early 2022, DPCD staff began working with the commu- nity and Prime Group, owners of Shetland Park, on a framework plan for the site. The owners had developed their own plan in 2021; however, addi- tional community involvement was needed. The current effort will have expanded community engagement and dialog. The goal is to have a shared framework that can advance the owner’s and community’s needs. It is anticipated working group, focus group, and community meetings will be held in the second half of FY2022. Housing Roadmap: In 2021, the City was awarded a $40,000 grant from the State to support the creation and development of a housing production plan. This plan is an outgrowth from Imagine Salem and will help guide housing policy for the next several years. Between August 2021 and Janu- ary 2022, City staff has been working with consultants at JM Goldson on outreach and information gathering. The planning effort will conclude in June 2022 with a presentation to the City Council. Resilient Together: El Punto: The City of Salem received funding from the Massachusetts Office of Coastal Zone Management (CZM) FY22 Coastal Resilience Grant Program to conduct a Climate Change Deep Dive Model, Alternative Analysis, and Targeted Outreach & Engagement project in the Point/Palmer Cove neighborhood. Through the priority actions identified in the Resilient Together climate action and resilient plan, this plan furthers the many assessments that Salem has done over the past decade to advance climate resilience for our most vulnerable communities. With the final Resilient Together plan’s release in July 2021, this project is one of the first implemented from the 70+ actions to prepare for and reduce our impacts on future climate change projections. The Harbor Plan officially kicked off in July 2020 with the submission of a Request for Notice to Proceed with MCZM. The Harbor Plan update will guide future development along Salem Harbor, most notably the reuse of the 42 acres of undeveloped land adjacent to the Footprint Power Plant as an offshore wind construction staging port. The plan is in development and is anticipated to be submitted for state review in spring 2022. Highland Avenue Corridor Study: In September 2020, DPCD commenced a corridor study for Highland Avenue. The goal of the study was to develop a vision for the future of the corridor from which other action can be taken to realize this vision within a context of market dynamics. DPCD staff man- aged the study, led the consultants on a site visit, held three working group meetings and two community meetings between October of 2020 and January of 2021. The final report was completed in April 2021. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 598 South Campus: The City partnered with Salem State University and DCAMM to develop a community vision for the redevelopment of the 21.5-acre site resulting from the University’s consolidation to North and Central Cam- puses. Sasaki Associates facilitated the community process which was com- pleted in April 2020. The parties have further collaborated in the development of DCAMM’s request for proposals which will be released in February 2022. Hazard Mitigation Plan: In collaboration with the Engineering Department, the City received a grant of $16,666 from the Massachusetts Emergency Management Agency (MEMA), to be used in FY19-20. Along with a City match, Salem used these funds to update its Hazard Mitigation Plan, including identifying vulnerabilities, mitigation goals, and action steps that may have changed since the previous plan update in 2011. This was completed in March 2020 and approved and adopted by the City Council in December 2020. Bridge Street Neck Overlay District. DPCD and its consultant, Metropolitan Area Planning Council (MAPC), worked with community members to develop an overlay zoning ordinance with design standards. The zoning regulations build off the Vision Update Study that was completed in April of 2020. A project website, created in July 2021 to share information about the project and receive comments through a survey. Two community forums were held and staff held office hours to receive community input. It is anticipated that the pro- posed zoning ordinance will be filed in March 2022. Green Infrastructure Ordinance: In 2021, DPCD staff drafted language to add solar energy systems to the zoning ordinance. This is a state exempt use, so adding this language allows the City to give some parameters to where and how these systems should be installed. Simultaneously, staff in Sustainability and Resiliency were drafting language to codify practices around EV charging stations, bike parking, and a new net zero energy plan. The departments came together to propose one ordinance that incorpo- rated all the changes at one time. These items are scheduled for a joint public hearing in early 2022. Wetlands Ordinance: In 2021 and 2022, DPCD led the process to update the City’s Wetlands Protection and Conservation Ordinance. Staff procured the services of an outside expert, convened a working group, and led a series of public forums. The resulting draft ordinance enhances protection of Salem’s wetlands and gives the Conservation Commission explicit authority to consider climate change in its permit review. Furthermore, the amend- ment modernizes administrative procedures and provides clarity and con- sistency to applicants. In 2017, the City was awarded a $45,000 Executive Office of Energy and Environmental Affairs Grant for technical assistance for a comprehensive rewrite of the City’s subdivision regulations, which were last updated in 1987. The update to the subdivision regulations will advance several strat- egies outlined in the City of Salem’s successful Climate Change Vulnerabil- ity Assessment and Adaptation Plan. Strategies that will be advanced as part of the update include preventing or managing flooding through low impact development (LID) standards and expanding the urban forest. The regulations will also include design standards to support the city’s com- plete street policy. The draft regulations are set for a public hearing and adoption by the Planning Board in 2022. Demolition Delay Ordinance: In 2020-2021, DPCD led the revision of the Demolition Delay Ordinance to increase the delay period in order to provide greater opportunity to seek preservation alternatives for threatened histor- ically significant buildings and to more clearly define the review process for both the Commission and property owners. The Council approved the revised ordinance in 2021. Projects, Programs, and Initiatives In September 2021, the City partnered with Crowley and Avangrid Renew- ables 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 offshore wind turbine installations south of Cape Cod, including the 1200MW Commonwealth Wind project, which was awarded to Avangrid in December 2021. The City continues to work closely with Crowley and Avan- grid as they advance redevelopment plans toward a target completion date of January 2025. Historic Courthouses and Crescent Lot: In November 2020, the Salem Rede- velopment Authority (SRA) selected Winn Development as the preferred developer. This selection was made after months of thorough and thought- ful consideration, critique, and discussion among members of the SRA, its staff and consultants, and with the development teams and the public over the course of ten public meetings. Since Winn’s designation, the SRA has facilitated the following tasks: In September 2021, the City partnered with Crowley and Avangrid Renew- ables 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 offshore wind turbine installations south of Cape Cod, including the 1200MW Commonwealth Wind project, which was awarded to Avangrid in December 2021. The City continues to work closely with Crowley and Avan- grid as they advance redevelopment plans toward a target completion date of January 2025. Historic Courthouses and Crescent Lot: In November 2020, the Salem Rede- velopment Authority (SRA) selected Winn Development as the preferred developer. This selection was made after months of thorough and thought- ful consideration, critique, and discussion among members of the SRA, its staff and consultants, and with the development teams and the public over the course of ten public meetings. Since Winn’s designation, the SRA has facilitated the following tasks: Executed a Purchase and Salem Agreement (P&S) with Winn. Executed a Memorandum of Agreement with the Division of Capital Asset Management and Maintenance (DCAMM) outlining the convey- ance process for the courthouses. Executed a P&S with the Massachusetts Bay Transit Authority (MBTA) for the sale of the remnant parcel adjacent to the crescent lot. Completed the final draft of the Preservation Restriction for the court- houses. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 599 Subdivided the property the historic courthouses shared with the pro- bate court so that they now sit on their own parcel. Coordinated with other City Departments on the study of the connec- tions from North Salem to the crescent lot, funded through a Mass- Works grant. Managed the subdivision process for a portion of the public right of way, comprised of the stairway from Bridge Street to the crescent lot, for future conveyance to the SRA then to Winn for inclusion in the cres- cent lot project. Assisted SRA members in their review of Winn’s schematic plans through the SRA’s Schematic Design Review process, which culminated in a Schematic Design Approval for the crescent lot development. Met weekly with the Winn project team and biweekly with DCAMM to track progress. As requested by the City Council, DPCD worked with the SRA on the disposi- tion of 5 Broad Street. After review of the three proposals, in April 2019 the SRA recommended the City Council select Charing Cross Realty Trust as the designated developer for the property. Charing Cross proposed the pur- chase of the building at $1.35 million, which is the full appraised value. The final proposal includes preservation of the exterior of the building, sixteen residential units with one unit designated as affordable, on-site parking in accordance with City regulations, an electric car charging station, a Zip Car parking space, bicycle storage for owners and visitors, and a $5,000 contri- bution to the Salem Public Art Commission. The project is expected to begin permitting in 2022. Salem welcomed a new addition to its roster of hotels, inns, and bed and breakfasts in October 2020 with the opening of the 113-room Hampton Inn. The mixed-use project includes 56 residential units, approximately 12,000 square feet of ground floor commercial space, and a 212-stall park- ing garage. DPCD remains in contact with the project manager and contin- ues to refer potential commercial tenants to him. Brix, the mixed-use project at 65 Washington Street, opened its doors to residents in 2021 with a ribbon cutting held on December 14, 2021. DPCD worked with the SRA on the review of several significant downtown projects including the redevelopment of 38 Norman Street, a currently underutilized property that will see the construction of a new mixed-use building with 20 residential units and commercial space on the first floor, faÁade modifications to 285 Derby Street to facilitate Real Pirates, a new museum/experience coming to Salem in Spring 2022, and faÁade improvements for Bit Bar’s new location on Derby Street. DPCD staff worked with the SRA and its Design Review Board on the review of signs for new and existing businesses, including Lulu’s Bakery and Pantry on Derby Street, Curly Girl Candy Shop on Washington Street, and Jenni Stuart Fine Jewelry/Helios Floral Design on Church Street. The department continues to assist businesses in a range of ways: connect- ing those seeking space to locate in Salem or to expand their existing Salem-based business to property owners and realtors, maintaining the ’Salem Commercial Properties’ inventory to share with prospective busi- nesses, providing referral services to the Enterprise Center, Salem Main Streets, the Chamber of Commerce, the Small Business Association, Mass- Development, the MA Office of Business Development, Mill Cities Commu- nity Investments, and administering the City’s Small Business Loan Program. Businesses assisted range from established retail shops seeking to expand, new businesses moving to Salem either as a first ’brick and mortar’ location or as an additional storefront, to manufacturing compa- nies looking for industrial space. All of these businesses seek to bring a product, service, or industry to Salem that not only meets the needs of the community but provides new job opportunities. In Spring 2021, DPCD staff initiated meetings with the Salem Chamber of Commerce and Salem Main Streets focused on business recruitment. These meetings serve as a touchpoint for the three entities who work together to expand the diversity of local businesses throughout Salem; the three entities share a spreadsheet that they update throughout the month as developments occur. DPCD worked with partners throughout the region including private financial institutions, non-profit organizations, and business support orga- nizations on the development of the Salem Small Business Loan Fund. An initiative stemming from Essex County Community Foundation (ECCF), the loan fund launched in December 2020. With several financial institu- tions pooling $1 million for the fund, ECCF offering $100,000 in loan loss reserve, the fund is available to new and existing Salem businesses. The program is managed by Mill Cities Community Investments (MCCI) where interested entrepreneurs can talk through the program parameters and receive referrals for technical assistance being offered free of charge from several local organizations. Made all the more important by the economic hardship created by the COVID-19 pandemic, the Salem Loan Fund launched at a critical time, providing additional financial resources and technical assistance to the small business community. The Salem Loan Fund has also provided the blueprint for loan funds in other Essex County communities. DPCD continues to administer the City’s separate Small Business Loan Pro- gram. This program, funded through CDBG, provides low-interest loans at favorable rates to businesses that seek to establish themselves in Salem, seek to expand their already established business, or need working capital to restructure existing debt. DPCD staff created, managed, and launched the North Shore Diversity Cat- alog. Partnering with our neighbors in Beverly, Peabody, Lynn, Swamp- scott, Marblehead, and Nahant, the Catalog is a regional vendor registry for minority- and women-owned businesses. The Catalog was created with the goal that equity and diversity in municipal contracts can be increased as well as it be a resource to provide residents and other businesses with a single, comprehensive catalog of such businesses they can support. The inaugural catalog was published in May 2021 with 138 businesses partici- pating in it. Planning for the 2022 Catalog began in fall 2021 with an esti- mated publishing date of February 2022. DPCD continued to administer an EPA-funded brownfields revolving loan fund in partnership with the City of Peabody. The program supports the remediation and redevelopment of underutilized contaminated properties. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 600 DPCD continues to work with its economic development partners on ways to support, diversify, and engage with the Salem business community. With regular meetings among Salem Main Streets, Salem Chamber of Commerce, the Creative Collective, The Enterprise Center, the Salem Part- nership, and Destination Salem, all of the city’s economic development stakeholders are up to date and aware of changes in Salem’s business envi- ronment and are able to collectively respond to these changes in a positive manner to ensure the health of Salem’s business community. DPCD continued to work with Destination Salem to increase tourism. See Marketing and Tourism. DPCD continued to implement the Downtown Retail Market Study in col- laboration with Salem Main Streets. DPCD continued to work with the Salem Partnership to study the feasibility and economic impact of a South Salem Commuter Rail. Public Land: Throughout 2019 and 2020, DPCD staff has been collaborating with the Massachusetts Housing Partnership (MHP) and MassHousing on the preliminary review of public land in Salem to identify sites that are fea- sible for affordable housing. In September 2020, MHP sponsored an Urban Land Institute (ULI) technical assistance panel (TAP) that provided guid- ance to the City on the redevelopment potential of the high school campus to include affordable housing, with a focus on assessing the feasibility of providing housing specifically for educators. Affordable Housing Trust Fund: Recent projects undertaken by this board have been establishing a Condo Conversion Act and updating the Public Land Disposition Ordinance. In the next portion of FY2022, staff will be requesting home rule petitions for elements of the Condo Conversion Act, soliciting feedback on the draft language from landlords and tenants. The draft regulations should be set for a public hearing in 2022. DPCD staff are coordinating with the City Solicitor and outside counsel to negotiate a cost sharing agreement with the US EPA to remediate the arse- nic-contaminated soil at Mansell Field. DPCD engaged an LSP and land- scape architect to develop a park restotration plan to be implemented in conjunction with the remediation. The City has been working on various improvements throughout Salem Willows Park. In August 2020, 23 dead or dying trees that posed a hazard were removed from the park and 22 trees were planted as replacement trees after that. Improvements to the parking lot, tennis courts, and hill area kicked off in Summer of 2021 and are anticipated to be complete by late spring 2022. Design and permitting are proceeding for the reconstruc- tion of the Salem Willows Pier. Demolition of the existing pier has been completed and the new construction is slated to begin late 2022. DPCD oversaw the first phase of renovation of Palmer Cove Park. Completed in October 2021, these improvements were funded in part by a $400,000 PARC grant and include a new waterfront promenade, relocated commu- nity gardens, refurbished basketball court, and additional trees, site fur- nishings, and pathways. DPCD applied for $514,000 through the MA Land & Water Conservation Fund program to support the next phase of improve- ments to commence late 2022 or early 2023. DPCD unveiled a second rotation of sculptures along the Harbor Connector Path that was inaugurated in December 2020. DPCD partnered with the City of Peabody to identify solutions to flooding and riverine erosion within the Harmony Grove area of the North River. The project, funded by a $200,000 MA EEA Municipal Vulnerability Prepared- ness grant, seeks to increase resiliency for the corridor’s roadway, freight rail line, and SESD sewer interceptor. In addition, the work advances the design of a multiuse path segment to connect Salem and Peabody’s expanding off-street path networks. In collaboration with Salem Sound Coastwatch and Salem State University, DPCD oversaw additional outreach, maintenance, and monitoring for the Collins Cove living shoreline project. DPCD secured a $62,825 MA CZM Coastal Resilience Grant for this undertaking, which was completed in June 2021. The new salt marsh plantings absorb wave action to protect the Peter Tracy walkway and Webb Street properties from flooding and ero- sion. July 2021 marked further progress to other shoreline restoration proj- ects as Forest River Outdoor Recreation and Nature Center is reestablishing the former pool location with native marsh plantings and working to remove invasive species. DPCD collaborated with Traffic and Parking staff and Toole Design Group to finalize plans for “complete streets” improvements to the North Street cor- ridor. Proposed improvements include upgraded pedestrian crossings, traf- fic calming features, and protected bike lanes. DPCD staff secured $137,500 in grant funding from the state’s new Shared Street’s and Spaces program in August 2020 for two quick-build projects: The installation of a temporary sidewalk expansion platform along Essex Street between Hawthorne Blvd. and New Liberty Street, and the installa- tion of bike lanes and traffic calming features on Willson Street. DPCD applied for a $487,500 MassDOT Community Connections grant in December 2020 to support the continued operation of the Salem Skipper on-demand shuttle service beyond its one-year pilot service. The program was initiated in December 2020 with support from a $175,000 MassDOT Workforce Transportation Program grant. DPCD collaborated with Traffic & Parking staff to launch Salem’s Bluebikes bikeshare system in July 2021. The program, supported by a $200,000 MassDOT Shared Streets & Spaces grant, builds on the success of the Zag- ster bikeshare that logged nearly 25,000 rides in its three years of opera- tion. In December 2021, DPCD applied for $96,000 through the Boston MPO’s Community Connection grant program to fund further system expansion. In 2019, the City was awarded funding by the Governor’s Seaport Economic Council for the design and implementation of repairs to the North Berth and Deep Water Berth at Salem Wharf. The Deep Water Berth repair work was completed in summer 2021. The work to the North Berth will be com- plete by spring 2022. The repairs will restore the functionality of these facilities to support continued commercial use of Salem’s port facilities. The City is completing an update of the Historical Commission’s Design Guidelines Notebook with support from a 2021 Survey and Planning Grant. This notebook serves as guidance for the Historical Commission as well as for the City’s design review boards and historic property owners. DPCD completed the Broad Street Cemetery Preservation Plan with Com- munity Preservation Act funds. The final plan assesses the condition of the ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 601 cemetery’s burial markers, tombs, fencing, landscape features and circula- tion, identifies and prioritizes restoration needs and provides cost esti- mates and recommended design plans. DPCD continues to advocate for the preservation of Salem’s five municipally owned historic cemeteries, includ- ing conservation of headstones and tombs, restoration of historic features such as fencing, and improvements to landscape features and to public access. DPCD collaborated with the Department of Public Services and the Ceme- tery Commission on a Master Plan for Greenlawn Cemetery, one of the region’s most important examples of a 19th century rural cemetery design. The City’s Preservation Planner and the Mayor continue to coordinate ongoing meetings of the Salem Preservation Partners, a group of local preservation organizations. The Partners continue to discuss strategies to address climate change impacts on historic resources, including public engagement and educational workshops on the topic. The group hosted a virtual daylong conference on this topic - Keeping History Above Water Salem - in September 2021. The Partners are now planning a regional multi-day conference in September 2022 and will install a small temporary exhibit on climate change impacts in Salem in the City Hall Annex. DPCD continues to update and enhance the “Preserving Salem” website, a companion site to the City’s existing “Building Salem” website. This site provides information on the City’s historic resources and provide informa- tion on ongoing City-sponsored preservation projects and events. The Preservation Planner continues to collaborate with Historic Salem, Inc. on educational and outreach efforts about historic preservation tools for historic neighborhoods. DPCD completed Phase V of the restoration of the Salem Common Fence. This phase included restoring 16 fence sections on the north side of the Common. The City completed the final phase of a multi-phase landscape restoration project at Charter Street Cemetery. Work included upgrades and stabiliza- tion of pathways, installation of in-ground lighting, installation and resto- ration of fencing, and major landscaping improvements. The City was awarded a $125,000 Massachusetts Cultural Council Facilities Fund grant for this project. The City is now preparing a reopening plan to protect the historic cemetery. DPCD collaborated with the Parks and Recreation Department, the Department of Public Services, the City Solicitor and the Peabody Essex Museum on the creation of a new Charter Street Cemetery Welcome Center, which opened in in 2021. The Welcome Center offers interpretation of the historic cemetery and surrounding Charter Street neighborhood and provides oversight of the recently renovated Charter Street Cemetery to ensure that visitors are respectful of the burial ground’s fragile features. New signage was also installed at the cemetery. The City is nearing completion on the restoration of the historic Almy’s Clock on Essex Street. This project includes restoration of the cast iron case, cleaning and repairs to clock mechanisms, repainting the clock face and reinstalling the clock on a new granite base. Restoration is complete and the clock is expected to be reinstalled in spring 2022. DPCD continues efforts to restore the historic Dickson Chapel at Greenlawn Cemetery. The recent project phase replaced the conservatory doors, which were deteriorated and failing, with new historically appropriate doors. DPCD continues to work with Cemetery Superintendent and Friends of Greenlawn on future efforts including exterior masonry restoration and stained glass conservation. DPCD continues to advocate for the restoration and revitalization of the his- toric Grimshawe House on Charter Street. This building’s association with Nathaniel Hawthorne as well as its prominent location in the downtown adjacent to the Charter Street Cemetery make it one of Salem’s most well- known historic buildings. DPCD is advocating for the preservation of Fort Lee, an 18th century earth- work fort in the Willows and will be submitting a grant application in March 2022 to develop a preservation management plan to protect and preserve the historic fort while maintaining public access to the site. The City is seeking to conserve the Salem Deed, a 1686 parchment docu- ment that is used as evidence of the conveyance of the land known as Salem from the Massachusetts Tribe to English Settlers. DPCD staff is work- ing with the City Clerk and the Massachusetts Tribe on this effort. CDBG-CV Job creation: In FY21, the Microenterprise and Small Business Grant Program for COVID-19 relief resulted in the documentation of 18 jobs retained. The Enterprise Center Small Business Technical Assistance Pro- gram documented 16 jobs. In FY20, 13 businesses were provided with emergency grants to provide relief of COVID-19 negative business impacts. In FY21, through the Main Streets program provided technical assistance to 4 new, 32 existing, and 3 potential businesses, creating 4 new full-time equivalent jobs. Technical assistance includes consultations on facility design, appearance and marketing (including social media), market research, business plan development, business models, advocacy, strategy, expansion assistance, peer support, recognizing/addressing operating and financial risks, location assistance for new or relocating businesses and general business planning. Main Streets conducted one on one consultations with 4 businesses, and group technical assistance to 4 businesses on business illumination. Main Streets held 3 quarterly retail meetings (September, November, March) with 9-15 participants each, which provided business tips, sharing resource information, interior layout assistance, along with discussion on business adjustments due to COVID-19 such as outdoor dining and retail, centralized sales pickup locations, web sales, reopening, vaccine related FAQs, and other technical support. They also held a preconstruction meet- ing with 8 businesses concerning street construction impacts. They also participated in 2020 Artists Row tenant selection and a Technical Assis- tance Survey for the state Local Rapid Response Plan. Working through the Main Streets program, a successful Farmers’ Market continued at Derby Square in 2021, bolstering the vitality of downtown and providing an economic boost, as well as fresh produce. Numerous other downtown events were organized through or in collabora- tion with the Salem Main Streets program, including the Salem Winter Market, Holiday Happenings (holiday tree lighting, Santa’s arrival), New ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 602 Year’s Eve LAUNCH!, Salem So Sweet Festival, Small Business Saturday, and management of the information booth for Haunted Happenings. Lighting was completed on Artists’ Row. Working with other departments and the Community Preservation Com- mittee, the eighth round of CPA funding awards was made in spring 2021. Eight projects were recommended for funding and approved by Council. For more detailed information, see the CPA FY22 Community Preservation Plan & FY21 Annual Report. Housing 1 housing unit was improved through the Housing Rehabilitation Loan Program. 25 households received assistance with first/last month’s rent and/or security deposits. 3 first time homebuyer households were provided with a down pay- ment assistance 0% deferred payment loan to purchase a home in Salem. CDBG assistance provided to 34 social service programs which assisted 7,928 persons, including at least 201 youth and at least 201 seniors. CDBG-CV assistance provided to 6 social service programs which assisted 3,943 persons, including at least 55 youth and at least 500 seniors. Through the North Shore CDC’s Small Business Engagement Program pro- vided technical assistance to 10 new, 62 existing, and 7 prospective busi- nesses, creating 7 new full-time equivalent jobs. The program serves minority entrepreneurs with business workshops, mentoring sessions, net- working groups and referrals to partner agencies, in order to assist the development and growth of immigrant-owned businesses that provide products and services to the Point Neighborhood. 19 trees planted on Cedarview St., Raymond Rd., Derby Street, Essex Street, Leavitt St., Prince St., Cedar St., Lafayette St., Loring Avenue, and Charter Streets. An update of a Housing Needs Assessment was completed.  ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 603 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Administration - Personnel 11821 5111 Salaries-Full Time 551,521 521,998 591,846 591,846 632,435 632,286 632,286 40,440 6.83 11821 5150 Fringe/Stipends 4,000 4,000 8,000 8,000 8,000 8,000 8,000 0 0.00 555,521 525,998 599,846 599,846 640,435 640,286 640,286 40,440 6.74 General Administration - Expenditures 11822 5216 Heat & Electricity-Old Town Ha 7,491 319 13,000 13,000 13,300 13,300 13,300 300 2.31 11822 5320 Contracted Services 38,782 62,163 22,500 59,347 52,500 22,500 22,500 0 0.00 11822 5387 Fees - Dep Admin 0 0 8,320 8,320 8,320 8,320 8,320 0 0.00 11822 5421 Office Supplies (Gen 3,176 3,537 4,000 4,000 4,000 4,000 4,000 0 0.00 11822 5426 Reproductions 150 0 180 180 180 180 180 0 0.00 11822 5710 In State Travel/Meetings 1,695 1,469 3,000 3,016 3,000 3,000 3,000 0 0.00 11822 5730 Dues And Sub 26,819 30,330 31,270 31,270 31,270 31,270 31,270 0 0.00 78,114 97,818 82,270 119,133 112,570 82,570 82,570 300 0.36 Department Total 633,635 623,816 682,116 718,979 753,005 722,856 722,856 40,740 5.97 Contracted Services 3.11% Dues And Sub 4.33% Oil Heat 1.84% Salaries-Full Time 87.47% Other 3.25% ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 604 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 PINTO JONATHAN ZONING BOARD CLERK 10/16/19 1,485.00 B 2.75 12 1,485.00 1,485.00 1,485.00 BORDEN CHELSEA PUB ART COMM CLERK 5/3/2021 2,430.00 B 2.25 12 2,430.00 2,430.00 2,430.00 BARRY JULIE Planner - Public Art 10/1/19 69,142.43 1,360.30 1.00 1 100% 71,007.66 71,007.66 71,007.66 MOSKOS CASSANDRA Sr. Planner 7/6/21 49,968.75 1,281.25 1.00 1 100% 66,881.25 66,881.25 66,881.25 DANIEL THOMAS DIRECTOR OF PLANNING 8/8/16 78,802.81 2,214.77 0.75 1 75% 88,814.98 88,814.98 88,814.98 DEVINE THOMAS Sr. Planner 3/4/2010 67,357.49 1,325.17 1.00 1 100% 70,854.57 70,854.57 70,854.57 FORRESTAL BETH PLANNING ASSISTANT 01/20/20 40,678.03 812.12 1.00 1 100% 42,392.66 42,392.66 42,392.66 KENNEDY KATHERINE Planner- Con Com 3/22/21 25,799.40 1,015.14 0.50 1 50% 26,495.16 26,495.16 26,495.16 KELLEHER PATRICIA Planner - Historic 1/4/16 30,419.11 1,196.91 0.50 1 50% 32,150.17 32,001.40 32,001.40 MEDINA JULIA Budget Coordinator 12/14/1979 57,715.34 1,419.34 0.80 1 80% 59,271.64 59,271.64 59,271.64 NEWHALLSMIT H Principal Planner 1/2/19 4,442.57 1,456.72 0.06 1 6% 4,562.45 4,562.45 4,562.45 CHIANCOLA AMANDA Deputy Dir of Planning 9/10/15 61,220.38 1,746.06 0.75 1 95% 70,019.13 70,019.13 70,019.13 EIMERT ELENA Planner-Planning Board 10/15/21 28,560.18 1,084.13 0.50 1 50% 28,295.80 28,295.80 28,295.80 LAROE DANIEL Planner - ZBA 11/17/20 55,000.00 1,084.13 1.00 1 100% 56,591.59 56,591.59 56,591.59 TITCHENELL CHELSEA Planning Asst 10/12/21 20,039.00 428.45 0.50 1 70% 11,182.55 11,182.55 11,182.55 NEW Planner - 0.75 75% - - - 11821-5111 593,060.50 10.11 Total Full Time 632,434.59 632,285.82 632,285.82 AICP Certificattion 8,000.00 8,000.00 4 8,000.00 8,000.00 8,000.00 601,060.50 10.11 Department Total 640,434.59 640,285.82 640,285.82 General Fund FTE Full-Time Equivalent Employees: FY 2021 8.21 FY 2022 9.56 FY 2023 10.11 General Fund Budget ONLY Variance 22 vs. 23 0.55 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 605 FTE Full-Time Equivalent Employees: FY 2021 13.06 FY 2022 13.40 FY 2023 13.75 All Planning - GF Budget & Grants Variance 22 vs. 23 0.35 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant NEWHALL-SMITH CDBG - Grant 25513-5111 Principal Planner 0.94 71,204.47 Planning Budget 11821-5111 0.06 4,544.97 DANIEL THOMAS CDBG - Grant 25513-5111 PLANNER/CD DIRECTOR 0.25 29,494.25 Planning Budget 11821-5111 0.75 88,482.77 FRANCISCO THELMA CDBG - Grant 25513-5111 HOUSING COORD 1.00 53,623.49 GUY JANE CDBG - Grant 25513-5111 Assistant CD Director 1.00 77,648.02 KENNEDY KATE Planning Con Com 11711-5111 Planner- Con Com 0.50 507.57 Planning Budget 11821-5111 0.50 507.57 KELLEHER PATRICIA Planning Budget 11821-5111 Staff Planner/Hist Aide 0.50 32,001.40 Historic Comm Budget 16911-5111 0.50 32,001.40 MEDINA JULIA CDBG - Grant 25513-5111 Budget Coordinator 0.20 14,761.14 Planning Budget 11821-5111 0.80 59,044.54 EIMERT ELENA Planning Budget 11821-5111 Planner/Pl Bd 0.50 28,187.38 Planning BOARD 11751-5111 0.50 28,187.38 CHIANCOLA AMANDA CDBG 25513-5111 Deputy Dir of Planning 0.25 23,252.41 Planning Budget 11821-5111 0.75 69,757.22 MARTIN HANNAH Planning Con Com 11711-5111 Con Com Board 1,080.00 Planning Board 11751-5111 Planning Board 2,700.00 BREWSTER COLLEEN CDBG 25513-5111 SRA/DRB 1,080.00 Historic Comm Budget 16911-5111 HisCom Board 900.00 Grants 3.64 271,063.78 GF Budget 347,902.21 Total 13.75 618,965.99 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 606 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11822 Planning-Expenses 5216 Heat & Electricity-Old Town Ha For heat and electricity costs at Old Town Hall 13,000 13,300 13,300 13,300 5216 Heat & Electricity-Old Town Ha Total 13,000 13,300 13,300 13,300 5320 Contracted Services $20,000 General Consulting Services $30,000 Flood Plain Policy Development 0 50,000 20,000 20,000 Consulting Services 20,000 0 0 0 Spanish language interpretation and translation 2,500 2,500 2,500 2,500 5320 Contracted Services Total 22,500 52,500 22,500 22,500 5387 Fees - Dep Admin Furlong Park 2,000 2,000 2,000 2,000 Gonyea Park 4,320 4,320 4,320 4,320 Szetela Lane 2,000 2,000 2,000 2,000 5387 Fees - Dep Admin Total 8,320 8,320 8,320 8,320 5421 Office Supplies (Gen General Office supplies as needed 4,000 4,000 4,000 4,000 5421 Office Supplies (Gen Total 4,000 4,000 4,000 4,000 5426 Reproductions Copying and Binding of Studies 180 180 [PHONE REDACTED] Reproductions Total 180 180 [PHONE REDACTED] In State Travel/Meetings Mileage, parking fees and registration fees as needed (3x$600 SNEAPA, 2x$250 MAPD, 12@$100 other) 3,000 3,000 3,000 3,000 5710 In State Travel/Meetings Total 3,000 3,000 3,000 3,000 5730 Dues And Sub American Planning Association w/AICP (4 staff) 1,620 1,620 1,620 1,620 Americans for the Arts Membership 75 75 75 75 Citizen Housing and Planning Association 85 85 85 85 Economic Development Platform Local intel) 2,900 2,900 2,900 2,900 International Downtown Association 940 940 940 940 North Shore Alliance Membership 5,000 5,000 5,000 5,000 Salem Partnership Membership 20,000 20,000 20,000 20,000 Urban Land Institute 650 650 [PHONE REDACTED] Dues And Sub Total 31,270 31,270 31,270 31,270 11822 Planning-Expenses Total 82,270 112,570 82,570 82,570 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 607 Market & Tourism Mission Statement Why We Exist Our goals are to establish Salem as dynamic year-round arts and culture desti- nation; identify new markets and a fresh message; and explore and expand partnerships with the Boston tourism industry. We are committed to enriching and enlivening the urban environment through showcasing innovative and transformative works of art in all media and modalities. With a focus on working with local artists, especially those historically underrepresented, we seek to foster greater community awareness of and interaction with the arts and celebrate diversity in all its forms. Our local goals are to nurture diversity and creativity; foster a sense of community pride and belonging; and enhance the quality of life for all. We will also endeavor to boost the local creative economy by generating new markets for local artists through a variety of means including ongoing efforts to redevelop Old Town Hall into a more active venue for live performances and the visual arts, and through the continued successful operation of Artists’ Row. Additionally, we strive to form partnerships with local non-profits, cultural organizations and individual artists to carry out festivals and community events, celebrate the power of the arts to activate spaces, start conversations, and bring people together in an urban environment and generally support the work of artist and arts/culture organization based in Salem. Goals and Objectives Execute a more typical marketing and communications strategy during FY23 that incorporates lessons learned from the two years of the pandemic into ongoing work to increase visitation and engage visitors in downtown Salem. Objectives: Re-envision the use of and increase artistic programming in Old Town Hall to provide new opportunities to local artists and organization while gener- ating additional vitality for the downtown area. Continue implementation of the Public Art Master Plan through the Public Art Commission, including development of new public art installations. Support Destination Salem as it builds a visitor information center in the South Harbor Garage, which will be open 7 days/week, 12 months/year and support the City of Salem’s new public restrooms. Continue to collaborate with Destination Salem to clearly communicate with residents regarding the importance of tourism to the Salem economy. Continue to incorporate public health guidelines and visitor expectations in the marketing of the City of Salem. Engage public relations consultants to generate earned media and manage crisis marketing and communications as necessary to ensure tourism in safe for residents, employees, and visitors. Support the mission and efforts of Destination Salem through continued financial support from the hotel/motel tax and acquisition of grant fund- ing. Support Destination Salem and organizational partners to redesign the Salem Heritage Trail, including creation of a new website for the trail that interprets and presents an inclusive interpretation of Salem history. Promote the 40th anniversary Salem Haunted Happenings festival in a manner that communicates best practices for visiting Salem during Octo- ber. Work with Destination Salem in carrying out a recovery marketing strategy that encourages year-round visitation to Salem. Be prepared to promote Salem as an ideal port for small cruise ships when the cruise industry returns after the pandemic. Goal - To boost the local creative economy by promoting the local arts community, generating new markets for local artists, and generating additional economic activity in the downtown. Objectives: Lease the Artists’ Row stalls to “Creative Entrepreneurs” under the new model, to bring engaging high-craft and unique products that appeal to residents and tourists. Activate Artists’ Row with performances, workshops, artist talks, and pub- lic art installation facilitated by the tenants and PAiR. Increase artistic programming and use of Old Town Hall to generate addi- tional vitality downtown. Continue to work with cultural groups and businesses to carry out and pro- mote local festivals such as the Salem Film Fest, Literary Salem, and the Salem Jazz Festival. Support local artist and arts organization by acting as a facilitator and con- nector to people and opportunities where possible. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning - General Administration Significant Budget & Staffing Changes For FY 2023 In FY2022, Chelsea Titchenell joined the Department as a new part-time Plan- ning Assistant. Recent Accomplishments The Senior Planner for Arts and Culture, working with the Salem Public Art Commission (SPAC), and within the context of the Public Art Master Plan, formulated and approved a Public Art Work Plan for 2021 resulting in the creation of 30 paid artist opportunities and 24 original works of art, among other outcomes. Highlights from that work are included below. From July 2020 through January 2022 the Arts and Culture Programs: ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 608 Completed our new public facing Public Art Inventory for the City’s art col- lection in July 2020. Commissioned local female artist of color, Anna Dugan, to design and paint a new Educators Appreciation Mural on Highland Ave. in November 2020. Commissioned local female artist of color, Keshia De Leon to design “Every- body is Somebody’s Baby” a Black Live Matter mural banner and install it at Horace Mann Laboratory School. Commissioned indigenous artist Chris Pappan in April 2021 to work with the Massachusetts Tribal Council to create a portrait of a prominent Naum- keag Leader to be hung in City Hall. Hired Malorie Landgreen as the City’s second Public Artist in Residence on Artists’ Row, who activated the Row with 4 unique immersive art installa- tions from May through December 2021. Collaborated on the Salem Arts Festival in June 2021 by hosting a ’COVID modified’ annual Mural Slam where twelve (12) artists were paid an honorarium to create original works of art on 4’x8’ plywood panels that were then installed on the back of Artists’ Row stalls and showcased to the community for one year. Conducted an artist call and selection process for the commissioning of the City’s first ever permeant public art commission as part of the Forest River Outdoor Recreation and Nature Center (formally Forest River Pool) capital renovation project in 2020, with work being completed in 2022. Designed, curated, and installed the Harbor Path Sculpture Garden, a col- lection of seven large sculptural works, by six different artists, on long term loan to the City from Nov. 2020 – Nov. 2021, and then installed a new round of 7 new works for display Nov. 2021 – Nov. 2022.` Completed work on the Higginson Square lighting project to illuminate the alleyways of Salem’s downtown in Jan. 2021.Partnered with Mills Whitaker Architects to conduct the design and cost estimations for the restoration and renovation of Old Town Hall. Derby Square & Charlotte Forten Park Hosted a series of 4 SPAC sponsored free public performances for all ages in Derby Square in August 2021. Was home to three flea markets and hosted activities for the Haunted Happenings in Oct. 2019 and Salem So Sweet’s Ice Sculptures in Feb. 2020. Hosted a series of 4 SPAC sponsored free public performances for all ages in Derby Square in September 2021. Conducted a New England Foundation of the Arts grant funded Collective Imaginings for Spatial Justice community impact and engagement study around a modern memorial for Charlotte Forten to potentially be created in her name-sake park. Old Town Hall The Senior Planner for Arts & Culture also oversees the management of Old Town Hall. The hall is a jewel in the crown of our downtown and under the City’s management has become a welcoming place for both public and private events year-round. Old Town Hall rents out to non-profit entities, corporations, and private individuals. This array of programming provides income for the operations of Old Town Hall while offering the community access to this unique and beautiful historical asset. Prior to becoming a community COVID-19 PCR testing location, Old Town Hall temporarily opened for smaller community events that abided by COVID-19 gathering restrictions from July 1, 2020 until December 20, 2020. During this time, Old Town Hall hosted 28 individual event bookings. These included private receptions, craft markets, craft lessons, rehearsals, theatrical perfor- mances, and a camp for children in the community. In response to the need for COVID-19 testing sites, Old Town Hall temporarily halted use as an event space and converted into a free public COVID-19 PCR testing location for Massachusetts residents. The use as a testing location began December 20, 2020 and continued through the end of June 2021. This location was open for 123 days and provided thousands of free PCR tests to our community. History Alive Inc., a non-profit theater group, has operated out of the second floor of Old Town Hall since 1992 to create cultural programming to teach Salem’s history in an interactive way. This began with an audience participa- tory witch trial, Cry Innocent: The People vs. Bridget Bishop, and has grown to include a dozen different pieces representing many time periods, presented throughout the year. History Alive continues to be an anchor tenant and partner at Old Town Hall. Between July 1, 2021 and January 31, 2022, Old Town Hall hosted: 69 individual event bookings including private receptions, craft/vendor markets, weddings, fundraisers, community meetings, concerts, theatrical performances, rehearsals, and art exhibitions. History Alive held live performances of Cry Innocent, an interactive perfor- mance about the witch trial of Bridget Bishop, among other original per- formance works. In total History Alive conducted 40 rehearsals and 200 public performances welcoming approximately 20,000 audience members into the space. First ever free 4-day youth theater camp with LAB culminating in a live per- formance in Derby Square provided free for all Salem residents. Destination Salem Destination Salem is the official destination marketing organization (DMO) for the City of Salem. Founded in 1998 and reestablished in 2008, the organiza- tion cooperatively markets, promotes and manages tourism in Salem. Desti- nation 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 devel- opment and promotion of high-end, year-round tourism. Destination Salem worked with 164 businesses to execute the mission of the organization to increase year-round tourism. The organization collaborated with the City of Salem on executing the recovery marketing components of ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 609 the U.S. EDA grant and continued to contribute to the Economic Development Recovery and Revitalization Task Force. Destination Salem also received a tourism recovery grant from the Massachusetts Office of Travel & Tourism. The organization has a full-time staff of three people: Executive Director Kate Fox, Assistant Director Stacia Cooper, and Communications Manager Brittany DiCologero. It works with consultants and agencies to achieve its goals, including Sperling Interactive for digital marketing, Open the Door for marketing and consumer research, and Kristen Villalongo Design for creative services. Fiscal year 2021 accomplishments include: Local hotel/motel tax collections were negatively impacted by the COVID- 19 pandemic. FY21 receipts were $533,705, which was 43.4% below FY20. Local option meals tax receipts in FY21 were $889,035, which represents a 17.3% decrease from FY20. All indicators are that FY22 will see a full recov- ery for accommodations and restaurants. The Destination Salem budget was $441,300 for FY21 and the organization ended the year with $552,205 in gross revenue, and a balanced budget. The organization generated $257,146 in private investment during FY21 in addition to the City of Salem’s investment of $236,258. Destination Salem applied for and received a 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, launch a radio show/ podcast on North Shore 104.9, and create a new advertising campaign to promote Salem as a walkable destination. In response to consumer trends, Destination Salem created the new Desti- nation Salem app, which was downloaded 18,000 times in its first year and was an important tool in communication with consumers. A modified version of the Guide to Salem Haunted Happenings was pro- duced to ensure a map and basic information was available, but businesses were not asked to purchase advertising during the pandemic. Published the 2021 Salem Guide, with a print and distribution run of 275,000. Fulfilled more than 20,200 direct mail requests for the 2021 Salem Guide, which represented a 5% increase over guide requests in FY20. Managed Salem.org, which saw a 54% increase in traffic over 2020, with more than 1 million users visiting the site and generating 3.9 million page views. Maintained HauntedHappenings.org, which saw nearly 543,000 users who generated 2.4 million pageviews in FY21, an increase of 54% over FY20. Continued to successfully utilize social media for marketing and communi- cations, with a total engagement of more than 177,000 followers across Facebook, Instagram, Twitter, and Pinterest, representing a 30% increase over the prior year. Communicates with an opt-in email database of more than 36K subscribers that includes consumers, tourism industry representatives, concierge, and media. Distribution of the weekly “Salem Industry Weekly” with updates on open- ings, closings, tour times, and niche business needs. In 2021 Destination Salem’s public relations efforts generated 492 media mentions that reached an audience of more than 106 million consumers and had a publicity value of nearly $1.8 million. The organization’s public relations efforts can be reviewed at salem.org/media-kit. Additional Initiatives Destination Salem continues to collaborate with City of Salem offices on execution and marketing of the following initiatives: Salem Skipper and Via transportation Getaround transportation Blue Bikes Preservation in a Changing Climate conference, as organized by the Preser- vation Partners Salem Film Office ARPA funds task force Harbor Planning Committee Salem Haunted Happenings logistics and public safety New initiatives undertaken during FY21 Creation of a virtual Salem Ancestry Days event in May to connect with people who have a genealogy connection to Salem. The event was the result of collaboration with Essex Heritage, New England Genealogical Society, Phillips Library, Registry of Deeds, Salem State University, Salem Witch Museum, Voices Against Injustice. Development of the Salem Heritage Trail committee to evaluate the cur- rent conditions, challenges, and opportunities around the Salem Heritage Trail. Supporting the City of Salem on establishing the Charter Street Cemetery Welcome Center. Collaboration with the Salem Preservation Partners on the first annual Cli- mate Change conference in September. Consumer research, which was supported by recovery grant funding from the US Economic Development Administration, to learn more about tour- ists and Salem residents. Execution of a quarterly resident mailing to better engage residents with events and businesses in their downtown. Creation of the #TourismStarTuesdays campaign that recognized members of Salem’s tourism industry. Destination Salem continued to work with the EDRR Task Force on the following initiatives: Weekly newsletters sharing information about grants, business support, and evolving health guidelines. Collaborated on producing community town hall meetings. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 610 Representation and Collaboration Destination Salem supports membership and participation with the following organizations and collaboratives: American Bus Association Cape Cod Chamber of Commerce Discover New England (international marketing) Friends of Friendship Greater Boston Concierge Association Greater Boston Convention & Visitors Bureau 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 Activities affected by or eliminated due to the pandemic during FY21 include: Some of these events and activities will not return, but several will. Consumer and trade shows, including The Big E and the New York Times Travel Show. Travel shows including the American Bus Association Marketplace and Dis- cover New England international summit. Cruise travel including visiting cruise ships and shore excursions from ves- sels visiting Boston. MA400 collaborations and the Salem 400 project management has been on hold; we look forward to revitalizing this program in FY22. The following Tourism Economic Impact Data for Salem, which has been provided by the Massachusetts Office of Travel & Tourism and US Travel Associ- ation. In 2019 Salem saw a slight increase in revenue and tax receipts in 2020 as compared to 2019. Salem.org / Destination Salem year-round Website traffic on Salem.org saw 775,398 users starting 1,010,976 sessions and generating more than 2.8 million page views. We fulfilled 16,444 Guide requests through Salem.org. 25% of our domestic requests came from NY, PA, and NJ. Social following: 31.5K Facebook / 24.9K Instagram / 7.6K Twitter. Due to the pandemic, we received only 261 international requests for the Salem Guide. Salem Haunted Happenings HauntedHappenings.org had 403,837 users starting almost 527,828 ses- sions and generating more than 1.5 million pageviews. Social following: 78.9K Facebook / 21.6K Instagram / 10.2K Twitter. ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 611 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Market & Tourism - Expenditures 11992 5211 Electricity 1,287 375 1,300 2,148 1,400 1,400 1,400 100 7.69 11992 5306 Advertising 75 76 150 150 150 150 150 0 0.00 11992 5389 Promotion & Marketing 273,149 264,451 307,000 310,643 307,000 307,000 307,000 0 0.00 11992 5846 Renovation & Repairs 10,497 8,719 3,500 3,500 3,500 3,500 3,500 0 0.00 285,008 273,621 311,950 316,441 312,050 312,050 312,050 100 0.03 Department Total 285,008 273,621 311,950 316,441 312,050 312,050 312,050 100 0.03 Promotion 98.38% Other 1.62% ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 612 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11992 Market & Tour-Expenses 5211 Electricity ELECTRICAL SERVICES FOR MARKET PLACE 1,300 1,400 1,400 1,400 5211 Electricity Total 1,300 1,400 1,400 1,400 5306 Advertising ADVERTISEMENT FOR RFP’S FOR MARKET PLACE STALLS 150 150 [PHONE REDACTED] Advertising Total 150 150 [PHONE REDACTED] Promotion & Marketing Destination Salem Funding 250,000 250,000 250,000 250,000 Downtown Programming 15,000 15,000 15,000 15,000 Free Trolley Rides for Salem Residents - July, August, Sept 7,000 7,000 7,000 7,000 Public Art - programs utility box, sculpture series, murals, placemaking) and permanent installations and maintenance bike path marker, park sculpture, CLC art) 35,000 35,000 35,000 35,000 5389 Promotion & Marketing Total 307,000 307,000 307,000 307,000 5846 Renovation & Repairs Renovations, repairs and upkeep to public restrooms and buildings s needed and security cameras 3,500 3,500 3,500 3,500 5846 Renovation & Repairs Total 3,500 3,500 3,500 3,500 11992 Market & Tour-Expenses Total 311,950 312,050 312,050 312,050 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 613 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: Publish the Salem Historical Commission Design Guidelines Notebook with assistance from a Massachusetts Historical Commission grant. 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. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2023 There are no significant budget or staffing changes. Recent Accomplishments The Preserving Salem website ( www.preservingsalem.com) continues to serve as a valuable resource for information on Salem’s historic buildings and districts, local historic district administration, as well as current City- sponsored restoration projects and upcoming preservation events. The Historical Commission continues to collaborate with the Salem Preser- vation Partners group on preservation activities including Preservation Month celebrations. Group is currently planning the second annual confer- ence related to protecting historic resources from climate change impacts. The Historical Commission issued 187 decisions on projects in local historic districts. The Commission reviewed and acted on 4 requests under the Demolition Delay Ordinance. The Commission provided letters of support for: City of Salem’s Application for Economic Adjustment Assistance Pro- gram Funding Mary Richard’s request for Massachusetts Historical Rehabilitation Tax credits Hamilton Hall Round 27 MPPF Application Salem Athenaeum Round 27 MPPF Application Community Preservation Act grant application for Women’s Friend Soci- ety request for window restoration Community Preservation Act grant application for Essex National Heri- tage request for slate roof restoration at Bakers Island Light Proposed changes to the City’s Demolition Delay Ordinance ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 614 Crescent Trust’s request for Massachusetts Historic Rehabilitation Tax Credits Harbor Point Properties LLC’s request for Massachusetts Historic Reha- bilitation Tax Credits Essex Street Lofts LLC’s request for Massachusetts Historic Rehabilitation Tax Credits James Sullivan’s request for Massachusetts Historic Rehabilitation Tax Credits North Shore Community Development Coalition requests for Massachu- setts Historic Rehabilitation Tax Credits The Commission provided comment letters for: The FY21 update of the Community Preservation Plan Comment letter to Salem Redevelopment Authority regarding renova- tion of 32 Church Street Comment letter to City Tree Warden regarding proposed tree plantings at City-owned historic properties Comment letter to the Planning Board regarding proposal under the Municipal & Religious Reuse Ordinance for 13 Hawthorne Boulevard Comment letter to the Planning Board regarding proposal under the Municipal & Religious Reuse Ordinance for 160 Federal Street ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 615 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Historic Commission - Personnel 16911 5111 Salaries-Full Time 30,678 31,510 31,904 31,904 38,439 32,724 32,724 820 2.57 30,678 31,510 31,904 31,904 38,439 32,724 32,724 820 2.57 Historic Commission - Expenditures 16912 5342 Postage 0 0 200 200 200 200 200 0 0.00 16912 5421 Office Supplies (Gen 58 17 90 175 90 90 90 0 0.00 16912 5583 Photography Supplies 0 0 180 250 180 180 180 0 0.00 16912 5710 In State Travel/Meetings 366 409 450 584 450 450 450 0 0.00 16912 5730 Dues And Sub 0 100 100 100 100 100 100 0 0.00 424 526 1,020 1,309 1,020 1,020 1,020 0 0.00 Department Total 31,103 32,037 32,924 33,213 39,459 33,744 33,744 820 2.49 Salaries-Full Time 96.98% Other 3.02% ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 616 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BREWSTER COLLEEN BOARD CLERK 9/1/17 1,485.00 B 2.75 12 3,600.00 1,485.00 1,485.00 GRAHAM DANIEL BOARD CLERK 5/3/21 B 12 3,600.00 - - KELLEHER PATRICIA STAFF PLAN/HIST AIDE 1/4/16 30,419.14 1,196.91 0.50 50.0% 31,239.43 31,239.43 31,239.43 31,904.14 0.50 Total Full Time 38,439.43 32,724.43 32,724.43 31,904.14 0.50 Department Total 38,439.43 32,724.43 32,724.43 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.14 FY 2022 0.50 FY 2023 0.50 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 617 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16912 Historical Comm-Expenses 5342 Postage Postage & labels as needed 200 200 [PHONE REDACTED] Postage Total 200 200 [PHONE REDACTED] Office Supplies (Gen General office supplies as needed 90 90 90 90 5421 Office Supplies (Gen Total 90 90 90 90 5583 Photography Supplies General photography supplies as needed 180 180 [PHONE REDACTED] Photography Supplies Total 180 180 [PHONE REDACTED] In State Travel/Meetings Mileage, parking fees and registration fees as needed 450 450 [PHONE REDACTED] In State Travel/Meetings Total 450 450 [PHONE REDACTED] Dues And Sub National Alliance of Preservation Commissions 100 100 [PHONE REDACTED] Dues And Sub Total 100 100 100 100 16912 Historical Comm-Expenses Total 1,020 1,020 1,020 1,020 ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 618 Sustainability & Resiliency Sustainability Mission Statement Why We Exist The Sustainability & Resiliency Department (“SRD”) oversees sustainability, energy, and resiliency efforts within the municipal government, either directly managing programs and projects or 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 as well as many of the other energy efficiency and sustain- ability goals. The mission of the Sustainability and Resiliency Department is to align, and in many cases exceed, the State of Massachusetts goal of carbon neutrality by 2050. Salem is a leader in Sustainability and Resiliency and we want to continue to be a leader in the face of climate change and achieving our 70+ climate action plan goals. Goals and Objectives These are just a few of the goals for FY23. The Department’s first goal would be to create their own action plan for next year. Here are some proposed goals for the coming year. Goal – Reduce Municipal Greenhouse Gas Emissions, Energy Use, and increase the use of Renewable Energy. Start Implementation of Energy Performance Contract for all City and School facilities, which will upgrade all energy using systems in facilities. Goal would be 40-50% reduction. Continue participating in demand response and utility incentive programs. Ensure all City projects receive incentives and maximize energy use reduc- tion. Goal – Equitable Outreach and Engagement with Salem Residents to Assist them in improving their sustainability and taking advantage of grants and other programs. MAPC – Community Training on Building Retrofits. MOU with National Grid to Increase use of Mass Save. Resilient Together – Distribute climate action tool kits to community groups, businesses, orgs. Increase participation of environmental justice and low-income communi- ties. Goal – To Reduce Overall Greenhouse Gas Emissions in the City of Salem Set up, manage and promote an online dashboard that is accessible to the Community. Track metrics for City projects, revenue, savings, and greenhouse gases. Work with residents and businesses to implement energy saving projects. Goal – Reduce Water Use, Increase Sustainable Food, and Increase sustainability in other important areas that affect the economic and well-being of residents and organizations This will be incorporated into toolkits. Community outreach concerning water use. Work to increase awareness of climate change and hazard mitigation plan- ning. Goal: Improve Salem’s Resiliency to current and future climate change Implement next phase for Deep dive watershed model, alternatives analy- sis and community engagement – design or implement solutions in the Point. Determine Plan for next “neighborhood watersheds”. Integrate resiliency into all City projects. Support Department’s transition to more sustainability transportation. Significant Budget & Staffing Changes For FY 2023 This year we have adjusted the staffing costs to show full year salaries, as new staff did not start until Sept. The staffing now reflects the grant funded posi- tions that we secured in FY22 and FY23. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 619 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, that would be $1.9M annually, or per capita around $40 a year. FY22 Accomplishments A Framework For Action - Resilient Together: Salem and Beverly’s Climate Action Plan The SRD team has been in contact with almost all city departments about Resilient Together and the climate actions, which include a broad range of action and team members. The SRD will be reaching out to additional staff members in the coming weeks to get an update on all actions and to begin quarterly update meet- ings with the “Salem Green Team” (in process of being formed – at least 1 staff member from each department). Greenhouse Gas Emissions Reductions & Increase of Renewable Energy New Municipal Aggregation ( Salem PowerChoice) contract was imple- mented City-Wide Developed a dashboard with the energy programs and revenue for the city, which includes the utility incentives revenue, demand response revenue, savings, and expenses related to energy efficiency. Created Electric and gas use report, which shows the trends over five years. More than 202 accounts were assessed, including gas and electric, from 2017 to 2021. The information is gathered in SharePoint, organized by tabs. All the departments have access to this data to prepare the budgets for the following year. For the Comprehensive Energy Project, developed a preliminary historical report which contains information about the facility profile of building characteristics, current conditions, equipment performance analysis, involving old town hall, fire, garage, library, and police department. An RFQ for a Comprehensive Energy Project will be released in April. Conducted a project for energy savings improvements in Horace Mann and Bates Schools. The project included improvements in transformers for both schools and lighting in Horace Mann. The plan estimated annual electrical savings for $7,786 and the city got a total incentive for $ 23,526. Completed solar PV training at Bertram Field and Forest River Park. The training included: system components safety, system description, opera- tion, maintenance, troubleshooting, and warranties. Finished two net zero energy buildings: Bertram Field and Forest River Outdoor Education and Nature Center Completed installation of public 5 new public electric charging stations (through grants, incentives, and small City contribution) Salerno Auto Center Bentley Elementary School Forest River Park Bertram Field Museum Place Garage Completed Fleet Electrification Assessment, February 2022. This provides a plan to transition our applicable fleet to electric vehicle s. Community Outreach, Engagement, and Education Efforts The sustainability staff members attended various webinars, workshops, and local group presentations throughout the fiscal year on topics related to climate change, energy reduction, environmental justice, equitable engagement, and project management skills. The Sustainability and Resiliency Coordinator was invited as a guest speaker on several local and regional panel discussions, including the 2020 SNEAPA conference, 2021 Essex County Greenbelt Film & Lecture Series, and the Salem Alliance for the Environment group, discussing how to engage in equitable climate solutions and sustainability projects that Salem is working on. The team has been actively ramping up outreach efforts, including: posting flyers in 20 businesses and parks around the point creating social media accounts for YouTube and TikTok approx. 40 social media posts (more if you count each individual platform) 4 tabling events, 60 climate corps signups, mostly Salem residents Pre- sentations Bridge Street Neck Neighborhood Association Salem Alliance for the Environment (26 attended, 39 registered) Joint/other Presentations CWEEL The Point Neighborhood Associations Resilient Together: The Point Community Forum #1 ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 620 E.love.ate Salem Farmers Market SCNA KidsFest Forest River “Sneak Peek” of Outdoor Recreation & Nature Center (100+ attended) 3 Bertram Field sustainability & history signs 7 Forest River Outdoor Recreation and Nature Center path signs Regional Partnerships & Ongoing Communication Efforts Ongoing Partnership with the City of Beverly The City of Salem was awarded a $50,000 MAPC grant in partnership with the City of Beverly to conduct a community engagement and training pro- gram on building energy retrofits beginning in July 2021. The City of Salem completed Rocky Mountain Institute’s 2020-2021 Build- ing Electrification Accelerator (BEA) program, which included meetings and weekly email messages between the RMI team and repre- sentatives from over 15 municipalities in MA. The mission of the BEA pro- gram is to lay the groundwork for implementing building electrification policy with content including legal pathways provided by your state and municipal law; addressing concerns from labor, equity, and other stake- holder groups; outreach, education, and community organizing best prac- tices; and lessons learned from existing policies. This work helped the sustainability staff and SERC members draft a strong Green Building Ordi- nance which is still currently being worked on. 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, renewable energy credit market, demand response, and other programs to help fund. These projects provide direct savings (efficiency, solar, etc.), as well as other reve- nue. A portion of those funds are used for the salaries for staff that are required in order to ensure payments under these 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 “Commu- nity Solutions” program with National Grid that if we meet our targets of saving 525,000 kWh and 20,000 therms, the City will get higher incentives on City projects. The following graphs show the program since 2018 unless otherwise stated. The Department also manages the Salem Power Choice Program This program allows the City to purchase aggregated energy supply on behalf o residents and small businesses. Our program has resulted in sig- nificant savings for residents, along with reduced emissions as we purchase cleaner energy supply. Rates should below are through December 2024 meter reads. Prices for National Grid change every six months, but current prices are shown for comparison. National grid meets the basic renewable electricity required by law. Salem PowerChoice, the City’s municipal electri- cal aggregation program, already provides 100% renewable electricity supply for participating homes and business. Since the program launched in January 2016, Salem PowerChoice participants have saved more than $2 million on electricity costs and, because of the program’s commitment to renewable electricity, reduced the city’s carbon footprint by more than 175,000 tons of CO2, which is the equivalent of removing 34,527 passenger vehicles from the road for one year. Because National Grid prices change and future prices are not known, future cost savings for PowerChoice par- ticipants compared with National Grid cannot be guaranteed. City of Salem Energy Supply: The City of Salem is able to purchase energy supply for all of its electric or gas accounts. The Department manages the procurement process for elec- tricity and gas. This bulk purchase results in significantly higher savings then if we went with National Grid. The fixed rate for general accounts is $0.10247/kWh. The fixed rate for the 7 school accounts is $0.0909/kWh PLUS Capacity, which equates to on average and estimated $0.1037/kWh. This saves over $400,000 annually. This includes a combination of Class I MA Renewable Energy Certificates (RECs) and National Wind RECs to cover its nearly 9.5 million kWh annual usage. Altogether, the RECs equate to a greenhouse gas emissions reduction comparable to removing 1,459 pas- senger cars from the road for a year or the CO2 emissions typically required to provide enough electricity annually to power 808 homes. In addition, staff organize and monitor energy use, finding issues and cred- its related to incorrect accounts or charges. These savings pass along to the Departments directly. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 621 ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 622 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Sustainability - Personnel 11791 5111 Salaries-Full Time 0 0 184,894 184,894 184,281 184,281 184,281 (613) (0.33) 11791 5113 Salaries-Part Time 0 0 0 0 26,676 26,676 26,676 26,676 0.00 0 0 184,894 184,894 210,957 210,957 210,957 26,063 14.10 Sustainability - Expenditures 11792 5306 Advertising 0 0 150 720 150 150 150 0 0.00 11792 5308 Appraisal Services 0 0 7,500 0 0 0 0 (7,500) (100.00) 11792 5317 Educational Training 0 0 5,000 3,755 2,250 2,250 2,250 (2,750) (55.00) 11792 5320 Contracted Services 0 0 0 7,500 12,000 12,000 12,000 12,000 0.00 11792 5381 Printing And Binding 0 0 100 400 100 100 100 0 0.00 11792 5421 Office Supplies (Gen 0 0 250 625 250 250 250 0 0.00 11792 5710 In State Travel/Meetings 0 0 200 200 200 200 200 0 0.00 11792 5730 Dues And Sub 0 0 1,090 1,090 1,750 1,750 1,750 660 60.55 0 0 14,290 14,290 16,700 16,700 16,700 2,410 16.86 Department Total 0 0 199,184 199,184 227,657 227,657 227,657 28,473 14.29 Contracted Services 5.27% Salaries-Full Time 80.95% Salaries-Part Time 11.72% Other 2.06% ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 623 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BISONO ESMERALDA Susainability & Resiliency Manager 02/12/20 52,000.00 1,000.00 1.00 1 100% 52,200.00 52,200.00 52,200.00 IDE JENNIFER Director 12/16/16 52,500.00 1,009.62 B 0.50 1 50% 54,282.96 54,282.96 54,282.96 ATCHISONKILB STACY Sustainability Engagement Coordinator 8/2/2021 42,100.00 961.54 1.00 1 100% 50,192.39 50,192.39 50,192.39 PINEDA GINETH Energy Manager 11/2/2021 15,630.00 528.85 0.50 1 100% 27,605.71 27,605.71 27,605.71 11791-5111 162,230.00 3.00 Total Full Time - 5111 184,281.06 184,281.06 184,281.06 VACANT Administrative Accountant 10/5/2021 22,663.50 435.84 0.50 1 100% 26,676.00 26,676.00 26,676.00 11791-5113 22,663.50 0.50 Total Part Time - 5113 26,676.00 26,676.00 26,676.00 184,893.50 3.50 Department Total 210,957.06 210,957.06 210,957.06 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.00 FY 2022 3.50 FY 2023 3.50 Variance 22 vs. 23 0.00 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant IDE JENNIFER SUSTAINABILITY 11791-5111 Director 0.50 54,282.96 Capital Projects Various CIP 0.50 54,282.96 PINDEA G. VANESSA SUSTAINABILITY 11791-5111 Energy Manager 0.50 27,605.71 Revolving Funds 23773-5111 0.50 27,605.71 MALSTROM CHRISTOPHER SUSTAINABILITY Grant Lead Outreach Coordinator 0.50 11,050.00 NEW HIRE SUSTAINABILITY Grant Energy Advocate 0.50 22,950.00 ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 624 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 11792 SUSTAIN/RESILIENCY EXPENSES 5306 Advertising Related to promotion of Mass Save, Resilient Together, Municipal Agg, Sustainability Programs, etc. 150 150 [PHONE REDACTED] Advertising Total 150 150 [PHONE REDACTED] Educational Training Other Depts training related to Sustainability, Energy Efficiency, etc. 2,500 500 500 500 supports BOC, ACEEE, NESEA, usgbc, etc. for internal staff and other Dept’s. Internal 2,500 1,750 1,750 1,750 5317 Educational Training Total 5,000 2,250 2,250 2,250 5320 Contracted Services Contracted services related to Resilient Together dashboard, reporting, and calculations. Sustainability related contracted services. 0 8,000 8,000 8,000 Intern/Ambassador Program (1 interns for 12 weeks each Fall, Spring, Summer 10 hr. per week - Paid contract. 7,500 4,000 4,000 4,000 5320 Contracted Services Total 7,500 12,000 12,000 12,000 5381 Printing And Binding Business Cards, Envelopes, Notices, Mailers etc 100 0 0 0 Business Cards, Envelopes, Notices, Mailers etc. 0 100 [PHONE REDACTED] Printing And Binding Total 100 100 [PHONE REDACTED] Office Supplies (Gen General Office Supplies as needed 250 250 [PHONE REDACTED] Office Supplies (Gen Total 250 250 [PHONE REDACTED] In State Travel/Meetings Registrations and travel expenses for meetings and seminars 200 200 [PHONE REDACTED] In State Travel/Meetings Total 200 200 [PHONE REDACTED] Dues And Sub MAFMA 500 500 500 500 Project Management Institute 140 0 0 0 USGBC 450 0 0 0 Dues for Power Options 0 1,000 1,000 1,000 Other dues 0 250 [PHONE REDACTED] Dues And Sub Total 1,090 1,750 1,750 1,750 11792 SUSTAIN/RESILIENCY EXPENSES Total 14,290 16,700 16,700 16,700 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 625 Public Services General Admin Mission Statement Why We Exist The Department of Public Services (DPS) provides professional quality mainte- nance, repair and construction services while maintaining ninety (90) miles of streets, thirty-two (32) parks, twenty-eight (28) playgrounds, forty-two (42) common areas and five cemeteries. DPS is also responsible for the ongoing maintenance of the water, sewer and drainage systems, and the city vehicle fleet and equipment. Additionally, the DPS is responsible for prompt response to all snow, ice and other inclement weather emergencies and situations. The department also enforces water, sewer and snow by-laws. Lastly, we play a significant role in the daily operation of other city departments in responding to requests for service. The department budget is divided into four divisions: Public Works (General Administration), Snow and Ice, and Water and Sewer Enterprise. Goals and Objectives Continue to modify the CitiStat program to establish performance stan- dards for most DPS work and expand to include other City Departments. 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 Contractor who shall maintain parks and open space during peak season. A city wide 311 System is anticipated to launch April 2021. The 311 System will allow for residents within city limits to dial 311 and have their call answered in one central department. Constituent Service Advisor will be educated in multiple departments and be able to answer most questions a constituent will have. Continue to work with planning office to assist the restaurant community to set up safe eateries to help stabilize local business. Work with traffic, planning, and engineering on setting up safe bike lanes, multi-use pathways throughout the city and maintaining them. Working with PTO groups and the school administration on setting up out- door classrooms throughout district. Working with Park and Recreation on making ADA improvements accord- ing to the ADA transition plan throughout city parks. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals During the past year the Department continued to track work, while hold- ing personnel and contractors accountable for the work performed using the CitiStat, SCF systems and other established methods. The department continues to evaluate ongoing means and methods of work being done to establish the best method of accomplishing work whether through Department personnel, contractors, seasonal hires or vol- unteers. Work continues to identify capital needs in the short and long term and to identify the best means to meet those needs of equipment which in some instances is dangerously close to the end of its useful life. ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 626 Significant Budget & Staffing Changes For FY 2023 DPS is requesting one Full Time Employees (FTE) for the Motor poll divi- sion. This position will help us continue to improve customer relations, city- wide motor fleet operations and efficiencies related to inventory control for Engineering and DPS. Recent Accomplishments Continued restructuring of the department to improve efficiency. Personnel continue to be cross trained on many levels resulting in an effi- cient operation where we can assign employees within the division where needed. The Street Division repaired sidewalks at one hundred eighty-two (182) locations. The Sign Division repaired or added over two hundred-two (202) signs. The department continues to inspect and conduct sidewalk work on side- walks identified as high priority and fixing them. DPS continues to utilize the CitiStat program to document and measure work and performance metrics throughout the department. Meetings are held to review the data and discuss ways to improve operations based on information being provided. DPS added Street-Sweeping-Central Street to our webpage that explains our improved 2022 sweeping program. The new program continued the annual city-wide spring and fall sweeping effort and added more frequent (every third Wednesday) sweeping in the downtown area from April to September. DPS continued to use See-Click-Fix (SCF) as the primary tool. With this additional tool our staff has resolved over 2,000 requests from residents. In addition, our work order management system allowed us to repair an addi- tional six hundred forty-five (645) items in the City. Department employees and contractors continued to paint crosswalks, stop bars and centerlines. The department continues to work with engineering to deliver 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 2022. The Haunted Happenings events were successful with the DPS providing preparation and cleanup for many activities. This department also pro- 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 2022 we expect the tonnage to be close to 200 tons, compared with last year’s tonnage of 150 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 2021. The city recently was re-designated as a “Tree City USA” in recognition of the City’s commitment to a cleaner, safer environment with the aid of its beautiful trees throughout the city. The Open Space Division continues to help in removing illegally dumped items throughout the city. Between DPS Open Space Division employees and contractors, we have made improvements to the overall cleanliness of the downtown area. Worked with John Andrew to set up parklets and safe eateries to benefit our restaurant community. ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 627 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Street Sidewalk Repairs 106 109 123 115 Pothole Fills (Repairs) 390 584 628 650 Catch Basin Repairs 14 15 37 30 Sink Holes 25 41 45 35 Trenches 11 41 85 55 Sign Repair 100 120 202 185 Trees/Open Space/Cemetery Trees Planted 55 120 130 120 Full Burials and Fy 21 had 65 cremations 61 51 69 72 Foundations 67 70 70 70 Lots Sold 49 55 41 50 Contracted Services 21.10% Equipment 3.15% Gasoline/Diesel Fuel 1.90% Gen Pw Improvements 1.90% Overtime (General) 3.64% Police Detail 1.90% Renovation & Repairs 1.63% Salaries-Full Time 44.34% Seasonal Labor 4.09% Spraying And Removal 6.80% Vehicle Prts & Acces 2.15% Other 7.40% ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 628 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 14111 5111 Salaries-Full Time 1,421,784 1,326,235 1,607,827 1,509,327 1,829,065 1,630,764 1,630,764 22,937 1.43 14111 5113 Salaries-Part Time 38,418 22,371 42,718 27,718 43,310 43,310 43,310 592 1.39 14111 5118 Seasonal Labor 69,934 82,170 150,400 150,400 150,400 150,400 150,400 0 0.00 14111 5131 Overtime (General) 149,805 156,275 134,000 228,000 152,000 134,000 134,000 0 0.00 1,679,941 1,587,051 1,934,945 1,915,445 2,174,775 1,958,474 1,958,474 23,529 1.22 General Admin - Expenditures 14112 5211 Electricity 11,990 7,653 10,000 11,347 10,000 10,000 10,000 0 0.00 14112 5215 Natural Gas 5,375 4,112 7,000 9,888 7,000 7,000 7,000 0 0.00 14112 5216 Oil Heat 4,565 0 7,000 4,500 2,800 2,800 2,800 (4,200) (60.00) 14112 5241 Building Maint-Dpw 19,527 12,714 19,800 25,930 22,000 22,000 22,000 2,200 11.11 14112 5249 Ground Maintenance- Cemetery 3,243 2,846 3,800 3,971 5,000 3,800 3,800 0 0.00 14112 5249R Ground Maint-Parks & Rec 25,284 25,075 40,000 44,696 46,800 46,800 46,800 6,800 17.00 14112 5253 Radio Maint & Parts 1,200 1,300 1,300 1,300 2,100 2,100 2,100 800 61.54 14112 5270 Rental & Lease 2,400 24,086 30,400 36,008 30,400 30,400 30,400 0 0.00 14112 5301 Police Detail 49,608 57,659 70,000 61,835 97,000 70,000 70,000 0 0.00 14112 5304 Professional Serv/Fees 6,276 7,533 9,600 9,600 9,600 9,600 9,600 0 0.00 14112 5317 Educational Training 1,030 3,321 4,000 4,344 4,000 4,000 4,000 0 0.00 14112 5320 Contracted Services 522,652 408,951 591,000 762,177 851,000 776,000 776,000 185,000 31.30 14112 5341 Telephone 7,040 5,526 9,000 12,474 9,000 9,000 9,000 0 0.00 14112 5383 Burial Services 54,667 53,558 0 50,617 0 0 0 0 0.00 14112 5391 Tree Planting, Removal & Maint 239,476 118,175 250,000 378,455 250,000 250,000 250,000 0 0.00 14112 5421 Office Supplies (Gen 1,991 2,000 2,000 2,000 2,000 2,000 2,000 0 0.00 14112 5451 Custodial Supplies 2,628 3,000 3,000 3,000 3,000 3,000 3,000 0 0.00 14112 5461 Grounds Maint & Supplies 9,675 7,326 9,700 12,074 29,700 9,700 9,700 0 0.00 14112 5481 Gasoline/Diesel Fuel 62,415 35,365 70,000 69,868 70,000 70,000 70,000 0 0.00 14112 5483 Vehicle Parts-Dpw 69,111 31,383 79,000 89,471 81,370 79,000 79,000 0 0.00 14112 5483A Vehicle Parts-Police 20,056 19,986 20,000 20,000 20,600 20,000 20,000 0 0.00 14112 5483B Vehicle Parts-Other 15,804 15,250 17,700 20,150 18,231 17,700 17,700 0 0.00 14112 5485 Street Sweeping & Brooms 52,843 16,415 18,500 21,044 18,500 18,500 18,500 0 0.00 14112 5710 In State Travel/Meetings 940 926 1,000 1,074 1,000 1,000 1,000 0 0.00 14112 5717 Prof License Reimb 3,529 1,111 7,400 7,400 7,400 7,400 7,400 0 0.00 14112 5730 Dues And Sub 375 494 2,000 2,475 2,000 2,000 2,000 0 0.00 14112 5843 Improvements Pw & Park 67,671 61,466 70,000 88,055 72,100 70,000 70,000 0 0.00 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 629 14112 5846 Repairs/Renov/Sidewalks 39,729 36,113 60,000 63,886 62,000 60,000 60,000 0 0.00 14112 5860 Equipment Purchase & Repair 116,096 7,605 116,496 222,929 116,000 116,000 116,000 (496) (0.43) 1,417,197 970,950 1,529,696 2,040,569 1,850,601 1,719,800 1,719,800 190,104 12.43 Department Total 3,097,138 2,558,001 3,464,641 3,956,014 4,025,376 3,678,274 3,678,274 213,633 6.17 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 630 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 NIEMAN KATHERINE GENERAL FOREMAN 03/12/17 73,902.40 1,423.08 1.00 34% 74,284.78 74,284.78 74,284.78 JODOIN RAYMOND OPERATIONS MANAGER 01/29/07 31,870.09 611.71 0.34 34% 31,931.26 31,931.26 31,931.26 KNOWLTON DAVID City Engineer-DPS Director 05/22/07 20,785.82 423.90 0.17 34% 22,767.97 22,767.97 22,767.97 LEBLANC ROBERT GENERAL FOREMAN 06/03/19 776.69 511.83 0.34 34% 26,717.53 26,717.53 26,717.53 SANTOS SHAUN MANAGEMENT ANALYST 8/20/2018 26,315.19 505.09 0.34 34% 26,365.70 26,365.70 26,365.70 NEW SENIOR FLEET FOREMAN - - 0.34 34% 25,598.08 25,598.08 25,598.08 AFSCME 1,454,176.49 27.04 Total AFSCME 1818 1,423,098.92 1,423,098.92 1,423,098.92 14111-5111 1,607,826.68 29.57 Total Full Time - 5111 1,630,764.23 1,630,764.23 1,630,764.23 RYAN KELLY PT ADMIN ASSISTANT 1/4/11 18,550.73 19,141.74 P 0.54 19 hours per wk 19,141.74 19,141.74 19,141.74 TRANSFER STATION/ON CALL ON CALL 24,168.00 - P 0.06 2 hours per wk 24,168.00 24,168.00 24,168.00 TRANSFER STATION ATTENDENT - - - - - 14111-5113 42,718.73 0.60 Total Part Time - 5113 43,309.74 43,309.74 43,309.74 SEASONAL LABOR- OS 15,000.00 15,000.00 25,000.00 25,000.00 25,000.00 SEASONAL-Park 15,000.00 15,000.00 25,000.00 25,000.00 25,000.00 SEASONAL -Park Trash Weekends - - - - - WKEND/SEASONAL TRASH 96,000.00 96,000.00 100,400.00 100,400.00 100,400.00 TRANSFER STATION 9,400.00 9,400.00 - - - Seasonal Operation Clean Sweep 15,000.00 15,000.00 - - - OTHER SEASONAL - - - - - 14111-5118 150,400.00 Total Seasonal - 5118 150,400.00 150,400.00 150,400.00 Overtime-Park & Buildings 24,000.00 24,000.00 24,000.00 24,000.00 24,000.00 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 631 Overtime-Public Services 30,000.00 30,000.00 30,000.00 30,000.00 30,000.00 Overtime-Haunted Happenings 32,000.00 32,000.00 50,000.00 32,000.00 32,000.00 Overtime-Cemetery & Trees 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 Overtime-Motor Pool 8,000.00 8,000.00 8,000.00 8,000.00 8,000.00 14111-5131 134,000.00 Total Overtime - 5131 152,000.00 134,000.00 134,000.00 1,934,945.41 30.17 Department Total 1,976,473.97 1,958,473.97 1,958,473.97 LEBLANC ROBERT General Foreman 0.34 34% 26,714.29 26,714.29 0.33 33% 25,928.58 25,928.58 0.33 33% 25,928.58 25,928.58 JODOIN RAYMOND Operations Manager 0.34 34% 31,932.20 31,932.20 0.33 33% 30,993.02 30,993.02 0.33 33% 30,993.02 30,993.02 Neiman Katie General Foreman 0.34 100% 75,773.52 75,773.52 0.33 0% - - 0.33 0% - - Vacant Senior Fleet Foreman 0.34 34% 25,597.59 25,597.59 0.33 33% 24,844.72 24,844.72 0.33 33% 24,844.72 24,844.72 SANTOS SHAUN MANAGEMENT ANALYST 0.34 34% 26,362.88 26,362.88 0.33 33% 25,587.50 25,587.50 0.33 33% 25,587.50 25,587.50 401,088.10 401,088.10 Snow & Ice OVERTIME (GENERAL) 50,000.00 50,000.00 50,000.00 50,000.00 - Department Total 50,000.00 General Fund FTE Full-Time Equivalent Employees: FY 2021 26.86 FY 2022 24.82 FY 2023 30.17 Variance 22 vs. 23 5.35 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 632 FTE Full-Time Equivalent Employees: FY 2021 0.00 FY 2022 0.00 FY 2023 0.00 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ALBERT MICHAEL WORKING FOREMAN 03/06/ 2000 1 60,545.41 1.00 1,185.33 61,874.23 3 61,874.23 61,874.23 61,874.23 BEZZATI JOHN HEO RETIRED - - BRODEUR TALON LABORER 6-28-21 1 - 1.00 872.05 45,521.01 1 6/28/ 2022 $ 31.82 51 1.0 45,552.83 45,552.83 45,552.83 CASTONGUA Y WILLIAM WORKING FOREMAN 4/7/15 1 60,544.89 1.00 1,185.33 61,874.23 3 61,874.23 61,874.23 61,874.23 CLEARY JAMES WORKING FOREMAN RETIRED - - CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 - 0.34 411.74 21,492.83 2 4/12/ 2023 $ 15.43 7.0 45.2 22,190.38 22,190.38 22,190.38 CONDON DEREK MASON 9/8/ 2000 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 COSTA CARLOS LABORER 8/17/ 2015 1 47,854.89 1.00 936.89 48,905.66 3 48,905.66 48,905.66 48,905.66 CRONIN DAVID WORKING FOREMAN RETIRED - - DONADIO DOMINIC TRAFF MAINT/ SIGN PAINTER RETIRED - - DALLY MICHAEL ME REPAIR 7-12-21 1 - 0.34 371.27 19,380.29 1 7/12/ 2022 $ 13.80 1.0 51.2 20,086.88 20,086.88 20,086.88 DONAHUE TYLER HMEO II/III 5/21/ 2018 1 54,386.47 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 GAROZZO JOSEPH ME REPAIR RETIRED - - FRITZ ADAM LABORER 11/2/ 2020 1 45,574.62 1.00 903.85 47,180.97 2 11/2/ 2022 $ 33.07 19 33.1 48,275.59 48,275.59 48,275.59 GUERRERO HENRY LABORER 3/2/ 2020 1 45,075.90 1.00 943.94 49,273.67 1 11/1/ 2022 $ 34.74 18 34.4 50,468.73 50,468.73 50,468.73 GREEN ANN MARIE PRINCIPAL ACCT CLERK TRANSFE RRED - - HENDERSO N SCOTT HEO RETIRED - - HUGHES BRIAN HEAD FOREMAN 0408199 6 1 66,585.88 1.00 1,303.60 68,047.92 3 68,047.92 68,047.92 68,047.92 LEVENTIS ANDREW HMEO I/II 11/5/ 2018 1 51,830.64 - 1,092.52 - 3 - - ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 633 LEVESQUE JAMES St/Sidewalk Foreman 0621199 9 1 20,585.23 0.34 403.01 21,037.12 3 21,037.12 21,037.12 21,037.12 LEVESQUE LOUIS ME REPAIR RETIRED - - LINTON GARCIA HEO 8/12/ 2013 1 51,830.64 1.00 1,014.73 52,968.91 3 52,968.91 52,968.91 52,968.91 MACDONAL D WILLIAM HMEO 6/12/ 2012 1 51,830.64 1.00 1,014.73 52,968.91 3 52,968.91 52,968.91 52,968.91 MARINO PAUL HEAD FOREMAN II/III 7/23/ 1998 1 22,639.01 0.34 443.22 23,136.08 3 23,136.08 23,136.08 23,136.08 MARTINEAU RICHARD MAINT CRAFTS 8/21/ 2000 1 51,830.64 1.00 1,014.73 52,968.91 3 52,968.91 52,968.91 52,968.91 NADEAU ADAM ME REPAIR RETIRED - MORENCY RYAN LABORER 6/7/ 2021 1 - 1.00 872.05 45,521.01 2 6/7/ 2022 $ 33.07 49 3.0 45,521.01 45,521.01 45,521.01 NIEMAN KATHERINE HMEO 3/13/ 2017 1 55,804.31 - - OBRIEN JAMES TREE CLIMBER 3/13/ 2006 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 OSGOOD JASON LABORER 06/24/ 19 1 49,784.15 1.00 978.64 51,085.01 2 9/14/ 2022 36.07 6 46.1 52,747.84 52,747.84 52,747.84 OSGOOD STEPHEN PESTICIDE GROUNDSKEEPER 6/2/14 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 PAGLIARO BRETT LABORER RETIRED 1 16,880.36 - - PSZENNY BRIAN PRIN ACCT 02/18/ 2020 2 16,402.39 0.34 325.92 17,013.02 3 17,013.02 17,013.02 17,013.02 REALE THEODORE LABORER 7/1/ 2016 1 47,854.89 1.00 936.89 48,905.66 3 48,905.66 48,905.66 48,905.66 REYES DANNY LABORER 12/17/ 2021 1 - 1.00 872.05 45,521.01 1 12/ 17/ 2022 $31.82 26 26.0 46,348.33 46,348.33 46,348.33 RICHTER TIMOTHY TREE CLIMBER 7/24/ 2017 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 RIVERA CHRISTIAN ME REPAIR TERMAN ATED 1 19,222.30 - - ROBINSON JOHN HMEO 03/02/ 2020 1 48,796.99 1.00 1,053.44 54,989.57 2 11/1/ 2022 39.08 18 34.4 56,333.92 56,333.92 56,333.92 ROONEY MARK HEMO CEM RETIRED - - SMITH MICHAEL MAINT CRAFTS RETIRED - - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 30,582.47 0.34 399.35 20,846.07 3 20,846.07 20,846.07 20,846.07 STANWOOD DANIEL WORKING FOREMAN 12/4/ 1999 1 60,544.89 1.00 1,185.33 61,874.23 3 61,874.23 - Torres Kevin HEMO 4-4- 2022 1 1.00 943.92 49,272.62 1 4/4/ 2023 34.74 39.0 13.0 49,724.24 49,724.24 49,724.24 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 634 Todd Curtis HEO 4-25- 2022 1 1.00 1,015.88 53,028.94 1 4/25/ 2023 37.56 43.0 9.0 53,366.98 53,366.98 53,366.98 WALSH CONNER LABORER 12-28- 21 1 - 1.00 872.05 45,521.01 1 12/ 28/ 2022 $31.82 27 25.0 46,316.51 46,316.51 46,316.51 WILTSHIRE DAMION HEO STREET 11-1-21 1 - 1.00 1,015.89 53,029.46 1 11/1/ 2022 $37.56 24 28.0 53,029.46 53,029.46 53,029.46 VACANT TREE CLIMBER 51,889.52 - - - - - - VACANT HEMO STREET 48,213.86 - - - - - - VACANT HEMO STREET 51,889.52 - - - 51,889.52 - - VACANT HEMO STREET 21,031.21 - - - 21,031.21 - - VACANT Laborer Park 44,541.85 - - - 44,541.85 - - VACANT ME REPAIR 18,963.88 - - - 18,963.88 - - VACANT ME REPAIR - - - - - - LICENCES 13,441.80 13,441.80 13,441.80 13,441.80 13,441.80 OUT OF GRADE PAYS 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 1,454,176.49 27.04 1,475,827.85 1,621,399.60 1,423,098.92 1,423,098.92 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant LEBLANC ROBERT Public Services 14111-5111 General Foreman 0.34 26,714.29 Sewer Fund [PHONE REDACTED] 0.33 25,928.58 Water Fund [PHONE REDACTED] 0.33 25,928.58 JODOIN RAYMOND Public Services 14111-5111 Operations Manager 0.34 31,932.20 Sewer Fund [PHONE REDACTED] 0.33 30,993.02 Water Fund [PHONE REDACTED] 0.33 30,993.02 Neiman Katie Public Services 14111-5111 General Foreman 0.34 75,773.52 Sewer Fund [PHONE REDACTED] 0.33 - Water Fund [PHONE REDACTED] 0.33 - Vacant Public Services 14111-5111 Senior Fleet Foreman 0.34 25,597.59 Sewer Fund [PHONE REDACTED] 0.33 24,844.72 Water Fund [PHONE REDACTED] 0.33 24,844.72 SANTOS SHAUN Public Services 14111-5111 MANAGEMENT ANALYST 0.34 26,362.88 Sewer Fund [PHONE REDACTED] 0.33 25,587.50 Water Fund [PHONE REDACTED] 0.33 25,587.50 401,088.10 Snow & Ice PUBLIC SERVICES 14231-5131 OVERTIME (GENERAL) 50,000.00 - 50,000.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 635 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 14112 Public Services/General-Exp 5211 Electricity National Grid - poles 10,000 10,000 10,000 10,000 5211 Electricity Total 10,000 10,000 10,000 10,000 5215 Natural Gas Direct Energy Market, National Grid and UGI 7,000 7,000 7,000 7,000 5215 Natural Gas Total 7,000 7,000 7,000 7,000 5216 Oil Heat Booma - Yearly Maintenance for 4 oil burners 400 400 400 400 PC/VAULTS OR LOTS TO SUPPLEMENT (8,300) (8,300) (8,300) (8,300) Stadium Oil - Burner service for City Hall and Old Town Hall 700 700 700 700 Stadium Oil - Oil heat for 93 Washington street 5,000 5,000 5,000 5,000 Stadium Oil - Oil Heat for chapel 800 0 0 0 Stadium Oil - Oil heat for maintenance garages ($1,100.00 x 6 months) 6,600 5,000 5,000 5,000 Stadium Oil - Oil Heat for office ($300.00 x 6 months) 1,800 0 0 0 5216 Oil Heat Total 7,000 2,800 2,800 2,800 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 0 22,000 22,000 22,000 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 19,800 0 0 0 5241 Building Maint-Dpw Total 19,800 22,000 22,000 22,000 5249 Ground Maintenance-Cemetery ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 636 5249R Ground Maint-Parks & Rec Danvers Farm & Home, Home Depot, Winer, Maestranzi, Northeast, Rent All 3,800 5,000 3,800 3,800 5249 Ground Maintenance-Cemetery Total 3,800 5,000 3,800 3,800 Fastenal, FWW, Hayden, John Deer, Lesco, Motor Parks, , Northeast, J.C Fence, Rent All, Shrewsbury, Stateline, Site One, home depot, sandmark hard wear 10,000 8,000 8,000 8,000 beach cleaning Mc Ginnis Paving memorial day to labor day every two weeks 10,000 10,300 10,300 10,300 Coast Maintenance& Future Supply Park and rec facility supplies ( lime, paint surface ) 4,000 0 0 0 forest river / Mack park bathrooms cleaning services S& J Services/ Citron cleaning 16,000 14,000 14,000 14,000 Forest river seed and fertilize program for base ball field 50/50 split with park and rec 0 2,500 2,500 2,500 Home depot , coast maintance Park and rec facility supplies ( trash bags rubber bans, trash pickers ) 0 3,500 3,500 3,500 McGrath Field seed and Fertilizer program 50/50 split with park and rec 0 8,500 8,500 8,500 5249R Ground Maint-Parks & Rec Total 40,000 46,800 46,800 46,800 5253 Radio Maint & Parts Northeast Two-Way - Radio repair and service 1,300 0 0 0 Northeast Two-Way -rental of two way radio repeater 0 2,100 2,100 2,100 5253 Radio Maint & Parts Total 1,300 2,100 2,100 2,100 5270 Rental & Lease Rags, Gloves, Goggles & Safety Equipment 900 900 900 900 Rain gear - 15 @ $100 per union contract Article 20 section A the city agrees to provide all material, equipment and tools to preform the duties assigned to them . 1,500 1,500 1,500 1,500 UNIFORMS Article 20 section B the city agrees to provide uniforms to union employees (Moved from HR) 28,000 28,000 28,000 28,000 5270 Rental & Lease Total 30,400 30,400 30,400 30,400 5301 Police Detail Details for line painting, street open, paving 22,000 22,000 22,000 22,000 Details for street sweeping 42,000 42,000 42,000 42,000 Details for tree work 6,000 6,000 6,000 6,000 Police details needed for fall leave clean up 0 27,000 0 0 5301 Police Detail Total 70,000 97,000 70,000 70,000 5304 Professional Serv/Fees Bobs Tire Company, David Porter, HAWK, Leahy Landscape, Mitchell, Rockport, Safety Clean, Tank ology 9,600 9,600 9,600 9,600 5304 Professional Serv/Fees Total 9,600 9,600 9,600 9,600 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 637 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 4,000 5317 Educational Training Total 4,000 4,000 4,000 4,000 5320 Contracted Services Overhead door main, etc. at DPS 5 Jefferson Ave 18,000 18,000 18,000 18,000 artist row bathroom cleaning and stock 14,000 14,000 14,000 14,000 Downtown Maintenance / cleaning services 49,000 150,000 150,000 150,000 Line Painting 65,000 67,000 67,000 67,000 Lot Maintenance spoil piles stored at dpw facility and transfer station logs and wood chips 125,000 125,000 125,000 125,000 Mowing and maintenance of Open Spaces 195,000 237,000 237,000 237,000 ROCA services 125,000 125,000 125,000 125,000 Lapin Park restoration 0 75,000 0 0 Weekend coverage and staffing to operate transfer station 0 40,000 40,000 40,000 5320 Contracted Services Total 591,000 851,000 776,000 776,000 5341 Telephone Rockport Technology - Telephone system maintenance 3,000 3,000 3,000 3,000 T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 6,000 6,000 6,000 6,000 5341 Telephone Total 9,000 9,000 9,000 9,000 5391 Tree Planting, Removal & Maint Emergency Services 15% 20,000 20,000 20,000 20,000 Equipment Maint. And purchase 5,000 5,000 5,000 5,000 Removal of hazard tree 35% 75,000 75,000 75,000 75,000 tree planting and after care 40% 150,000 150,000 150,000 150,000 5391 Tree Planting, Removal & Maint Total 250,000 250,000 250,000 250,000 5421 Office Supplies (Gen General office supplies as needed, including Belmont Springs 2,000 2,000 2,000 2,000 5421 Office Supplies (Gen Total 2,000 2,000 2,000 2,000 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 638 5451 Custodial Supplies Coast Maintenance - Custodial supplies 6,700 0 0 0 Coast Maintenance, DPS building supplies 3,000 3,000 3,000 3,000 Delandes Supply - Electrical supplies 300 0 0 0 State Chemical - Custodial chemicals 1,000 0 0 0 Winer Brothers - Misc. supplies 1,000 0 0 0 5451 Custodial Supplies Total 12,000 3,000 3,000 3,000 5461 Grounds Maint & Supplies One Way Lumber, Winer, home depot, northeast nursery, 9,700 9,700 9,700 9,700 Planting material for downtown b5 district 0 20,000 0 0 5461 Grounds Maint & Supplies Total 9,700 29,700 9,700 9,700 5481 Gasoline/Diesel Fuel Burke - Diesel per state bid 60,000 60,000 60,000 60,000 Global Companies - Unleaded per the state bid 10,000 10,000 10,000 10,000 5481 Gasoline/Diesel Fuel Total 70,000 70,000 70,000 70,000 5483 Vehicle Parts-Dpw 5483A Vehicle Parts-Police All Welding, CC Auto, Goodyear, J’s Warehouse, Schmidt, Motor Part Sales, etc. 79,000 81,370 79,000 79,000 5483B Vehicle Parts-Other C&C Auto, Goodyear, Kelly Jeep, Liberty Chevrolet, Lyons Enterprises, Stoneham, etc. 20,000 20,600 20,000 20,000 Bouchard & Sons, C&C, Goodyear, Hub Starters 17,700 18,231 17,700 17,700 5483 Vehicle Parts-Dpw Total 79,000 81,370 79,000 79,000 5483A Vehicle Parts-Police Total 20,000 20,600 20,000 20,000 5483B Vehicle Parts-Other Total 17,700 18,231 17,700 17,700 5485 Street Sweeping & Brooms Brooms, gutter brooms, misc. parts , Contractors include Atlantic Broom, CN Wood, J’s Automotive 18,500 18,500 18,500 18,500 5485 Street Sweeping & Brooms Total 18,500 18,500 18,500 18,500 5710 In State Travel/Meetings Tolls, Parking, Seminars 1,000 1,000 1,000 1,000 5710 In State Travel/Meetings Total 1,000 1,000 1,000 1,000 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 639 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 2,400 2,400 2,400 Reimbursement for operator licenses as per AFSCME agreement: to maintain license 5,000 5,000 5,000 5,000 5717 Prof License Reimb Total 7,400 7,400 7,400 7,400 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 2,000 5730 Dues And Sub Total 2,000 2,000 2,000 2,000 5843 Improvements Pw & Park 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 72,100 70,000 70,000 5843 Improvements Pw & Park Total 70,000 72,100 70,000 70,000 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 60,000 60,000 60,000 Signage needed for leaf pick up fall 0 2,000 0 0 5846 Repairs/Renov/Sidewalks Total 60,000 62,000 60,000 60,000 5860 Equipment Purchase & Repair emergency purchase of equipment 9,800 36,000 36,000 36,000 Final year of three year lease on two new pieces snow equipment (approved 2/ 20/18) 106,696 0 0 0 dps camra install at DPS facility for safety and security 0 30,000 30,000 30,000 motor pool upgrades 0 10,000 10,000 10,000 time clock improvements 0 40,000 40,000 40,000 5860 Equipment Purchase & Repair Total 116,496 116,000 116,000 116,000 14112 Public Services/General-Exp Total 1,538,696 1,850,601 1,719,800 1,719,800 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 640 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 road- ways 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. How FY 2023 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 2023 No significant budget or staffing changes for FY 2023. Recent Accomplishments Improved oversight of contractor services; increased supervision and spot checking of the condition of city roads during snow events. Continued utilization of reverse 911 and web site for up-to-date snow emergency related announcements. Continued use of SnowOps software to schedule employees and 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. DPS added a Snow-Central page to our webpage that explains our improved 2020 snow & ice program. The webpage includes an updated ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 641 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. ---PAGE BREAK--- Departmental Budgets Public Services FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 642 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Snow & Ice - Personnel 14231 5131 Overtime (General) 49,058 98,557 50,000 50,000 50,000 50,000 50,000 0 0.00 49,058 98,557 50,000 50,000 50,000 50,000 50,000 0 0.00 Snow & Ice - Expenditures 14232 5244 Vehicle Repair And M 83,591 129,189 32,000 32,000 32,000 32,000 32,000 0 0.00 14232 5292 Snow Removal 363,803 819,486 115,000 1,605,612 115,000 115,000 115,000 0 0.00 14232 5292S Snow Remov/Sand-School 47,278 71,858 80,000 80,000 80,000 80,000 80,000 0 0.00 14232 5341 Telephone 8,941 1,921 10,930 10,930 10,930 10,930 10,930 0 0.00 14232 5429 Misc Supplies 49,136 88,199 34,600 34,600 34,600 34,600 34,600 0 0.00 14232 5481 Gasoline/Diesel Fuel 77,031 82,227 20,000 20,000 20,000 20,000 20,000 0 0.00 14232 5534 Salt 166,766 231,547 103,405 103,405 103,405 103,405 103,405 0 0.00 14232 5535 Caclium Chloride 9,819 6,383 5,000 5,000 5,000 5,000 5,000 0 0.00 14232 5536 Sand 2,090 1,462 8,000 8,000 8,000 8,000 8,000 0 0.00 808,455 1,432,270 408,935 1,899,547 408,935 408,935 408,935 0 0.00 Department Total 857,512 1,530,827 458,935 1,949,547 458,935 458,935 458,935 0 0.00 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 643 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 32,000 5244 Vehicle Repair And M Total 32,000 32,000 32,000 32,000 5292 Snow Removal 5292S Snow Remov/Sand-School For payment to snow contractors for services to aid in sanding and plowing of city streets, sidewalks and parking lots 115,000 115,000 115,000 115,000 5292 Snow Removal Total 115,000 115,000 115,000 115,000 Snow removal and sanding for school department 80,000 80,000 80,000 80,000 5292S Snow Remov/Sand-School Total 80,000 80,000 80,000 80,000 5341 Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 10,930 10,930 10,930 10,930 5341 Telephone Total 10,930 10,930 10,930 10,930 5429 Misc Supplies Aggregate Industries, Benevento and Bronx - Cold patch for potholes 30,600 30,600 30,600 30,600 Home Depot, Permaline, Precision Weather Forecasting, Winer. Parking and warning signs, weather forecasting, etc. 4,000 4,000 4,000 4,000 5429 Misc Supplies Total 34,600 34,600 34,600 34,600 5481 Gasoline/Diesel Fuel Estimate at $2250.00 per storm x 8 storms 20,000 20,000 20,000 20,000 5481 Gasoline/Diesel Fuel Total 20,000 20,000 20,000 20,000 5534 Salt Salt product purchased under state bid - $51.00 per ton 103,405 103,405 103,405 103,405 5534 Salt Total 103,405 103,405 103,405 103,405 5535 Caclium Chloride Fill up of Calcium Chloride Product in tanks 5 Jefferson Ave under state bid 5,000 5,000 5,000 5,000 5535 Caclium Chloride Total 5,000 5,000 5,000 5,000 5536 Sand Sand product purchased from Aggregate for sanding of streets. 8,000 8,000 8,000 8,000 5536 Sand Total 8,000 8,000 8,000 8,000 14232 Snow & Ice-Expenses Total 408,935 408,935 408,935 408,935 ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 644 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 respon- sible 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, Engi- neering 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 coopera- tively 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 and advocating for state funding through the TIP process. Derby Street - Continue design of the phased approach with sidewalk improvements 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 FY2023: Derby Street – Anticipate construction starting on next phase of sidewalk improvements from Kosciusko Street to Hardy Street and from Webb Street to Fort Avenue. Final paving between Kosciusko Street and Fort Avenue would be anticipated for 2022 construction season. Essex Street – from North/Summer Street to Washington Street. Prince Street – with CDBG funding, we anticipate sidewalk construction starting on Prince Street from Leavitt Street to Harbor Street this construc- tion season. Continue to manage City’s Chapter 90 roadway improvement program to maximize the cost effectiveness of the City’s re-investment into its roadway infrastructure. Implementing Complete Streets into all roadway projects to provide safe and accessible options for all travel modes – walking, biking, driving and transit. Continue to improve the City-wide roadway improvement program by implementing long term planning of road and sidewalk repairs. Continue workflow development and implementation of ViewPoint Cloud forms for other Engineering, Water & Sewer and Trash applications forms used by the Department. Review permit applications from SiFi to construct approximately half of the fiberoptic network in the City. Provide observation of the construction work for the fiberoptic installation. Communicate information about the ongo- ing project to City staff and residents. Standardize and update department processes, details, regulations and policies to facility internal efficiency and controls as well as improve com- munication with developers/contractors. Continue to review Laserfiche documents and organize/clean files previ- ously scanned; work toward paperless records keeping and archiving. Scan property water tie cards to make them available to the public thought the Laserfiche public portal. Increasing staff support for GIS related to network-level work and working together with IT. This would allow the GID Administrator to focus on work with contractors/consultants/internal and public projects. How FY 2023 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. ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 645 Significant Budget & Staffing Changes For FY 2023 No significant budget changes for FY 2023, but the department did have some staffing changes. A new GIS technician was hired in FY 2022 following the departure of the previous position holder. The department will continue to improve customer relations, city-wide communications and efficiencies related to combining Engineering and DPS. Recent Accomplishments Managed the City-wide paving program – utilizing the pavement man- agement program and Chapter 90 funds. Continuing through the pan- demic, we managed bidding Salem’s improvements for the City paved roads at a cost of $840,000. Also bidding Salem’s improvements for local city sidewalks and road repairs at a cost of $1,500,000. With the phased approach to Derby Street Improvements from Orange Street to Fort Avenue, road paving was completed along the Derby Street corridor from Hardy Street to Webb Street. Road construction was com- pleted for around $85,000. With Boston Street reconstruction project at 25% design level, we have continued to work with the state on coordinating with all local utility com- panies, ensuring Salem’s continued successful involvement in the TIP pro- gram. Bridge Street Massworks funded project was brought to substantial com- pletion late Fall of 2021. Project included new sidewalks, share-use path, pedestrian and traffic signals, bio-swale, and road paving between Boston Street and Flint Street. Essex Street reconstruction (Washington St to North/Summer St) started in the Winter of 2021/2022 with repairs to underground sidewalk vaults in preparation for road and sidewalk construction starting in the Spring of 2022. The Engineering Department in coordination with the Traffic Department, completed construction of the Summer Street, Norman Street, and North Street Roundabout project in the Fall of 2021. The TIP funded Canal Street phase 2 bike path construction reached sub- stantial completion in the Fall of 2021. Issued over 300 street opening permits and actively involved in review and coordination for over thirty-five (35) development projects, including review and comment on projects before the Planning Board. Coordinated with SiFi (city-wide privately funded fiber optic cable network project) relative to City requirements. Worked with SiFi to permit construc- tion of a second pilot which was on Jackson Street, continuing the installa- tion of first pilot. Observed pilot work. Coordinated with SiFi team post- pilot on pilot issues. Discussed extensively with SiFi relative to City require- ments for protection of City sidewalks/roadways as well as need for future utility maintenance in areas where fiber optic infrastructure has been installed. Documentation developed as part of the pilot projects will assist the SiFi Team in permit application submission for the city-wide build-out. Salem’s construction inspector, created in FY 21, has been active providing clerk of works services to the Lighthouses and Life Storage developments as well as being the single of point of contact (SPOC) and inspector for the ongoing SiFi project. For this project, the City’s inspector was witness to SiFi’s 2nd pilot and is actively involved with providing feedback to ensure compatibility of this infrastructure within the City’s Right of Way. Evaluating the impacts of a number of large developments on the City’s infrastructure and developing an alternative methodology for water, sewer and drainage impacts fees. The new position of construction inspector (funded partially by fees from developers) will supplement clerk of the works efforts currently funded by developers. 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. Implemented the online permitting system for the Engineering Depart- ment and have successfully opened 4 applications to the public including the Street opening permit application, curb cut opening/ sidewalk modifi- cation application, application for temporary water use during construc- tions and backflow design data sheet. ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 646 ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 647 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Number of street permits issued 343 399 550 700 - Drain layer licenses issued 37 41 42 45 - Commercial Backflow tests completed 1385 1504 1450 1600 - Backflow surveys completed 220 276 300 300 - Number of linear miles streets paved 1.86 2.89 3.5 2 - Number of linear miles sidewalk reconstructed 2.66 2.34 3.5 2 - 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 - 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 - Contracted Services 8.13% Dues And Sub 1.63% Salaries-Full Time 85.90% Other 4.34% ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 648 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 - Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 649 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 14121 5111 Salaries-Full Time 165,616 183,288 155,077 178,685 158,461 158,461 158,461 3,384 2.18 165,616 183,288 155,077 178,685 158,461 158,461 158,461 3,384 2.18 General Admin - Expenditures 14122 5317 Educational Training 721 89 2,500 2,611 2,500 2,500 2,500 0 0.00 14122 5320 Contracted Services 15,225 7,743 10,000 109,000 65,000 15,000 15,000 5,000 50.00 14122 5421 Office Supplies (Gen 914 679 1,500 1,687 1,500 1,500 1,500 0 0.00 14122 5710 In State Travel/Meetings 306 185 800 841 1,000 1,000 1,000 200 25.00 14122 5730 Dues And Sub 2,233 2,054 3,000 3,000 3,000 3,000 3,000 0 0.00 14122 5780 Other Expenses 0 0 0 0 1,500 1,500 1,500 1,500 0.00 14122 5851 Office Equipment 1,417 0 1,500 1,500 1,500 1,500 1,500 0 0.00 20,816 10,750 19,300 118,639 76,000 26,000 26,000 6,700 34.72 Department Total 186,432 194,038 174,377 297,324 234,461 184,461 184,461 10,084 5.78 ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 650 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 57,360.54 1,410.62 0.80 80% 58,907.49 58,907.49 58,907.49 DUHAMEL DEBORAH Assistant Engineer 5/28/18 37,223.37 2,153.87 0.34 34% 38,226.88 38,226.88 38,226.88 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 15,589.36 2,555.85 0.12 12% 16,490.14 16,490.14 16,490.14 JOSEFSON MARIA GIS 11/01/2021 21,684.02 1,182.70 0.34 34% 20,990.56 20,990.56 20,990.56 SULPRIZIO MICHAEL BUSINESS MGR/WTR REG 10/14/2019 23,219.41 1,827.26 0.25 25% 23,845.74 23,845.74 23,845.74 14121-5111 155,076.70 1.85 Total Full Time 158,460.81 158,460.81 158,460.81 155,076.70 1.85 Department Total 158,460.81 158,460.81 158,460.81 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.26 FY 2022 2.60 FY 2023 1.85 Variance 22 vs. 23 (0.75) FTE Full-Time Equivalent Employees: FY 2021 4.96 FY 2022 6.85 FY 2023 6.51 Variance 22 vs. 23 (0.34) Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant KNOWLTON DAVID ENGINEERING 14121-5111 City Engineer-DPS Director 0.12 16,428.80 Engineering-SEWER [PHONE REDACTED] 0.13 17,277.55 Engineering-Water [PHONE REDACTED] 0.13 17,277.55 Engineering-Trash [PHONE REDACTED] 0.12 15,948.50 DPS 14111-5111 0.16 21,264.67 DPS-Sewer [PHONE REDACTED] 0.17 22,593.71 DPS-Water [PHONE REDACTED] 0.17 22,593.71 VACANT ENGINEERING 14121-5111 Business Manager/Water Reg 0.25 23,754.38 SEWER [PHONE REDACTED] 0.25 23,754.38 WATER [PHONE REDACTED] 0.25 23,754.38 TRASH [PHONE REDACTED] 0.25 23,754.38 ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 651 DUHAMEL DEBORAH ENGINEERING 14121-5111 Assistant Engineer 0.34 38,080.53 SEWER [PHONE REDACTED] 0.33 36,960.41 WATER [PHONE REDACTED] 0.33 36,960.41 DUBINSKY ELLEN ENGINEERING 14121-5111 ADMIN ASSISTANT 0.80 58,681.79 SEWER [PHONE REDACTED] 0.10 7,335.22 WATER [PHONE REDACTED] 0.10 7,335.22 JOSEFSON MARIA ENGINEERING 14121-5111 GIS 0.34 20,910.14 SEWER [PHONE REDACTED] 0.33 20,295.13 WATER [PHONE REDACTED] 0.33 20,295.13 RECINOS GIOVANNA Capital Projects Varies CLERK OF WORKS 1.00 61,141.01 IDE JENNIFER Capital Projects Varies Director of Capital Projects and Sustainability 0.50 107,624.96 CARROLL JAY Capital Projects Varies PROJECT ENGINEER 1.00 98,184.75 CRIPPS CHERYL SEWER [PHONE REDACTED] SECRETARY 0.33 16,885.78 WATER [PHONE REDACTED] 0.33 16,885.78 TRASH [PHONE REDACTED] 0.34 17,397.47 GUGLIELMI MICIELA RECYCLING GRANT 25433-5111 Waste Reduction Coordinator 1.00 61,500.00 Co-Op Co-Op/Intern [PHONE REDACTED] Co-op/Imtern 0.34 1,858.67 [PHONE REDACTED] 0.33 1,804.00 [PHONE REDACTED] 0.33 2,256.58 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant ---PAGE BREAK--- Departmental Budgets Engineering FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 652 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 14122 Engineering-Expenses 5317 Educational Training APWA National Congress 1,000 1,000 1,000 1,000 Management training seminars, exhibits, and training opportunities 1,500 1,500 1,500 1,500 5317 Educational Training Total 2,500 2,500 2,500 2,500 5320 Contracted Services Interpretation services for code red, meeting notices etc. 0 5,000 5,000 5,000 Ordinance review 0 50,000 0 0 Program Support 10,000 10,000 10,000 10,000 5320 Contracted Services Total 10,000 65,000 15,000 15,000 5421 Office Supplies (Gen General office supplies as needed 1,500 1,500 1,500 1,500 5421 Office Supplies (Gen Total 1,500 1,500 1,500 1,500 5710 In State Travel/Meetings Tolls, Parking, Seminars, Seminars on Stormwater, etc. 800 1,000 1,000 1,000 5710 In State Travel/Meetings Total 800 1,000 1,000 1,000 5730 Dues And Sub ENR, American Society of Civil Engineers, Essex County Highway Assoc., Mass Highway, MMAAA 3,000 3,000 3,000 3,000 5730 Dues And Sub Total 3,000 3,000 3,000 3,000 5780 Other Expenses Staff apparel for office staff and field staff. 0 1,500 1,500 1,500 5780 Other Expenses Total 0 1,500 1,500 1,500 5851 Office Equipment Equipment, toner, computer supplies, etc. 1,500 1,500 1,500 1,500 5851 Office Equipment Total 1,500 1,500 1,500 1,500 14122 Engineering-Expenses Total 19,300 76,000 26,000 26,000 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 653 Recreation General Admin Mission Statement Why We Exist The goal of the Salem Park and Recreation Department Staff and Administra- tion 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 Update the 7 year Open Space Master Plan for the City Continued design work on Palmer Cove phase II 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 Revitalize Dog Park Board Members with added members who are fre- quent users of the Park Continue to enhance the Park Ranger program for our most utilized Parks Continue to produce a newsletter highlighting upcoming pro- grams (emailed to all registered participants, posted on our web + FB page) Work in collaboration with local organizations, agencies, and schools to provide a comprehensive list of available recreational programs for Salem teens. Secure funding for enrichment programs at both Palmer Cove and Mack Park. To grow our teen and youth offerings through Coast to Coast Paddle. To expand our Summer Playground Program in include programs at various playgrounds. To continue to create and implement outdoors programs, keeping both staff and participants safe. Continue to collaborate with the Salem Public Schools to utilize their gym space for evening programs. Improved our website to make it more user friendly and encourage resi- dents to register for activities/programs via www.salemrec.com Improve our marketing through social media To maintain the high level of participation and quality to our special events as our numbers of participants continue to grow each year. To use updated Open Space Plan and anticipated citywide field assessment to address problems and take advantage of possibilities at parks and play- grounds. To continue to enable volunteer groups to participate in the enhancement of our parks and facilities. Offer intergenerational programs in collaboration with the Council on Aging. Continue to develop and work with local agencies to provide educational and information sessions on various topics of interest to adults. To continue to work with Park Foreman to Establish a priority list and main- tenance plan – short and long term for parks and playgrounds. Continue to expand and improve our offsite program venues and provide more family orientated programs. Friends of Park and Recreation Golf Tournament (3nd annual event) fund- raiser. How FY 2023 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. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 654 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. Significant Budget & Staffing Changes For FY 2023 No Changes Recent Accomplishments Completion of Bertram Field Facility project with state-of-the-art locker room, training room, coaches room and concessions stand Substantial completion of Forest River Pool project -anticipated Ribbon cutting in June 2022 Substantial completion of Gallows baseball field and surrounding rain gar- dens. Updates to Mack Park House Electrical systems Significant work aerating, super-seeding and restoring grass at McGrath Park in partnership with Salem Youth Soccer Irrigation system overhaul at Memorial Field completed Upgrades to Accessible Entrances to the Salem Common with Installation of 8 new benches (4 ADA) Accessible beach mat installed at Dead Horse beach With the ongoing COVID-19 pandemic, we continued to work to create and implement outdoor programs that are safe for both participants and staff following all public health guidelines set forth by the state our and local health department. Partnered with B & S Fitness to provide 3 sessions of Cross Fit for Teens free to Salem teens. Collaborative with Spaulding Adaptive Rehabilitation to offer adaptive rec- reation programs at the CLC and Parks Continue to grow our Pickleball Program to include teen and adult lessons from Spring to Fall at both the Collins Cove and Salem High School courts. The Friends of Salem Woods offers their free Saturday morning hikes through Salem Woods on the first Saturday of each month April – Novem- ber. 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, After School Drama, Hip Hop, Volley- ball Clinic Saturday Morning Art Classes, a week- long Art Workshop and Yoga and Meditation. Offered a free 3- hour Summer Playground Program during the summer of 2021. Staff traveled to 12 different Salem playgrounds to offer traditional playground 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 an 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- ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 655 ers for an egg drop and expanded to include a future artist option for teen specific offerings. Our youth and adult tennis programs at Salem High School were filled to capacity this summer. Continued to partner with the Salem High Golf Team and coaches to pro- vide a Junior Golf League at Olde Salem Greens. The deck at Olde Salem Greens Golf Course, WI function hall, and Salem Willows Shell served as locations for outdoor painting 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. Worked with Salem State University students in the Recreation Manage- ment Department to coordinate free youth programs and clinics this year. Offerings included a Skateboard Clinic, Basketball Clinic, Kickball, Ping Pong, and a program for younger children titled “Learning Creativity Through Expression” Held our 1st Family Bingo Game at Charlotte Forten Park. Collaborated with the Salem Public Schools Summer Meals Program to offer crafts and face painting during some meal distributions at Mary Jane Lee Park. Took full advantage of the beautiful trails in Salem Woods to offer Youth and Teen Hikes during the fall and winter. Continued a collaboration with Code Wiz to provide coding classes to youth ages 7-17. Organized online contests through our Facebook page. 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. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 656 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change General Admin - Personnel 16501 5111 Salaries-Full Time 250,132 243,685 256,159 243,159 313,812 312,812 312,812 56,653 22.12 16501 5113 Salaries-Part Time 0 0 17,344 17,344 25,826 25,826 25,826 8,482 48.90 16501 5118 Seasonal Labor 57,064 27,401 74,914 74,914 83,421 78,419 78,419 3,505 4.68 16501 5131 Overtime (General) 1,254 0 2,000 2,000 2,000 2,000 2,000 0 0.00 308,451 271,086 350,417 337,417 425,059 419,057 419,057 68,640 19.59 General Admin - Expenditures 16502 5211 Electricity 28,139 26,061 39,000 49,246 59,000 59,000 59,000 20,000 51.28 16502 5217 Gas/Oil Heat 3,384 3,454 3,500 14,086 3,500 3,500 3,500 0 0.00 16502 5249 Park & Ground Maint 21,008 20,584 22,000 25,395 30,000 30,000 30,000 8,000 36.36 16502 5251 Utility Serv Rep & M 0 265 600 600 600 600 600 0 0.00 16502 5320 Contracted Services 82,167 104,837 201,175 197,809 223,800 223,800 223,800 22,625 11.25 16502 5341 Telephone 808 799 3,500 3,776 3,500 3,500 3,500 0 0.00 16502 5352 Pool Maintenance 0 0 0 0 48,400 45,400 45,400 45,400 0.00 16502 5381 Printing And Binding 0 839 1,000 1,493 1,800 1,800 1,800 800 80.00 16502 5421 Office Supplies (Gen 4,595 4,033 5,000 4,757 5,000 5,000 5,000 0 0.00 16502 5588 Recreational Supplie 2,804 8,985 12,000 13,389 12,000 12,000 12,000 0 0.00 16502 5710 In State Travel/Meetings 0 0 700 700 700 700 700 0 0.00 16502 5730 Dues And Sub 989 1,321 1,850 1,850 1,850 1,850 1,850 0 0.00 16502 5846 Renovation & Repairs 7,910 8,011 10,000 10,011 15,000 14,000 14,000 4,000 40.00 16502 5860 Equipment 0 0 0 3,549 0 0 0 0 0.00 151,804 179,190 300,325 326,660 405,150 401,150 401,150 100,825 33.57 Department Total 460,256 450,276 650,742 664,077 830,209 820,207 820,207 169,465 26.04 Contracted Services 27.29% Electricity 7.19% Ground Maintenance 3.66% Pool Maintenance 5.54% Renovation & Repairs 1.71% Salaries-Full Time 38.14% Salaries-Part Time 3.15% Seasonal Labor 9.56% Other 3.77% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 657 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 BUONFIGLIO RECEPTIONIST 9/8/2017 3,611.05 69.31 0.11 1 11% 3,617.98 3,617.98 3,617.98 CANDELARIA JOSEPH FACILITIES MANAGER 3/21/2017 47,209.00 922.67 0.70 1 70% 48,163.37 48,163.37 48,163.37 ROBITAILLE CAROLINE REC ACTIVITIES ASST 6/25/2018 36,818.55 778.61 1.00 1 100% 41,643.44 40,643.44 40,643.44 SACCO EILEEN P/R COMMISSION CLERK 1,200.00 1,200.00 B 12 12 1,200.00 1,200.00 1,200.00 MCCARTHY KATHLEEN PROGRAM MANAGER 6/11/2015 21,575.55 420.20 0.33 1 33% 22,044.11 22,044.11 22,044.11 OBRIEN PATRICIA SUPERINTENDENT 4/4/2016 93,860.23 1,846.58 1.00 1 100% 96,873.44 96,873.44 96,873.44 NEW FOREST RIVER MANAGER 1.00 52,000.00 52,000.00 52,000.00 - - AFSCME 51,884.83 1.00 Total AFSCME 1818 48,269.34 48,269.34 48,269.34 16501-5111 256,159.21 5.14 Total Full Time 313,811.68 312,811.68 312,811.68 PT Custodian 6,493.15 14.25 19 hours per wk 14,133.15 14,133.15 14,133.15 PT Support Staff 10,850.35 16.00 14 hours per wk 11,692.80 11,692.80 11,692.80 16501-5113 17,343.50 Total Part Time 25,825.95 25,825.95 25,825.95 Hours Weeks LEAGUE DIRECTOR 5,500.00 14.25 P 5,500.00 5,500.00 5,500.00 FOREST RIVER MAINTENANCE 5,600.00 14.25 P 48 15.5 10,602.00 5,600.00 5,600.00 PARK INSTRUCTORS 17,012.00 14.50 4 10 17,012.00 17,012.00 17,012.00 SUMMER SITE COORD 6,500.00 14.25 6,500.00 6,500.00 6,500.00 BASKETBALL REFS (Formally from Revolving Fund) 6,400.00 16.00 8 64 8,192.00 8,192.00 8,192.00 WILLOWS LABOR 14,250.00 15.50 P 38 25 14,725.00 14,725.00 14,725.00 PARK RANGERS - WKE 7,812.00 20.00 P 28 15.5 8,680.00 8,680.00 8,680.00 REC LABOR 11,840.00 16.50 P 20 37 12,210.00 12,210.00 12,210.00 16501-5118 74,914.00 Total Seasonal 83,421.00 78,419.00 78,419.00 OVERTIME 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 16501-5131 2,000.00 Total Other 2,000.00 2,000.00 2,000.00 350,416.71 5.14 Department Total 425,058.63 419,056.63 419,056.63 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 658 General Fund FTE Full-Time Equivalent Employees: FY 2021 4.14 FY 2022 4.14 FY 2023 5.14 Variance 22 vs. 23 1.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New FORGIONE CLAUDIA PRINCIPAL CLERK 6/1/17 2 51,884.83 - - - 3 - - - ESPINOSA WENDOLYN PRINCIPAL CLERK 10/18/ 21 2 1.00 924.70 48,269.34 1 48,269.34 48,269.34 48,269.34 51,884.83 1.00 - 48,269.34 48,269.34 48,269.34 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant CANDELARIA JOSEPH Rec Budget 16501-5111 FACILITIES MANAGER 0.70 46,808.58 Golf Budget 16511-5111 0.15 10,030.41 Witch House Budget 16521-5111 0.15 10,030.41 BUONFIGLIO Rec Budget 16501-5111 RECEPTIONIST 0.11 3,712.47 COA Budget 15411-5111 0.89 30,037.29 MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER 0.67 43,281.09 Rec Budget 16501-5111 0.33 21,317.55 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 659 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16502 Recreation-Expenses 5211 Electricity Utility costs for all meters associated with Park and Rec land 39,000 59,000 59,000 59,000 5211 Electricity Total 39,000 59,000 59,000 59,000 5217 Gas/Oil Heat Gas, Mack Park Garage, Forest River, Leavitt Street, Oil Heat, Mack Park Office, Forest River Caretakers, Gallows Hill Caretakers, Leavitt St, All Energy, Boston Gas 3,500 0 0 0 Mack Park Garage / Park Houses for oil delivery if vacant, yearly maintenance 0 3,500 3,500 3,500 5217 Gas/Oil Heat Total 3,500 3,500 3,500 3,500 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. 22,000 30,000 30,000 30,000 5249 Park & Ground Maint Total 22,000 30,000 30,000 30,000 5251 Utility Serv Rep & M Service Repairs, Alarms Repairs 0 600 600 600 Service Repairs, Alarms Repairs, water, yearly furnace cleaning for Park properties 600 0 0 0 5251 Utility Serv Rep & M Total 600 600 [PHONE REDACTED] Contracted Services Cleaning Services for Mack Park, McGrath, Forest River, Willows 12,000 0 0 0 Porto potty rentals 0 800 800 800 Weston and Sampson Pool Service Company 28,000 0 0 0 YMCA - Beach staffing 116,175 42,000 42,000 42,000 YMCA - Pool Program Servcies 45,000 181,000 181,000 181,000 5320 Contracted Services Total 201,175 223,800 223,800 223,800 5341 Telephone All Park & Rec Telephone Lines, Parks, Pool, Garage, Kernwood Credit Card lines & Faxes 3,500 3,500 3,500 3,500 5341 Telephone Total 3,500 3,500 3,500 3,500 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 660 5352 Pool Maintenance Building Repair/Maintenance 0 3,000 3,000 3,000 Comcast 0 1,000 1,000 1,000 CPO 0 400 400 400 Estimated Chemical Cost / Misc supplies 0 25,000 22,000 22,000 Professional Cleaning Bathroom and showers once a month, cleaning, stock, supplies 0 14,000 14,000 14,000 Weston and Samson 0 5,000 5,000 5,000 5352 Pool Maintenance Total 0 48,400 45,400 45,400 5381 Printing And Binding Letterhead, Envelopes, Brochures, Park Stickers, etc... 1,000 1,800 1,800 1,800 5381 Printing And Binding Total 1,000 1,800 1,800 1,800 5421 Office Supplies (Gen General Office supplies as needed 5,000 5,000 5,000 5,000 5421 Office Supplies (Gen Total 5,000 5,000 5,000 5,000 5588 Recreational Supplie Athletic Supplies (Balls, nets, Etc..), 6,000 6,000 6,000 6,000 Miscellaneous supplies needed (replacement swings, etc.) 6,000 6,000 6,000 6,000 5588 Recreational Supplie Total 12,000 12,000 12,000 12,000 5710 In State Travel/Meetings (Mileage, registration, food) 700 700 [PHONE REDACTED] In State Travel/Meetings Total 700 700 [PHONE REDACTED] Dues And Sub National Park and Recreation Association 650 650 650 650 Salem Chamber of Commerce, Annual Dues, Subscriptions, etc.…. 1,200 0 0 0 Salem Chamber of Commerce, Annual Dues, Subscriptions, etc... 0 1,200 1,200 1,200 5730 Dues And Sub Total 1,850 1,850 1,850 1,850 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 10,000 10,000 9,000 9,000 Updates, Upgrades, Emergency repairs to the Park rental houses 0 5,000 5,000 5,000 5846 Renovation & Repairs Total 10,000 15,000 14,000 14,000 16502 Recreation-Expenses Total 300,325 405,150 401,150 401,150 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 661 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 Improve and increase pro shop merchandise for resale. $10,000 has been transferred into the golf course budget from golf course receipt reserves. Change golf fleet over to electric and install charging stations. Complete 2nd phase of cart path installation. Including in house prep/res- torations: Tree brush clearing at 4th green and 6th fairway. By the spring of 2023. Finish installation of new back tee on the 9th hole. By the summer of 2022. Seed and grow in construction areas from the 1st phase cart path project. Spring of 2022. Replace granite tee marker at 9. By fall of 2022. Install new brook crossing bridges at the 6th fairway. Spring of 2022. Have a gas and diesel fueling station installed at the maintenance building. Estimated cost $135.000, by the spring of 2023. Pressure wash and stain the clubhouse. Estimated cost $30,000, by the fall of 2022 How FY 2023 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 2023 No significant staffing changes. Recent Accomplishments Opened successfully under Covid 19 restrictions. Catered to new patrons due to Covid 19 and increased rounds and revenue. Continued improvements to our turf maintenance program for improved conditions. Continued to improve our existing irrigation system by replacing outdated parts. Expanded greens complexes closer to their original size and shape. Purchased a new Fairway mower to replace old worn-out unit. Purchased a new tractor with loader/backhoe attachments. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 662 Completed 1st phase of cart path installations. Including in house projects tied to the cart path installations: Irrigation updates at clubhouse, 1st tee, 2nd tee, 5th green, 7th fairway, 8th ladies’ tee. Tree/brush clearing at the 1st tee, 2nd/9th tees, 5th fair- way/green, 6th fairway/green and 9th fairway. Expanded the back of the 5th green. Expanded and renovated 2nd tee area. Continued building a new forward 2nd tee. Constructed a new back tee on hole 9. Shaped road and berm at 6th green/7th tee for creating a future path up to a back 7th tee. Prepped green surrounds for sod around the 5th & 6th. Extended drainage at 7th fairway and 8th tee. Renovated bunker at the left of 4 green back to its original size. Installed drainage to the right of 5 green. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 663 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Golf Course - Personnel 16511 5111 Salaries-Full Time 191,601 181,097 143,351 143,351 207,402 205,481 205,481 62,130 43.34 16511 5118 Seasonal Labor 121,496 133,314 155,906 155,412 167,040 167,040 167,040 11,134 7.14 16511 5131 Overtime (General) 5,485 9,174 6,000 6,494 6,000 6,000 6,000 0 0.00 318,582 323,585 305,257 305,257 380,442 378,521 378,521 73,264 24.00 Golf Course - Expenditures 16512 5211 Electricity 14,172 18,530 21,300 20,100 21,300 21,300 21,300 0 0.00 16512 5217 Gas/Oil Heat 6,072 5,131 7,700 9,968 8,700 8,700 8,700 1,000 12.99 16512 5270 Rental & Lease 52,474 27,723 37,500 43,698 40,350 40,350 40,350 2,850 7.60 16512 5320 Contracted Services 40,616 50,609 54,078 58,570 54,078 54,078 54,078 0 0.00 16512 5341 Telephone 3,484 3,497 3,500 6,000 5,100 5,100 5,100 1,600 45.71 16512 5354 Irrigation System Ma 5,997 5,819 6,000 6,183 7,200 7,200 7,200 1,200 20.00 16512 5421 Office Supplies (Gen 2,756 2,797 3,000 3,218 3,820 3,000 3,000 0 0.00 16512 5431 Bldg Rep/Maint Suppl 4,327 4,500 4,500 7,000 5,200 4,700 4,700 200 4.44 16512 5461 Groundskeeping Suppl 39,516 41,032 44,500 51,135 53,100 51,135 51,135 6,635 14.91 16512 5581 Souvenirs/Merchandise 14,823 16,607 16,000 26,181 20,000 20,000 20,000 4,000 25.00 16512 5710 In State Travel/Meetings 137 255 900 900 900 900 900 0 0.00 16512 5730 Dues And Sub 952 744 1,000 1,000 1,100 1,100 1,100 100 10.00 16512 5846 Renovation & Repairs 10,476 9,281 9,000 12,812 10,000 10,000 10,000 1,000 11.11 16512 5860 Equipment 11,170 20,337 12,000 21,276 12,000 12,000 12,000 0 0.00 206,973 206,861 220,978 268,041 242,848 239,563 239,563 18,585 8.41 Department Total 525,555 530,446 526,235 573,298 623,290 618,084 618,084 91,849 17.45 Contracted Services 8.75% Electricity 3.45% Equipment 1.94% Groundskeeping Suppl 8.27% Renovation & Repairs 1.62% Rental & Lease 6.53% Salaries-Full Time 33.24% Seasonal Labor 27.03% Souvenirs 3.24% Other 5.94% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 664 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CANDELARIA JOSEPH FACILITIES MANAGER 10,266.07 197.71 0.15 1 15% 10,320.46 10,320.46 10,320.46 LEVER PAUL GOLF COURSE SUPT 04301983 77,280.45 1,520.39 1.00 1 100% 83,220.97 81,300.40 81,300.40 AFSCME 55,804.31 2.00 Total AFSCME 1818 113,860.18 113,860.18 113,860.18 16511-5111 143,350.83 3.15 Total Full Time 207,401.61 205,481.04 205,481.04 PT Mechanic 19 46 18,354.00 - 16511-5113 - - Total Part- Time 18,354.00 - LABORERS 44,590.50 45,386.25 P 91 35 47,775.00 47,775.00 47,775.00 LABORERS 17,920.60 18,240.00 P 32 40 19,200.00 19,200.00 19,200.00 CARTS 16,464.72 16,758.00 P 42 28 17,640.00 17,640.00 17,640.00 STARTER 33,417.76 34,014.75 P 77 31 35,805.00 35,805.00 35,805.00 CASHIER 28,224.24 28,728.00 P 63 32 30,240.00 30,240.00 30,240.00 RANGER 15,288.17 15,561.00 P 42 26 16,380.00 16,380.00 16,380.00 16511-5118 155,906.00 158,688.00 Total Seasonal 167,040.00 167,040.00 167,040.00 OVERTIME 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 16511-5131 6,000.00 Total Overtime 6,000.00 6,000.00 6,000.00 305,256.83 3.15 Department Total 398,795.61 378,521.04 378,521.04 General Fund FTE Full-Time Equivalent Employees: FY 2021 3.15 FY 2022 3.15 FY 2023 3.15 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 665 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New GALLAGHER MICHAEL Sr Pesticide/ Groundskeeper 4/17/07 1 55,804.31 1.00 1,092.52 57,029.54 3 57,029.54 57,029.54 57,029.54 VACANT Mechanic 1.00 56,830.64 56,830.64 56,830.64 55,804.31 2.00 57,029.54 113,860.18 113,860.18 113,860.18 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 666 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16512 Golf Course-Expenses 5211 Electricity Golf Course, Willson Street Lights around Rotary and up the Hill, Clubhouse, workshop & Garage 21,300 21,300 21,300 21,300 5211 Electricity Total 21,300 21,300 21,300 21,300 5217 Gas/Oil Heat Heating Oil for Maintenance Building 1000 gal/year 0 3,000 3,000 3,000 Natural Gas for Club House Heat 7,700 5,700 5,700 5,700 5217 Gas/Oil Heat Total 7,700 8,700 8,700 8,700 5270 Rental & Lease Golf Cars Lease Contract 37,500 38,500 38,500 38,500 Compressor Rental for blowing out irrigation System 0 350 350 350 Maintenance/Repairs for Leased Golf Carts 0 1,500 1,500 1,500 5270 Rental & Lease Total 37,500 40,350 40,350 40,350 5320 Contracted Services Alarm 3,300 0 0 0 Comcast - IT support - POS system 1,200 0 0 0 Golf Manager 38,720 0 0 0 Porta-potty services 1,200 0 0 0 Seasonal Cleaning Service 9,658 0 0 0 Contracted Services 0 54,078 54,078 54,078 5320 Contracted Services Total 54,078 54,078 54,078 54,078 5341 Telephone Phone/Internet,/TV- Clubhouse, Register, Computers, Maintenance Bldg 3,500 5,100 5,100 5,100 5341 Telephone Total 3,500 5,100 5,100 5,100 5354 Irrigation System Ma Irrigation Parts, PVC, Sprinker heads, wiring, valves, electronics. 6,000 7,200 7,200 7,200 5354 Irrigation System Ma Total 6,000 7,200 7,200 7,200 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 667 5421 Office Supplies (Gen Copier Paper, Printing of Tickets, Paper, Pens, Toner Cartridges, Register Tape, membership Cert. WB Mason 3,000 0 0 0 Copier Paper, Printing of Tickets, Paper, Pens, Toner Cartridges, Register Tape, membership Cert. WB Mason 0 3,000 2,180 2,180 My Rec.com Software $67.83/month 0 820 [PHONE REDACTED] Office Supplies (Gen Total 3,000 3,820 3,000 3,000 5431 Bldg Rep/Maint Suppl General upkeep for Clubhouse, Workshop, and Garages repaired and maintained 4,500 5,000 4,500 4,500 Fire Extinguisher Service 0 200 [PHONE REDACTED] Bldg Rep/Maint Suppl Total 4,500 5,200 4,700 4,700 5461 Groundskeeping Suppl Groundskeeping Supplies, fertilizer, loam, mulch, chemicals, grass seeds, flowers, trees, etc. 38,000 0 0 0 Yearly Pesticide and fertilizer program 6,500 0 0 0 Bunker Sand 2 Tractor trailer loads 0 2,600 2,600 2,600 Greens topdressing sand, Tee Divot mix, Black Sand, Loam 0 6,500 6,500 6,500 Groundskeeping Supplies- Pesticides, fertilizer, grass seed. Pesticides- $25,000 Fertilizer- $15,000 Seed- $4000 0 44,000 42,035 42,035 5461 Groundskeeping Suppl Total 44,500 53,100 51,135 51,135 5581 Souvenirs/Merchandise ProShop Merchandise for resale. Budget $16,000 This line is funded through R/ Res transfers during the year. FY2022- R/Res requested another $10,000 16,000 0 0 0 ProShop Merchandise for resale. Budget $16,000 This line is funded through R/Res transfers during the year. FY2022- R/Res requested another $10,000 0 20,000 20,000 20,000 5581 Souvenirs/Merchandise Total 16,000 20,000 20,000 20,000 5710 In State Travel/Meetings Reimbursement of superintendents private vehicle use. Seminar reimbursement. 900 900 [PHONE REDACTED] In State Travel/Meetings Total 900 900 900 900 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 668 5730 Dues And Sub Licenses & Dues Pesticide License $153.52 GCSAA Dues $430 GCSANE Dues $205 Hoisting License $250 1,000 0 0 0 Licenses & Dues Pesticide License $153.52 GCSAA Dues $430 GCSANE Dues $205 Hoisting License $250 0 1,100 1,100 1,100 5730 Dues And Sub Total 1,000 1,100 1,100 1,100 5846 Renovation & Repairs Maintenance of all Golf Course Equipment - Equipment Repair/service Parts, vehicle repairs, hardware, tools. 9,000 10,000 10,000 10,000 5846 Renovation & Repairs Total 9,000 10,000 10,000 10,000 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 12,000 5860 Equipment Total 12,000 12,000 12,000 12,000 16512 Golf Course-Expenses Total 220,978 242,848 239,563 239,563 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 669 Witch House Mission Statement Why We Exist The Witch House, a property of the City of Salem Park and Recreation Depart- ment, is a historic site offering public tours, educational programs, and histor- ical 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, educa- tional, and engaging way. Goals and Objectives To return to normal operations. To repopulate the calendar with in-person events and programming opportunities. To design and implement an Augmented Reality (AR) tour of the museum that would enhance our visitor experience. How FY 2023 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: To design and implement an Augmented Reality (AR) tour of the museum that would enhance our visitor experience. Such a multi-media installation would allow visitors to access auditory and visual elements through their phones or devices. The platform could be altered and expanded each year to offer new opportunities to understand our site and history in a more meaningful way. Significant Budget & Staffing Changes For FY 2023 Increased budget requests for increased hourly salaries hiring and support Recent Accomplishments We have continued to operate the house successfully while maintaining COVID related occupancy restrictions. We have continued to make repairs and improvements to structure and landscaping. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 670 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Witch House - Personnel 16521 5111 Salaries-Full Time 63,232 62,894 69,029 69,743 81,304 81,304 81,304 12,275 17.78 16521 5118 Seasonal Labor 84,227 103,713 128,046 128,046 100,018 100,018 100,018 (28,028) (21.89) 147,458 166,606 197,075 197,789 181,322 181,322 181,322 (15,753) (7.99) Witch House - Expenditures 16522 5211 Electricity 3,282 3,156 4,000 4,844 4,300 4,300 4,300 300 7.50 16522 5215 Natural Gas 1,110 1,189 1,600 2,011 2,100 2,100 2,100 500 31.25 16522 5241 Building Maintenance 4,908 4,588 5,000 5,000 5,000 5,000 5,000 0 0.00 16522 5306 Advertising 10,498 4,375 10,500 10,500 10,500 10,500 10,500 0 0.00 16522 5320 Contracted Services 17,155 16,633 20,880 45,570 20,880 20,880 20,880 0 0.00 16522 5341 Telephone 3,566 4,140 4,200 5,010 4,400 4,400 4,400 200 4.76 16522 5381 Printing And Binding 1,500 0 2,000 2,000 2,000 2,000 2,000 0 0.00 16522 5421 Office Supplies (Gen 8,294 8,208 8,500 8,398 8,500 8,500 8,500 0 0.00 16522 5581 Souvenirs 27,863 27,046 28,000 28,360 35,000 35,000 35,000 7,000 25.00 16522 5846 Renovation & Repairs 0 0 0 0 3,000 3,000 3,000 3,000 0.00 78,174 69,335 84,680 111,693 95,680 95,680 95,680 11,000 12.99 Department Total 225,633 235,942 281,755 309,482 277,002 277,002 277,002 (4,753) (1.69) Advertising 3.79% Building Maintenance 1.81% Contracted Services 7.54% Electricity 1.55% Office Supplies (Gen 3.07% Salaries-Full Time 29.35% Seasonal Labor 36.11% Souvenirs 12.64% Telephone 1.59% Other 2.56% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 671 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 PETERSON ELIZABETH WITCH HOUSE MANAGER 7/6/12 58,762.47 1,156.21 0.50 1 100% 34,443.88 34,443.88 34,443.88 CANDELARIA JOSEPH FACILITIES MANAGER 3/21/2017 10,266.07 197.71 0.15 1 15% 10,320.46 10,320.46 10,320.46 O’DONALD FARIBA ADMINISTRATIVE SUPPORT 1.00 1 100% 36,540.00 36,540.00 36,540.00 16521-5111 69,028.54 1.65 Total Full Time 81,304.34 81,304.34 81,304.34 Admin Support - - - Guest Services In- Season (Mar-Nov)(7) 106,782.00 16.00 P 120.00 36 weeks 69,504.00 69,504.00 69,504.00 Guest Services Off- Season 16.00 P 20.00 16 weeks 5,120.00 5,120.00 5,120.00 Shift Supervisor 19,968.00 17.00 P 24.00 52 weeks 21,297.60 21,297.60 21,297.60 Weekend Visitor services (Sept/Oct) 1,296.00 16.00 P 32.00 8 weeks 4,096.00 4,096.00 4,096.00 16521-5118 128,046.00 Total Seasonal 100,017.60 100,017.60 100,017.60 197,074.54 1.65 Department Total 181,321.94 181,321.94 181,321.94 General Fund FTE Full-Time Equivalent Employees: FY 2021 1.15 FY 2022 1.15 FY 2023 1.65 Variance 22 vs. 23 0.50 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 672 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16522 Witch House-Expenses 5211 Electricity National Grid Electric 4,000 4,300 4,300 4,300 5211 Electricity Total 4,000 4,300 4,300 4,300 5215 Natural Gas All Energy - Gas supplier 1,600 2,100 2,100 2,100 5215 Natural Gas Total 1,600 2,100 2,100 2,100 5241 Building Maintenance General building maintenance, supplies 3,000 3,000 3,000 3,000 Maintenance/Replacement 2,000 2,000 2,000 2,000 5241 Building Maintenance Total 5,000 5,000 5,000 5,000 5306 Advertising Visitors Guide, Trolley, Essex National Heritage Maps, Destination Salem, Haunted Happenings, Best Maps 10,500 10,500 10,500 10,500 5306 Advertising Total 10,500 10,500 10,500 10,500 5320 Contracted Services Comcash 1,500 1,500 1,500 1,500 Historic programming, Events, Lecturers, Honorarium, All Participants, etc. 19,380 19,380 19,380 19,380 5320 Contracted Services Total 20,880 20,880 20,880 20,880 5341 Telephone Verizon phone, wireless Comcast, Charge card Line, Fax & Internet 4,200 4,400 4,400 4,400 5341 Telephone Total 4,200 4,400 4,400 4,400 5381 Printing And Binding Promotional materials 2,000 2,000 2,000 2,000 5381 Printing And Binding Total 2,000 2,000 2,000 2,000 5421 Office Supplies (Gen General office supplies as needed 8,500 8,500 8,500 8,500 5421 Office Supplies (Gen Total 8,500 8,500 8,500 8,500 5581 Souvenirs Gift shop inventory for resale 28,000 35,000 35,000 35,000 5581 Souvenirs Total 28,000 35,000 35,000 35,000 5846 Renovation & Repairs Witch House sign replacement 0 3,000 3,000 3,000 5846 Renovation & Repairs Total 0 3,000 3,000 3,000 16522 Witch House-Expenses Total 84,680 95,680 95,680 95,680 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 673 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 interpre- tation 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 2023 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 2023 First time request for adding souvenir line to budget Recent Accomplishments Managed to operate village successfully despite continued COVID pan- demic. Continued to move forward with the Pioneer Village/Camp Naumkeag relocation project. Made small repairs to structures. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 674 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Pioneer Village - Expenditures 16532 5211 Electricity 269 276 500 540 800 800 800 300 60.00 16532 5241 Building Maintenance 3,198 2,422 3,500 3,744 3,500 3,500 3,500 0 0.00 16532 5306 Advertising 3,000 3,045 3,000 3,000 3,000 3,000 3,000 0 0.00 16532 5320 Contracted Services 9,873 11,044 9,900 9,970 17,900 17,900 17,900 8,000 80.81 16532 5381 Printing And Binding 1,688 700 1,700 1,700 1,700 1,700 1,700 0 0.00 18,029 17,487 18,600 18,954 26,900 26,900 26,900 8,300 44.62 Department Total 18,029 17,487 18,600 18,954 26,900 26,900 26,900 8,300 44.62 Advertising 11.15% Building Maintenance 13.01% Contracted Services 66.54% Electricity 2.97% Printing And Binding 6.32% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 675 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16532 Pioneer Village-Expenses 5211 Electricity National Grid Electric. Increased usage and rates. 500 800 [PHONE REDACTED] Electricity Total 500 800 [PHONE REDACTED] Building Maintenance General repairs and supplies. 3,500 3,500 3,500 3,500 5241 Building Maintenance Total 3,500 3,500 3,500 3,500 5306 Advertising Advertising. 3,000 3,000 3,000 3,000 5306 Advertising Total 3,000 3,000 3,000 3,000 5320 Contracted Services Advertising/Marketing/Printing 2,500 0 0 0 Programming and Events 9,900 9,900 9,900 9,900 Souvenirs 0 5,000 5,000 5,000 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. 0 3,000 3,000 3,000 5320 Contracted Services Total 12,400 17,900 17,900 17,900 5381 Printing And Binding Promotional Materials 1,700 1,700 1,700 1,700 5381 Printing And Binding Total 1,700 1,700 1,700 1,700 16532 Pioneer Village-Expenses Total 21,100 26,900 26,900 26,900 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 676 Winter Island Mission Statement Why We Exist Provide quality recreational facilities and services at Winter Island Park, offering a diverse range of maritime activities at competitive prices, while maintaining economic self-sufficiency and compatibility with community standards and expectations. 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. Apply stain/wood preservative to the interior roof of the outdoor Pavilion. Purchase building materials to repair existing and build additional sea- sonal storage racks for the Dinghy/Kayak Rack Program. Purchase and install a storm door to the Office/Store. Upgrade to the new enhanced citywide telephone system. Remove the remaining pre-existing concrete deck foundation located alongside the old seaplane hangar and resurface the area with asphalt. Replace steel door on the gatehouse at the entrance to Winter Island Park. Purchase and install a new ADA compliant, inclusive playground. Remove existing and purchase and install a new energy efficient Hot Dawg replacement heater inside the Office/Store. Upgrade the water and sewerage system located behind the bathhouse. Continue addressing Salem ADA Transition Plan with the end goal being full compliance. Significant Budget & Staffing Changes For FY 2023 No Significant Budget or Staffing Changes anticipated for FY 2023. Recent Accomplishments Work in collaboration with Sail Salem program for children and adults. Sold a total of 2,449 Salem Resident vehicle stickers and 43 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, 2021. 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 mitigating invasive spe- cies at Winter Island Park. Increased frequency of commercial beach raking on Waikiki Beach. Made significant progress addressing items listed in the City of Salem ADA Transition Plan which pertain to the bathhouse, including modifications to and/or replacement of sinks, shower stalls, toilet stalls, grab bars, and sig- nage in the Men’s and Women’s bathrooms as well as modifications to the entrance doorway and creating customer counter access inside the Store/ Office. Purchased and installed four new durable recycled plastic frame walk-thru picnic tables including one with a walk-thru table for wheelchair access. Secured the services of an electrical contractor and completed necessary electrical work including replacing existing electrical boxes, wiring, and conduit on six waterfront RV camping sites (Sites 12, 13, 14, 15, 16 and 16A) located adjacent to the Public Boat Ramp. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 677 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. Conducted repairs and added iron reinforcement to the three gates to the bunkers in Fort Pickering. Purchased a new 1,300 lb capacity Tommy Gate lift gate for Winter Island’s Ford F-350 pick-up truck. Purchased a 2022 John Deere Gator HPX615E utility vehicle. Delivery date: June 2022. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 678 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Winter Island - Personnel 16991 5111 Salaries-Full Time 61,895 61,543 63,388 63,388 65,097 65,097 65,097 1,709 2.70 16991 5118 Seasonal Labor 132,579 124,705 139,979 139,979 147,336 147,336 147,336 7,357 5.26 194,475 186,248 203,367 203,367 212,433 212,433 212,433 9,066 4.46 Winter Island - Expenditures 16992 5211 Electricity 24,772 21,764 30,000 36,223 33,000 33,000 33,000 3,000 10.00 16992 5217 Gas/Oil Heat 5,733 5,926 11,000 16,074 11,000 11,000 11,000 0 0.00 16992 5249 Ground Maintenance 6,094 5,991 7,000 7,000 7,000 7,000 7,000 0 0.00 16992 5306 Advertising 208 495 500 416 500 500 500 0 0.00 16992 5320 Contracted Services 1,908 1,839 2,500 2,500 2,500 2,500 2,500 0 0.00 16992 5341 Telephone 4,810 4,991 8,000 8,773 8,500 8,500 8,500 500 6.25 16992 5381 Printing And Binding 1,094 1,399 1,525 1,525 1,525 1,525 1,525 0 0.00 16992 5421 Office Supplies (Gen 1,576 1,364 1,600 1,833 1,600 1,600 1,600 0 0.00 16992 5730 Dues And Sub 0 0 225 225 225 225 225 0 0.00 16992 5846 Renovation & Repairs 9,035 4,306 6,000 6,521 8,000 7,000 7,000 1,000 16.67 16992 5860 Equipment 2,486 6,935 11,000 11,000 11,000 11,000 11,000 0 0.00 57,717 55,011 79,350 92,091 84,850 83,850 83,850 4,500 5.67 Department Total 252,191 241,259 282,717 295,458 297,283 296,283 296,283 13,566 4.80 Electricity 11.14% Equipment 3.71% Gas/Oil Heat 3.71% Ground Maintenance 2.36% Renovation & Repairs 2.36% Salaries-Full Time 21.97% Seasonal Labor 49.73% Telephone 2.87% Other 2.14% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 679 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 GILBERT DAVID MANAGER 3/14/11 63,387.47 1,247.07 P 1.00 100% 65,097.05 65,097.05 65,097.05 16991-5111 63,387.47 1.00 Total Full Time 65,097.05 65,097.05 65,097.05 Hours Weeks GATEKEEPERS 38,476.50 14.94 P 113 24 40,510.50 40,510.50 40,510.50 OFFICE/STORE 26,391.75 P 77 25 27,835.50 27,835.50 27,835.50 HEAD MAINTENANCE 17,280.00 16.75 P 40 28 18,090.00 18,090.00 18,090.00 MAINTENANCE 39,759.00 15.00 P 116 26 41,934.00 41,934.00 41,934.00 W/E MAINTENANCE 3,072.00 16.75 P 16 12 3,216.00 3,216.00 3,216.00 OFFICE MANAGER & Weekends 15,000.00 15.75 P 40 26 15,750.00 15,750.00 15,750.00 16991-5118 139,979.25 Total Seasonal 147,336.00 147,336.00 147,336.00 203,366.72 1.00 Department Total 212,433.05 212,433.05 212,433.05 General Fund FTE Full-Time Equivalent Employees: FY 2021 1.00 FY 2022 1.00 FY 2023 1.00 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 680 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 30,000 33,000 33,000 33,000 5211 Electricity Total 30,000 33,000 33,000 33,000 5217 Gas/Oil Heat Propane Gas for Office/Store and Function Hall 11,000 11,000 11,000 11,000 5217 Gas/Oil Heat Total 11,000 11,000 11,000 11,000 5249 Ground Maintenance Exterminators Services 1,000 1,000 1,000 1,000 Grounds maintenance supplies, custodial supplies, paper goods 6,000 6,000 6,000 6,000 5249 Ground Maintenance Total 7,000 7,000 7,000 7,000 5306 Advertising Salem Maps, Salem Tourism & Cultural Advertising 500 500 [PHONE REDACTED] Advertising Total 500 500 [PHONE REDACTED] Contracted Services COMCASH - POS 2,500 2,500 2,500 2,500 5320 Contracted Services Total 2,500 2,500 2,500 2,500 5341 Telephone Verizon, Comcast, Credit Card Lines, security cameras 8,000 8,500 8,500 8,500 5341 Telephone Total 8,000 8,500 8,500 8,500 5381 Printing And Binding Day passes, check in cards/stickers 1,525 1,525 1,525 1,525 5381 Printing And Binding Total 1,525 1,525 1,525 1,525 5421 Office Supplies (Gen General Office Supplies, Ink Cartridges 1,600 1,600 1,600 1,600 5421 Office Supplies (Gen Total 1,600 1,600 1,600 1,600 5730 Dues And Sub SALEM CHAMBER OF COMMERCE - SPLIT WITH REC 225 225 [PHONE REDACTED] Dues And Sub Total 225 225 [PHONE REDACTED] Renovation & Repairs Repairs to equipment, camp sites, Function Hall, Office/Store, Hangar, Bathhouse, etc... 6,000 8,000 7,000 7,000 5846 Renovation & Repairs Total 6,000 8,000 7,000 7,000 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 681 5860 Equipment Equipment needed for Groundskeeping & upkeep of all Camp Sites and Park 6,000 0 0 0 Equipment needed for groundskeeping & upkeep of Winter Island Park property including all camp sites, maintenance and upkeep of 2011 Ford F350 pickup truck 0 11,000 11,000 11,000 Replacement of rusted bed and tommy gate 5,000 0 0 0 5860 Equipment Total 11,000 11,000 11,000 11,000 16992 Winter Island-Expenses Total 79,350 84,850 83,850 83,850 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 682 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 To generate a revenue stream robust enough to maintain the center, staff and provide substantial funding for headstone repair. To provide programming and events that help our local community and visiting public engage with this burial point in new and creative ways. Significant Budget & Staffing Changes For FY 2023 Recent Accomplishments Established and staffed the Charter Street Cemetery Welcome Center including furnishing and stocking an entire gift shop, developing an exhibit room and training guides to oversee the cemetery. Hosted virtual lectures sharing the history of Charter Street Cemetery and scholarship on the evolution of funerary practices in America. ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 683 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Charter Street - Personnel 16981 5111 Salaries-Full Time 0 0 0 0 34,444 34,444 34,444 34,444 0.00 16981 5118 Seasonal Labor 0 0 89,040 102,040 103,060 103,060 103,060 14,020 15.75 0 0 89,040 102,040 137,504 137,504 137,504 48,464 54.43 Charter Street - Expenditures 16982 5306 Advertising 0 0 2,500 2,500 2,500 2,500 2,500 0 0.00 16982 5320 Contracted Services 0 0 3,000 3,800 4,700 4,700 4,700 1,700 56.67 16982 5421 Office Supplies (Gen 0 0 1,000 1,000 1,000 1,000 1,000 0 0.00 16982 5581 Souvenirs 0 0 35,000 34,200 36,700 36,700 36,700 1,700 4.86 0 0 41,500 41,500 44,900 44,900 44,900 3,400 8.19 Department Total 0 0 130,540 143,540 182,404 182,404 182,404 51,864 39.73 Contracted Services 2.58% Salaries-Full Time 18.88% Seasonal Labor 56.50% Souvenirs 20.12% Other 1.92% ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 684 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 PETERSON ELIZABETH Manager 7/6/12 1,156.21 0.50 1.0 1.0 34,443.88 34,443.88 34,443.88 16981-5111 - 0.50 Total Full Time 34,443.88 34,443.88 34,443.88 Hours Weeks Guest Services (In Season) 89,040.00 16.00 P 112 27 48,384.00 48,384.00 48,384.00 Guest Services (Off Season) 16.00 40 25 16,000.00 16,000.00 16,000.00 Shift Supervisor 17.00 19 52 16,796.00 16,796.00 16,796.00 Admin Support 18.00 19 52 17,784.00 17,784.00 17,784.00 Weekend Guest Services (Sept/Oct) 16.00 32 8 4,096.00 4,096.00 4,096.00 16981-5118 89,040.00 Total Seasonal 103,060.00 103,060.00 103,060.00 89,040.00 0.50 Department Total 137,503.88 137,503.88 137,503.88 General Fund FTE Full-Time Equivalent Employees: FY 2021 0.00 FY 2022 0.00 FY 2023 0.50 Variance 22 vs. 23 0.50 ---PAGE BREAK--- Departmental Budgets Recreation FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 685 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16982 Charter St. Cemetery-Expense 5306 Advertising 0 2,500 2,500 2,500 5306 Advertising Total 0 2,500 2,500 2,500 5320 Contracted Services Programming POS subscription Advertising 3,000 0 0 0 Programming POS subscription Advertising 0 4,700 4,700 4,700 5320 Contracted Services Total 3,000 4,700 4,700 4,700 5421 Office Supplies (Gen General office supplies as needed 1,000 1,000 1,000 1,000 5421 Office Supplies (Gen Total 1,000 1,000 1,000 1,000 5581 Souvenirs Gift shop inventory for resale 35,000 35,000 35,000 35,000 Telephone and Internet 0 1,700 1,700 1,700 5581 Souvenirs Total 35,000 36,700 36,700 36,700 16982 Charter St. Cemetery-Expense Total 39,000 44,900 44,900 44,900 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 686 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 indi- viduals of Salem. Goals and Objectives Goal: Continue to identify new ways to attract more people to the Council on Aging/Community Life Center programming with the assistance of the Community Life Center Engagement Committee (a committee of Salem for all Ages). Objective: To identify methods of communication to reach seniors and other older adults within three months. Goal: Continue to, and expand, the offering of new community partner- ships and services. Objective: Schedule one new offering per quarter (Behavioral Health, Exer- cise, Lectures, etc.). Goal: Continue Nutrition Education through the raised vegetable bed pro- gram. Objective: Starting in May, seniors will plant vegetable seeds to be used in cooking demonstrations and healthy snack and recipe giveaways July - September. Goal: Build a Healthy Snack Shack to offer nutritious snacks onsite at the CLC and outside the CLC as part of Nutrition Education. Objective: Collaborate with builders to realize completion of Snack Shack by end June. Nutrition Coordinator will plan and create healthy snack choices to begin offerings by September. Goal: Identify funding to create access to technology for seniors. Objective: Purchase through donations or grants IPADS and training for those in need of technology education by August. Goal: To continue the work around Memory CafÈs in support of those living with memory loss and their caregivers. Objective: Conduct Memory CafÈ’s at the Community Life Center with identified workshop topics and speakers. Goal: Sponsor and promote a caregiver support group. Objective: Identify space, facilitator, and promotion methods to begin by July. Goal: Conduct Travel Training for Salem seniors. Objective: Work with MBTA, MDOT and other agencies who offer this train- ing and book by September. Goal: Continue Wellness Walks on the Common. Objective: Identify a month before each walk, a local leader/celebrity/sub- ject matter expert to host the walk and talk about points of inter- est or expertise. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Mayor’s Goal : To maintain a high level of accessibility to and responsive- ness by City departments and employees. COA Goal : COA staff will continue to promote Transportation for ease of access to the Community Life Center for programs and events measuring increase in utilization Conduct satisfaction surveys and program to meet needs of the growing senior population. Mayor’s Goal : Look for ways to deliver City services more efficiently and effectively through the use of technology and performance management. COA Goal : The COA team, along with other staff from Community Services, will continue to promote the CLC using social media to target baby boom- ers and to recruit older seniors to visit and utilize the Mayor Jean A. Levesque Community Life Center. Continued use of Facebook, other social media and SATV to showcase the offerings at the CLC to the greater Salem community. Work with Salem for All Ages to create access to and training for technology; smartphones, IPADS and other platforms. Significant Budget & Staffing Changes For FY 2023 - Realized in mid-FY’22, the most significant staffing change is the addition of a full-time Nutrition and Culinary Coordinator to manage the kitchen and lunches offered at the Community Life Center. In addition to overseeing Title III-C Congregate meals for seniors and those living with a disability, the coor- dinator supervises a corps of volunteers to greet and serve dining guests Monday through Friday in the Great Room. A FY’23 goal with the addition of ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 687 this position is the development of alternate meals where we create our own offerings from the kitchen and hold events that are food-themed such as the new “Brunch and a Movie”, culturally diverse offerings, guest chefs, brain- healthy treats at our Memory CafÈ events and homemade muffins in the morning. - In the area of Transportation, dispatching rides has been added to one of the van driver’s duties. The increase in ridership calls for additional assistance in the area of Transportation. This is reflected in the FY’23 budget. - Social Service needs rose dramatically during the last two years given chal- lenges imposed by the pandemic. Through our partnership with North Shore Community Health, a licensed clinical social worker sees patients at the Community Life Center on Fridays. From surveying Salem seniors, over the course of the remainder of FY’22 and into FY’23, North Shore Community Health will offer “Lunch and Learns” in such areas as Benefits of Physical Activity on Emotional Health, Sleep: Why it is so Important and How to Get a Good Night’s Sleep, The Health Benefits of Hobbies and How to Find One that’s Right for You and The Helping High-How Helping Others Improves Happiness. - The Council on Aging engaged a special projects contractor to spearhead our Memory CafÈs; gathering places for those living with memory loss and their caregivers. This began in mid-FY’22 but will be funded into at least the first half of FY’23 from a special grant from the Executive Office of Elder Affairs. Recent Accomplishments for FY2022 The Council on Aging Board continued to be vital in supporting the COA leadership and staff and serve as strong advocates for more subsidized senior housing. The Friends of the COA continued to support programs through the Annual Appeal as well as planning a fall fundraiser. The Friends continue to spon- sor many classes at the COA to keep prices low- or no cost for seniors. The Friends also sponsored 250 Thanksgiving meals for homebound and iso- lated seniors and have committed to do the same for Easter. Due to the pandemic, some classes initially resumed outside due to proto- cols around gathering large groups of people. As programs resumed inside, we continued to socially distance and limit the number of class partici- pants. During the course of the fiscal year, most activities resumed inside at the CLC. Collaborated with the Salem Police Department for the winter season “Sand for Seniors” project. Three raised vegetable bed gardens were built through a Mass Council on Aging grant to provide Nutrition & Gardening Education and Outreach to seniors and youth who planted and cared for produce used in cooking demonstrations and healthy snacks. Collaborated with the Health Department to create “ Cooking with Kerry a segment offering a cooking show aired on Facebook and SATV; a way to promote healthy and simple meals. When we had new COVID peaks and had to pull back on gatherings and lunch in person, staff delivered treats, books and games to socially isolated seniors and meals to those deemed food insecure. Holiday events took the form of a Drive-Thru luncheon with goodie bags, music and staff greeting the seniors. Weekly Farmers Markets took place via Drive-Thru ensuring a hearty supply of nutritious offerings from the Boston Gleaners. The Greater Boston Food Bank deliveries to food insecure seniors continued through Fall of 2022. The Social Service team helped to coordinate AARP’s Tax-Aide program, a free service to area seniors. On average, 25-30 seniors joined us each day at the center for congregate meals. In collaboration with the Health Department, conducted “Well- ness Walks on the Common” featuring a local elected official or celebrated citizen as the walk leader/guide. Nearly 2000 seniors received counseling and support services for such top- ics as health and insurance benefits including Medicare, housing, surplus food distributions to prevent food insecurity and more. Council on Aging staff members sat on several Salem for All Ages subcom- mittees (Transportation, Health) as well as the Task Force. The R U OK? wellness check program continued in collaboration with the Salem Police Department. As we resumed full services, the COA transportation service was back to providing an average of 1,100 one-way rides per month to Salem seniors and citizens living with a disability to medical appointments, grocery shop- ping and other destinations including the North Shore Mall and Trader Joe’s. ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 688 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 689 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Total number of senior citizens served through COA (unduplicated) - 2200 2223 2300 2400 Congregate Meals (duplicated) - 5600 5800 7000 7200 Social Services (unduplicated/duplicated) - 1332/7650 1525/7434 1700/7500 1750/7500 Tax work-off participants (60 maximum allowed) - 49 60 60 60 Transportation Van rides, point-to-point - 1440 1536 13,073 14,500 Volunteers - 110 130 135 140 Bldg Rep/Maint Suppl 3.38% Contracted Services 7.57% Food 1.61% Salaries-Full Time 76.17% Salaries-Part Time 6.76% Vehicle Prts & Acces 2.25% Other 2.25% ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 690 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Council On Aging - Personnel 15411 5111 Salaries-Full Time 391,344 385,125 456,371 456,371 476,489 473,056 473,056 16,685 3.66 15411 5113 Salaries-Part Time 53,926 23,681 41,849 41,849 42,006 42,006 42,006 157 0.38 15411 5131 Overtime (General) 0 0 500 500 500 500 500 0 0.00 445,270 408,807 498,720 498,720 518,995 515,562 515,562 16,842 3.38 Council On Aging - Expenditures 15412 5320 Contracted Services 9,438 12,352 41,800 37,951 47,000 47,000 47,000 5,200 12.44 15412 5341 Telephone 0 0 1,100 1,100 1,100 1,100 1,100 0 0.00 15412 5351 Recreational Activit 3,495 2,650 4,000 4,200 4,000 4,000 4,000 0 0.00 15412 5381 Printing And Binding 381 239 1,100 1,450 1,100 1,100 1,100 0 0.00 15412 5421 Office Supplies (Gen 2,995 2,419 3,600 4,399 4,000 4,000 4,000 400 11.11 15412 5431 Bldg Rep/Maint Suppl 11,150 11,003 18,000 18,630 21,000 21,000 21,000 3,000 16.67 15412 5483 Vehicle Prts & Acces 6,686 5,946 14,000 14,000 14,000 14,000 14,000 0 0.00 15412 5491 Food 65 176 3,000 5,500 10,000 10,000 10,000 7,000 233.33 15412 5710 In State Travel/Meetings 703 198 1,500 1,500 1,500 1,500 1,500 0 0.00 15412 5730 Dues And Sub 0 1,325 1,800 1,800 1,800 1,800 1,800 0 0.00 34,912 36,309 89,900 90,530 105,500 105,500 105,500 15,600 17.35 Department Total 480,182 445,115 588,620 589,250 624,495 621,062 621,062 32,442 5.51 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 691 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ARNOLD TERESA COA Director 10/2/2017 82,293.51 1,619.02 1.00 1 100% 84,933.79 84,933.79 84,933.79 BARRETT LYNNE OUTREACH SOCIAL WORKER 3/5/1993 24,323.93 478.54 0.42 1 42% 24,979.79 24,979.79 24,979.79 BUONFIGLIO RECEPTIONIST 9/8/2017 30,095.04 592.08 0.89 1 89% 31,676.28 31,676.28 31,676.28 DONAHUE ROSANNA ACTIVITIES COORDINATOR 8/19/14 37,421.23 734.59 0.92 1 92% 40,216.60 39,280.73 39,280.73 FELTON SHARON SOCIAL SERVICE COORDINATOR 12181995 61,147.47 1,203.10 1.00 1 100% 63,114.63 63,114.63 63,114.63 OSHEA ANNE TRANSPORTATION COORD 6/15/2017 56,242.99 1,106.51 1.00 1 100% 58,047.51 58,047.51 58,047.51 FITZGERALD KATHLEEN BOARD CLERK 11/1/2017 1,200.00 - B 1,200.00 1,200.00 1,200.00 MCCARTHY KATHLEEN PROGRAM MANAGER 6/11/2015 43,804.63 853.14 0.67 1 67% 44,533.91 44,533.91 44,533.91 ERICKSBERG JOSEPH SOCIAL WORKER 44,375.13 - - - ALYSSA SOCIAL WORKER 8/30/21 827.88 1.00 1 100% 42,161.42 42,161.42 42,161.42 FILLED ANNUAL KAY WALSH - INTERN COA/SOCIAL WORK INTERN 2,500.00 2,500.00 2,500.00 2,500.00 BLUMBERG ERICA NUTRITION/ CULINARY PROGRAM COORDINATOR 25,000.00 789.25 0.67 1 67% 30,100.70 27,603.23 27,603.23 FORGIONE CLAUDIA AFSCME 47,966.52 0.00 Total AFSCME 1818 53,024.24 53,024.24 53,024.24 15411-5111 456,370.45 7.57 Total Full Time 476,488.87 473,055.52 473,055.52 GUERRERO JORGE P/T VAN DRIVER 10,572.13 WHITE DIANE P/T VAN DRIVER 8,205.75 WILSON KRISTINE P/T VAN DRIVER 1/22/20 8,205.75 2,835.00 P 0.29 10 8,874.00 8,874.00 8,874.00 CARON ANNE P/T VAN DRIVER 12,699.38 4,631.25 P 0.43 15 14,094.00 14,094.00 14,094.00 TACHUK JOHN P/T VAN DRIVER 10/20/14 2,166.32 5,643.00 P 0.51 18 0.14 3,573.80 3,573.80 3,573.80 D’EON BRENDA P/T VAN DRIVER/ DISPATCHER 02/22/22 296.25 0.43 15 15,464.25 15,464.25 15,464.25 15411-5113 41,849.33 1.66 Total Part Time 42,006.05 42,006.05 42,006.05 OVERTIME 500.00 500.00 500.00 500.00 15411-5131 500.00 Total Overtime 500.00 500.00 500.00 498,719.78 9.23 Department Total 518,994.92 515,561.57 515,561.57 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 692 General Fund FTE Full-Time Equivalent Employees: FY 2021 7.64 FY 2022 8.93 FY 2023 9.23 Variance 22 vs. 23 0.30 FTE Variance 21 vs. 22 8.00 (All COA GF Budgest & Grants) FY 2022 10.93 FY 2023 11.51 Variance 22 vs. 23 0.58 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ROSS HEATHER PRINCIPAL CLERK 1/14/ 2021 47,966.52 - - - - - - FORGIONE CLAUDIA PRINCIPAL CLERK 4/2/ 2012 1.00 1,015.79 53,024.24 3 53,024.24 53,024.24 53,024.24 47,966.52 - - 53,024.24 53,024.24 53,024.24 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant BLUMBERG ERICA TITLE III C 25763-5111 NUTRITION/CULINARY COORDINATOR 13,701.38 COA Budget 15411-5111 27,497.47 JALBERT ARTHUR TITLE III B 25753-5111 P/T VAN DRIVER 0.34 10,492.20 CARON MARY EOEA Formula Grant 24603-5111 P/T VAN DRIVER 0.40 12,423.60 LUGO JORGE EOEA Formula Grant 24603-5111 P/T VAN DRIVER 0.51 16,208.10 TACHUK JOHN CDBG 24613-5111 P/T VAN DRIVER 0.51 13,339.00 COA Budget 15411-5113 0.51 3,573.80 BARRETT LYNNE State Formula 24603-5111 PT SOCIAL WORKER PT 33,654.80 COA Budget 15411-5111 PT 24,370.72 BUONFIGLIO Rec Budget 16501-5111 RECEPTIONIST 3,726.75 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 693 COA Budget 15411-5111 30,152.81 DONAHUE ROSANNA COA Budget 15411-5111 ACTIVITIES COORD PT 39,130.22 State Formula 2460-5111 PT 3,402.63 MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER PT 43,447.55 Rec Budget 16501-5111 PT 21,399.54 Grants Detail Employee Name Department Org/Obj Job Description FTE Dept/Grant ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 694 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 15412 Council On Aging-Expenses 5320 Contracted Services Lahey Landscaping contract-CLC 29,000 30,000 30,000 30,000 Preventative Maintenance for HVAC Equipment at CLC 11,000 11,000 11,000 11,000 Service contract with Conway Technology Group Base Rate and Copies 0 3,000 3,000 3,000 Service contract with New England Copier Service 1,800 0 0 0 Wells Fargo Copier Leases 0 3,000 3,000 3,000 5320 Contracted Services Total 41,800 47,000 47,000 47,000 5341 Telephone 744-0924, 744-0925, 744-0929, 745-0409 - regular lines 744-0929 & 744- 0924 Long Distance - per month x 12 months 1,100 1,100 1,100 1,100 5341 Telephone Total 1,100 1,100 1,100 1,100 5351 Recreational Activit Guest Lectures, Musical programs, Holiday Bazaar 2,000 2,000 2,000 2,000 Recreational activities for Salem Seniors 2,000 2,000 2,000 2,000 5351 Recreational Activit Total 4,000 4,000 4,000 4,000 5381 Printing And Binding Printing of flyers for major events and brochures as needed 800 800 800 800 Stationary and envelopes 300 300 [PHONE REDACTED] Printing And Binding Total 1,100 1,100 1,100 1,100 5421 Office Supplies (Gen Misc. office supplies as needed 3,600 4,000 4,000 4,000 5421 Office Supplies (Gen Total 3,600 4,000 4,000 4,000 5431 Bldg Rep/Maint Suppl Misc. building maintenance supplies as needed 3,000 6,000 6,000 6,000 service charge for elevator, repairs to elevator, yearly certification 15,000 15,000 15,000 15,000 5431 Bldg Rep/Maint Suppl Total 18,000 21,000 21,000 21,000 5483 Vehicle Prts & Acces parts for repairing aging vans 14,000 14,000 14,000 14,000 5483 Vehicle Prts & Acces Total 14,000 14,000 14,000 14,000 5491 Food All COA sponsored workshops 2,000 0 0 0 Volunteer Appreciation Celebration 1,000 1,000 1,000 1,000 Food and meals for COA special events as well as grocery items needed. 0 9,000 9,000 9,000 5491 Food Total 3,000 10,000 10,000 10,000 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 695 5710 In State Travel/Meetings MCOA fall conference social workers and COA Director 1,000 1,000 1,000 1,000 NSDCOA social workers and COA Director 500 500 [PHONE REDACTED] In State Travel/Meetings Total 1,500 1,500 1,500 1,500 5730 Dues And Sub Annual membership for MCOA 1,800 1,800 1,800 1,800 5730 Dues And Sub Total 1,800 1,800 1,800 1,800 15412 Council On Aging-Expenses Total 89,900 105,500 105,500 105,500 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 696 Library Library Mission Statement Why We Exist To provide quality public library service at the Salem Public Library in a reli- able, 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 and col- lections. Continue to develop partnerships to support community organizations and to expand access to library services. Create programming in partnership with the Community Life Center. Reestablish regular Pop-Up events. Investigate mobile printing services that include integrated online pay- ment options by September 2022. Purchase tablets for adults to use in the library by January 2023. Continue to evaluate and diversify local history collections. Expand resources for the visually impaired by November 2022. How FY 2023 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Salem Public Library strives to be a welcoming place for all residents and visitors. We celebrate inclusiveness with ongoing efforts to improve accessibility, by cultivating diverse collections, and by developing partner- ships to better reach members of the community. Improving resident access to services and information is a high priority for the Salem Public Library. Information services are available via telephone, email, chat, social media, and in person. Electronic collections have been significantly expanded and residents may apply for temporary library cards online to access these collections. The Salem Public Library continues to emphasize excellent customer ser- vice in person, over the phone, and online to maintain a high level of acces- sibility and responsiveness to Salem’s citizens. 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 regionalization effort enables NOBLE libraries to share a common catalog, circulation system, internet access, e-book and audio collections, online resources, staff training resources, and more. NOBLE negotiates group pur- chases of databases, services, and computer equipment at affordable prices. With a library card, Salem citizens can check out material in any library in Massachusetts, or request an item be delivered to their home library for pick up. The library offers many online options to deliver services more efficiently. Library services that are always available online include: library account management, renewals, requests for library materials, overdue fine pay- ments, research databases, tutorials, museum pass booking, downloadable e-books and audiobooks, language learning programs, and test prepara- tion. Mobile printing allows patrons to print directly from their own devices in both the Children’s Room and Reference Room during the library’s operating hours. The Salem Public Library has always been a strong supporter of the Salem Schools and actively works toward strengthening partnerships to build a culture of high expectations for student success. Books, audiobooks, eBooks, and digital audio materials are purchased by the Salem Public Library to enhance the curriculum of the schools and support summer reading lists. In 2020, the Salem Public Library and the Salem Public Schools launched a partnership through Overdrive Connect that allows stu- dents to borrow ebooks through Sora using their student credentials. The Salem Public Library also offers programs and activities for students of all ages to promote learning, creativity, and socialization. Significant Budget & Staffing Changes For FY 2023 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 ($76,025 in FY22), gives Salem residents ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 697 borrowing privileges at area libraries, and allows materials to be borrowed from other libraries and delivered to Salem. There are no significant budget or staffing changes for FY23. Recent Accomplishments Offered additional sessions of preschool programs to meet the needs of families with young children. Introduced innovative programs including Sensory Bins, virtual Dungeons & Dragons, knitting club, anime club, and teen/tween nights. Acquired new Kindle Fire tablets for children to use while visiting the library. Added new Wonderbook collection for young readers which combines a print book with a digital read-along speaker. Painted and reorganized the YA section. Added two new free passes for the U.S.S. Constitution Museum and the Harvard Museums of Science and Culture. Created an interactive digital floor map to assist patrons in locating materi- als. Expanded e-book and digital audio collections. Hosted a book group for adults and a book group for older adults in part- nership with the Council on Aging. Hosted Salem Lit Fest Children’s Day event in partnership with the Salem Athenaeum featuring Tricia Elam Walker and Ekua Holmes. Created a story walk for families to enjoy at the Ropes Garden. Expanded the Library of Things collection to include a theremin, Ghost Meter, jump ropes, Hexbugs, and assorted board games. Developed Spice Bank Collective in partnership with the Salem Pantry and become a year-round collection place for spices. Continued partnership with Salem For All Ages to create age friendly pro- grams and to support community members in need. Upgraded internet capability to offer bandwidth speeds of 1 gig (1,000 Mbps). Relabeled DVD collection to make titles easier to find. Created Book Match service to help readers find books to enjoy. ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 698 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Volumes in Circulation - 172,673 161,690 171,000 175,000 Total Volumes Borrowed - 239,099 154,458 200,000 220,000 Total Electronic Usage - 23,749 26,478 28,000 30,000 Attendance in Library - 120,840 7,776 85,000 110,000 Number of Salem Library Cardholders - 21,086 17,006 20,000 22,000 Number of Reference Questions Asked - 35,102 26,760 32,000 35,000 Number of Programs Held - 315 351 300 320 Number of Internet Computer Sessions - 16,975 N/A 8,000 9,000 Number of Wireless Sessions - 32,938 19,066 23,000 28,000 Offsite Outreach Programs - 37 0 20 50 Books-Library 13.62% Building Maintenance 2.52% Dues And Sub 3.68% Electricity 3.03% Salaries-Full Time 56.19% Salaries-Part Time 15.66% Sunday Hours 2.76% Other 2.53% ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 699 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Library - Personnel 16101 5111 Salaries-Full Time 783,381 781,374 824,540 832,040 837,902 833,181 833,181 8,641 1.05 16101 5113 Salaries-Part Time 208,896 159,678 225,716 225,716 232,226 232,226 232,226 6,510 2.88 16101 5115 Sunday Hours 40,693 1,013 40,934 32,434 40,934 40,934 40,934 0 0.00 16101 5131 Overtime (General) 2,037 3,697 4,000 5,000 4,000 4,000 4,000 0 0.00 1,035,008 945,762 1,095,190 1,095,190 1,115,063 1,110,342 1,110,342 15,152 1.38 Library - Expenditures 16102 5211 Electricity 30,260 28,641 39,000 43,104 45,000 45,000 45,000 6,000 15.38 16102 5216 Oil & Gas Heating Fuel 11,833 12,401 12,500 14,219 14,500 14,500 14,500 2,000 16.00 16102 5241 Building Maintenance 14,028 22,522 37,140 43,181 37,429 37,429 37,429 289 0.78 16102 5317 Educational Training 0 0 1,000 0 1,000 1,000 1,000 0 0.00 16102 5341 Telephone 2,800 2,827 3,000 3,134 3,380 3,380 3,380 380 12.67 16102 5451 Custodial Supplies 4,647 6,254 7,200 7,200 7,200 7,200 7,200 0 0.00 16102 5512 Books & Materials 191,364 150,471 201,934 202,487 201,934 201,934 201,934 0 0.00 16102 5516 Microfilm Subscripti 616 467 500 487 500 500 500 0 0.00 16102 5517 Periodicals 5,249 2,700 7,000 5,180 7,000 7,000 7,000 0 0.00 16102 5730 Dues And Sub 54,628 53,938 54,628 54,436 54,628 54,628 54,628 0 0.00 315,424 280,220 363,902 373,428 372,571 372,571 372,571 8,669 2.38 Department Total 1,350,432 1,225,982 1,459,092 1,468,618 1,487,634 1,482,913 1,482,913 23,821 1.63 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 700 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 MANSFIELD TARA Director 9/10/2012 92,577.01 1,821.33 1.00 1 100% 97,207.79 95,537.60 95,537.60 HODGDON BRIAN Assistant Director 07/17/17 72,169.84 1,419.92 1.00 1 100% 75,927.62 74,119.82 74,119.82 RUSH KRISTIN Spec Library Assistant 49,614.02 976.21 1.00 1 100% 52,201.04 50,958.16 50,958.16 BROSNAN LAURA Dept Head MLS/ Children’s Librarian 9/08/15 55,799.10 1,070.83 U 1.00 1 100% 55,897.33 55,897.33 55,897.33 DRISCOLL TIMOTHY Tech Serv Computer 10/16/17 64,460.73 1,237.37 U 1.00 1 100% 64,590.71 64,590.71 64,590.71 GAUDRAULT SUSAN Dept Head MLS/Tech Serv Catalog 05301989 55,799.10 1,070.83 U 1.00 1 100% 55,897.33 55,897.33 55,897.33 HAMILTON KATHLEEN Staff Librarian I 5/25/2018 40,518.17 777.87 U 1.00 1 100% 40,604.81 40,604.81 40,604.81 HVIDING MARIE Dept Head MLS/ Reference Librarian 8/19/13 55,799.10 1,070.83 U 1.00 1 100% 55,897.33 55,897.33 55,897.33 JONES JESSICA Staff Librarian II MLS 10/23/17 44,730.46 858.68 U 1.00 1 100% 44,823.10 44,823.10 44,823.10 KELLEY MARY Staff Librarian I 11/28/18 40,518.17 777.87 U 1.00 1 100% 40,604.81 40,604.81 40,604.81 LORRAIN SIMONE Staff Librarian III MLS 12/13/10 47,903.35 919.48 U 1.00 1 100% 47,996.86 47,996.86 47,996.86 LUCEY-RUANO TERESA DepT Head/ Circulation Librarian 1/22/18 53,683.84 1,030.40 U 1.00 1 100% 53,786.88 53,786.88 53,786.88 MOORE DAVID Staff Librarian II 02/05/2018 42,633.43 818.28 U 1.00 1 100% 42,714.22 42,714.22 42,714.22 NIEVES SUZANNE Staff Librarian II 09111995 45,788.09 878.89 U 1.00 1 100% 45,878.06 45,878.06 45,878.06 SHIFT DIFFERENTIAL SHIFT DIFFERENTIAL - - - - - EDUCATION DIFFERENTIAL MLIS Certification 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 AFSCME 60,545.41 1.00 Total AFSCME 1818 61,874.23 61,874.23 61,874.23 U=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 16101-5111 824,539.82 15.00 Total Full Time - 5111 837,902.12 833,181.25 833,181.25 CARR JENNIFER Library Assistant II 11/16/15 14,888.10 285.76 U/P 0.46 16.0 14,916.67 14,916.67 14,916.67 COLE PAIGE Library Assistant I 13,137.54 299.44 U/P 0.54 19.0 15,630.77 15,630.77 15,630.77 EPSTEIN MARIE Library Assistant I 8/22/15 6,977.23 133.92 U/P 0.23 8.0 6,990.62 6,990.62 6,990.62 HEDIO JOSEPH Library Assistant I 1/26/05 15,473.70 315.00 U/P 0.50 17.5 16,443.00 16,443.00 16,443.00 HOOKS MARY Library Assistant II 05/16/2005 14,341.05 - 0.00 - - - - MICHELINI CHRISTINE Library Assistant I 8/10/11 2,317.15 44.48 U/P 0.07 2.5 2,321.86 2,321.86 2,321.86 PRESSMAN SHARI Library Assistant I 9/4/07 9,846.90 189.00 U/P 0.30 10.5 9,865.80 9,865.80 9,865.80 RYDER RUKMAL Library Assistant II MLS 11/07/2000 - - - - - STROM JENNIFER Library Assistant II MLS 10/04/2006 18,364.21 352.48 U/P 0.46 16.0 18,399.46 18,399.46 18,399.46 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 701 SZPAK SUSAN Staff Librarian III 08/01/1985 27,472.85 527.31 U/P 0.60 21.0 27,525.58 27,525.58 27,525.58 TRACY NANCY Library Assistant II MLS 3/11/16 12,983.84 249.21 U/P 0.26 9.0 13,008.76 13,008.76 13,008.76 VON JAEGER MADELINE Library Assistant I 11/21/19 9,853.15 252.16 U/P 0.34 16.0 13,162.75 13,162.75 13,162.75 PALMER- CRAFT CHEYENNE Library Assistant I 09/20/19 118.20 U/P 0.21 7.5 6,170.04 6,170.04 6,170.04 - - - - 16101-5113 145,655.72 Total Union Part Time 144,435.31 144,435.31 144,435.31 ALIGMANO ALTHEA LIBRARY PAGE 08/06/19 - - - - - FERREIRA EVA LIBRARY PAGE 10/04/17 11,570.37 199.50 P 0.40 14.0 10,691.61 10,691.61 10,691.61 JIMINEZ AMY LIBRARY PAGE 02/18/20 - - - - - JONES DASANI LIBRARY PAGE 12/10/18 5,785.18 - - - - - KONTOULAS LAURA LIBRARY PAGE 07/23/18 - - - - - PALMER CHEYENNE LIBRARY PAGE 09/20/19 5,785.18 - - - - - RIEDER TILDA LIBRARY PAGE 10/01/19 114.00 P 0.22 8.0 6,109.49 6,109.49 6,109.49 RUNYAN JENNIFER LIBRARY PAGE 08/11/16 8,677.78 142.50 P 0.28 10.0 7,636.86 7,636.86 7,636.86 SHAUGNESSY MAX LIBRARY PAGE 07/23/19 5,785.18 - P - - - TITONG ELIJAH LIBRARY PAGE 07/15/19 - - P - - - FELIZ DEBORAH LIBRARY PAGE 57.00 P 0.11 4.0 3,054.74 3,054.74 3,054.74 SULEYMAN HANNAH LIBRARY PAGE 85.50 P 0.17 6.0 4,582.12 4,582.12 4,582.12 WILSON KYLE LIBRARY PAGE 85.50 P 0.17 6.0 4,582.12 4,582.12 4,582.12 VACANCY LIBRARY PAGE 85.50 P 0.17 6.0 4,582.12 4,582.12 4,582.12 CUMMINGS DIANA Substitute Library Asst. I 02/24/16 Sunday Only - - - - LIMARDO CATHERINE Substitute Library Asst. I 7/01/14 Sunday Only - P - - - VO DIANE Substitute Library Asst. I 8/31/2009 Sunday Only - P - - - - AHEARN JAMES JR. LIBRARY CUSTODIAN 03/15/2018 12,504.00 247.20 P 0.46 16.0 13,739.04 13,739.04 13,739.04 CROTEAU JOSHUA JR. LIBRARY CUSTODIAN 11/04/2020 9,378.00 - - - - - FELTON DAVID JR. BLDG CUSTODIAN 10/18/1994 1,010.74 - - - - - FONTAN RODRIGO JR. BLDG CUSTODIAN 11/21/19 - - - - - - GATES ROBERT JR. BLDG CUSTODIAN 6/27/15 807.55 95.82 P 0.17 6.0 5,315.00 5,315.00 5,315.00 KOLODZIEJ JOHN JR. BLDG CUSTODIAN 12/16/13 - - P - - - - O’BRIEN JAMES JR. BLDG CUSTODIAN 1/21/17 - 185.40 P 0.34 12.0 10,314.28 10,314.28 10,314.28 O’BRIEN BRANDON JR. BLDG CUSTODIAN 11/21/17 - - P - - - - Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 702 BRENNAN ANDREW JR. BLDG CUSTODIAN 9,378.00 185.40 0.34 12.0 10,314.28 10,314.28 10,314.28 VACANCY JR. BLDG CUSTODIAN 9,378.00 123.60 0.22 8.0 6,869.52 6,869.52 6,869.52 - - - 16101-5113 80,059.98 Total Non Union Part Time 87,791.18 87,791.18 87,791.18 Sunday Hours 40,934.02 40,934.02 40,934.02 40,934.02 40,934.02 Overtime 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 U/P=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 CERTAIN PART TIME POSITIONS ARE INCLUDED 1,095,189.54 22.01 Department Total 1,115,062.63 1,110,341.76 1,110,341.76 General Fund FTE Full-Time Equivalent Employees: FY 2021 15.60 FY 2022 20.76 FY 2023 22.01 Variance 22 vs. 23 1.25 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New BRENNAN ARTHUR LIBRARY CUSTODIAN 9/15/14 1 60,545.41 1.00 1,185.33 61,874.23 2 7/3/ 2021 1,162.1 0 0.0 52.1 61,874.23 61,874.23 61,874.23 60,545.41 1.00 61,874.23 61,874.23 61,874.23 61,874.23 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 703 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 16102 Library-Expenses 5211 Electricity National Grid, Constellation 39,000 45,000 45,000 45,000 5211 Electricity Total 39,000 45,000 45,000 45,000 5216 Oil & Gas Heating Fuel National Grid, UGI 12,500 14,500 14,500 14,500 5216 Oil & Gas Heating Fuel Total 12,500 14,500 14,500 14,500 5241 Building Maintenance A-1 Exterminators ($132 per month, maintenance etc.) 1,520 1,584 1,584 1,584 ATCO (HVAC maintenance) *required for warranty 9,500 9,500 9,500 9,500 Bibliotheca (library theft detection systems) 500 0 0 0 Bibliotheca software (library theft detection system and occupancy counters) 0 625 625 625 Carpet Cleaning (MLSA Union Contract and required for warranty) 4,300 4,300 4,300 4,300 Cunningham Security (yearly monitoring, maintenance) 1,600 1,600 1,600 1,600 Embree Elevator maintenance fees, inspection fees, repairs, etc.) 5,980 5,980 5,980 5,980 General Repairs 6,000 6,000 6,000 6,000 Hiller Companies (fire sprinkler system) & Talbot electric 3,835 3,935 3,935 3,935 Keane Fire & Safety Equipment, Lyons Plumbing, Patriot Alarm (Elevator Monitoring) 2,650 2,650 2,650 2,650 Workplace Essentials (OSHA disposal services) 1,255 1,255 1,255 1,255 5241 Building Maintenance Total 37,140 37,429 37,429 37,429 5317 Educational Training MLSA UNION CONTRACT 1,000 1,000 1,000 1,000 5317 Educational Training Total 1,000 1,000 1,000 1,000 5341 Telephone 740-4533 $32.00 x 12 mos, 744-0860 $18.00 x 12 mos, 744-0863 $28.00 X 12 mos 836 836 836 [PHONE REDACTED] $89.00 x 12 mos, 744-3931/744-9667 100 per mo x 12 mos 1,768 0 0 0 744-4143 $99.00 x 12 mos, 744-3931/744-9667 80 per mo x 12 mos 0 2,148 2,148 2,[PHONE REDACTED] $18.00 x 12 mos, 744-3931 long distance $32.00 x 12 mos 396 396 [PHONE REDACTED] Telephone Total 3,000 3,380 3,380 3,380 5451 Custodial Supplies General Custodial supplies (Staples, Home Depot, Winer Bros., etc.) 7,200 7,200 7,200 7,200 5451 Custodial Supplies Total 7,200 7,200 7,200 7,200 5512 Books & Materials Amazon, Baker & Taylor, Ingram, e-books, databases 201,934 201,934 201,934 201,934 5512 Books & Materials Total 201,934 201,934 201,934 201,934 ---PAGE BREAK--- Departmental Budgets Library FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 704 5516 Microfilm Subscripti New England Micrographics 500 500 [PHONE REDACTED] Microfilm Subscripti Total 500 500 [PHONE REDACTED] Periodicals North Shore News, Amazon, etc. 7,000 7,000 7,000 7,000 5517 Periodicals Total 7,000 7,000 7,000 7,000 5730 Dues And Sub NOBLE (bid) - North Shore Library computer consortium of 17 public libraries, 7 colleges, 1 private high school library, and 1 special library 54,628 54,628 54,628 54,628 5730 Dues And Sub Total 54,628 54,628 54,628 54,628 16102 Library-Expenses Total 363,902 372,571 372,571 372,571 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Veterans FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 705 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 home- lessness, 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 and the Washington Arch in anticipation of the 400th Anniversary of the city in 2026. To help finalize the new Massachusetts National Guard Museum. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short -Term Goals The veteran’s department goals remain consistent with the Mayors goals of improving communication and transparency with our veterans, veteran dependent population, and citizens. All donation account information and basic reimbursable expenses are open to all citizens of Salem. With the resumption of normal business practices, we will increase out- reach 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 2023 There will be no significant veteran department staffing changes for 2023 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 Unlike the surrounding community veteran offices, we remained open during the COVID-19 pandemic. We have kept up with the increased demand for unemployment, VA compensation and veteran healthcare applications. Mentor to several new VSO’s across the state. Coordinated a VSO working group with Congressman Moulton’s district office. ---PAGE BREAK--- Departmental Budgets Veterans FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 706 Expenditure by Department Outcomes and Performance Measures Actual FY2019 Actual FY2020 Actual FY2021 Estimated FY2022 Estimated FY2023 Number of Cases - 622 502 516 530 Dollars in Benefits expended - $387,162 $313,062 $340,000 $365,000 Amount reimbursed to the city from the State - $290,371 $234,796 $255,000 $273,750 % Authorized by the State (75% max. allowed) - $290,371 $234,796 $255,000 $273,750 Salaries-Full Time 22.14% Salaries-Part Time 2.71% Veterans Benefits 73.17% Other 1.98% ---PAGE BREAK--- Departmental Budgets Veterans FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 707 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Veterans - Personnel 15431 5111 Salaries-Full Time 106,343 105,937 108,906 111,111 133,096 121,002 121,002 12,096 11.11 15431 5113 Salaries-Part Time 12,168 12,381 13,363 13,363 14,840 14,840 14,840 1,477 11.05 118,511 118,317 122,269 124,474 147,935 135,842 135,842 13,573 11.10 Veterans - Expenditures 15432 5249 Ground Maintenance 4,200 3,537 3,780 3,780 3,780 3,780 3,780 0 0.00 15432 5421 Office Supplies (Gen 894 856 900 900 900 900 900 0 0.00 15432 5710 In State Travel/Meetings 572 505 2,970 2,970 2,970 2,970 2,970 0 0.00 15432 5770 Veterans Benefits 387,163 313,062 400,000 400,000 400,000 400,000 400,000 0 0.00 15432 5788 Veterans Events 5,190 2,777 3,150 3,150 3,150 3,150 3,150 0 0.00 398,019 320,737 410,800 410,800 410,800 410,800 410,800 0 0.00 Department Total 516,530 439,055 533,069 535,274 558,735 546,642 546,642 13,573 2.55 ---PAGE BREAK--- Departmental Budgets Veterans FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 708 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 EMERLING KIM VETERANS AGENT 11/12/10 69,355.00 1,364.47 1.00 1 100% 88,530.84 77,017.10 77,017.10 COVINO ELIZABETH ADMIN ASSISTANT 10/1/15 39,550.67 778.11 1.00 1 100% 44,564.82 43,985.54 43,985.54 15431-5111 108,905.67 2.00 Total Full Time 133,095.65 121,002.65 121,002.65 MARTINEAU JEANGUY PART TIME DRIVER 13,363.65 14,079.00 P 0.54 19 14,839.81 14,839.81 14,839.81 15431-5113 12,366.90 Total Partl Time 14,839.81 14,839.81 14,839.81 117,287.61 2.54 Department Total 147,935.46 135,842.46 135,842.46 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.00 FY 2022 2.54 FY 2023 2.54 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Veterans FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 709 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 15432 Veterans Services-Expenses 5249 Ground Maintenance Ground maintenance/decorations 3,780 3,780 3,780 3,780 5249 Ground Maintenance Total 3,780 3,780 3,780 3,780 5421 Office Supplies (Gen General Office Supplies as needed 900 900 [PHONE REDACTED] Office Supplies (Gen Total 900 900 [PHONE REDACTED] In State Travel/Meetings MVSOA/State mandated conferences; transportation & tolls 2,970 2,970 2,970 2,970 5710 In State Travel/Meetings Total 2,970 2,970 2,970 2,970 5770 Veterans Benefits Chapter 115 State mandated benefits 400,000 400,000 400,000 400,000 5770 Veterans Benefits Total 400,000 400,000 400,000 400,000 5788 Veterans Events Memorial Day and other events 3,150 3,150 3,150 3,150 5788 Veterans Events Total 3,150 3,150 3,150 3,150 15432 Veterans Services-Expenses Total 410,800 410,800 410,800 410,800 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Education - Salem Public Schools Our Vision All students will be locally engaged, globally connected, and fully prepared to thrive in a diverse and changing world. Our Mission 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. Our Core Values ● Belonging: We believe all members of our community are valued and that our relationships are built on empathy and respect. ● Equity: We believe in promoting social justice to ensure an inclusive school community where all members are empowered and engaged. ● Opportunity: 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. Equity Statement 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. ---PAGE BREAK--- Education - Salem Public Schools FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 711 Strategic Initiatives and Priorities ● Developing our workforce: Build a diverse workforce, cultivate culturally and linguistically responsive teaching, and empower leaders as the unit of change. ● Academic excellence for all: Expand high-quality pre-kindergarten, develop independent learners, and a shared, equity-driven vision for high school. ● Systems of support: Empower all students, engage families as partners, and align structures for SEL supports ● Strategy and accountability: Strategic resource allocation, strong systems of accountability, and effective data systems. Recent Accomplishments Our schools have demonstrated incredible resilience during the 2021-22 school year. Salem Public Schools is proud of all that we have accomplished in the last year, despite the many challenges created by the pandemic. We continue to explore and implement innovative solutions to these challenges and use this moment as an opportunity to build the capacity of our district to offer the best support to our students and families. Our notable accomplishments this past year include: ● Expanding preschool programs to offer access to more than 100 additional students through Salem Public Schools and partnerships with community child care providers ● Providing extensive professional learning opportunities for staff about race, equity, and inclusion ● Expanding early college and dual enrollment programming ● Increasing student access to workforce development and career technical education opportunities ● Continuing to grow the dual language program and pathways ● Investing in high-quality curriculum and high-interest, culturally relevant texts ● Expanding summer and out of school programming ● Enhancing and expanding language access support for students and families ● Offering additional social and emotional interventions for students post-COVID ● Upgrading school building safety and security ● Providing an enhanced baseline of technology to each educator ● Expanding the SPS 1:1 student device initiative FY2023 Goals and Objectives In 2021, district and school leaders worked to refine and extend the existing 2017-2022 strategic plan, with an ambitious set of goals to be achieved during the 2022 and 2023 academic years. Our success in achieving those goals is measured by a comprehensive set of metrics that will be our North Star, continuing to guide our efforts in 2023. 1. Increase the percent of educators and staff who represent the racial, ethnic and linguistic diversity of students from 6% to 9% for teachers and from 11% to 15% for all staff 2. Increase the number of 3-4 year-olds in high quality PreK seats across the Salem Public Schools from 87 students (2019-20) to 185 students 3. Decrease student chronic absenteeism from 25.1% of students (2018-19) to 20% 4. Reduce the disproportionality of suspensions and days of suspension by subgroup as compared to the district average by 50% ---PAGE BREAK--- Education - Salem Public Schools FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 712 5. Increase the percent of students who report that they learn about, discuss and confront issues of race, ethnicity and culture in school (as measured by the annual Panorama survey) from 43% favorability to 55% favorability (grades 3-5) and from 38% favorability to 50% favorability (grades 6-12) 6. Increase the percent of Salem residents who attend the Salem Public Schools from 76% to 80% 7. Accelerate high school outcomes: ● Increase the percent of students who graduate in 4 years from 80.5% (2018-19) to 85% ● Decrease the percent of students who dropout on an annual basis from 4.5% (2018- 19) to 3.7% ● Increase the percent of students accessing advanced coursework from 44.4% (2018- 19) to 60% 8. Improve overall performance as measured by MCAS: ● Increase grade 3-8 ELA growth from 49.3 (2018-19) to 52 ● Increase grade 10 ELA growth from 41.5 (2018-19) to 48 ● Increase grade 3-8 math growth from 49.1 (2018-19) to 52 ● Increase grade 10 math growth from 33.4 (2018-19) to 40 ● Increase the percent of schools who meet 75% of their accountability targets or more from 14% (2018-19) to 42% of SPS schools FY2023 School Department Budget Summary The FY2023 recommended budget of $68,747,963 represents a 3.2% increase over the FY2022 adopted budget, an increase of $2,150,044. Personnel resources account for 80% of the school district budget, with non-personnel expenses comprising 20%. Wage increases, therefore, are a major driver of the district budget. Over 46% of our staff are eligible for an average increase of 3.5% each year due to collectively bargained step increases. Those wage adjustments alone result in a 2.3% increase in the district’s operating budget each year. Nearly three quarters of the personnel budget is allocated to instructional staff compensation. Teaching staff make up 65% of the personnel budget, with instructional support staff (paraprofessionals, tutors, and behavior specialists) comprising another The major driver of the personnel budget this year was negotiated salary increases. The cost of living increase (COLA) for Salem Teachers Union members was 2.75% for individuals on top step (Step 13 of the salary schedule), and 1.75% for teachers on steps 1-12. The negotiated COLA increase for FY2022 exceeded the amount budgeted so the cost of living adjustment reflected in the FY2023 budget is 3.5% for teachers on top step and 2.5% for teachers on steps 1-12. Teachers on steps 1-12 also receive a step increase which averages 3.5% on the STU salary schedule. ---PAGE BREAK--- Education - Salem Public Schools FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 713 The paraprofessionals also settled a three-year contract last year. The paraprofessional unit, now renamed the Paraprofessional and School Related Personnel (PSRP) unit, was expanded to include permanent building substitutes, full time tutors, behavior specialists, family engagement facilitators, speech and language pathology assistants, and certified occupational therapy assistants. The salaries of family engagement facilitators increased by over 30% partly due to an extension of their contractual year. Instructional paraprofessionals also received a significant salary adjustment of 8.7% which impacts about one-quarter of the PSRP unit, which now includes 190 members. In addition to negotiated and anticipated contractual increases, the FY2023 recommended budget accommodates requests for 18.6 new positions. Eleven of those are offset with reductions in positions for a net increase to the budget of 7.6 positions. Twenty percent of the FY2023 recommended budget is allocated to non-personnel expenses. Tuition, transportation, and utilities are the three largest categories of non-personnel expenses in the budget. Tuition and transportation (regular day, special education in-district, special education out-of-district, and homeless transportation) each comprise 24% of the district’s expense budget, or over 48% in total. Instructional supplies, materials and equipment make up 11% of the non-personnel budget with utilities comprising another 10%. Major drivers of non-personnel expenses include increases in homeless transportation due to an increase in the number of students requiring services, increases in out-of-district tuition and transportation due to an increase of 11 out-of-district placements, additional tuition for students placed at Recovery High School, and inflationary increases in supplies, materials, shipping costs, utilities, and contractual services. The chart below shows the historical budgets and budget increases. The FY2023 School Department Budget increase of 3.2% is below the historical average of 4.0%. We have made critical decisions and allocated our finite resources in accordance with these values, priorities and initiatives. More specifically, during our three budget forums, we have solicited input on the best way to continue to direct resources in alignment with our strategic plan. This feedback proved invaluable as we developed our operating budget proposal and in planning how to best utilize our local and federal grant funding. We worked aggressively to invest in programs, materials and positions that are responsive to the voices of our constituents and serve to positively impact the SPS student learning experience. To fund these essential priorities and maintain other critical services, the Salem Public Schools are relying on a slight increase in the Commonwealth’s funding, the continued and generous support from the City of Salem and one-time revenue in the form of federal and state grants. While this one-time COVID relief resource allows us to make strategic investments in Fiscal Year 2023, we must continue to be thoughtful and judicious as it will be challenging to sustain these funding levels in future years. Given this context, ---PAGE BREAK--- Education - Salem Public Schools FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 714 we are already working to shift mission critical staff and programs to the operating budget and discussing how to avoid a fiscal cliff. We appreciate the continued support of our students, families, educators, School Committee members, Mayor Driscoll, elected officials, and Salem taxpayers to provide the young people of Salem with the educational experience they deserve. A full version of the FY2023 School Committee Budget can be found at: content/uploads/2022/05/SPS-FY23-Recommended-Budget-Final-12May2022.pdf ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Budget Transfer Out of General Fund Transfers Out Significant Budget & Staffing Changes For FY 2023 Budget Transfer Out No changes for FY2023 – the transfers are level funded with FY2022. 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 anniver- sary of the City of Salem. Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Transfers Out - Expenditures 120 5962 Transfer To Bentley Charter 3,277,144 0 0 0 0 0 0 0 0.00 120 5965 Trans To Retirement Stab- 8311 600,000 600,000 600,000 600,000 600,000 600,000 600,000 0 0.00 120 5969 Trans To Salem 2026 Fund 50,000 25,000 50,000 50,000 50,000 50,000 50,000 0 0.00 3,927,144 625,000 650,000 650,000 650,000 650,000 650,000 0 0.00 Department Total 3,927,144 625,000 650,000 650,000 650,000 650,000 650,000 0 0.00 Trans To Retirement Stab 92.31% Transfer To Salem 2026 Fund 7.69% ---PAGE BREAK--- Budget Transfer Out of General Fund FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 716 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 120 BUDGET TRANSFERS OUT OF GF 5965 Trans To Retirement Stab-8311 0 600,000 600,000 600,000 5965 Trans To Retirement Stab-8311 Total 0 600,000 600,000 600,000 5969 Trans To Salem 2026 Fund 0 50,000 50,000 50,000 5969 Trans To Salem 2026 Fund Total 0 50,000 50,000 50,000 120 BUDGET TRANSFERS OUT OF GF Total 0 650,000 650,000 650,000 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 environ- mental stewardship through a combination of preventative maintenance, planned improvements, emergency response, and sustainable and efficient upgrades. We encourage stakeholder involvement and seek to maintain trans- parency 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 2023 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 2023 No significant budget or staffing changes for FY 2023 Recent Accomplishments Responded to over sixty-two (62) sewer backups. Rebuilt over seventy-seven (77) sewer manholes and catch basins. Repaired more than eighty (80) trenches. Cleaned over thirty-six (36) 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 718 Expenditure by Department Gasoline/Diesel Fuel 10.79% Infrastructure Repai 3.70% Overtime (General) 2.16% Salaries-Full Time 71.63% Utility Serv Rep & M 3.70% Vehicle Prts & Acces 3.33% Other 4.69% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 719 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 405,886 377,417 470,862 470,862 498,053 498,053 498,053 27,191 5.77 [PHONE REDACTED] Overtime (General) 3,294 6,728 15,000 15,000 15,000 15,000 15,000 0 0.00 409,179 384,145 485,862 485,862 513,053 513,053 513,053 27,191 5.60 Public Services - Expenditures [PHONE REDACTED] Electricity 7,500 3,029 8,250 10,367 8,250 8,250 8,250 0 0.00 [PHONE REDACTED] Natural Gas 2,913 3,980 7,000 10,020 7,000 7,000 7,000 0 0.00 [PHONE REDACTED] Utility Serv Rep & Maint 24,944 24,490 25,000 25,000 25,750 25,750 25,750 750 3.00 [PHONE REDACTED] Police Detail 3,113 4,778 5,000 5,000 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Educational Training 695 1,000 1,000 1,000 1,000 1,000 1,000 0 0.00 [PHONE REDACTED] Contracted Services 2,500 2,500 2,500 2,500 2,500 2,500 2,500 0 0.00 [PHONE REDACTED] Telephone 0 0 4,000 8,000 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 742 749 750 750 750 750 750 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 35,305 47,394 75,000 96,106 75,000 75,000 75,000 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 21,306 3,126 22,500 24,398 23,175 23,175 23,175 675 3.00 [PHONE REDACTED] Street Sweeper Broom 2,603 4,000 4,000 4,000 4,120 4,120 4,120 120 3.00 [PHONE REDACTED] Infrastructure Repai 24,884 10,541 25,000 28,000 25,750 25,750 25,750 750 3.00 126,504 105,588 180,000 215,140 182,295 182,295 182,295 2,295 1.28 Department Total 535,683 489,733 665,862 701,002 695,348 695,348 695,348 29,486 4.43 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 720 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 JODOIN RAYMOND GENERAL FOREMAN 9-12-2005 30,932.81 608.56 0.33 0.33 31,766.83 31,766.83 31,766.83 KNOWLTON DAVID City Engineer-DPS Director may 2007 22,085.19 434.49 0.17 0.17 23,360.90 23,360.90 23,360.90 LEBLANC ROBERT GENERAL FOREMAN 06/03/19 25,882.24 509.19 0.33 0.33 26,579.72 26,579.72 26,579.72 SANTOS SHAUN MANAGEMENT ANALYST 8-20-18 25,541.50 502.49 0.33 0.33 26,229.98 26,229.98 26,229.98 VACANT SENIOR FLEET FOREMAN - - 0.33 0.33 24,750.00 24,750.00 24,750.00 AFSCME 366,419.57 5.64 Total AFSCME 1818 365,366.06 365,366.06 365,366.06 [PHONE REDACTED] 470,861.31 2,054.73 7.13 Total Full Time 498,053.49 498,053.49 498,053.49 OVERTIME 15,000.00 15,000.00 15,000.00 15,000.00 15,000.00 485,861.31 7.13 Department Total 513,053.49 513,053.49 513,053.49 General Fund FTE Full-Time Equivalent Employees: FY 2021 7.33 FY 2022 6.64 FY 2023 7.13 Variance 22 vs. 23 0.49 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New BARNES DAVID HEO 6/27/ 2012 1 27,902.16 - - - - - BEAUREGAR D RICHARD HEAD FOREMAN I/ II 3/2/ 2001 1 33,292.94 0.50 651.80 34,284.68 3 34,284.68 34,284.68 CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 0.33 399.63 21,020.54 2 4/12/ 2023 14.98 7.0 45.2 21,697.55 21,697.55 CRIPPS JEFFREY HMEO STEP I/II 6/20/ 2018 1 25,915.58 0.50 507.37 26,687.66 3 26,687.66 26,687.66 DALLY MICHAEL ME REPAIR 7-12-21 1 0.33 360.35 18,954.41 1 7/12/ 2022 13.39 1.0 51.2 19,640.18 19,640.18 DONADIO DOMINIC HMEO 8/22/ 2016 1 25,915.58 - DONADIO DOMINIC Shift Differential Base Rate X 9% 2,332.52 - ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 721 LEVESQUE JAMES St/Sidewalk Foreman 06/21/ 99 1 19,979.83 0.33 391.16 20,575.02 3 20,575.02 20,575.02 MARINO PAUL HEAD FOREMAN II/III 07/23/ 98 1 21,973.18 0.33 430.19 22,627.99 3 22,627.99 22,627.99 MERRITHE W BENJAMIN HEO 12/27/ 2021 0.50 507.95 26,718.17 12/ 27/ 2022 18.78 26.0 26.0 27,206.45 27,206.45 MORRIS RALPH HEO 11/30/ 2009 1 27,902.16 0.50 546.26 28,733.28 3 28,733.28 28,733.28 NIEMAN ANDREW WATER CRAFT SPEC’ST 8/7/17 1 25,915.58 0.50 546.26 28,733.28 3 28,733.28 28,733.28 PAGLIARO BRETT LABORER 03/02/ 2020 1 16,384.02 - PSZENNY BRIAN PRIN ACCT 02/18/ 2020 2 16,321.82 0.33 316.34 16,639.48 2 2/20/ 2022 18.87 0 52.2 17,624.29 17,624.29 RIVERA CRISTIAN ME REPAIR 02/17/ 2021 1 18,656.86 - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 30,160.67 0.33 387.61 20,388.29 3 20,388.29 20,388.29 TASSINARI STEPHEN HEAD WORKING FOREMAN 0524199 9 1 18,406.10 - VACANT ME REPAIR 1 26,904.18 0.33 360.36 18,954.94 - 18,954.94 18,954.94 VACANT ME REPAIR 1 0.33 360.36 18,954.94 - 18,954.94 18,954.94 VACANT HMEO I/II 1 20,412.39 20,412.39 24,636.31 24,636.31 VACANT Shift Differential Base Rate X 9% - 42.56 2,238.66 - 2,238.66 2,238.66 VACANT HMEO 2nd shift - 0.50 462.71 24,338.55 - 24,338.55 24,338.55 LICENCES 7,294.00 7,294.00 7,294.00 7,294.00 OUT OF GRADE 750.00 750.00 750.00 750.00 366,419.57 5.64 358,306.28 365,366.06 365,366.06 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 722 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 600032 Sewer-Pub Serv-Expenses 5211 Electricity National Grid 4,400 4,400 4,400 4,400 TransCanada. Split with DPW/Water/Sewer 3,850 3,850 3,850 3,850 5211 Electricity Total 8,250 8,250 8,250 8,250 5215 Natural Gas Direct Energy Marketing 3,000 3,000 3,000 3,000 National Grid 4,000 4,000 4,000 4,000 5215 Natural Gas Total 7,000 7,000 7,000 7,000 5251 Utility Serv Rep & Maint additional funds need for aging infrastructure and rising cost 13,000 13,750 13,750 13,750 Sewer supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals. Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer, Green Pro. 12,000 12,000 12,000 12,000 5251 Utility Serv Rep & Maint Total 25,000 25,750 25,750 25,750 5301 Police Detail Details needed for road work during sewer line repairs in roads 5,000 5,000 5,000 5,000 5301 Police Detail Total 5,000 5,000 5,000 5,000 5317 Educational Training Misc. training courses as needed 1,000 1,000 1,000 1,000 5317 Educational Training Total 1,000 1,000 1,000 1,000 5320 Contracted Services Cleaning, inspection and repairs of sewer linesBmc , Spencer contracting, Tom Mackey 2,500 2,500 2,500 2,500 5320 Contracted Services Total 2,500 2,500 2,500 2,500 5341 Telephone T-Mobile GPS tracking for DPW Trucks 50 Vehicles at $675/ month 12 month (1/3) 4,000 4,000 4,000 4,000 5341 Telephone Total 4,000 4,000 4,000 4,000 5421 Office Supplies (Gen General Office supplies as needed 750 750 [PHONE REDACTED] Office Supplies (Gen Total 750 750 [PHONE REDACTED] Gasoline/Diesel Fuel Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 75,000 5481 Gasoline/Diesel Fuel Total 75,000 75,000 75,000 75,000 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 723 5483 Vehicle Prts & Acces Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto. 22,500 23,175 23,175 23,175 5483 Vehicle Prts & Acces Total 22,500 23,175 23,175 23,175 5485 Street Sweeper Broom Associated costs for sweeper repairs 2,000 2,120 2,120 2,120 Associated costs for third sweep in annual year 2,000 2,000 2,000 2,000 5485 Street Sweeper Broom Total 4,000 4,120 4,120 4,120 5839 Infrastructure Repai Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. Contractors include Aggregate, EJ Prescott, Grandees, Waterworks. 25,000 25,750 25,750 25,750 5839 Infrastructure Repai Total 25,000 25,750 25,750 25,750 600032 Sewer-Pub Serv-Expenses Total 180,000 182,295 182,295 182,295 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 724 Engineering Mission Statement Why We Exist The Engineering Department provides technical expertise related to connec- tions to, and extensions of, the municipal wastewater collection system. All sewer infrastructure improvement projects are managed by the Engineering Department. The City Engineer is Salem’s representative on the South Essex Sewerage District’s (SESD) board of directors. SESD is the regional wastewater treatment plant that serves Danvers, Peabody, Beverly, Marblehead, and Salem, located on Fort Avenue in Salem. The Engineering Department manages the contracted operations and maintenance effort, including utility and supply costs, for the city’s eight wastewater pumping stations and one stormwater pumping station. Additionally, the department manages the contracted operations of the mechanical tide gates at the outlet of the Forest River to Salem Harbor. The Department also manages the city’s annual city- wide catch basin cleaning program to maximize flood mitigation and storm water quality. Engineering is also responsible for the billing of all wastewater expenses, based on water usage, to all institutional, commercial, and residential proper- ties in the City that are connected to the municipal collection system, which is over 10,000 accounts. The sewer department provides customer service in a timely and professional manner in response to billing inquiries, managing current accounts, establishing new accounts, scheduling appointments for the meter technician, identifying accounts requiring service, selling meters and deduct meters and processing of over 3,500 water and sewer bills approximately 10% requiring analysis and estimating. Funding for the efforts described herein is derived from the Sewer Enterprise System. Goals and Objectives Continue illicit connection detection and removal program. Continue to coordinate on the MS4 permit including performing activities required for compliance and development of the Annual Report. Continue resolving flooding and collection system deficiencies City-wide. Continue Infiltration & Inflow study. Manage the contractor operator of the City’s wastewater and stormwater pump stations. Evaluate the need for sewer extensions in areas currently unsewered. Advance the Canal Street/SSU flood mitigation project to construction. Continue to partner with Salem Sound Coastwatch and seek grant 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 2023 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, etc.) and commercial establishments that will enable the Dept. goals to be obtained. Significant Budget & Staffing Changes For FY 2023 Meter Reader/Water Service Inspector duties have changed significantly over the last couple of years. This position now troubleshoots meters not sending readings through the collection system, including wiring issues, and faulty meter heads, activating the new MIU boxes for new meters, and replacing water meters and meter heads. Recent Accomplishments The department collaborated with a contractor to test wastewater to determine virus levels in certain neighborhoods. The results are be moni- tored weekly and residents are notified of any increases in neighborhood levels so those residents can be individually tested. The testing, which began in November, is being done in conjunction with the Massachusetts Department of Public Health. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 725 Continued to incorporate the 1,600 annual backflow surveys, testing and design approval costs into our Munis Water and Sewer billing system. These bills are annual and semiannual. Continued to analyze accounts with water and no sewer and take appropri- ate action if required. Continued efforts to identify and remove illicit (direct sanitary) connec- tions to the city’s drainage systems in compliance with the City’s EPA NPDES General Permits for Stormwater Dischargers from Small Municipal Storm Sewer Systems in Massachusetts (MS4). Review and coordinate the development of the city’s annual MS4 permit. Continue to manage liens on overdue water & sewer bills to 3rd quarter real estate tax bills (442 accounts); resulting in major revenue influx, esti- mated at $276,844 (sewer only). Continued to lien condo developments owing over $600- 7 condos for December 2021. Continued to coordinate the Canal Street/SSU flood mitigation project at Salem State University to site an underground storage tank and storm water pump station on the O’Keefe Center Parking Lot. Sought permits from various regulatory agencies for the relocation of the Willow Avenue (pipe beach) truck sewer in Salem Harbor. Advanced CIP funded projects to address flooding issues and storm water collection system deficiencies City-wide, including the South River. Managed contract operator for the City’s wastewater and stormwater pumping stations. Managed catch basin cleaning contract to mitigate flooding and promote improved water quality. Continued streamlining the water and sewer billing system to expedi- tiously resolve billing disputes in a customer friendly manner. Continued to utilize meter software to improve customer service. Continue troubleshooting non-billable and non-read meter locations, by making appointments with residents to get access to the meters in their buildings. Worked with consultant to conduct a pilot study on the effectiveness of a protein matrix in the reduction of fats, oils, and grease (FOG) buildup in the collection system. MIIA provided a grant for this pilot study. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 726 Expenditure by Department Contracted Services 5.22% Electricity 2.30% Pump Stat Op & Maint 10.03% Salaries-Full Time 20.32% Sewer Sys Improv Prog 54.83% Telephone Equip Leas 1.72% Other 5.58% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 727 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 186,038 183,874 192,857 192,857 194,609 194,609 194,609 1,752 0.91 [PHONE REDACTED] Salaries-Part Time 0 0 2,000 2,000 5,467 5,467 5,467 3,467 173.33 [PHONE REDACTED] Overtime (General) 70 136 0 0 2,000 2,000 2,000 2,000 0.00 186,108 184,010 194,857 194,857 202,076 202,076 202,076 7,219 3.70 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 16,983 17,228 22,000 23,786 22,000 22,000 22,000 0 0.00 [PHONE REDACTED] Photocopy Machine Le 0 0 0 0 5,000 5,000 5,000 5,000 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 6,006 4,637 16,500 29,122 16,500 16,500 16,500 0 0.00 [PHONE REDACTED] Sewer Line Lease 945 945 1,200 1,200 1,200 1,200 1,200 0 0.00 [PHONE REDACTED] Accounting And Audit 2,000 2,000 2,000 2,000 2,000 2,000 2,000 0 0.00 [PHONE REDACTED] Educational Training 1,299 949 4,000 4,064 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Contracted Services-Maint 47,904 43,650 50,000 56,091 50,000 50,000 50,000 0 0.00 [PHONE REDACTED] Postage 9,952 9,524 13,000 13,000 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 87,872 84,959 96,000 109,169 96,000 96,000 96,000 0 0.00 [PHONE REDACTED] Printing And Binding 78 1,425 2,000 2,320 2,000 2,000 2,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 2,099 3,075 3,750 4,014 3,750 3,750 3,750 0 0.00 [PHONE REDACTED] Pump Station Suppl 3,690 3,934 5,000 5,000 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Software Support/ Enhancements 1,000 15,910 4,500 7,600 4,500 4,500 4,500 0 0.00 [PHONE REDACTED] In State Travel/Meetings 500 0 2,500 2,500 2,500 2,500 2,500 0 0.00 [PHONE REDACTED] Sewer Sys Improv Prog 575,687 158,472 525,000 593,212 525,000 525,000 525,000 0 0.00 [PHONE REDACTED] Computer Equip/Tech 0 0 3,000 3,000 3,000 3,000 3,000 0 0.00 756,016 346,710 750,450 856,078 755,450 755,450 755,450 5,000 0.67 Department Total 942,124 530,719 945,307 1,050,935 957,526 957,526 957,526 12,219 1.29 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 728 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CRIPPS CHERYL SECRETARY 8/13/08 16,505.80 984.02 0.33 33% 16,978.59 16,978.59 16,978.59 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 7,170.00 1,410.62 0.10 10% 7,363.44 7,363.44 7,363.44 DUHAMEL DEBORAH Assistant Engineer 5/28/18 36,128.22 2,153.87 0.33 33% 37,102.56 37,102.56 37,102.56 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 16,888.74 2,555.85 0.13 13% 17,411.64 17,411.64 17,411.64 JOSEFSON MARIA GIS 21,046.32 1,182.70 0.33 33% 20,373.19 20,373.19 20,373.19 SULPRIZIO MICHAEL BUSINESS MGR/WTR REG 10/14/2019 23,219.41 1,827.26 0.25 25% 23,845.74 23,845.74 23,845.74 71,898.52 1.33 Total AFSCME 1818 71,534.45 71,534.45 71,534.45 [PHONE REDACTED] 192,857.01 2.80 Total Full Time 194,609.61 194,609.61 194,609.61 INTERN PT INTERN 5,466.67 5,466.67 5,466.67 [PHONE REDACTED] - Total Part Time 5,466.67 5,466.67 5,466.67 OVERTIME 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 [PHONE REDACTED] Total Overtime 2,000.00 2,000.00 2,000.00 194,857.01 2.80 Department Total 202,076.28 202,076.28 202,076.28 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.48 FY 2022 2.80 FY 2023 2.80 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 729 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New MERRITHE W MATTHEW WATER METER READER 11/5/ 2018 1 25,915.58 - - (1,373.66) (1,373.66) (1,373.66) VACANT WATER METER READER 0.50 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 17,122.14 0.33 335.21 17,497.96 3 17,497.96 17,497.96 17,497.96 MORAN KAREN ASST WATER REG 9/10/ 2013 2 28,860.80 0.50 565.03 29,494.57 3 29,494.57 29,494.57 29,494.57 71,898.52 1.33 46,992.53 71,534.45 71,534.45 71,534.45 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 730 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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. 22,000 22,000 22,000 22,000 5211 Electricity-Pump Station Total 22,000 22,000 22,000 22,000 5277 Photocopy Machine Le New copier lease 0 5,000 5,000 5,000 5277 Photocopy Machine Le Total 0 5,000 5,000 5,000 5278 Telephone Equip-Pump Station ATT lease for ARM system-data collectors 16,000 16,000 16,000 16,000 Various alarms to support sewer pumping stations 500 500 [PHONE REDACTED] Telephone Equip-Pump Station Total 16,500 16,500 16,500 16,500 5283 Sewer Line Lease Fees charge by MBTA for use of lines under commuter rail tracks 1,200 1,200 1,200 1,200 5283 Sewer Line Lease Total 1,200 1,200 1,200 1,200 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,000 2,000 2,000 2,000 5305 Accounting And Audit Total 2,000 2,000 2,000 2,000 5317 Educational Training APWA National Congress 500 500 500 500 Attending Professional organization seminars and meetings-WEF and NEWEA 1,600 1,600 1,600 1,600 Munis training and support, SSCW, MMAAA 1,900 1,900 1,900 1,900 5317 Educational Training Total 4,000 4,000 4,000 4,000 5320 Contracted Services-Maint Annual Catch Basin cleaning 50,000 50,000 50,000 50,000 5320 Contracted Services-Maint Total 50,000 50,000 50,000 50,000 5342 Postage Total cost of postage for mailing w/s bills @ 50% W&S Depts. 13,000 13,000 13,000 13,000 5342 Postage Total 13,000 13,000 13,000 13,000 5375 Pump Stat Op & Maint Pump Station Maintenance 90,000 90,000 90,000 90,000 Stand by generator annual maintenance 6,000 6,000 6,000 6,000 5375 Pump Stat Op & Maint Total 96,000 96,000 96,000 96,000 5381 Printing And Binding Collector’s office includes printing costs; this represents annual inserts 2,000 2,000 2,000 2,000 5381 Printing And Binding Total 2,000 2,000 2,000 2,000 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 731 5421 Office Supplies (Gen Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 1,250 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 2,500 5421 Office Supplies (Gen Total 3,750 3,750 3,750 3,750 5445 Pump Station Suppl 50% of costs for pump station op and Main. Will be shared with water 5,000 5,000 5,000 5,000 5445 Pump Station Suppl Total 5,000 5,000 5,000 5,000 5520 Software Support/Enhancements GIS and Autocad licensing-part previously under IT 4,500 4,500 4,500 4,500 5520 Software Support/Enhancements Total 4,500 4,500 4,500 4,500 5710 In State Travel/Meetings Meter Repair annual mileage 2,000 2,000 2,000 2,000 tolls, parking, seminars, etc. 500 500 [PHONE REDACTED] In State Travel/Meetings Total 2,500 2,500 2,500 2,500 5837 Sewer Sys Improv Prog Annual cleaning of sewer and drain siphons 300,000 300,000 300,000 300,000 Year 11 Annual Report 225,000 225,000 225,000 225,000 5837 Sewer Sys Improv Prog Total 525,000 525,000 525,000 525,000 5869 Computer Equip/Tech Laptop 1,500 1,500 1,500 1,500 Scanner maintenance-discuss with IT 1,500 1,500 1,500 1,500 5869 Computer Equip/Tech Total 3,000 3,000 3,000 3,000 600132 Sewer-Engineer-Expenses Total 750,450 755,450 755,450 755,450 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 732 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Sesd Assessment 4,879,519 4,762,313 0 4,735,813 4,793,507 4,793,507 4,793,507 4,793,507 0.00 4,879,519 4,762,313 0 4,735,813 4,793,507 4,793,507 4,793,507 4,793,507 0.00 Department Total 4,879,519 4,762,313 0 4,735,813 4,793,507 4,793,507 4,793,507 4,793,507 0.00 Sewer Enterprise SESD Assessment Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 600033 Sewer Assessments 5649 Sesd Assessment City’s portion of South Essex Sewerage District operating budget 4,735,813 4,793,507 4,793,507 4,793,507 5649 Sesd Assessment Total 4,735,813 4,793,507 4,793,507 4,793,507 600033 Sewer Assessments Total 4,735,813 4,793,507 4,793,507 4,793,507 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 733 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 exten- sion, rehabilitation and upgrades in the amount of $540,000. Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Sesd 0 0 4,735,813 0 0 0 0 (4,735,813) (100.00) 600034 5740A Insurance Deductibles 0 0 5,000 5,000 0 0 0 (5,000) (100.00) 600034 5908N Canal St-Prin (2014) 160,000 165,000 175,000 175,000 180,000 180,000 180,000 5,000 2.86 [PHONE REDACTED] Debt Principal 0 0 0 0 66,680 66,680 66,680 66,680 0.00 [PHONE REDACTED] Long-Term Interest 0 0 0 0 34,648 34,648 34,648 34,648 0.00 600034 5920A Cip - 2009-Prin (11) 145,000 195,269 190,000 190,000 50,000 50,000 50,000 (140,000) (73.68) 600034 5948V Canal St-Int (2014) 118,738 112,238 105,438 105,438 98,338 98,338 98,338 (7,101) (6.73) 600034 5949A Cip 2009-Int (11) 48,556 157,307 121,755 121,755 30,225 30,225 30,225 (91,530) (75.18) Canal St-Int (2014) 5.30% Canal St-Prin (2014) 9.71% Cip - 2009-Prin (11) 2.70% Cip 2009-Int (11) 1.63% Cip 2014-Int 2.70% Cip 2014-Prin 6.74% Cip 2015-Int 3.52% Cip 2015-Prin 7.01% Cip 2016-Int 11.86% Cip 2016-Prin 5.93% Cip 2017 Int 1.75% Cip 2017 Prin 2.43% Cip 2019-Int 7.08% Cip 2019-Prin 7.01% Cip 2020 Interest 5.57% Cip 2020 Prin 3.45% Cip-Canal St Repurpose-Int 3.06% Cip-Canal St Repurpose-Prin 6.47% Debt Principal 3.60% Long-Term Interest 1.87% Other 0.61% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 734 600034 5949G Cip 2012-Prin 15,000 15,000 20,000 20,000 0 0 0 (20,000) (100.00) 600034 5949H Cip 2012-Int 8,750 8,225 7,525 7,525 0 0 0 (7,525) (100.00) 600034 5949K Cip 2014-Prin 105,000 110,000 125,000 125,000 125,000 125,000 125,000 0 0.00 600034 5949L Cip 2014-Int 54,250 52,956 55,150 55,150 50,050 50,050 50,050 (5,100) (9.25) 600034 5949M Cip 2015-Prin 130,000 130,000 130,000 130,000 130,000 130,000 130,000 0 0.00 600034 5949N Cip 2015-Int 80,199 73,700 67,200 67,200 65,200 65,200 65,200 (2,000) (2.98) 600034 5949O Cip 2016-Prin 175,000 105,000 110,000 110,000 110,000 110,000 110,000 0 0.00 600034 5949P Cip 2016-Int 222,740 179,394 174,144 174,144 219,769 219,769 219,769 45,625 26.20 600034 5949U Cip 2017 Prin 65,000 100,000 105,000 105,000 45,000 45,000 45,000 (60,000) (57.14) 600034 5949V Cip 2017 Int 44,563 82,750 78,650 78,650 32,350 32,350 32,350 (46,300) (58.87) 600034 5949W Cip 2018 Prin 5,000 5,000 5,000 5,000 5,000 5,000 5,000 0 0.00 600034 5949X Cip 2018 Int 6,981 6,731 6,481 6,481 6,231 6,231 6,231 (250) (3.85) 600034 5949ZA Cip 2019-Prin 0 93,798 110,000 110,000 130,000 130,000 130,000 20,000 18.18 600034 5949ZB Cip 2019-Int 51,206 103,494 108,276 108,276 131,294 131,294 131,294 23,018 21.26 600034 5949ZE Cip-Canal St Repurpose- Prin 155,000 120,000 120,000 120,000 120,000 120,000 120,000 0 0.00 600034 5949ZF Cip-Canal St Repurpose-Int 101,350 68,725 62,725 62,725 56,725 56,725 56,725 (6,000) (9.57) 600034 5949ZI Cip 2020 Prin 0 0 18,000 18,000 64,014 64,014 64,014 46,014 255.63 600034 5949ZJ Cip 2020 Interest 0 0 35,144 35,144 103,269 103,269 103,269 68,125 193.85 1,692,333 1,884,587 6,671,301 1,935,488 1,853,793 1,853,793 1,853,793 (4,817,509 ) (72.21) Department Total 1,692,333 1,884,587 6,671,301 1,935,488 1,853,793 1,853,793 1,853,793 (4,817,509 ) (72.21) Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 600034 Sewer Debt Service 5908N Canal St-Prin (2014) CIP-Canal St Prin 175,000 180,000 180,000 180,000 5908N Canal St-Prin (2014) Total 175,000 180,000 180,000 180,000 5910 Debt Principal FY23 sewer long-term debt service principal 0 66,680 66,680 66,680 5910 Debt Principal Total 0 66,680 66,680 66,680 5915 Long-Term Interest FY23 water long-term debt service interest 0 34,648 34,648 34,648 5915 Long-Term Interest Total 0 34,648 34,648 34,648 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 735 5920A Cip - 2009-Prin (11) CIP 2009 PRIN (11) 190,000 50,000 50,000 50,000 5920A Cip - 2009-Prin (11) Total 190,000 50,000 50,000 50,000 5948V Canal St-Int (2014) CIP-Canal St Interest 105,438 98,338 98,338 98,338 5948V Canal St-Int (2014) Total 105,438 98,338 98,338 98,338 5949A Cip 2009-Int (11) 5949G Cip 2012-Prin CIP 2009 INT (11) 121,755 30,225 30,225 30,225 5949H Cip 2012-Int CIP 2012-PRIN 20,000 0 0 0 5949K Cip 2014-Prin CIP 2012 INT 7,525 0 0 0 5949A Cip 2009-Int (11) Total 121,755 30,225 30,225 30,225 5949L Cip 2014-Int CIP 2014 - PRIN 125,000 125,000 125,000 125,000 5949G Cip 2012-Prin Total 20,000 0 0 0 5949M Cip 2015-Prin CIP 2014 - INT 55,150 50,050 50,050 50,050 5949H Cip 2012-Int Total 7,525 0 0 0 5949N Cip 2015-Int CIP 2015 - PRIN 130,000 130,000 130,000 130,000 5949K Cip 2014-Prin Total 125,000 125,000 125,000 125,000 5949O Cip 2016-Prin CIP 2015 - INT 67,200 65,200 65,200 65,200 5949L Cip 2014-Int Total 55,150 50,050 50,050 50,050 5949P Cip 2016-Int CIP 2016 - PRIN 110,000 110,000 110,000 110,000 5949M Cip 2015-Prin Total 130,000 130,000 130,000 130,000 5949U Cip 2017 Prin CIP 2016 - INT 174,144 219,769 219,769 219,769 5949N Cip 2015-Int Total 67,200 65,200 65,200 65,200 5949V Cip 2017 Int CIP 2017 - PRIN 105,000 45,000 45,000 45,000 5949O Cip 2016-Prin Total 110,000 110,000 110,000 110,000 Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 736 5949W Cip 2018 Prin CIP 2017 - INT 78,650 32,350 32,350 32,350 5949P Cip 2016-Int Total 174,144 219,769 219,769 219,769 5949X Cip 2018 Int CIP 2018 - PRIN 5,000 5,000 5,000 5,000 5949U Cip 2017 Prin Total 105,000 45,000 45,000 45,000 5949ZA Cip 2019-Prin CIP 2018 - INT 6,481 6,231 6,231 6,231 5949V Cip 2017 Int Total 78,650 32,350 32,350 32,350 5949ZB Cip 2019-Int CIP 2019 - PRIN 110,000 130,000 130,000 130,000 5949W Cip 2018 Prin Total 5,000 5,000 5,000 5,000 5949ZE Cip-Canal St Repurpose-Prin CIP 2019 - INT 108,276 131,294 131,294 131,294 5949X Cip 2018 Int Total 6,481 6,231 6,231 6,231 5949ZF Cip-Canal St Repurpose-Int Canal Street Repurpose Collins Middle School - Principal 120,000 120,000 120,000 120,000 5949ZA Cip 2019-Prin Total 110,000 130,000 130,000 130,000 5949ZI Cip 2020 Prin Canal Street Repurpose Collins Middle School - Interest 62,725 56,725 56,725 56,725 5949ZB Cip 2019-Int Total 108,276 131,294 131,294 131,294 5949ZJ Cip 2020 Interest CIP 2020- PRIN 18,000 64,014 64,014 64,014 5949ZE Cip-Canal St Repurpose-Prin Total 120,000 120,000 120,000 120,000 CIP 2020 - INT 35,144 103,269 103,269 103,269 5949ZF Cip-Canal St Repurpose-Int Total 62,725 56,725 56,725 56,725 5949ZI Cip 2020 Prin Total 18,000 64,014 64,014 64,014 5949ZJ Cip 2020 Interest Total 35,144 103,269 103,269 103,269 600034 Sewer Debt Service Total 1,930,488 1,853,793 1,853,793 1,853,793 Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 737 Sewer Enterprise Short Term Debt Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 716 0 13,000 13,000 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Interest On Notes 0 1,680 34,000 34,000 99,209 30,150 30,150 (3,850) (11.32) 716 1,680 47,000 47,000 112,209 43,150 43,150 (3,850) (8.19) Department Total 716 1,680 47,000 47,000 112,209 43,150 43,150 (3,850) (8.19) Sewer Enterprise Short Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 600035 Sewer-Short Term Debt Int-Exp 5304 Professional Serv/Fees Bond and BAN Admin costs 13,000 13,000 13,000 13,000 5304 Professional Serv/Fees Total 13,000 13,000 13,000 13,000 5925 Interest On Notes Interest Figures from Debt Schedule 34,000 99,209 30,150 30,150 5925 Interest On Notes Total 34,000 99,209 30,150 30,150 600035 Sewer-Short Term Debt Int-Exp Total 47,000 112,209 43,150 43,150 Interest On Notes 69.87% Professional Serv/Fees 30.13% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 738 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures 600037 5740A Insurance Deductibles 4,597 0 0 0 5,000 5,000 5,000 5,000 0.00 4,597 0 0 0 5,000 5,000 5,000 5,000 0.00 Department Total 4,597 0 0 0 5,000 5,000 5,000 5,000 0.00 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 600037 Sewer Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to Sewer claims 5,000 5,000 5,000 5,000 5740A Insurance Deductibles Total 5,000 5,000 5,000 5,000 600037 Sewer Enterprise Fund-Ins Dedu Total 5,000 5,000 5,000 5,000 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 Engi- neering 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 chan- nels 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-four (24) hydrants damaged during the year. How FY 2023 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 2023 No significant budget or staffing changes for FY 2023. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 740 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 405,926 378,442 470,861 470,861 498,053 498,053 498,053 27,192 5.77 [PHONE REDACTED] Overtime (General) 62,574 74,213 70,000 70,000 70,000 70,000 70,000 0 0.00 468,500 452,655 540,861 540,861 568,053 568,053 568,053 27,192 5.03 Public Services - Expenditures [PHONE REDACTED] Electricity 9,000 5,798 9,900 12,102 9,900 9,900 9,900 0 0.00 [PHONE REDACTED] Natural Gas 4,000 4,076 7,000 9,924 7,000 7,000 7,000 0 0.00 [PHONE REDACTED] Utility Serv Rep & Maint 24,481 15,044 25,000 25,158 25,750 25,750 25,750 750 3.00 [PHONE REDACTED] Police Detail 39,812 19,782 20,000 20,000 20,000 20,000 20,000 0 0.00 [PHONE REDACTED] Educational Training 739 1,500 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Contracted Services 6,082 1,000 1,000 77,026 1,000 1,000 1,000 0 0.00 [PHONE REDACTED] Telephone 0 0 4,000 8,000 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 651 749 750 750 750 750 750 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 71,604 29,179 75,000 97,660 75,000 75,000 75,000 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 21,395 16,390 22,500 24,844 23,175 23,175 23,175 675 3.00 [PHONE REDACTED] Infrastructure Repai 14,931 12,793 15,000 16,000 15,450 15,450 15,450 450 3.00 192,695 106,311 181,650 292,965 183,525 183,525 183,525 1,875 1.03 Department Total 661,195 558,966 722,511 833,826 751,578 751,578 751,578 29,067 4.02 Gasoline/Diesel Fuel 9.98% Infrastructure Repai 2.06% Overtime (General) 9.31% Police Detail 2.66% Salaries-Full Time 66.27% Utility Serv Rep & M 3.43% Vehicle Prts & Acces 3.08% Other 3.21% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 741 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 JODOIN RAYMOND GENERAL FOREMAN 9-12-2005 30,932.81 608.56 0.33 0.33 31,766.83 31,766.83 31,766.83 KNOWLTON DAVID City Engineer-DPS Director may 2007 22,085.19 434.49 0.17 0.17 23,360.80 23,360.80 23,360.80 LEBLANC ROBERT GENERAL FOREMAN 06/03/19 25,882.24 509.19 0.33 0.33 26,579.72 26,579.72 26,579.72 SANTOS SHAUN MANAGEMENT ANALYST 8-20-18 25,541.50 502.49 0.33 0.33 26,229.98 26,229.98 26,229.98 NEW SENIOR FLEET FOREMAN - - 0.33 0.33 24,750.00 24,750.00 24,750.00 AFSCME 366,419.57 5.64 Total AFSCME 1818 365,366.06 365,366.06 365,366.06 [PHONE REDACTED] 470,861.31 2,054.73 7.13 Total Full Time 498,053.39 498,053.39 498,053.39 OVERTIME 70,000.00 70,000.00 70,000.00 70,000.00 70,000.00 540,861.31 7.13 Department Total 568,053.39 568,053.39 568,053.39 General Fund FTE Full-Time Equivalent Employees: FY 2021 7.33 FY 2022 6.64 FY 2023 7.13 Variance 22 vs. 23 0.49 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New BARNES DAVID HEO 6/27/ 2012 1 27,902.16 - - - - - BEAUREGAR D RICHARD HEAD FOREMAN I/ II 3/2/ 2001 1 33,292.94 0.50 651.80 34,284.68 3 34,284.68 34,284.68 CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 0.33 399.63 21,020.54 2 4/12/ 2023 14.98 7.0 45.2 21,697.55 21,697.55 CRIPPS JEFFREY HMEO STEP I/II 6/20/ 2018 1 25,915.58 0.50 507.37 26,687.66 3 26,687.66 26,687.66 DALLY MICHAEL ME REPAIR 7-12-21 1 0.33 360.35 18,954.41 1 7/12/ 2022 13.39 1.0 51.2 19,640.18 19,640.18 DONADIO DOMINIC HMEO 8/22/ 2016 1 25,915.58 - DONADIO DOMINIC Shift Differential Base Rate X 9% 2,332.52 - ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 742 LEVESQUE JAMES St/Sidewalk Foreman 06/21/ 99 1 19,979.83 0.33 391.16 20,575.02 3 20,575.02 20,575.02 MARINO PAUL HEAD FOREMAN II/III 07/23/ 98 1 21,973.18 0.33 430.19 22,627.99 3 22,627.99 22,627.99 MERRITHE W BENJAMIN HEO 12/27/ 2021 0.50 507.95 26,718.17 12/ 27/ 2022 18.78 26.0 26.0 27,206.45 27,206.45 MORRIS RALPH HEO 11/30/ 2009 1 27,902.16 0.50 546.26 28,733.28 3 28,733.28 28,733.28 NIEMAN ANDREW WATER CRAFT SPEC’ST 8/7/17 1 25,915.58 0.50 546.26 28,733.28 3 28,733.28 28,733.28 PAGLIARO BRETT LABORER 03/02/ 2020 1 16,384.02 - PSZENNY BRIAN PRIN ACCT 02/18/ 2020 2 16,321.82 0.33 316.34 16,639.48 2 2/20/ 2022 18.87 0 52.2 17,624.29 17,624.29 RIVERA CRISTIAN ME REPAIR 02/17/ 2021 1 18,656.86 - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 30,160.67 0.33 387.61 20,388.29 3 20,388.29 20,388.29 TASSINARI STEPHEN HEAD WORKING FOREMAN 0524199 9 1 18,406.10 - VACANT ME REPAIR 1 26,904.18 0.33 360.36 18,954.94 - 18,954.94 18,954.94 VACANT ME REPAIR 1 0.33 360.36 18,954.94 - 18,954.94 18,954.94 VACANT HMEO I/II 1 20,412.39 20,412.39 24,636.31 24,636.31 VACANT Shift Differential Base Rate X 9% - 42.56 2,238.66 - 2,238.66 2,238.66 VACANT HMEO 2nd shift - 0.50 462.71 24,338.55 - 24,338.55 24,338.55 LICENCES 7,294.00 7,294.00 7,294.00 7,294.00 OUT OF GRADE 750.00 750.00 750.00 750.00 366,419.57 5.64 358,306.28 365,366.06 365,366.06 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 743 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 610032 Water-Pub Serv-Expenses 5211 Electricity National Grid 3,300 3,300 3,300 3,300 TransCanada. Split with DPW/Water/Sewer 6,600 6,600 6,600 6,600 5211 Electricity Total 9,900 9,900 9,900 9,900 5215 Natural Gas National grid , Direct energy , UGI 0 7,000 7,000 7,000 5215 Natural Gas Total 0 7,000 7,000 7,000 5251 Utility Serv Rep & Maint additional funds need for aging infrastructure and rising cost. Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer. 5,000 5,750 5,750 5,750 Supplies: manhole, asphalt, pipe, valves, covers, frames, gaskets, rentals 20,000 20,000 20,000 20,000 5251 Utility Serv Rep & Maint Total 25,000 25,750 25,750 25,750 5301 Police Detail Details needed for road work during water line repairs in roads 20,000 20,000 20,000 20,000 5301 Police Detail Total 20,000 20,000 20,000 20,000 5317 Educational Training License Reimbursements & membership dues NWWA , Mass Arborist association, ECHA, Mass Highway Association, New England Sewer Association 500 500 500 500 New England Water Works - $150 per course average x 10 = $1,000 1,000 1,000 1,000 1,000 5317 Educational Training Total 1,500 1,500 1,500 1,500 5320 Contracted Services Leak detection 1,000 1,000 1,000 1,000 5320 Contracted Services Total 1,000 1,000 1,000 1,000 5341 Telephone T mobile , Amazon, any GPS upgrades 0 4,000 4,000 4,000 5341 Telephone Total 0 4,000 4,000 4,000 5421 Office Supplies (Gen General office supplies as needed 750 750 [PHONE REDACTED] Office Supplies (Gen Total 750 750 [PHONE REDACTED] Gasoline/Diesel Fuel Fuel for Sewer/Water Vehicles 75,000 75,000 75,000 75,000 5481 Gasoline/Diesel Fuel Total 75,000 75,000 75,000 75,000 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 744 5483 Vehicle Prts & Acces Oil products, tires, starters, alternators, sewer hoses, truck services, inspections. Vendors include Dennis Burke, Maplewood, NE Muni, R&S, Unlimited Auto, C&C Auto 22,500 23,175 23,175 23,175 5483 Vehicle Prts & Acces Total 22,500 23,175 23,175 23,175 5839 Infrastructure Repai 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. 15,000 15,450 15,450 15,450 5839 Infrastructure Repai Total 15,000 15,450 15,450 15,450 610032 Water-Pub Serv-Expenses Total 170,650 183,525 183,525 183,525 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 745 Engineering Mission Statement Why We Exist The Engineering Department provides technical expertise related to connec- tions to, and extensions of, the municipal water distribution system. All water infrastructure improvement projects are managed by the Engineering Depart- ment. The City Engineer is Salem’s representative on the Salem Beverly Water Supply Board the entity that treats Salem’s public drinking water. The Engineering Department manages the contracted operations and mainte- nance effort, including utility and supply costs, for the City’s two water pumping stations and two covered storage reservoirs. Engineering is responsible for the billing of water expenses based on usage to institutional, commercial, and residential properties in the City that are connected to the municipal collection system, totaling over 10,000 accounts. The water department provides customer service in a timely and professional manner in response to billing inquiries, managing current accounts, estab- lishing new accounts, scheduling appointments for the meter reader, identi- fying accounts requiring service, and processing of 3,500 water and sewer billings approximately 10% currently requiring analysis and esti- mating. This Department also bills backflow testing charges as well as the fees associated with the water turn on/off performed by the DPS crews. The Engi- neering Department provides technical assistance to the Public Services Divi- sions’ Water Operations in response to the condition and location of the City’s water infrastructure. The condition of the transmission mains that convey Salem water from to the City continues to be a high priority for the department. Funding for the efforts described herein is derived from the Water Enterprise System. Goals and Objectives Start to once again to send continuous water use letters to property own- ers to alert them of possible leaks in their building. Due to multiple system upgrades we had to pause the sending of these letters in FY 21. Work to begin the process of installing new meter interface units (MIU) as the current units fail or encounter issues. These newer units will reduce estimated readings and allows for walk by readings should they be neces- sary. Continue to increase public awareness of water conservation through Earth Day, Swap and Drop, COA presentations and other events; continue collab- orating with other organizations. Reduce percentage of ’unaccounted for water through improved reporting, new meter installation, and CIP project implementation. Staff continues to provide increased customer service in evaluating leaks, usage, etc. on W&S accounts. Continue to coordinate relocating the City’s proposed Highland Avenue ele- vated water storage tank. Renew City-wide leak detection efforts to continue reducing the City’s ’unaccounted for’ water. Manage the contract operator of the City’s water pump stations and stor- age facilities. How FY 2023 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 goal, by reinvesting and rehabilitating the City’s water transmission and distribution infrastructure. Recent Accomplishments Continued to incorporate the 1,600 annual backflow survey, testing and design approval costs into the and quarterly Munis Water and Sewer billing system. These bills are annual and semiannual. Upgraded our meter reading software to Neptune® 360™, which allows the department to collect more accurate water metering data faster and quickly identify potential leaks, excessive consumption, and reverse flow. The software is also web-based so it does not require server installations or upgrades. The department can use an internet browser to log on any- where. The department also upgraded our billing software to Munis 2019 version. This software allows for better reporting functions and provides the ability ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 746 to automatically send notices and apply fees. The software also allows for easier processing of condo liens. Continue to issue letters to customers whose meters showed con- tinuous water usage (suspected leak in the building). Customers will receive up to three consecutive letters. Development of water meter GIS appointment tracking system. Continued to address the list of properties where meter readings are not being collected (non-billable, non-reads). Due to the Meter Technician position being vacant for several months not as much progress was made in FY 22, but we expect FY 23 to be a very productive time. Analyzed parcels without utility bills; rectified dozens of accounts with incorrect parcel ids; also identified new W&S accounts. Continue to manage liens on overdue water & sewer bills to 3rd quarter real estate tax bills (442 accounts); resulting in over $157,705 of revenues (water only). This effort involved analysis of dozens of challenging accounts and resulted in many improvements to the current database. Con- tinued to lien condo developments owing over $600- 7 condos for Decem- ber 2021. Continued providing effective billing and meter repair for water consumed with a minimum of billing issues. Collaborated with Department of Public Services with their leak detection efforts. Managed the City’s contract operator for the City’s water pumping stations and storage facilities. Managed the City’s back-flow inspection, testing and survey program. Significant Budget & Staffing Changes For FY 2023 A new Meter Technician was hired as the position was vacant for several months with the departure of the previous position holder. The Water Meter Technician duties have changed significantly over the last couple of years. This position now troubleshoots meters that are not sending readings through the collection system, including wiring issues, and faulty meter head, activating the new MIU boxes for new meters, and replacing water meters and meter heads. The technician also ensures MIU boxes are installed or relocated to the outside of all properties to ensure access and connectivity. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 747 Expenditure by Department Computer Software 4.63% Contracted Services-Backflow 13.13% Electricity 34.39% Postage 1.63% Pump Stat Op & Maint 8.13% Salaries-Full Time 24.40% State Taxes 2.25% Telephone Equip Leas 2.06% Water Meters (Rev) 5.00% Other 4.38% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 748 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 186,039 183,875 192,857 192,857 195,119 195,119 195,119 2,262 1.17 [PHONE REDACTED] Salaries-Part Time 0 0 2,000 2,000 5,467 5,467 5,467 3,467 173.33 [PHONE REDACTED] Overtime (General) 70 136 0 0 2,000 2,000 2,000 2,000 0.00 186,109 184,011 194,857 194,857 202,586 202,586 202,586 7,729 3.97 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 216,752 230,810 275,000 279,950 275,000 275,000 275,000 0 0.00 [PHONE REDACTED] Computer Maintenance 0 0 750 750 750 750 750 0 0.00 [PHONE REDACTED] Photocopy Machine Le 0 0 0 0 5,000 5,000 5,000 5,000 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 7,676 4,637 16,500 29,122 16,500 16,500 16,500 0 0.00 [PHONE REDACTED] Accounting And Audit 2,500 2,500 2,500 2,500 2,500 2,500 2,500 0 0.00 [PHONE REDACTED] Educational Training 3,722 2,464 4,200 5,653 4,200 4,200 4,200 0 0.00 [PHONE REDACTED] Contracted Serv-Backflow 48,527 68,689 100,000 102,976 105,000 105,000 105,000 5,000 5.00 [PHONE REDACTED] Postage 9,952 11,341 13,000 13,000 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 57,884 57,395 65,000 75,721 65,000 65,000 65,000 0 0.00 [PHONE REDACTED] Printing And Binding 335 190 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Office Supplies (Gen 1,031 2,176 3,750 4,380 3,750 3,750 3,750 0 0.00 [PHONE REDACTED] Pump Station Suppl 3,082 3,450 5,000 5,460 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Computer Software 4,000 19,015 63,000 63,000 37,000 37,000 37,000 (26,000) (41.27) [PHONE REDACTED] Water Meters (Rev) 17,000 9,171 20,000 27,829 40,000 40,000 40,000 20,000 100.00 [PHONE REDACTED] State Taxes 13,172 18,310 18,000 18,000 18,000 18,000 18,000 0 0.00 [PHONE REDACTED] In State Travel/Meetings 698 0 2,100 2,100 2,100 2,100 2,100 0 0.00 [PHONE REDACTED] Prof License Reimb 500 0 500 500 500 500 500 0 0.00 [PHONE REDACTED] Computer Equip/Tech 884 686 2,250 3,486 2,250 2,250 2,250 0 0.00 387,717 430,834 593,050 635,926 597,050 597,050 597,050 4,000 0.67 Department Total 573,826 614,845 787,907 830,783 799,636 799,636 799,636 11,729 1.49 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 749 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CRIPPS CHERYL SECRETARY 8/13/08 16,505.80 984.02 0.33 33% 17,035.16 17,035.16 17,035.16 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 7,170.00 1,410.62 0.10 10% 7,363.44 7,363.44 7,363.44 DUHAMEL DEBORAH Assistant Engineer 5/28/18 36,128.22 2,153.87 0.33 33% 37,102.56 37,102.56 37,102.56 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 16,888.74 2,555.85 0.13 13% 17,864.32 17,864.32 17,864.32 JOSEFSON MARIA GIS 21,046.32 1,182.70 0.33 33% 20,373.19 20,373.19 20,373.19 SULPRIZIO MICHAEL BUSINESS MGR/WTR REG 10/14/2019 23,219.41 1,827.26 0.25 25% 23,845.74 23,845.74 23,845.74 AFSCME 71,898.52 1.33 Total AFSCME 1818 71,534.45 71,534.45 71,534.45 [PHONE REDACTED] 192,857.01 2.80 Total Full Time 195,118.86 195,118.86 195,118.86 INTERN PT INTERN 5,466.67 5,466.67 5,466.67 [PHONE REDACTED] - Total Partl Time 5,466.67 5,466.67 5,466.67 - OVERTIME 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 [PHONE REDACTED] Total Overtime 2,000.00 2,000.00 2,000.00 192,857.01 2.80 Department Total 202,585.53 202,585.53 202,585.53 General Fund FTE Full-Time Equivalent Employees: FY 2021 2.48 FY 2022 2.80 FY 2023 2.80 Variance 22 vs. 23 0.00 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 750 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New MERRITHE W BENJAMIN WATER METER READER 11/5/ 2018 1 25,915.58 - - (1,373.66) (1,373.66) (1,373.66) VACANT WATER METER READER 0.50 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 17,122.14 0.33 335.21 17,497.96 3 17,497.96 17,497.96 17,497.96 MORAN KAREN ASST WATER REG 9/10/ 2013 2 28,860.80 0.50 565.03 29,494.57 3 29,494.57 29,494.57 29,494.57 71,898.52 1.33 46,992.53 71,534.45 71,534.45 71,534.45 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 751 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 275,000 275,000 275,000 275,000 5211 Electricity-Pump Station Total 275,000 275,000 275,000 275,000 5233 Computer Maintenance Ongoing support for Ti Sales/Neptune computer program 750 750 [PHONE REDACTED] Computer Maintenance Total 750 750 [PHONE REDACTED] Photocopy Machine Le New Copier Lease 0 5,000 5,000 5,000 5277 Photocopy Machine Le Total 0 5,000 5,000 5,000 5278 Telephone Equip-Pump Station ATT lease for ARM system-data collectors 16,000 16,000 16,000 16,000 Various alarms to support sewer pumping stations 500 500 [PHONE REDACTED] Telephone Equip-Pump Station Total 16,500 16,500 16,500 16,500 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,500 2,500 2,500 2,500 5305 Accounting And Audit Total 2,500 2,500 2,500 2,500 5317 Educational Training APWA National Congress 500 500 500 500 Attending Professional organization seminars and meetings-AWWA, NEWWA 1,800 1,800 1,800 1,800 Munis training and support, SSCW 1,900 1,900 1,900 1,900 5317 Educational Training Total 4,200 4,200 4,200 4,200 5321 Contracted Serv-Backflow Contract for Weston & Sampson to conduct backflow testing. 100,000 105,000 105,000 105,000 5321 Contracted Serv-Backflow Total 100,000 105,000 105,000 105,000 5342 Postage Total cost of postage for mailing w/s bills @ 50% W&S Depts. 13,000 13,000 13,000 13,000 5342 Postage Total 13,000 13,000 13,000 13,000 5375 Pump Stat Op & Maint Stand by generator annual maintenance 5,000 5,000 5,000 5,000 Water Department (60% sewer, 40% water) 60,000 60,000 60,000 60,000 5375 Pump Stat Op & Maint Total 65,000 65,000 65,000 65,000 5381 Printing And Binding Collector’s office includes printing costs; this represents annual inserts 1,500 1,500 1,500 1,500 5381 Printing And Binding Total 1,500 1,500 1,500 1,500 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 752 5421 Office Supplies (Gen General Office supplies as needed 2,500 2,500 2,500 2,500 Plotter Ink and Paper-previously under IT 1,250 1,250 1,250 1,250 5421 Office Supplies (Gen Total 3,750 3,750 3,750 3,750 5445 Pump Station Suppl 50% of costs for pump station op and Maint. Will be shared with Sewer 5,000 5,000 5,000 5,000 5445 Pump Station Suppl Total 5,000 5,000 5,000 5,000 5519 Computer Software Annual Maintenance Fee Neptune 360 20,000 20,000 20,000 20,000 GIS and AutoCAD licensing-part previously under IT 4,500 4,500 4,500 4,500 New Gateways to support I900’s 25,000 0 0 0 Other software-upgrade to I900 1,000 0 0 0 Ti Sales maintenance agreement for meter software; and repairs of field tool- from CIP 12,500 12,500 12,500 12,500 5519 Computer Software Total 63,000 37,000 37,000 37,000 5538 Water Meters (Rev) Misc. water meters for replacements (ECODER), meter supplies: MIU’s, Transponders, meter heads, freeze plates, flanges, seals. 20,000 40,000 40,000 40,000 5538 Water Meters (Rev) Total 20,000 40,000 40,000 40,000 5692 State Taxes State fee charged per capita annually for water usage & taxes for Danvers Folly Hill 18,000 18,000 18,000 18,000 5692 State Taxes Total 18,000 18,000 18,000 18,000 5710 In State Travel/Meetings Meter Repair annual mileage 2,000 2,000 2,000 2,000 Tolls, parking, seminars, etc. 100 100 [PHONE REDACTED] In State Travel/Meetings Total 2,100 2,100 2,100 2,100 5717 Prof License Reimb City Engineer and Assistant Engineer PE Renewal 500 500 [PHONE REDACTED] Prof License Reimb Total 500 500 [PHONE REDACTED] Computer Equip/Tech Laptop/tablet for Junior Engineer 1,500 1,500 1,500 1,500 Scanner maintenance 750 750 [PHONE REDACTED] Computer Equip/Tech Total 2,250 2,250 2,250 2,250 610132 Water-Engineer-Expenses Total 593,050 597,050 597,050 597,050 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 753 Treasurer Water Enterprise Long Term Debt Mission Statement Treasurer–Water Enterprise–Long Term Debt The Massachusetts Water Pollution Abatement Trust (MWPAT) was estab- lished 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 improve- ments, 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 detec- tion, flushing and GIS administration. Expenditure by Department Cip 2009-Prin (12) 3.11% Cip 2016-Int 6.94% Cip 2016-Prin 30.01% Cip 2017 Int 2.32% Cip 2017 Prin 2.44% Cip 2019-Int 2.74% Cip 2019-Prin 1.78% Cip 2020 Interest 1.94% Debt Principal 20.45% Long-Term Interest 11.59% Water Bond 1 - Prin-Mwpat 5.75% Water Bond 2 - Prin 6.45% Other 4.48% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 754 Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Debt Principal 0 0 0 0 460,129 460,129 460,129 460,129 0.00 [PHONE REDACTED] Long-Term Interest 0 0 0 0 260,636 260,636 260,636 260,636 0.00 [PHONE REDACTED] Water Bond 1 - Prin- Mwpat 121,904 124,367 126,880 126,880 129,443 129,443 129,443 2,563 2.02 [PHONE REDACTED] Water Bond 2 - Prin 150,000 150,000 145,000 145,000 145,000 145,000 145,000 0 0.00 [PHONE REDACTED] Water Bond 1 - Int-Mwpat 19,722 17,259 14,747 14,747 12,184 12,184 12,184 (2,563) (17.38) [PHONE REDACTED] Water Bond 2 - Int 49,520 43,520 37,620 37,620 31,820 31,820 31,820 (5,800) (15.42) 610034 5949A Cip 2009-Int (11) 181,600 161,800 138,913 138,913 25,300 25,300 25,300 (113,613) (81.79) 610034 5949C Cip 2009-Prin (12) 500,000 505,000 505,000 505,000 70,000 70,000 70,000 (435,000) (86.14) 610034 5949E Cip 2011 Int 6,000 2,000 32,800 32,800 0 0 0 (32,800) (100.00) 610034 5949F Cip 2011-Prin 100,000 100,000 150,000 150,000 0 0 0 (150,000) (100.00) 610034 5949K Cip 2014-Prin 345,000 345,000 330,000 330,000 0 0 0 (330,000) (100.00) 610034 5949L Cip 2014-Int 57,519 81,544 33,000 33,000 0 0 0 (33,000) (100.00) 610034 5949M Cip 2015-Prin 55,000 65,000 65,000 65,000 0 0 0 (65,000) (100.00) 610034 5949N Cip 2015-Int 14,875 14,375 11,125 11,125 0 0 0 (11,125) (100.00) 610034 5949O Cip 2016-Prin 285,000 305,000 170,000 170,000 675,000 675,000 675,000 505,000 297.06 610034 5949P Cip 2016-Int 251,446 117,250 96,700 96,700 156,025 156,025 156,025 59,325 61.35 610034 5949U Cip 2017 Prin 70,000 75,000 70,000 70,000 55,000 55,000 55,000 (15,000) (21.43) 610034 5949V Cip 2017 Int 28,678 95,700 91,950 91,950 52,125 52,125 52,125 (39,825) (43.31) 610034 5949W Cip 2018 Prin 5,000 10,000 10,000 10,000 10,000 10,000 10,000 0 0.00 610034 5949X Cip 2018 Int 7,192 7,481 6,981 6,981 6,481 6,481 6,481 (500) (7.16) 610034 5949ZA Cip 2019-Prin 0 30,000 35,000 35,000 40,000 40,000 40,000 5,000 14.29 610034 5949ZB Cip 2019-Int 21,125 65,250 63,625 63,625 61,750 61,750 61,750 (1,875) (2.95) 610034 5949ZI Cip 2020 Prin 0 0 15,000 15,000 15,000 15,000 15,000 0 0.00 610034 5949ZJ Cip 2020 Interest 0 0 19,968 19,968 43,700 43,700 43,700 23,732 118.85 2,269,580 2,315,546 2,169,309 2,169,309 2,249,593 2,249,593 2,249,593 80,284 3.70 Department Total 2,269,580 2,315,546 2,169,309 2,169,309 2,249,593 2,249,593 2,249,593 80,284 3.70 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 610034 Water Debt Service 5910 Debt Principal FY23 water long-term debt service principal 0 460,129 460,129 460,129 5910 Debt Principal Total 0 460,129 460,129 460,129 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 755 5915 Long-Term Interest FY23 water long-term debt service interest 0 260,636 260,636 260,636 5915 Long-Term Interest Total 0 260,636 260,636 260,636 5916 Water Bond 1 - Prin-Mwpat Water Bond 1-Prin-MWPAT 126,880 129,443 129,443 129,443 5916 Water Bond 1 - Prin-Mwpat Total 126,880 129,443 129,443 129,443 5920 Water Bond 2 - Prin Water Bond 2 - Prin 145,000 145,000 145,000 145,000 5920 Water Bond 2 - Prin Total 145,000 145,000 145,000 145,000 5936 Water Bond 1 - Int-Mwpat Water Bond 1-Int-MWPAT 14,747 12,184 12,184 12,184 5936 Water Bond 1 - Int-Mwpat Total 14,747 12,184 12,184 12,184 5939 Water Bond 2 - Int Water Bond 2 - Int 37,620 31,820 31,820 31,820 5939 Water Bond 2 - Int Total 37,620 31,820 31,820 31,820 5949A Cip 2009-Int (11) 5949C Cip 2009-Prin (12) CIP 2009 INT (11) 138,913 25,300 25,300 25,300 5949E Cip 2011 Int CIP 2009 PRIN (11) 505,000 70,000 70,000 70,000 5949F Cip 2011-Prin CIP 2011 INT 32,800 0 0 0 5949A Cip 2009-Int (11) Total 138,913 25,300 25,300 25,300 5949K Cip 2014-Prin CIP 2011 PRIN(STORAGE TANK) 150,000 0 0 0 5949C Cip 2009-Prin (12) Total 505,000 70,000 70,000 70,000 5949L Cip 2014-Int CIP 2014 PRIN 330,000 0 0 0 5949E Cip 2011 Int Total 32,800 0 0 0 CIP 2014 INT 33,000 0 0 0 CIP 2015 INT 11,125 0 0 0 5949F Cip 2011-Prin Total 150,000 0 0 0 5949M Cip 2015-Prin 5949K Cip 2014-Prin Total 330,000 0 0 0 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 756 5949O Cip 2016-Prin CIP 2015 PRIN 65,000 0 0 0 5949L Cip 2014-Int Total 44,125 0 0 0 5949P Cip 2016-Int CIP 2016 PRIN 170,000 675,000 675,000 675,000 5949U Cip 2017 Prin CIP 2016 INT 96,700 156,025 156,025 156,025 5949M Cip 2015-Prin Total 65,000 0 0 0 5949V Cip 2017 Int CIP 2017 - PRIN 70,000 55,000 55,000 55,000 5949O Cip 2016-Prin Total 170,000 675,000 675,000 675,000 5949W Cip 2018 Prin CIP 2017 - INT 91,950 52,125 52,125 52,125 5949P Cip 2016-Int Total 96,700 156,025 156,025 156,025 5949X Cip 2018 Int CIP 2018 - PRIN 10,000 10,000 10,000 10,000 5949U Cip 2017 Prin Total 70,000 55,000 55,000 55,000 5949ZA Cip 2019-Prin CIP 2018 - INT 6,981 6,481 6,481 6,481 5949V Cip 2017 Int Total 91,950 52,125 52,125 52,125 5949ZB Cip 2019-Int CIP 2019 - PRIN 35,000 40,000 40,000 40,000 5949W Cip 2018 Prin Total 10,000 10,000 10,000 10,000 5949ZI Cip 2020 Prin CIP 2019 - INT 63,625 61,750 61,750 61,750 5949X Cip 2018 Int Total 6,981 6,481 6,481 6,481 5949ZJ Cip 2020 Interest CIP 2020 - PRIN 15,000 15,000 15,000 15,000 5949ZA Cip 2019-Prin Total 35,000 40,000 40,000 40,000 CIP 2020 - INT 19,968 43,700 43,700 43,700 5949ZB Cip 2019-Int Total 63,625 61,750 61,750 61,750 5949ZI Cip 2020 Prin Total 15,000 15,000 15,000 15,000 5949ZJ Cip 2020 Interest Total 19,968 43,700 43,700 43,700 610034 Water Debt Service Total 2,169,309 2,249,593 2,249,593 2,249,593 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 757 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 Anticipa- tion Note. Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 1,843 1,295 1,106 1,106 914 914 914 (192) (17.36) [PHONE REDACTED] Interest On Notes 0 3,306 10,000 10,000 20,000 25,737 25,737 15,737 157.37 1,843 4,601 11,106 11,106 20,914 26,651 26,651 15,545 139.97 Department Total 1,843 4,601 11,106 11,106 20,914 26,651 26,651 15,545 139.97 Interest On Notes 96.57% Professional Serv/Fees 3.43% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 758 Water Enterprise Short Term Debt Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 610035 Water-Short Term Debt Int-Exp 5304 Professional Serv/Fees WMPAT Annual Service Fees 1,106 914 [PHONE REDACTED] Professional Serv/Fees Total 1,106 914 [PHONE REDACTED] Interest On Notes Interest on Notes 10,000 20,000 25,737 25,737 5925 Interest On Notes Total 10,000 20,000 25,737 25,737 610035 Water-Short Term Debt Int-Exp Total 11,106 20,914 26,651 26,651 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 759 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Assessment 2,570,514 2,674,926 2,785,009 2,785,009 2,906,306 2,906,306 2,906,306 121,297 4.36 2,570,514 2,674,926 2,785,009 2,785,009 2,906,306 2,906,306 2,906,306 121,297 4.36 Department Total 2,570,514 2,674,926 2,785,009 2,785,009 2,906,306 2,906,306 2,906,306 121,297 4.36 Water Enterprise Assessment Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 610033 Water Assessments 5650 Assessment Salem Beverly Water Supply Board Annual Operating Assessment 2,785,009 2,906,306 2,906,306 2,906,306 5650 Assessment Total 2,785,009 2,906,306 2,906,306 2,906,306 610033 Water Assessments Total 2,785,009 2,906,306 2,906,306 2,906,306 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 760 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 FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Treasurer - Expenditures 610037 5740A Insurance Deductibles 0 0 2,500 2,500 2,500 2,500 2,500 0 0.00 0 0 2,500 2,500 2,500 2,500 2,500 0 0.00 Department Total 0 0 2,500 2,500 2,500 2,500 2,500 0 0.00 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 610037 Water Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to water claims 2,500 2,500 2,500 2,500 5740A Insurance Deductibles Total 2,500 2,500 2,500 2,500 610037 Water Enterprise Fund-Ins Dedu Total 2,500 2,500 2,500 2,500 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 coordi- nates 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 2,000 accounts generating over $946,000 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 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. Reinvent popular events to make them safer for the pandemic, such as Free Book Day instead of the Book Swap. Continue to manage contracts for solid waste and recycling collection, transportation and disposal, e-waste. Continue to make it easy for residents to recycle unique TerraCycle items and textiles. Continue with liens process for delinquent bills. Continue turnkey e-waste operation on a quarterly basis at SHS. Manage sharps collection and overflow bag programs. Continue to promote the subscription based curbside compost collection program and expand the compost drop off site Continue to educate the public in the benefits of recycling, waste 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 tracking each household and communicating with thousands of residents about best recycling practices. Collaborated with SalemSound Coastwatch on implementation of Reus- able Bag Initiative and the Straw Reduction Campaign for restaurants. How FY 2023 Departmental Goals Relate to City’s Overall Long & Short-Term Goals Both the City’s long and short-term goals for sustainable infrastructure will be met with the departments’ goals, by investing in and promoting the Diversion and Recycling programs. Continued support of SalemRecycles, the City’s all volunteer recycling com- mittee, which continues to promote waste reduction education and offer new initiatives such as Repair Cafes, Textiles Recycling, Book Swaps, Public Events Recycling, and Mandatory recycling. Continue to explore new initiatives such as increased Public Recycling, Curbside Compost, TerraCycle Recycling, textile recycling 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 Continued to manage the solid waste and recycling contracts. Mandatory Recycling Enforcement has continued through monitoring recycling output, enforcement, and education. Recycling contamination continues to decrease through the efforts of the Waste Reduction Coordi- nator which saves the City money in disposal costs. Continued the Curbside Composting Program which is currently a subscrip- tion program involving 800 paid subscribers. Maintained the compost drop-off station at Mack Park for residents who do not want to pay for a subscription. ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 762 Continue to promote the ’Adopt a Cigarette Butt Bin’ Program and placed receptacles in more appropriate locations. Continued to staff Recycling Committee which continues to be instrumen- tal in developing and implementing educational programs for trash reduc- tion including: butt bin recycling, community outreach, website updates, TO DO recycling guides, TerraCycle recycling, textile recycling and drives, compost initiatives, Repair CafÈs, implementation of reusable bag initia- tive, recycling market education, elimination of single use plastic bags, etc. Diverted over 5,000 tons of materials from waste stream through curbside recycling, textiles initiative, composting, yard waste, white goods, and e- waste collections. Executed a May 2020 and November 2021 Textiles Recycling event, col- lected over 5 and 3 tons of textiles during a 5-hour event. Worked with two different companies to ensure year-round textiles recycling options are available at public and private schools and churches. Promoting textile reuse, repair, donation, recycling and exploring new partnerships to increase diversion. Partnered with HELPSY to provide curbside textile pick up to residents who make an appointment online. Began TerraCycle Recycling, an opportunity for residents to recycle materi- als that would otherwise be trash including razors, Swiffer pads, tooth- paste tubes and brushes, deodorant tubes, pens and pencils. Installed a permanent collection bin at City Hall Annex and collected material at vari- ous events. Continued quarterly e-waste turnkey events at SHS, serviced over 1,000 residents and collected over 45 tons of e-waste. Reach a 24% recycling rate through collateral material, newspaper articles, mailings and flyers distribution, participation in many events. SalemRecycles continues to be regarded as a premier regional leader regarding its various initiatives, and continues to support other communi- ties in their efforts to start Repair Cafes, Book Swaps, etc. Promoted Salem Recycles activities on Facebook, Instagram, Twitter PATCH, SATV, electronic newsletters and through GreenSalem.com on a regular basis. Promote the redesigned 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 purchase of additional public recycling containers and continue to draw attention to ’greening’ public events – including collecting compost at community events. Managed for the eighth year a city-wide effort to implement liens 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 trash and recycling pick-up contract; continued to provide information on best ways to dispose of diffi- cult items (ex. Resulted in Textiles event, and upcoming Swap and Drop Day) Received $49,000 in DEP grant funds to continue funding the Waste Reduc- tion Coordinator position, an increase of $4,000 from 2021. Significant Budget & Staffing Changes For FY 2023 No significant budget or staffing changes. Waste Reduction Coordinator posi- tion will continue to be funded through DEP grant funds. ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 763 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 764 Expenditure by Department Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Engineering - Trash/Solid Waste Disposal - Personnel [PHONE REDACTED] Salaries-Full Time 72,505 70,148 72,506 72,506 75,097 75,097 75,097 2,591 3.57 [PHONE REDACTED] Salaries-Part Time 8,347 0 6,838 6,838 5,467 5,466 5,466 (1,372) (20.06) [PHONE REDACTED] Overtime (General) 0 340 500 500 500 500 500 0 0.00 80,852 70,487 79,844 79,844 81,063 81,063 81,063 1,219 1.53 Engineering - Trash/Solid Waste Disposal - Expenditures [PHONE REDACTED] Solid Waste Collecti 3,513,015 3,280,350 3,828,700 4,171,478 3,878,700 3,878,700 3,878,700 50,000 1.31 [PHONE REDACTED] Trash Removal-Bakers Island 18,000 22,500 18,000 19,000 25,935 25,935 25,935 7,935 44.08 [PHONE REDACTED] Accounting And Audit 2,500 2,500 2,500 2,500 2,500 2,500 2,500 0 0.00 [PHONE REDACTED] Educational Training 798 595 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Postage 8,107 8,500 10,500 10,500 10,500 10,500 10,500 0 0.00 [PHONE REDACTED] Printing And Binding 1,000 861 1,000 1,000 1,000 1,000 1,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 546 339 600 694 600 600 600 0 0.00 [PHONE REDACTED] Recycling Expenses 8,753 5,262 19,800 21,721 19,800 19,800 19,800 0 0.00 3,552,720 3,320,908 3,882,600 4,228,392 3,940,535 3,940,535 3,940,535 57,935 1.49 Department Total 3,633,572 3,391,395 3,962,444 4,308,236 4,021,598 4,021,598 4,021,598 59,154 1.49 Salaries-Full Time 1.87% Solid Waste Collecti 96.45% Other 1.69% ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 765 Personnel Summary Employee Name Job Description Hire Date Council Voted FY2022 Calc Pay Period FY23 Code FTE # Hours # of Board Meetings Dept Request FY2023 Mayor Proposed FY2023 Council Voted FY2023 CRIPPS CHERYL EXECUTIVE SECRETARY 8/13/2008 16,510.51 984.02 0.34 34% 17,122.86 17,122.86 17,122.86 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 15,135.34 2,555.85 0.12 12% 16,099.64 16,099.64 16,099.64 VACANT BUSINESS MGR/WTR REG 10/14/2019 23,219.41 - 0.25 25% 23,845.74 23,845.74 23,845.74 AFSCME 17,641.06 0.34 Total AFSCME 1818 18,028.31 18,028.31 18,028.31 [PHONE REDACTED] 72,506.32 1.05 Total Full Time 75,096.55 75,096.55 75,096.55 INTERN PT INTERN 6,838.13 6,838.13 5,466.67 5,466.67 5,466.67 [PHONE REDACTED] 6,838.13 Total Part Time 5,466.67 5,466.67 5,466.67 OVERTIME 500.00 500.00 500.00 500.00 500.00 [PHONE REDACTED] 79,844.45 1.05 Department Total 81,063.22 81,063.22 81,063.22 General Fund FTE Full-Time Equivalent Employees: FY 2021 1.30 FY 2022 1.05 FY 2023 1.05 Variance 22 vs. 23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2022 FTE Calc Period Munis Budget FY2023 Step Step Increases Dept Req FY2023 Mayor FY2023 Council Voted FY2023 Date Rate # Weeks Old New MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 17,641.06 0.34 345.37 18,028.31 3 18,028.31 18,028.31 18,028.31 17,641.06 0.34 18,028.31 18,028.31 18,028.31 18,028.31 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 766 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 620032 SOLID WASTE Ent-Expenses 5291 Solid Waste Collecti Additional Christmas Tree Pickup 8,700 8,700 8,700 8,700 Bulk Item Collection estimate 13k annual @16.97 per item (increase by 2.5%) 226,000 226,000 226,000 226,000 DPS events/event dumpsters 18,000 18,000 18,000 18,000 One extra week yard waste pick-up 15,500 15,500 15,500 15,500 Recycling processing, assume 4,020 tons at $90/ton (changes/month pay up to 93/month) 325,000 325,000 325,000 325,000 Replacement Carts-1,000 Annual-$46 each Trash(500)/Recycle $58 (500) 52,000 52,000 52,000 52,000 Sharps Disposal-twice per month 8,500 8,500 8,500 8,500 Transfer Station Yard Waste Removal-3 times annually 75,000 75,000 75,000 75,000 Waste Management-weekly solid waste and bi weekly recycling pick-up (2.5% incr.) 2,150,000 2,200,000 2,200,000 2,200,000 WM Disposal-$79.00/ton at 12,000 tons (2.5% increase) 950,000 950,000 950,000 950,000 5291 Solid Waste Collecti Total 3,828,700 3,878,700 3,878,700 3,878,700 5298 Trash Removal-Bakers Island Baker’s Island Trash 18,000 25,935 25,935 25,935 5298 Trash Removal-Bakers Island Total 18,000 25,935 25,935 25,935 5305 Accounting And Audit Annual service for audits, contracted through Finance Dept. 2,500 2,500 2,500 2,500 5305 Accounting And Audit Total 2,500 2,500 2,500 2,500 5317 Educational Training Attending Professional organization seminars and meetings, along with training opportunities 1,500 1,500 1,500 1,500 5317 Educational Training Total 1,500 1,500 1,500 1,500 5342 Postage Costs of mailing trash bills to consumers 10,500 10,500 10,500 10,500 5342 Postage Total 10,500 10,500 10,500 10,500 5381 Printing And Binding printing for brochures, etc. and annual recycling calendars 1,000 1,000 1,000 1,000 5381 Printing And Binding Total 1,000 1,000 1,000 1,000 5421 Office Supplies (Gen General office supplies as needed 600 600 [PHONE REDACTED] Office Supplies (Gen Total 600 600 600 600 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 767 5780 Recycling Expenses Constant Contact-electronic newsletter license 1,000 1,000 1,000 1,000 E-Waste collection-pick up from DPS quarterly for dumped e-waste 5,500 5,500 5,500 5,500 Funds for Waste Reduction Coordinator Mileage 2,500 2,500 2,500 2,500 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 5,000 Mass Recycle Membership 1,000 1,000 1,000 1,000 Public Stewardship, organization memberships 2,000 2,000 2,000 2,000 Six police details-2 book swaps, 4 E-Waste 1,800 1,800 1,800 1,800 Website hosting and support-GreenSalem.com-per IT’s request-not part of IT 1,000 1,000 1,000 1,000 5780 Recycling Expenses Total 19,800 19,800 19,800 19,800 620032 SOLID WASTE Ent-Expenses Total 3,882,600 3,940,535 3,940,535 3,940,535 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Peg Access Enterprise Solicitor & Licensing Board - PEG Access Budget Summary Org Obj Account Description FY2020 Actuals FY2021 Actuals FY2022 Adopted Budget FY2022 Adjusted Budget FY2023 Dept. FY2023 Mayor Council Voted FY2023 Variance % Change Solicitor & Licensing Board - PEG Access - Expenditures 6300302 5713 Expenses 471,155 599,120 691,250 691,250 691,250 691,250 691,250 0 0.00 471,155 599,120 691,250 691,250 691,250 691,250 691,250 0 0.00 Department Total 471,155 599,120 691,250 691,250 691,250 691,250 691,250 0 0.00 Budget Detail Description Voted by Council FY2022 Department Request FY2023 Mayor FY2023 Council Voted FY2023 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 31,250 SATV - Salem Television Access Fees (quarterly payments) 660,000 660,000 660,000 660,000 5713 Expenses Total 691,250 691,250 691,250 691,[PHONE REDACTED] COMCAST PEG ACCESS ENT-EXPENSE Total 691,250 691,250 691,250 691,250 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Full-Time Equivalent Employees (FTE's) y Full-Time Equivalent Employee Comparisons FY2021 FY2022 FY2023 Change From Prior FY EXECUTIVE DIVISION Mayor 5.00 5.00 5.00 0.00 LEGISLATIVE DIVISION City Clerk City Council 0.00 0.00 0.00 0.00 City Clerk-Record Maint 5.00 5.00 5.00 0.00 Elections & Registrations 2.00 3.50 3.50 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 11.00 12.00 1.00 Finance 4.00 4.00 4.00 0.00 Parking Department 14.50 15.00 18.00 3.00 Purchasing 2.22 2.50 2.50 0.00 Treasurer 4.00 4.00 4.00 0.00 LEGAL DIVISION Solicitor 4.58 5.80 5.30 -0.50 HUMAN RESOURCE DIVISION Human Resources 3.70 4.54 4.54 0.00 FIRE DIVISION Fire 96.00 95.00 98.00 3.00 POLICE DIVISION Police 107.50 113.46 111.71 -1.75 Harbormaster 3.50 3.00 3.00 0.00 INSPECTIONAL SERVICES DIVISION Public Property - Inspections 10.00 10.00 10.00 0.00 Electrical 7.50 6.50 6.50 0.00 Health 8.00 9.00 12.50 3.50 PLANNING & COMMUNITY DEVELOPMENT DIVISION Planning - General Admin 7.66 9.56 10.11 0.55 Conservation Commission 0.50 0.50 0.50 0.00 Planning Board 0.50 0.50 0.50 0.00 Historic Preservation 0.50 0.50 0.50 0.00 ---PAGE BREAK--- Full-Time Equivalent Employees (FTE's) FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 770 y Full-Time Equivalent Employee Comparisons Sewer Enterprise Fund 7.63 6.64 7.13 0.49 Water Enterprise Fund 7.13 6.64 7.13 0.49 ENGINEERING DIVISION Engineering - General Fund 6.76 6.85 7.01 0.16 Sewer Enterprise Fund 2.47 2.80 2.80 0.00 Water Enterprise Fund 2.80 2.80 2.80 0.00 Trash Enterprise Fund 1.80 1.05 1.05 0.00 RECREATION & COMMUNITY SERVICES DIVISION Council On Aging 9.00 8.93 9.23 0.30 Library 15.60 20.76 22.01 1.25 Recreation - General Admin 4.14 4.14 5.14 1.00 Golf Course 3.15 3.15 3.15 0.00 Witch House 1.15 1.15 1.65 0.50 Charter Street 0.00 0.00 0.50 0.50 Winter Island 1.00 1.00 1.00 0.00 Veterans 2.00 2.54 2.54 0.00 SUSTAINABILITY & RESILIENCY DEPARTMENT Sustainability & Resiliency - General Admin 2.00 3.50 3.50 0.00 Grand Totals 402.53 414.13 432.97 18.84 ---PAGE BREAK--- Appendix ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Budget Document Survey Budget Document Survey Your opinion is important to us! Please take a few minutes to tell us what you think about our budget document. Your comments will be used to help improve this document. 1. Readability: Is the subject matter presented in an easy to read format and in terms that are understandable? Please Circle One: Difficult Somewhat Difficult Adequate Good Very Easy 2. Using the following scale, please rate the following sections (1-Very Helpful, 2-Helpful, 3-Not Helpful): Sec 1 – General Overview Sec 2 – City Overview Sec 3 – Budget Overview All Funds Sec 4 – Budget Overview School Sec 5 – Budget Overview Enterprise Funds Sec 6 – Financial Forecasts, Plans & Policies Sec 7 – Capital Improvement Program Sec 8 – Departmental Budgets Sec 9 – Appendix Sec10- Glossary 3. Content: What would you like to see added, expanded, reduced or removed? 4. Overall Impressions: How would you rate the entire document? Please Circle One: Start Over Minimal Help Answered Most Questions Good Very Helpful 5. Comments Please send this page to: Finance Department City of Salem, Massachusetts 93Washington Street, Salem, MA 01970 [EMAIL REDACTED] ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 supple- mentary 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 depart- ment 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 computer- ized 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 subcom- mittee 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 enter- prise 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 774 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 recom- mendation of the Mayor, of any departmental appropriation to another appro- priation 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 govern- mental 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 Common- wealth 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: statements. Basis of Accounting & Budgeting The basis of accounting and the basis of budgeting determine when reve- nues 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 indi- vidual 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 776 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; expend- able 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 inter- fund 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 ments. 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 state- ments to be misleading or incomplete. As required by GAAP, these basic finan- cial 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 relation- ship. 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 North Shore Regional Vocational 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 p art icipants, 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 , Massachusetts 01970 . ---PAGE BREAK--- Appendix Budgeting & Accounting Practices FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 777 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 intergov- ernmental 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, propri- etary funds, and fiduciary funds, even though fiduciary funds are excluded from the government-wide financial statements. Major individual govern- mental 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 p art icularly 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 recog- nized 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 p art icular 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 p art icular function or segment. Grants and contributions are restricted to meeting the capital requirements of a p art icular function or segment. Taxes and other items not identifiable as program revenues are reported as general revenues. For the most p art , 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 elimi- nation 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 there- after 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 accu- mulation of resources to be used for general and/or capital purposes upon approval of City Council. ---PAGE BREAK--- Appendix Budgeting & Accounting Practices FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 778 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 dep art ment to other dep art ments 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 scholar- ships 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 Stan- dards 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 2012 5,941,952.00 6,927,279.00 985,327.00 2012 729,765.97 640,064.23 (89,701.74) 2013 6,927,279.00 9,113,053.00 2,185,774.00 32% 2013 640,064.23 1,704,140.00 1,064,075.77 166% 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 16,092,893.00 (1,095,228.00) Est. 2022 4,475,939.79 4,215,221.77 (260,718.02) Est. The objective of the General Fund is to raise revenue to cover expenses for the fiscal year. Fee Increases in 2021 and 2022 to cover projected expenditures. FY 2022 saw an increase due in local receipts, cannabis, excise tax, parking fees. 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 2012 450,153.47 (218,737.73) (668,891.20) 2012 66,613.27 110,107.76 43,494.49 2013 (218,737.73) 542.00 219,279.73 -100% 2013 110,107.76 323,739.00 213,631.24 194% 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 - - - 0% 2022 760,533.71 1,268,208.91 507,675.20 67% Est. Fee Increases in 2021 and 2022 to cover projected expenditures. Balance in retained earnings to be used for future capital needs and recycling initiatives. Fees increased in FY16 due to new trash contractor and increased prices. ---PAGE BREAK--- Appendix Major & Non-Major Funds Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 780 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 2012 2,736,776.70 3,453,722.00 716,945.30 2012 256,088.78 130,520.06 130,520.06 2013 3,453,722.00 3,438,798.74 (14,923.26) 0% 2013 130,520.06 195,088.47 64,568.41 49% 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 14,228,954.71 4,184,994.70 42% Est 2022 734,710.61 107,590.48 - -85% 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 2012 925,548.18 1,253,909.23 (117,248.63) 2012 50,000.00 381,012.37 2013 1,253,909.23 1,681,855.79 427,946.56 34% 2013 381,012.37 675,003.22 293,990.85 77% 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 5,870,953.60 2,394,159.96 69% Est 2022 4,914,890.22 5,197,511.10 282,620.88 6% 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 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 Fire Fire Suppression 13 Yes Yes Yes Yes Yes Police Citizen Protection 14 Yes Yes Yes Yes Yes Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 782 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 Sewer Enterprise Public Services 28 Yes Yes Yes Yes Engineering 28 Yes Yes Yes Yes ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 783 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 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 Performance Management & Measurers 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 funda- mental 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 avail- able on that website. ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 See-Click-Fix Website & App Overview SeeClickFix Since July 2014, the City of Salem has utilized SeeClickFix for service requests. Using SeeClickFix, residents can directly request City services, report problems to relevant departments, ask questions about City policies and services, and interact with officials about issues of concern. While Salem was not the first to use the tool, the City has quickly risen to the top as one of the most active communities using the program in Massachusetts. As of May 18, 2022, a total of 28,381 service requests had been submitted to the City through SeeClickFix. The tool, which is available both on the City’s website and via a mobile app, also provides the City with robust data on the back end that allows the City to track response times, generate automatic work orders for service requests, manage customer service levels, map data, and more. When integrated with the SalemStat performance measurement program the tool can be especially useful. The app also gives residents links to critical City information and websites and is updated regularly to provide the most up-to-date information on time-sensitive events, news, and more. The free app is linked to a user’s location services on their smartphone, so if they are in another SeeClickFix community, that community’s mobile buttons will automatically load and all service requests reported will go to the appropriate department in that community. The app and online version also include Knowledge Base. As the first SeeClickFix community to deploy Knowledge Base, Salem led the way with this new tool, which replaced the traditional static FAQ page with a more dynamic wiki of City information. Users can ask questions or answer questions that other users ask, and the City can tag “official” answers. As of May 18, 2022, 515 questions have been answered in Knowledge Base, with more being added and answered all the time. In FY22 the City began using the Knowledge Base questions and answers to better program the new Help chatbot and to form the basis of a script for the 311 program launching in FY23. In addition to providing an enhanced level of public access, SeeClickFix has helped Salem improve work flow, advocacy, and responsiveness by enabling City workers to quickly and easily report issues from the field. The City continually works to refine the existing service request categories, improve responsiveness, and train more staff on the tool’s use. The program is being utilized more by front-end staff as a CRM tool and starting in FY2020 City departments began using it more intentionally as a work order system for public works, engineering, trees, and parks. The City is continuing to expand the interaction between SeeClickFix data and the revival of the SalemStat performance evaluation initiative, which launched in FY2022. H t fi d it h i t f S Cli kFi i it ---PAGE BREAK--- Appendix See-Click-Fix Website & App Overview FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 786 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 City of Salem Resident Survey Results 2022 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 788 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 789 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 790 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 791 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 792 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 793 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 794 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 795 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 796 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 797 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 798 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 799 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 800 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 801 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 802 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 803 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 804 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 805 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 806 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 807 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 808 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 809 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 810 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 811 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 812 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 813 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 814 ---PAGE BREAK--- Appendix City of Salem Resident Survey Results 2022 FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 815 ---PAGE BREAK--- FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 FYI Salem-Mayor's Newsletters work of the Salem Police in partic- ular Patrol Officer Green, who arrested two males on Saturday night for vandalism after they spray-painted graffiti tied to a white nationalist hate group at the MBTA station in downtown Salem. The two men were wearing masks and tagging public property. When officers stopped the men they re- ported finding fresh paint on their hands and fresh paint on the wall, as well as paint cans and stencils in their possession. The stencils supported Patriot Front, a group that the Southern Poverty Law Center has identified as a white nationalist hate group. We will continue to take these activities seriously and encourage anyone who sees this type of van- dalism in our community to report it to the Salem Police Department at [PHONE REDACTED] so we can track and investigate this activity. Thanks, as always, for reading FYI Salem and don’t forget you can find the FYI Salem podcast at www.salem.com/fyisalempodcast! Kim Driscoll Mayor City of Salem Dear Salem resident, Currently, 72% of our eligible Salem population have re- ceived at least one dose of COVID vaccine. We hope to see that number increase, es- pecially with reports around the country of the rise of the highly contagious delta vari- ant, which is now the most dominant strain of the corona- virus in the United States, rep- resenting over 50% of cases across the country. Virtually all new COVID deaths and hospi- talizations are among unvac- cinated people. In Salem, we continue to mon- itor our wastewater for COVID variants on a weekly basis, offer free COVID testing on a daily basis and are strongly urging everyone eligible to be vaccinated to do so. Through our partnership with Salem Hospital, North Shore Communi- ty Health Center and other healthcare partners, we have several mobile vaccine clinics in Salem. If you are not vaccinat- ed, the best thing you can do to protect yourself, as well as your family is to get a COVID vaccine - there are lots of options close to home to get vaccinated. Visit www.salem.com/vaccine to find out where you can get the vac- cine without an appointment or needing to wait. Separate from our ongoing re- sponse to COVID, I wanted to provide an update about a high profile series of graffiti incidents in our community. As you may be recall, earlier this year there had been a spate of “slap- tagging” of white supremacist stickers on local business and public property in Salem, and at least one local business had their store window defaced with a painted stencil supporting a white supremacist organization. As a City that prides itself on being inclusive and welcoming, we strongly condemned these acts. They are more than just cowardly acts of vandalism: they are intended to frighten and dis- comfort residents in their own community. That's one of the reasons I'm so grateful for the From the Mayor’s Desk I N SI DE T H IS I S S U E Hiring Incentives 2 Wetlands Protection 3 Heritage Days 4 FYI SALEM J U L Y 1 3 , 2 0 2 1 V O L U M E 7 , I S S U E 1 2 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 817 F Y I S A L E M PAGE 2 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 818 F Y I S A L E M PAGE 3 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 819 Heritage Days Mayor Kimberley Driscoll has announced that Salem’s Heritage Days festival will run August 2nd through Au- gust 8th, with a line-up of non-stop fun and special events celebrating Salem. “I’m so pleased to announce the return of our annual Heritage Days festivities,” said Mayor Driscoll. “This year, especially, I’m grateful that we have the opportuni- ty to celebrate all that makes Salem the vibrant and spe- cial community that we all love. My thanks to all the or- ganizations, community partners, and City staff whose efforts make this annual event possible.” The Heritage Days week includes several events exclusively for seniors, including an ice cream social and a picnic at Winter Island. Opportunities abound for musical entertainment at the oceanfront Salem Willows Shell featuring the Salem Community Concert Band and Community Jazz Band, under the direction of Napierkowski, on Monday night, the North Shore Concert Band on Tuesday night, and a variety of DJs, VJs, and live electronic music on both Saturday and Sun- day. The highlight of this year’s Heritage Days takes place August 6th on Derby Wharf, with a live concert by the Ward Eights starting at 7:00 p.m. and fireworks display starting around 9:00 p.m. produced by the award-winning Atlas Pyrovision En- tertainment Group. The night promises to be the most fun and most memorable event of the summer season. The Ward Eights are an in- credible band, playing funk, soul, rock, hip-hop, pop, jazz, and much more and the fireworks display that is planned promises to be one to remember. Other events during the week include the always-popular Ice Cream Tasting and movie on the Common on August 4th, a family bingo night on August 6th at Charlotte Forten Park, and the Phillips House Annual Antique Car Meet along Chestnut Street on August 8th. Another special event during the week is an open house at the Peabody Essex Museum’s Phillips Library in Rowley, where attendees will be able to see some of the PEM’s recent acquisitions along with the scope of its global collections, including its archives of Salem and Essex County history. This year the Salem Police Department, Salem Fire Department, and Salem Department of Public Services combine their Tour-A-Truck event with a K-9 demonstration and a Salem Police & Firefighters vs. Salem Youth basketball game. Snacks and drinks will be provided thanks to donations from our local business community. Find the complete schedule for Heritage Days online at www.salem.com/ heritagedays. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 820 Our hope is that this initial report will galvanize even broader sup- port for confronting inequities, and create a forum for residents to listen, reflect, and act together to build a more inclusive community for all. I am incredibly grateful to the vol- unteer members of the Task Force, to chairman Shawn New- ton, and to Salem resident Jakari Griffith, who served as the group’s administrator, for all of their time and commitment to this work. This is an important moment for our city. The time for action is now and a strategic, thoughtful ap- proach to addressing inequities is key to our community’s growth and prosperity. This is the prom- ise reflected in the Task Force’s work and in this report, and it’s a pledge for intentional action that we must continue to advance. Thanks, as always, for reading FYI Salem and don’t forget you can find the FYI Salem podcast at www.salem.com/fyisalempodcast! Kim Driscoll Mayor City of Salem Dear Salem resident, I’m excited to share that Salem’s Race Equity Task Force for the City of Salem has published their final report, available now at www.raceequitysalem.org. I convened the task force in June 2020 and charged its members with studying key sectors of the community to identify systemic and institu- tional racial inequities and, to the best of their ability, recom- mend potential strategies to help overcome those dispari- ties. To guide their work, the Task Force set up five subcommit- tees, each focused on one of the community areas of con- cern: Community Culture, Eco- nomics, Education, Health, and Public Safety. The report outlines the findings and action items in each of these five are- as, based on a combination of detailed research, data analysis, and expansive community input. As a core action, the Task Force also recommended the City form a permanent committee to ad- dress race equity issues and create a senior staff level posi- tion within the City to lead this work on an ongoing basis. Based on those recommenda- tions, Task Force chairman Shawn Newton and I filed an Ordinance with the City Council in June to establish a permanent Race Equity Commission and we created a new Director of Diversity, Equity, and Inclusion position within the FY2022 City budget. The commission Ordinance is pending before a City Council committee and the new Direc- tor’s position was approved by the City Council by a vote of 10- 1. The Race Equity Task Force was established to identify dis- parities throughout our commu- nity and to develop the core ele- ments of a strategy to help guide work at the City level to tackle these inequities. From the Mayor’s Desk I N SI DE T H IS I S S U E Palmer Cove 2 Wetlands Protection Survey 2 Naumkeag Portrait 4 COVID Update 2 Summer Performance Series 3 FYI SALEM J U L Y 2 8 , 2 0 2 1 V O L U M E 7 , I S S U E 1 3 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 821 F Y I S A L E M PAGE 2 Palmer Cove Phase I restoration of Palmer Cove Park is nearing completion. All new trees and pathways have been installed and the new hardscape plaza at the basketball court is complete. The final basketball court sealcoating will be applied this week, weather permitting. Over the next two weeks, the new community garden area, sidewalk, and parking area along Salem Street will be constructed and grass seed will be planted throughout. The project is supported by a Division of Conservation Services Parkland Acquisitions Renovations for Commu- nities (PARC) grant and Community Preservation Act funding. Funding for a next phase of improvements is in- cluded in the City’s Signature Parks program. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 822 F Y I S A L E M PAGE 3 Summer Performance Series The City of Salem will hold a series of free live performances a parks across the Salem, with four different compa- nies performing in nearly twenty humorous, surprising, inspiring, and modern productions that are fun for all ages. Performances will be held in August and September and are free and open to the public. All performances will be held outdoors so be sure to bring your own shade and seats. Picnics encouraged! OLDE SALEM STAGE COMPANY – “Much Ado About Nothing” August 7, 8, 14, 15, 6:30pm, Charlotte Forten Park, 289 Derby St The Olde Salem Stage Company is a new collaboration of passionate theatrical practitioners whose mission is to challenge and inspire audiences with their performances. This summer they will be blending modern and traditional approaches to Shakespeare in their production of “Much Ado About Nothing”. oldesalemstagecompany.com DRUMATIX – Delivered” August 21, 22, 28, 29, 2pm, Charlotte Forten Park, 289 Derby St In case of rain, performances will be moved indoors at Old Town Hall, 32 Derby Square. DrumatiX is dedicated to presenting humorous, interactive, family- oriented percussive content that is accessible to people of all ages and backgrounds. Using tap dance, body percussion, and creative drumming, DrumatiX has created a new 45-minute interactive, hu- morous, family-friendly show, Delivered”. www.subscribepage.com/drumatixsalem THIRD CITIZEN THEATRE COMPANY– “As You Like It”** August 28, 29 & September 4, 5, 6, 6pm, the Salem Willows Band Shell, 165 Fort Ave Third Citizen Theatre Company is committed to delivering high-quality productions that reimagine and recontextual- ize classical works to engage and entertain all ages. With live, original music, Third Citizen Theatre Company stag- es a performance of “As You Like It” that reflects contemporary issues while bringing a feel-good comedy to the Sa- lem community. www.thirdcitizentheatre.org THE RIDICULOUS PROJECT – “Dream, Love, Escape” September 4, 5, 11, 12, 7pm, Derby Square, 32 Derby Square In case of rain, performances will be moved indoors at Old Town Hall, 32 Derby Square. The Ridiculous Project seeks to spread joy to the community by giving audiences a fun and immersive theatrical experience where they are both reacting to and interacting with the story. This summer The Ridiculous Project in- vites you to join in an exploration of whimsy, magic, and language in a spirited retelling of one of Shakespeare’s most-loved plays, “A Midsum- mer Night’s Dream” transformed into a unique story of their own. “Dream, Love, Escape” brings us into a space together to acknowledge where we have been and to experience both the act and the celebration of a communal process of emerg- ing. Learn more at www.ridiculousproject.com. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 823 Naumkeag Portrait The City of Salem’s Arts & Culture Program is pleased to announce the award- ing of the Naumkeag Portrait Project commission to artist Chris Pappan. Pappan was selected from a pool of over 60 applicants and four finalists as the awardee of this commission by a Jury Panel consisting of arts professionals, City staff, and community members, as well as members of both the Salem Public Art Commission and the Massachusett Tribal Council. Chris Pappan is an artist of Kanza, Osage, and Lakota descent based in Chi- cago IL. He cites his influences as Heavy Metal and Juxtapoz magazines, and the Lowbrow art movement with its cultural roots in 1970s underground com- ics, punk, and hot rod cultures. His artistic style is based on the Plains Native art tradition known as Ledger Art and often literally reflects the dominant cul- ture’s distorted perceptions of Native peoples. “This is an extraordinary opportunity to work with the Naumkeag community,” said Chris. “I am incredibly honored and humbled by the fact that they have placed their trust in me, and I will give all I can to honor their living legacy and tenaci- ty.” A graduate of the Institute of American Indian Arts in Santa Fe and a nationally recognized painter and ledger artist, Pap- pan’s work is in the collections of the National Museum of the American Indian, Washington D.C.; The DePaul Art Muse- um in Chicago IL; The Newberry Library in Chicago IL, The North American Native Museum of Geneva Switzerland; and The Spencer Museum of Art, Lawrence, Kansas, among others. You can learn more about Pappan’s work by visit- ing: www.chrispappan.com. The Naumkeag Portrait Project was proposed by Mayor Kimberley Driscoll to the Public Art Commission in May 2019, and approved by City Council, with the purpose of recognizing and highlighting the contributions and sacrifices of the Indigenous Peoples of this land through the creation of an official portrait to hang in Salem City Hall, the second oldest City Hall in America. “I am very pleased that the selection committee has chosen such an accomplished artist for this important and historic commission,” said Mayor Driscoll. “Chris will help bring a diversity of representation and history to City Hall through this portrait project. His works have appeared in collections, museums, and galleries across the nation, celebrating, com- memorating, and representing a cultural heritage too often unseen and unknown in America today. A portrait recognizing the presence and role of the Naumkeag in shaping our community is long overdue at Salem City Hall. Chris’ vision, to approach this commission with ‘a spirit of boldness, community, and resilience,’ is consistent with our city’s commitment to do better in honoring the contributions and history of the Indigenous peoples who have called this place home for countless generations.” Thomas Green, Vice President of the Massachusett Tribal Council, added to the Mayor’s enthusiasm for this award: “We are excited to work with such a talented artist. We are greatly appreciative to the residents of Salem for all the support we have received with this project.” The research phase for this portrait will commence imminently, whereby Pappan will work closely with the Tribal Council to identify the appropriate subject matter for the work. Painting will commence this fall, with the portrait being finalized and presented to the City and Tribal Council in early 2022. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 824 dents. Visit www.Lhand.org to apply or call (339) 883-2342 to learn more. Lastly, Emergency Rental and Mortgage Assistance (ERMA) funds are available to low- income families who have been impacted by the COVID-19 crisis and may not be eligible for RAFT. Like RAFT, ERMA may provide up to $10,000 for eligible households to assist with rent or mortgage arrears accrued after April 1, 2020 and/or with upcom- ing rent or mortgage payments. This program is also adminis- tered through the Lynn Housing Authority. Vis- it www.Lhand.org to apply or call (339) 883-2342 to learn more. If you need help, please reach out to these programs. They’re here to assist you and your fami- ly as we all recover from this pandemic together. Thanks, as always, for reading FYI Salem and don’t forget you can find the FYI Salem podcast at www.salem.com/ fyisalempodcast! Kim Driscoll Mayor City of Salem Dear Salem resident, While our local economy is recovering from the setback we experienced last year due to COVID, many residents are still struggling. If you are a renter having dif- ficulty making rent, or if you’re a Salem landlord who has tenants facing challenges in making their rent, there are a number of options available to you right now. First, you should know that that the Essex County Bar Association offers free lawyer referral service and 30- minute consultation. Click here: www.essexcountybar.org/ lawyer-referral- service#lrsform for their online referral form or call them at: (978) 741-7888. The City of Salem's own local rental relief program, START, offers two $500 rental assis- tance checks to income eligible households that have been impacted by COVID-19. The program is administered by North Shore Community Action Programs (NSCAP). Contact NSCAP at (978) 548-5776 or email NSCAP at [EMAIL REDACTED] to apply or ask questions. For more information, vis- it www.salem.com/start. The Rental Assistance for Families in Transition (RAFT) Fund helps keep income eligi- ble households in stable hous- ing situations when facing evic- tion, foreclosure, loss of utili- ties, and other housing emer- gencies caused by loss of in- come, increase in expenses, or both. RAFT helps all kinds of households by providing up to $10,000 per household to help preserve current housing or move to new housing. This pro- gram is administered through the Lynn Housing Authority & Neighborhood Development, but it is available to Salem resi- From the Mayor’s Desk I N SI DE T H IS I S S U E COVID Update 2 Bridge Street Neck Zoning 3 Schools Update 4 Voter Registration Deadline 3 FYI SALEM A U G U S T 1 6 , 2 0 2 1 V O L U M E 7 , I S S U E 1 4 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 825 F Y I S A L E M PAGE 2 COVID Update With rising case numbers and the expanding prevalence of the Delta variant of COVID-19, the City of Salem has announced several pro-active mitigation measures to help ensure the community stays safe, open, and strong this summer and fall. Masks are required indoors for all businesses and City buildings open to the public effective August 23rd through November 14th. The City has asked the Massachusetts Department of Public Health to resume targeted wastewater sur- veillance in high-risk parts of the City. For the last few months wastewater surveillance was being conduct- ed on a city-wide basis, given the decline in Alpha variant cases. The City has resumed daily updates on local COVID-19 case data at www.salem.com/covid. The City is requesting that the Commonwealth extend the free COVID-19 “Stop the Spread” test- ing through the end of 2021, which had been scheduled to end October 31st. The City is working with municipal and school employees on a policy to require COVID-19 vaccination or twice weekly negative testing for all workers. All businesses in Salem, especially those that interact direct- ly and in-person with the public and with visitors particularly, are encouraged to join in adopting a similar vaccination or negative-testing requirement policy for their employees. Businesses that do so will be included in the Keep Salem Safe, Open, and Strong campaign, as a safe place for customers to do business this fall. Employers interested in possibly having a mobile vaccination unit visit their place of business to vac- cinate their workers can contact [EMAIL REDACTED] to arrange for a date. City boards and commissions are encouraged to continue meeting remotely until further notice and in no case resume in-person meetings until late November at the earliest. The primary focus of the City over the next three months is on re- suming high levels of mask usage and expanding vaccination up- take as extensively as possible, especially among front-line workers. “Our top priority is ensuring the safety, health, well-being of our resi- dents and in particular those who are not able to be vaccinated yet,” said Mayor Kim Driscoll. “The science is clear that masks help re- duce transmission and vaccines help reduce the severity of illness. Together, they are a powerful barrier to the spread of COVID-19, including the Delta variant. We strongly urge all of our businesses to join the City and Salem Public Schools in helping to keep Salem safe by requiring their own employees be vaccinated or, if they are not vaccinated, to provide twice weekly negative COVID tests during the next few months. We’re prepared to provide masks, vaccines, and tests to help make this possible. This is going to have to be a team effort, so we can do our part to keep Salem safe, open, and strong.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 826 F Y I S A L E M PAGE 3 The last day to register to vote in the September 14, 2021 municipal preliminary election is Wednesday, August 25th. Find out more about voting in Salem by clicking on the “Election Central” tab at www.salem.com. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 827 Schools Update Salem Public Schools remains committed to a safe and healthy reopening for all students, staff, and families in our dis- trict. We expect a full in-person return to school for all students (remote learning will only be an option for students who qualify for home and hospital care per Massachusetts Regulation). Salem Public Schools’ approach for the upcom- ing opening of school utilizes a multi-layered strategy to reduce the risk of spread and to minimize disruption to learn- ing for our students and their families summarized below. In addition to the implementation strategies below, the COVID-19 vaccines are the most effective intervention to reduce the risk of both spread of and severe illness due to the virus. SPS is offering another free vaccination clinic on Satur- day, August 28th from 11am-1pm at Saltonstall (211 Lafayette St.). In order to maximize health and safety, Salem Pub- lic Schools also recommends the following additional steps to protect our students, staff, and community this fall. Required staff vaccination or biweekly COVID-19 testing: In March 2021, 92% of the staff that responded to our survey had already received their vaccine or had scheduled their appointment. In alignment with the City of Salem’s Keep Salem Safe, Open, & Strong campaign, SPS is working with the Salem Teachers Union to require either proof of vaccination or biweekly (twice per week) COVID checks (formerly called surveillance testing). SPS school nurses will collect proof of vaccination during all staff PD week (week of August 24th) and SPS is able to offer free, on-site testing for staff. Weekly COVID checks for high respiration extracurricular Activities for ages 12 and older: Extracurricular activi- ties are an important part of the educational experience SPS is able to provide for our students, but many also increase the risk of spread during the pandemic. Beginning in winter 2021, SPS implemented a required weekly COVID check (formerly called surveillance testing) in order to participate in athletics. This fall, in order to participate in any high res- piration extracurricular activities, including athletics, band, chorus, and drama, SPS plans to resume this practice of requiring once per week COVID checks for all extracurricular activities. SPS is able to offer free, on-site testing. Required student vaccination or masks required outdoors and proof of consultation with your healthcare pro- vider for high respiration extracurricular activities for ages 12 and older: The COVID-19 vaccine has now been approved for ages 12 and over since May, 2021. Currently, 55% of 12-15 year olds and only 43% of 16-19 year olds in the City of Salem have been vaccinated. This fall, in order to participate in any high respiration extracurricular activi- ties, including athletics, band, chorus, and drama, SPS will require that students ages 12 and older have either proof of vaccination OR participants must wear masks even when outdoors and must show evidence of having con- sulted with their healthcare provider about receiving the vaccine. SPS will provide the required form to be signed by the healthcare provider documenting the consultation and will offer access to healthcare providers for students who need it. SPS will collect proof of vaccination prior to the start of the season or at the start of the school year. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 828 ried those duties out with a level professionalism that should make every Salem resident proud. The shadow of September 11th will likely never fully be gone from our lives or the lives of future generations of Americans. It’s changed so much of our daily lives, our government’s policies and practices, and our role and reputation in the world. But, as tragic as that day was, it helps to remember that a shadow can only exist where there is also light. We have the light from the memory of those we lost, as well as those who responded with courage and compassion. And the light from the unity our country experienced in the days after the attacks. That may be the most lasting hallmark of September 11th. Now, especially, as we face the challenges of these past year and a half, we can recognize that, in the face of great national tragedy, Americans have unified before. It’s in our history and in our na- ture. And there is no reason we cannot strive to do it again. Kim Driscoll Mayor City of Salem "Time flies over us, but leaves its shadow behind,” Salem author Nathaniel Hawthorne wrote in 1860. Now, as we approach the 20th anniversary of the terrible attacks of Sep- tember 11, 2001, time has passed by, but the shadow of that awful day remains, long and indelible. It extends over those who lost loved ones and colleagues that day – in New York, Wash- ington, and It covers those who lost family and friends in the war that fol- lowed and those veterans who returned to us from those con- flicts, most especially those wounded, in body and in mind. It extends over our Muslim neighbors who, blameless and peaceful, even American themselves in most cases, felt the sting of prejudice and re- criminations in the wake of the attacks, and over the millions of innocents across the world whose lives were disrupted – often with violence and displace- ment – by the last two decades of war. Like so many others, I was at work on the morning of Septem- ber 11, 2001. I vividly remember standing alongside my cowork- ers at City Hall in Chelsea, where I was serving as Chief Legal Counsel at the time, watching the attacks unfold live. Watching the heroic women and men of the New York City police and fire departments responding with speed and skill. Then, watching the buildings come down. On September 11, 2001, Salem firefighters were among the members of FEMA’s Massachu- setts Task Force 1, which re- sponded to Ground Zero. The scope of the devastation, and of the evil that caused it, was unim- aginable up until then, but they responded to the mission at hand with supreme dedication. Sadly, what began as a rescue effort very quickly became one of recovery, instead. Neverthe- less, they did what the situation required of them, and they car- From the Mayor’s Desk I N SI DE T H IS I S S U E Tourism Survey 2 Arts Grants 2 Preliminary Election 3 COVID Testing Change 2 American Rescue Plan 3 Masks in Salem 3 Street Sweeping 4 COVID Update 4 FYI SALEM S E P T E M B E R 1 0 , 2 0 2 1 V O L U M E 7 , I S S U E 1 5 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 829 F Y I S A L E M PAGE 2 Tourism Survey Destination Salem, the City's destination marketing organization, is seeking resident feedback about your sentiments regarding tourism in Salem. To provide your input, please fill out the survey online here: www.surveymonkey.com/r/SalemResidents. Those who complete the sur- vey will be entered to win a random drawing for a $100 gift certificate at the Salem restaurant of your choice. Arts Grants Applications are open for the 2021-2022 Salem Cultural Council (SCC) grant program. The Salem Cultural Council has been allotted $25,400.00 in state funding to regrant to eligible applicants. Submit an application to help your crea- tive endeavors come into fruition! For the 2021/2021 cycle, the SCC’s is seek- ing applications that align with the theme: Uplifting a Healthy Resilient Commu- nity. Additionally the SCC will give priority to: *Projects that help Salem thrive during a period when the cultural community is looking to a brighter future in a crea- tive and optimistic way. *Applicants who reside, work, have an organization in Salem or have an established partnership with an organiza- tion based in Salem. *Programs that activate unexpected or underutilized canvases and performance spaces within the City of Salem. *Programs that take place in Salem or benefit the residents of Salem. *Programs that celebrate and promote the diversity of our community. *Programs that are educational and accessible for the community, regardless of age or ability. Applications will be evaluated using the following review criteria: How well the program meets local priorities; evi- dence of track record and dedication of the applicant; ability to address the diverse cultural needs of the community’s underserved populations; demonstrated planning (i.e. the ability to complete the project within the cycle year); financial need; and state requirements and criterion. For the FY22 Grant Cycle, the Salem Cultural Council is once again participating in the Supplemental Grant Pilot Program, which means that approved grantees will receive their funding upfront, not as a reimbursement. Applications are due October 15, 2021 by 11:59pm. Applications must be submitted digitally. No hard copy applica- tions will be accepted. Visit for the online application. COVID Testing Change The downtown Salem walk-up COVID-19 "Stop the Spread" testing site has been relocated to St. Peter's Church, 24 St. Peter Street. Testing hours there are Mondays-Thursdays 9am-3pm and Fridays 9am-2pm. Follow the posted signage at the new location to enter the site. Masks are required inside the testing site at all times. Drive-up COVID-19 testing continues to be available at Salem High School, 77 Wilson Street, Mondays-Fridays 4-8pm and Saturdays 10am-3pm. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 830 F Y I S A L E M PAGE 3 Preliminary Election The 2021 municipal preliminary election takes place on Tuesday, Sep- tember 14, 2021. Polling places will be open from 7am to 8pm. Check your voter registration status or find your polling place by clicking on the “Election Central” tab at www.salem.com. The polling place for Ward 2 (both precincts) for the September 14, 2021 and November 2, 2021 City elections will be at the Mayor Jean Levesque Community Life Center, 401 Bridge Street. Note that this is a change from the previous polling place at St. Peter’s Church hall. For the 2021 elections the Ward 1 Precinct 2 polling place has been moved back to the Community Room at 135 Lafayette Street and the Ward 7 (both precincts) polling location has been moved back to the Enterprise Center, 121 Loring Avenue. American Rescue Plan The City of Salem has launched a survey, available online in English and Spanish at www.salem.com/rescue, to help gather public input about the City’s use of the fed- eral COVID-19 relief funds provided to it by the American Rescue Plan Act (ARPA). The survey will be online through Friday, September 17th. In addition to the survey, residents, employers, and workers in the community are invited to participate in two public forums intended to take in additional public feed- back about the City’s ARPA allocation. One forum will take place on September 28th at 7:00 p.m. and the second on October 21st at 7:00 p.m. Both will be held online via Zoom; links and dial-in details will be posted at www.salem.com/rescue the week prior to each forum. “We are working in a thoughtful and transparent manner with respect to Salem’s federal ARPA relief,” said Mayor Kim Driscoll. “This aid will provide an opportunity to plan and leverage resources for the benefit of everyone in our community as we recover from the pandemic. I hope all residents will weigh in, whether through the survey, the fo- rums, or both, to offer their input, thoughts, and ideas about what our greatest priorities are and what values should guide our investment of these important funds.” Masks in Salem Per order of the Salem Board of Health, to help limit the spread of COVID-19 — especially during the busy October season in Salem — masks are required to be worn over the mouth and nose when inside any business or City building through at least November 13, 2021. Read the complete order at www.salem.com/masks. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 831 Street Sweeping The annual Fall street sweeping program began in residential neigh- borhoods on Monday, August 30 through Monday, September 27 and will continue on Salem’s entrance corridors beginning on Tues- day, September 29 and running through Thursday, October 7. Neighborhood sweeping will take place on both sides of the street on the same day. Sweeping will take place from 7:00 a.m. to 3:00 p.m. Each neighborhood route will be posted with temporary ‘No Parking/Tow Zone’ signs and parking will be prohibited between the hours of 7am and 3pm. Neighborhood streets are broken down into four zones. Sweep days are the next day after the regularly scheduled trash day. To find a specific street sweeping date, locate what zone your street is in on the 2021 Fall Street Sweeping Schedule and match it with the calendar. Monday sweep schedules are for the preceding Friday's trash day. Street sweeping schedules can be found at www.salem.com/ streetsweeping, at the DPS office at 5 Jefferson Ave, City Hall, and the Salem Public Library. There is also a searchable map online at www.salem.com/streetsweeping. Residents may use entrance corridor streets as alternative parking areas on the day of their neighborhood sweep. En- trance corridor streets are Boston St., Bridge St., Essex St. (from Boston St. to North/Summer St.), Lafayette St. (from Derby St. to Marblehead line), Loring Ave., and North St. Once a neighborhood street is swept, residents can move their vehicles back onto their street. For a list of parking alternatives go to www.salem.com/streetsweeping. If you choose to move your vehicle to an entrance corridor street that you must adhere to all current parking restrictions and metered rates on these entrance corridors, including resident only parking restrictions. The last entrance corridor sweeping for the season will take place Tuesday, September 28 through Thursday, October 7. Each entrance corridor will be swept over a period of two consecutive days which will alternate between the odd and even side of the streets. Each corridor will be posted with temporary ‘No Parking/Tow Zone’ signs and parking will be prohibited between the hours of 5:00 a.m. to 7:00 a.m. You can find the 2021 entrance corridor sweeping schedule at www.salem.com/streetsweeping. The last downtown sweep will take place on Wednesday, September 15, and the last two Point neighborhood sweeps will take place on September 13 and September 27. Certain weather conditions prohibit the use of the street sweepers: during moderate to heavy rainfall and extreme cold temperatures sweepers will not be able to operate. Weather cancel- lations will be posted on www.salem.com. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 832 Despite these challenges, October is still a time that we can celebrate the Halloween spirit. There is no short- age of events and activities happen- ing throughout the month, including many family-friendly programs. If you live in Salem and you’ve never expe- rienced the fun side of October, I hope you’ll consider visiting www.hauntedhappenings.org and discovering what makes our special city so magical. Lastly, please be patient. As a hip, historic city we are always happy to share this incredible place with guests. They help support the small businesses, shops, and restaurants we get to enjoy the rest of the year thanks to the business they get in October. They support the many hun- dreds of jobs and the additional city revenues that help keep Salem vi- brant and mitigate the amount we need to raise in taxes from residents come budget time. We work hard, as a City, to try to minimize and manage the traffic, parking, and noise chal- lenges that October brings to our community—while recognizing that the flip side of that coin are the jobs, economic activity, and vibrancy that make Salem the unique city that it has come to be. Kim Driscoll Mayor City of Salem Dear Salem resident, October is on our doorstep, and with it our community’s busiest time of year. City officials, includ- ing public works, police, fire, li- censing, and more, spend all year planning and preparing to help try to ensure a safe and manageable Halloween season for residents and visitors alike. This year, because of COVID-19, there are definitely some new challenges. To help keep our community safe and healthy, our Board of Health has re-instituted the requirement that masks be worn indoors in public spaces. You can read more about that order at www.salem.com/masks. In addition, they created a rule requiring anyone attending a large indoor event, when there will be more than 100 people present, to have a negative COVID-19 test administered with- in 72 hours of the event. To help support that requirement, we are setting up a free rapid testing site next to PEM downtown and we’ve worked with the state to expand the free “Stop the Spread” testing site at St. Peter’s Church to include Saturday hours throughout the month. You can find out more about all the testing sites available to you at www.salem.com/testing. Even with these measures in place, Salem will welcome tens of thou- sands of visitors throughout this coming month, some from places that do not have the same science- based policies and approaches to addressing the pandemic. To help keep you, your family, and our community as safe as possible, if you’re not vaccinated yet and you’re eligible to get the vaccine, please do it. All of the COVID-19 vaccines are safe and effective. They have been tested on thousands and taken by millions. If you are eligible to get a Pfizer booster, please do so. And, as soon as the FDA authorizes vaccinations for those age 5 to 11, please have your child vaccinated against this deadly disease. We know far more about COVID now than we did at this point last year. For that reason, we prioritiz- ing our public health efforts on test- ing, masking, ventilation, and vac- cines. Taken together, these four measures are a powerful combina- tion of steps that can help keep our community safe. From the Mayor’s Desk I N SI D E T H IS I S S U E Bike Survey 2 Renewable Power 2 Police Body Cameras 3 Speaker Series 3 October Traffic & Parking 4 Vineyard Wind 5 FYI SALEM S E P T E M B E R 3 0 , 2 0 2 1 V O L U M E 7 , I S S U E 1 6 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 833 F Y I S A L E M PAGE 2 Bike Survey The City of Salem has applied to the League of American Bicyclists for designation as a Bicycle Friendly City. To help the League gain a better understanding of local riders’ experiences and perceptions of biking in Salem, the City seeks your help in providing feedback via the survey available now through October 11th at tinyurl.com/SalemBike. Five sur- vey respondents will be randomly selected to each receive a one-year BlueBikes membership including unlimited 45-minute rides. To be includ- ed in the drawing, respondents must provide their name and email address with their survey response. Renewable Power In support of the City of Salem’s commitment to a sustaina- ble future and meeting its climate change goals, the City has enter into a new three-year contract for its 200 ac- counts that includes expanded voluntary renewable energy sources. To cover its nearly 9.5 million kWh annual usage, the City purchased a combination of Class I MA Renewable Energy Certificates (RECs) and National Wind RECs. Alto- gether, the RECs equate to a greenhouse gas emissions reduction comparable to removing 1,459 passenger cars from the road for a year or the CO2 emissions typically re- quired to provide enough electricity annually to power 808 homes. The City of Salem strives to exceed the Commonwealth’s standards for carbon neutrality by 2050. The regional Sa- lem and Beverly climate action plan, Resilient Together, highlights the City’s commitment to 100% clean energy for all municipal operations by 2030 and 100% of community energy by 2040. Now, this transition to these RECs covers 100% of its municipal electricity usage in support of that emissions reduction goal. Salem PowerChoice, the City’s municipal electrical aggregation program, already provides 100% renewable electrici- ty supply for participating homes and business. Since the program launched in January 2016, Salem PowerChoice participants have saved more than $2 million on electricity costs and, because of the program’s commitment to re- newable electricity, reduced the city’s carbon footprint by more than 175,000 tons of CO2, which is the equivalent of removing 34,527 passenger vehicles from the road for one year. Because National Grid prices change and future prices are not known, future cost savings for PowerChoice participants compared with National Grid cannot be guar- anteed. “Changing our nearly 200 municipal electrical accounts to renewable sources for our electricity supply is a major step toward our climate goals and reducing our local contributions to climate change,” said Salem Mayor Kim Driscoll. “It builds on our community’s past work through our municipal electrical aggregation program, the conversion of our streetlights to LED fixtures, the installation of rooftop solar on city buildings, and the ongoing transition of our munici- pal vehicle fleet to hybrid and electric vehicles. Additionally, as we are poised to potentially become a leader in our Commonwealth and our country on offshore wind, it leverages our own capacity to increase demand for renewable energy. This step demonstrates that we are proactive when it comes to the climate crisis, not only with our words, but with actions, as well.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 834 F Y I S A L E M PAGE 3 Police Body Cameras The City of Salem, the Salem Police Department, and the Salem Police Patrolmen’s Union have reached an agreement on the implementation of body-worn cameras by Salem officers to improve the transparency of po- lice operations, promote police integrity, protect officers against spurious complaints, and add valuable evidence to investigations. Prior to the start of the program, the policy governing the cameras use will be available on www.salem.com/salem-police-department. The depart- ment is in the process of procuring the cameras and the sorting/archiving hardware and software required for their proper and effective use. In addition, officers will be required to go through a training program on their proper use before the cameras are issued. The use of body-worn cameras was recommended by the City’s Race Equity Task Force and funding for the first phase of the program was included in the FY2022 City budget. A state grant application has been submitted to help fund future phases of the program’s implementation. With the current timeline, the department anticipates the first grouping of cameras will be ready for use pub- licly in the first quarter of 2022. “We are committed to serving the public trans- parently and professionally,” said Mayor Kim Driscoll. “Body-worn cameras are a key tool to meet these important goals consistently and equitably. They protect officers from inaccurate accusations of misconduct, and they protect the public by ensuring accountability for police actions. I’m grateful for the hard work of the department, the union leadership, and our Race Equity Task Force community volunteers who have led us to this positive outcome, and to the members of the City Council who voted to fund this critical initiative.” “The implementation of body-worn cameras is very important to me as chief of the depart- ment, as a career police officer, as an advocate for fair, sensible policing, and as a resident of Salem,” said Police Chief Lucas Miller. “Buying the cameras and training the officers in their use will be time and money well-spent. The cameras will aid police investigations, provide valuable evidence in criminal proceedings, pro- mote transparency and police integrity, and provide a valuable resource in evaluating po- lice policy and procedure. I hope to have the program operational as soon as possible.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 835 October Traffic & Parking The list below outlines the planned and anticipated road closures for October in Salem, including lot closures and traffic impacts from planned special events. The Salem Police will close roadways at any point if they determine they should be closed for public safety reasons. Note that while there are currently road closures planned downtown for Sunday, Octo- ber 31, starting no later than 4:00 p.m., there is a high likelihood that some closures will be made on Friday, October 29 & Saturday October 30 and potentially on Friday, October 22 through Sunday, October 24, as well. Any closures or changes will be announced and posted at www.salem.com and www.salempd.org. For real-time traffic and road closure notices, visit and You do not need a Twitter ac- count to follow these pages; if you do have a Twitter account, you can subscribe to both feeds at @SalemMAPolice and @CityofSalemMA. The City will also send push notifications about road closures as they happen through the official app, My Salem MA; find the app by searching for “My Salem MA” in your device’s app store. October 7: Grand Opening Parade The Haunted Happenings Parade starts at 6:30pm The following streets will be closed to vehicular traffic at 6:00pm: Essex Street from Hawthorne Boulevard to New Liberty Street Front Street Central Street at intersection of Front Street and Charter Street to the Pedestrian mall Lafayette Street between Derby Street and Klop Alley Charter Street (Salem Housing Authority residents will still have access to their parking lot) No Parking – Tow Zone Areas A parking ban will be in effect on October 7th on the following streets between 4pm and 9 pm. Any vehicle parked in these areas will be towed: Essex Street from Washington Street to Hawthorne Boulevard. Front Street both sides from Washington Street to Lafayette Street. (*No parking may start earlier on this street.) Parking meter spaces at the intersection of Charter Street, Front Street, and Central Street. Garage Access The Museum Place Garage entrance will only be accessible from Church Street or St. Peter Street. October 2 & 3, 9 & 10, 16 & 17, 23 & 24, and 30 & 31: The following streets will be posted as No Parking zones: Washington Square North (Common Fence side only). A portion of the metered spaces along Hawthorne Boulevard. Metered spaces along Lafayette St. by Fire Headquarters (October 23, 24, 30 & 31). Essex Street from Hawthorne Boulevard to New Liberty Street will be closed to through traffic and no on-street park- ing will be allowed from 9am to 10pm every Saturday and Sunday. Essex Street from Barton Square to Washington Street closures will be assessed by the Police Department each weekend. If this portion of the street is closed to ve- hicular traffic, vehicles will be rerouted to Barton Square to reach Washington Street. October 31: Halloween will include multiple road closures and heavy traffic impacts for the entire day and night. Visitors are strongly encouraged to take the commuter rail or ferry to get to Salem. Do not plan to drive into downtown Salem. Expect major traffic impacts on Route 114 and Route 1A. Downtown streets will close to all traffic no later than 4pm. All information above is subject to change. The Salem Police Department will close any street at any time if they deter- mine that a public safety issue exists. Please note: the MBTA Garage will be closed from 6:00 p.m. until 1:00 a.m. on Halloween night, and possibly on Octo- ber 30. Cars will not be permitted to enter or exit between these hours. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 836 Vineyard Wind Vineyard Wind has announced that the company has entered into an agreement with the City of Salem and Crowley Maritime Corporation to create a public- private partnership aimed at establishing Salem Har- bor as the state’s second major offshore wind port. The agreement, part of the “Commonwealth Wind” proposal, is contingent upon the company winning an award by the state of Massachusetts, which is cur- rently evaluating offshore wind procurement bids. Vineyard Wind estimates that the project would cre- ate up to an estimated 400 full time equivalent (FTE) job years during the revitalization of the port and up to another 500 FTEs over the first five years of operation for construction and staging for wind projects and also day-to- day port operations, for a total of 900 FTE job years. Under the proposed agreement, Crowley Maritime Corporation will purchase the 42 acres surrounding Salem Harbor Station, currently owned by a subsidiary of Footprint Power LLC, and will serve as the long-term offshore wind port oper- ator for the site. Vineyard Wind’s partners will serve as the port’s anchor tenants, utilizing the property for the Common- wealth Wind project as well as other projects in the company’s portfolio. The Commonwealth Wind project intends to use the site for turbine assembly and staging activities, utilizing the site to store and assemble components – including blades, nacelles, and tower sections – as they are prepared for offshore installation. Given Salem Harbor’s deep-water port and unrestricted height access to accommodate large-scale wind turbine installation vessels, Vineyard Wind sees Salem Harbor as a necessary addition to support the offshore wind industry within the Commonwealth and across the region. Both Vineyard Wind and Crowley will work alongside the City of Salem to engage in a robust community outreach and listening process to seek input and build support for this innovative partnership. The parties are committed to jointly de- veloping a local community benefit agreement to safeguard the City’s long-term interests, while working with residents and businesses to identify local supply chain and workforce development opportunities. “I am pleased to welcome Vineyard Wind and Crowley Maritime here to Salem,” said Mayor Kim Driscoll. “For centuries, when Salem looked toward its future, it looked toward the sea. This site, in particular, has provided the electricity that has powered our community and our Commonwealth for generations. With this announcement, that legacy can continue with a new focus on a clean energy future, based on renewable power and with a shared commitment to positive action to mitigate climate change. In addition, this project would provide a significant expansion to our commercial tax base and create hundreds of clean energy jobs, right here in Salem. I’m looking forward to working with the Vineyard and Crowley teams, as well as our own local stakeholders here in the community, as this exciting new opportunity moves ahead.” About Commonwealth Wind Commonwealth Wind is a newly proposed offshore wind project that submitted a response on September 16, 2021 to Massachusetts’ third competitive offshore wind solicitation. If awarded, Commonwealth Wind will be developed in an ar- ea 22 miles south of Martha’s Vineyard that was designated by the federal government in 2015 following a multi-year stakeholder process. Commonwealth Wind can deliver up to 1200 MW of clean and affordable energy to Massachusetts, power 750,000 homes in Massachusetts, create over 11,000 jobs (FTE), catalyze hundreds of millions of investments in offshore wind infrastructure, and deliver substantial commitments to environmental justice communities. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 837 We received a lot of great feedback from the survey and the first forum, and City staff are hard at work syn- thesizing that input into a plan for leveraging these historic relief funds for further success and re- covery. Next, we received a lot of great questions about the off-shore wind marshalling project proposed for the land around the power plant. We’ve put together a helpful FAQ document that you can find at the bottom of the page at www.salem.com/VineyardWind. Lastly, we have some information in this issue about the upcoming elec- tion here in Salem. November 2nd is Election Day, but thanks to changes in state law you can vote early, just like last year. Read more in this issue or check out the Elec- tion Central tab at www.salem.com to find out how you can vote early by mail or in person. Thanks again for reading FYI Sa- lem and be sure to check out the companion FYI Salem podcast by visiting www.salem.com/ fyisalempodcast or searching for “FYI Salem” on your preferred pod- cast service. Kim Driscoll Mayor City of Salem Dear Salem resident, We’re just about half way through October and what a busy season it’s already been! While the traffic and volume of visitors can be frustrating at times, it’s helpful to remember that the economic activity of this month is what helps keep our favorite restaurants and shops open and thriving the rest of the year. It also creates and sup- ports hundreds of jobs for our neighbors. All that said, we take October planning seriously. This year our Board of Health re-instituted the indoor mask requirement and established a rule requiring negative COVID tests for any- one attending a large indoor event. As of today, over 1,200 people have gone to the City’s rapid testing site downtown and the site has successfully flagged 25 COVID-positive individuals, help- ing to prevent them potentially transmitting the virus further in our community. Salem Police, Traffic and Parking staff, Public Works, and our re- gional partners have been diligent in their efforts, for months, prepar- ing for October. We are re- launching the free satellite shuttle and parking lot program this com- ing weekend, adding an extra weekend to the program. In addi- tion our special events and police teams have used some of the lesson learned during the October 2020 season to reprogram sever- al public spaces to try to help de- densify crowds. I like to say that October is a sea- son that we love to see come, and love to see go. Despite the hassles the month can bring, the joy on the faces of Salem kids who were again able to enjoy the Grand Parade and Mayor’s Night Out—after a year of no celebra- tions–was a heart-warming re- minder that October in Salem is about families, neighbors, and fun. A few other quick items to bring to your attention, while you’re read- ing FYI Salem… First, the next ARPA public forum will take place on November 10th. From the Mayor’s Desk I N SI DE T H IS I S S U E October Shuttles 2 2021 Election 3 COVID Testing 3 School Updates 4 FYI SALEM O C T O B E R 1 3 , 2 0 2 1 V O L U M E 7 , I S S U E 1 7 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 838 F Y I S A L E M PAGE 2 October Shuttles The City of Salem’s free October weekend shuttle returns this October for its fourth year. New this year for 2021, the service will run for three weekends in October, instead of just the final two. Shuttles run October 16-17, 23-24, and 30-31 from 10:00 a.m. to 8:00 p.m. between three free satellite parking lots and downtown Salem. Free satellite parking lots are located at Salem State University’s O’Keefe Center parking lot (225 Canal Street), Salem High School (77 Willson Street), and at 108 Jefferson Avenue behind Salem Hospital. Together the three satel- lite lots offer nearly 800 free parking spaces. The downtown pick-up/drop-off location is in Riley Plaza. An accessible shuttle is available for those who require one and stops at the High School and Jefferson Avenue lots, as well as Riley Plaza. Masks are required to be worn while riding on the shut- tle. “Since we began this free service in 2017 our October shuttles have pro- vided more than 24,500 rides to over 12,000 people,” said Mayor Kim Driscoll. “Allowing people to park at these satellite lots has helped reduce de- mand for downtown parking and lessen the number of cars driving into and around downtown,” contin- ued Mayor Driscoll. “Since 2017 the service has kept around 4,100 cars out of downtown Salem. While a lot of visitors use the shuttle, we also see many Salem residents use it to easily get to and from downtown Salem on October weekends. I en- courage everyone planning a visit to Salem this October to make use of the free satellite parking lots and this shuttle service.” Details about the shuttle are online at www.salem.com/OctoberShuttle. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 839 F Y I S A L E M PAGE 3 2021 Election Election Day is Tuesday, November 2nd. Polling places will be open that day from 7:00 a.m. to 8:00 p.m. You can vote early by mail or in person. To vote early by mail, return the ballot application form available in the Election Cen- tral tab at www.salem.com to City Hall Room 93 Washing- ton Street, Salem MA 01970 or to [EMAIL REDACTED] be- fore October 27th. You will be mailed your ballot. Return your ballot before 8:00 p.m. on November 2nd for it to be counted. You can return your ballot in person, by mail, or by dropping it into any of the secure ballot drop boxes. Bal- lot drop boxes are located at City Hall (93 Washington Street) and each Fire Station (48 Lafayette Street, 64 Loring Avenue, 415 Essex, and 142 North Street). You cannot bring an early vote ballot to a polling place on Election Day, however you can turn it in at City Hall Room #5 on Election Day. Any voter who requested but did not return an ear- ly ballot to the City Clerk's office can still vote in person on Election Day. You can vote early in person at the following times and locations: Saturday, October 23rd, 9AM-1PM: Salem High School, 77 Willson Street Monday, October 25th, 8AM-3PM: City Hall Annex, 98 Washington Street Tuesday, October 26th, 8AM-3PM: City Hall Annex, 98 Washington Street Wednesday, October 27th, 8AM-3PM: City Hall Annex, 98 Washington Street Thursday, October 28th, 8AM-6PM: City Hall Annex, 98 Washington Street Additional information about voting in Salem, including specimen ballots for each Ward, can be found by clicking on the Election Central tab at www.salem.com. COVID Testing The Commonwealth’s two free “Stop the Spread” COVID-19 test- ing sites in Salem will remain open through December 31, 2021. One site is a walk-up site located downtown, currently at St. Pe- ter’s Church (24 St. Peter Street), and the other is a drive-through site located at Salem High School (77 Willson Street). Currently, the hours of operation at both sites are expected to remain unchanged: Salem High School is open Mondays, Tues- days, Wednesdays, Thursdays, and Fridays 4pm-8pm; Saturdays 10am-3pm. The downtown site is open Mondays, Tuesdays, Wednesdays, and Thursdays 9am-3pm, and Friday's 9am-2pm. These dates and hours are subject to change, based on holidays, weather, and the testing lab’s hours of operation. Testing site locations may also change, if necessary. Any updates will be posted on www.salem.com. Both sites provide free PCR tests with a turn-around time of approximately 1-2 days. Testing is free and no proof of insurance, residency, or citizenship is required. The City’s free rapid testing site, currently located at 135 Essex Street for the month of October, will not be open after October 31st. Residents can also receive a free COVID-19 test at any of the state’s “Stop the Spread” testing sites throughout Massachusetts; find more details at www.mass.gov/ stopthespread. For more information about COVID-19 testing in Salem, visit www.salem.com/testing. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 840 School Updates Teacher of the Year - Salem’s Marta García Earlier this month, Governor Charlie Baker announced that Heights Elementary School teacher Marta García had been named the 2022 Massa- chusetts Teacher of the Year! The ceremony at WHES included remarks and presentations from Governor Baker, Mayor Kim Driscoll, Education Commissioner Jeff Riley, State Senator Joan Lovely, State Representative Paul Tucker, and SPS Superintendent Stephen Zrike. The Teacher of the Year program is the state’s top award for educators, recognizing excellence in teaching and school leaders who exem- plify the dedication and positive contributions of educators statewide. Marta is the 60th recipient of the award and is now Massachusetts’ candidate for Na- tional Teacher of the Year. “Ms. García’s dedication to her students and their families is a tremendous asset for our community,” said Mayor Kim Driscoll, who chairs the Salem School Committee. “Salem is so proud of her and her many accomplishments and posi- tive contributions to our schools, as we are of all our teachers, school staff, and students.” Latinos for Education Award Winners Five Salem Public School staff were honored this month by the statewide organization Latinos for Education as part of their 2021 State of Latino Education Summit. Anaima Piccirillo, Estephanie Lugo, Arabelis Luciano, Rosaura Saldivar, and Manny Brito were recognized for their contributions as Latinx leaders in our schools and in the community. SPS Kindness Challenge Salem Public Schools has launched a “Choose Kindness” video challenge for the month of October. SPS is challenging students, families, and staff throughout the district to submit kindness videos throughout the month of October, which is National Bully Prevention Month. At the end of each week, students from each school will be selected for outstanding entries and receive Amazon gift card prizes. At the end of the month, one video will be selected as a grand prize winner. Videos should be no more than one minute in length and can include a random act of kindness, paying forward a kind act, or showing an attitude of gratitude for someone else’s recent act of kindness. Make sure your video has your name and school community, then submit it through Flipgrid using the link sent out to the school community by the district. MCAS Reports The 2021 MCAS Parent/Guardian reports will be mailed home this week. These guides provide brief explanations about how students performed on the Spring 2021 MCAS assessment. The report also includes questions that families can use to engage their student in a discussion about the results. Please keep in mind that this MCAS assessment was adminis- tered under extremely unusual circumstances given the COVID-19 pandemic. Results should not be compared to perfor- mance from previous years. Families with questions about their child’s MCAS report should contact their school principal. Meet Superintendent Zrike Dr. Zrike continues to make himself available to meet with any SPS staff or family who would like to do so. If you would like to schedule a time to meet with Dr. Zrike, please email Mindy Marino at [EMAIL REDACTED] to schedule a time and location convenient to you. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 841 transmission, that vaccines prevent severe illness and hospitalization and reduce the probability of death. Now we have a responsibility to put that knowledge to use, taking action to ensure public health is safe- guarded until we are all on the oth- er side of this pandemic. Also, a reminder that November 2nd is the final municipal election here in Salem. Polling places are open from 7:00 a.m. to 8:00 p.m. If you’re not sure where you vote, visit wheredoIvoteMA.com to look up your polling place location by address. You can also find sample ballots and more information about voting in Salem by clicking on Elec- tion Central tab at www.salem.com. Lastly, if you have little ones in your house, Chief Miller has set Salem's official neighborhood trick-or- treating hours from 5pm to 8pm on Sunday, October 31st . If you are driving through Salem on October 31st, please do so with caution as trick-or-treaters will be out after sunset in most neighborhoods. Thanks again for reading FYI Sa- lem and be sure to check out the companion FYI Salem podcast by visiting www.salem.com/ fyisalempodcast. Kim Driscoll Mayor Dear Salem resident, As we enter Halloween week- end and the conclusion of the October season, I want to thank you for your patience and coop- eration. Living in a special place like Salem is certainly unique and it means sharing our city with the thousands of visitors who also want to explore and discover our community. As you may be aware, Salem has seen record levels of visi- tors and business activity this October so far. While that’s great for the hundreds of small businesses that form the fabric of our local economy, it has meant a major challenge in re- gards to crowd control and traf- fic/parking strains. The first week of the free October shuttle (salem.com/OctoberShuttle) saw around 3,000 riders; last weekend, though that number increased to around 10,000 passengers. In addition to en- hanced ticketing and towing, we continue to emphasize to visitors that they should take the commut- er rail to come to Salem, use sat- ellite parking lots, and make a plan for their visit. We’re also reminding visitors about the need to wear a mask when indoors in Salem, and to get a COVID test if they are planning to attend a large indoor event. COVID is not gone. As of the time I’m writing this we still have just under 100 active cases and the rate of new cases, while not in- creasing, is not dropping signifi- cantly, either. Just over 75% of eligible residents have had at least one dose of the vaccine, but there are thousands of children who are not yet eligible to be vac- cinated and therefore run the risk of severe illness, hospitalization, or even death from COVID. We all have a responsibility to protect one another, and that means getting vaccinated if you’re eligible. Booster shots for some individuals—depending on what vaccine you have received—have also been authorized and are now available. You can find out more at www.salem.com/vaccine. We know more about COVID now than we did this time last year. We know that masks work to curb From the Mayor’s Desk I N SI DE T H IS I S S U E Safe Halloween 2 COVID Vaccine Boosters 2 Storm Clean-Up 3 Textile Recycling 3 Housing Road Map 4 2021 Election 3 FYI SALEM O C T O B E R 2 8 , 2 0 2 1 V O L U M E 7 , I S S U E 1 8 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 842 F Y I S A L E M PAGE 2 Safe Halloween Chief Lucas Miller of the Salem Police Department has announced that Salem's official neighborhood trick-or- treating will take place on Sunday, October 31st from 5:00PM to 8:00PM. "Halloween is a cherished tradition in Salem and some- times the excitement of Haunted Happenings can cause us to forget to be careful," said Chief Miller. "There is no real ‘trick’ to making Halloween a real treat for the entire family. The major dangers are not from ghosts or goblins, but from pedestrian vehicle accidents and trips and falls. Please use these tips to help make your celebration safe and fun." If you are driving through Salem on October 31st, please do so with caution as trick-or-treaters will be out after sun- set in most neighborhoods. Drive slowly, especially on neighborhood and residential side streets, and be aware that children may cross at many points of the street, including from behind parked vehicles, trees, or sign posts where they may not see your approaching vehicle. Find the full brochure about Halloween safety at www.salem.com/home/news/halloween-safety. COVID Vaccine Boosters The Centers for Disease Control and the Food & Drug Administration have authorized COVID-19 booster shots for eligible individuals. The COVID-19 vaccines are safe and effective in reducing the risk of severe disease, hospitalization, and death, including against the widely circulating Delta variant. The CDC has found that protection from COVID-19 is im- proved with the addition of a booster shot, especially for those at higher risk. Getting vaccinated is the single most important thing you can do to protect yourself, your loved ones, and your community. Visit www.salem.com/vaccine to find a list of multiple sites here in Salem offering the vaccine, including booster shots for Pfizer, Moderna, and Johnson & Johnson. Some require that you book an appointment, while others are taking walk-ins. If you can’t get online or find it easier to call, you can dial 2-1-1 (Monday through Friday 8:30am- 6pm and Saturday and Sunday from 9am-2pm) and follow the prompts. As with your initial shots, the vaccine is safe, effective, and free. You do not need an ID, proof of citizenship, or health insurance to re- ceive the booster. We all have a role to play in keeping one another safe from this deadly vi- rus. If you are eligible to receive a booster, please do so as soon as possible. If you are not yet vaccinated, please – for your sake and the sake of your loved ones – get vaccinated as soon as possible. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 843 F Y I S A L E M PAGE 3 2021 Election Election Day is Tuesday, November 2nd. Polling places will be open that day from 7:00 a.m. to 8:00 p.m. Additional information about voting in Salem, including specimen ballots for each Ward, can be found by clicking on the Election Central tab at www.salem.com. Storm Clean-Up Due to the Nor'easter storm, the Salem Transfer Station (12 Swampscott Road) will open for extended hours on October 30-31, 7am-5pm and November 1, 8am- 2pm. Salem residents with proof of ID may drop off yard waste in a paper yard waste bag or dumped loose at the designated area on the site. Yard waste in plastic bags will not be accepted. Because of the large number of branches and tree limbs that fell due to the wind storm, the transfer station will accept branches greater than 2" in diameter for 10/30-11/1 only. Textile Recycling SalemRecycles is partnering with HELPSY to host a clothing and household textiles and TerraCycle recycling drive on Saturday, November 20th from 8:00 am to 1:00 pm at Riley Plaza in Salem. Clean and dry textiles of all kinds and in various states of “usability” are welcome such as new or used clothes and shoes, old, stained t-shirts, sweaters needing buttons, belts in need of buckles, towels, curtains, bedspreads, purses, jackets, hats and gloves, backpacks, socks, jeans, etc. Household items, large rugs, sofa cushions and pet clothing will not be accepted. In addition to clothing and textiles, other recyclable items can be brought to the event to be recycled with TerraCy- cle. These items include all used, dried Swiffer pads, all brands of reusable and disposable razors, blades, and car- tridges, as well as any flexible or rigid plastic packaging they come in, all brands of toothbrushes, toothpaste tubes, mouthwash bottles, and floss containers plus toothbrush packaging, all brands of deodorant containers and caps, and all brands of empty writing instruments, glue sticks, watercolor dispensers, paint sets, and flexible packaging. Please keep items in separate bags from textiles, and make sure all TerraCycle items are clean and dry. For a complete list of all acceptable pieces for donation, please visit www.facebook.com/ events/2200663940087036. Salem also offers free curbside textile recycling collection, however you must schedule the pick-up in advance. Visit helpsy.co to schedule a curbside pick-up date. While attending the November 20th event, please keep social distancing in mind. Stay in your vehicle the whole time and have your items ready to be unloaded in your trunk, truck bed or hatchback. Please call [PHONE REDACTED] or e-mail [EMAIL REDACTED] if you are interested in volunteering for this event or if you have any questions. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 844 Housing Road Map The City of Salem has kicked off the Salem Housing Road Map: A Housing Plan for All. The purpose of the Road Map is to help Salem find the best ways to meet housing needs and shape the location, type, and design of future housing pro- jects. The Road Map will consider best practices to help promote diverse housing options that are sensitive to the com- munity context and capacity. When communities encourage homes of many types and sizes, it helps give all kinds of people affordable options and can help keep prices and rents from shooting out of reach. When completed in the Spring, the Road Map will include specific, actionable recommendations for the City to take, such as zoning improvements, potential construction and reuse opportunities, and housing programs. “I am so pleased to announce the start of the public phase of our Housing Road Map plan,” said Mayor Kim Driscoll, who chairs the City’s Affordable Housing Trust Fund Board. “Salem has worked intentionally and thoughtfully for years to ad- vance policies and projects that grow our affordable and market-rate housing supply so that it can better meet the de- mand of a popular, vibrant community like ours. Building on past studies like Imagine Salem and the Housing Needs As- sessment, this Road Map will chart a forward-looking path for the future progress of those efforts, shaping a Salem that can be home to us all.” As part of this process there will be multiple opportunities for Salem community members to be involved and help shape the recommendations in the plan. The project team held focus groups this fall and is now launching a survey and series of four public forums over the coming months. The first opportunity to participate is coming up soon. Join the City’s project team for a virtual Community Forum on Tuesday, November 30th at 6:30 p.m. This online event is free and open to all. Registration is required and can be done online at During the webinar, the City’s project consultants will provide an over- view of the project and lead participants through interactive online activities so you can share your insights about housing needs, challenges, and opportunities in Salem. Learn more about the Road Map at the project website, including how to register for the forum and respond to the sur- vey, at ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 845 To help us monitor COVID-19 levels in Salem over the coming months we’ve worked with Cura- tive, the same company that ran the October rapid testing site, to set up our third free community testing site. This site is a mobile testing trailer that will be in Riley Plaza and available six days a week for the foreseeable future. You can find more details at www.salem.com/testing. Lastly, I want to thank the City staff in our Finance and Human Resource Departments for two accomplishments. First, our Fi- nance team had a great week, securing our 16th Certificate of Excellence for our annual finance report, as well as affirmation of our historic AA/Stable bond rat- ings. And our HR staff have been instrumental in setting up a four day municipal job fair being co- sponsored by multiple North Shore communities. Read more about all of these announcements in this issue of the newsletter. Thanks again for reading FYI Sa- lem and be sure to check out the companion FYI Salem podcast by visiting www.salem.com/ fyisalempodcast. Kim Driscoll Mayor Dear Salem resident, With Halloween behind us I wanted to again thank every Salem resident for your pa- tience and your positive atti- tude as we once more wel- comed tens of thousands of visitors to our amazing city. While we don’t have an official count, based on reports from our local businesses and at- tractions it does sound like October 2021 was a record year for visitors coming to Sa- lem. I want to especially express my gratitude to our public safety, public works, licensing, and special events teams, who work year-round to ensure they are prepared for every- thing that October can bring. Managing Haunted Happen- ings in a normal year is a chal- lenge. To take it on in a pan- demic year, along with the in- creased strain of an October nor’easter, required a level of professionalism and dedication that should make every Salem resident proud. On that note, I hope you will take a moment to complete the annual post-Haunted Happen- ings resident survey, online through November 12th. More details are in this issue of the newsletter. I mentioned a pandemic year because we are still working together to get through this COVID-19 crisis. While vaccina- tion rates are continuing to in- crease, we are still seeing an increasing new case rate, cou- pled with lower than ideal hospi- tal capacity numbers. Thankful- ly, due to the vaccines, hospitali- zation and death from COVID has been greatly reduced. How- ever, there are still many Salem residents who are not yet vac- cinated. If you are one of the nearly 13,000 Salem residents who have not yet received the vaccine, including now children age 5-11, now is the time to do it. The vaccines are safe, effec- tive, and life-saving. Please, do your part and get vaccinated as soon as possible. From the Mayor’s Desk I N SI DE T H IS I S S U E 3rd Testing Site 2 Halloween Survey 2 Finance Awards 2 Vaccines for Children 3 Repair Café 3 Municipal Job Fair 4 Veterans Day 2021 3 FYI SALEM N O V E M B E R 1 0 , 2 0 2 1 V O L U M E 7 , I S S U E 1 9 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 846 F Y I S A L E M PAGE 2 3rd Testing Site Curative, the company that operated the City's free rapid COVID testing site in October, will continue to serve the Salem community with a free walk-up COVID testing site located in Riley Plaza starting on Monday, November 15th. The Curative testing trailer will be open six days a week, Mondays-Saturdays from 8:30 a.m. to 4:30 p.m. Testing at this site is self-collected PCR testing, with re- sults returned within 24-48 hours. Halloween Survey The 2021 Salem residents’ Haunted Happenings and Halloween sur- vey is now online here. This annual survey seeks to gauge resident feedback on the events, public safety response, public information, and other aspects of Haunted Happenings and Halloween in Salem. 2021 marks the eleventh year that the City has collected this feedback. The survey will be online until 11:00 a.m. on Friday, November 12th. “We incorporate public feedback from our residents into our Halloween and October planning every year,” said Mayor Kim Driscoll. “In all, Hal- loween 2021 went extremely well and that was in large part due to the input – and patience – of Salem residents. I hope all residents will take a few minutes to complete the survey so we can continue to improve how we manage October in the years ahead.” Finance Awards The City of Salem has again been awarded the Certificate of Achievement for Excel- lence in Financial Reporting by the Government Finance Officers Association (GFOA) for its annual comprehensive financial report for the year ending June 30, 2020. The Certifi- cate is the highest form of recognition in the area of government accounting and financial reporting. Its attainment represents a significant accomplishment by a government and its management. This is the 16th year in a row that Salem has earned the Certificate. In awarding this recognition, GFOA stated that Salem’s financial reporting “has been judged by an impartial panel to meet the high standards of the program, which includes demonstrating a constructive ‘spirit of full disclosure.’” “This award is a reflection of the value we have placed on transparency, professionalism, and financial responsibil- ity in government operations,” said Mayor Kim Driscoll. “It is also a credit to the hard work of our Finance Depart- ment and the department’s team.” In the same week, Standard & Poors issued their bond rating report for the City of Salem and have once again af- firmed the City’s historic AA/Stable rating. The agency specifically recognized the City’s prudent fiscal practices and financial management, as well as its thoughtful planning around climate change mitigation, its healthy reserve funds, and the community’s strong economic growth, even with the pandemic. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 847 F Y I S A L E M PAGE 3 Don’t throw away your broken item – bring it to the Repair Ca- fé! SalemRecycles will again host a Repair Café, this time on Saturday December 4thfrom 9:00 a.m. to noon at the Mayor Jean Levesque Community Life Center at 401 Bridge Street. Appointments are required; walk-ins will not be accept- ed. Schedule an appointment by contacting Micaela Guglielmi at [EMAIL REDACTED] or [PHONE REDACTED]. Repair volunteers will be available to mend clothing, sew buttons, sharpen scis- sors and knives, tinker with or rewire electronics and lamps, assess computer diagnostics, glue wooden furniture and ceramics, and much more. Repair Cafe Veterans Day 2021 Mayor Kim Driscoll and the Salem Veterans Council invites the Salem com- munity to join in commemorating Veterans Day 2021 on November 11th. This year the annual Veterans Day ceremony will take place at 11:00 a.m. at the intersection of Larkin Lane and Memorial Drive, as the City dedicates the new monument to U.S. Army Nurse Corps 1st Lieutenant Catherine Larkin. The guest speaker for the ceremony will be Dr. Barbara Poremba, public health nurse professor and U.S. Cadet Nurse Corps advocate. The ceremony is free and open to all, and will also be broadcast live on the City's Facebook page ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 848 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 849 and the desire to create good, local jobs – it is important we look to new growth opportunities. We cannot cut our way to stabilized taxes or better services; we can, however, broaden the base that funds our local govern- ment, thereby stabilizing taxes and improving services. FY22 once again demonstrates that strategy at work. Combined, new growth and grant and non-tax revenues have reduced the average tax bill increase by roughly half when comparing the last 17 years of this administration to the 17 years prior to that. We want to keep Salem a vibrant, thriving community that deliv- ers quality public services in as effi- cient and affordable a manner as pos- sible. It has not always been easy. Just as we emerged from local fiscal trials in 2007 our national economy spiraled into a recession and, just as we were building back from that the pandemic brought a new decline in our economy. Whatever the cause of our challenges, we weathered them and are today still resiliently positioned for success, with strong growth, a declining unemploy- ment rate, record bond ratings, and award-winning balanced budgets. Our City’s bond rating was upgraded eight years ago to AA, the highest in the City’s history. In their most recent rat- ings report the agency cited our finan- cial stability and reasonable budgeting practices in affirming that strong rating. This is validation that that the path we have set for ourselves is the correct one for our community. Kim Driscoll, Mayor Dear Salem resident, I hope you will join me in express- ing our community’s support and appreciation for the stu- dents and staff at Salem State University. In recent weeks, stu- dents and staff one campus have been subjected to vile and hateful comments by an individual unaffili- ated with the university or with our community. Salem is a welcoming place for all regardless of who they love or how they identify. We consistently achieve a perfect 100 score on the Human Rights Campaign’s Munici- pal Equality Index, have designat- ed liaisons both in the Mayor’s Office and at the Salem Police Department, and were one of the first Massachusetts munici- palities to adopt a fully-inclusive non-discrimination Ordinance – and then actually enforce it. We are far from being a perfect community, but we strive daily to achieve a shared goal: making Salem a safe, welcoming, and loving place for all. The lone protes- tor at SSU is not reflective of Salem, of what we believe, or of who we are. We are working closely with SSU administrators, students, and staff to identify collective actions we can take to stand up to this hateful com- mentary. Salem belongs to everyone. Our own history demonstrates the tragic out- comes that befall a community where people turn on each other. Salem today is no that place, and this pro- testor does not speak for us or reflect our values. To our SSU students and staff who have felt threatened by this individual, know that you are welcome and loved in Salem, always. On a separate note, on December 1st the Council will vote on the FY22 tax rate. We strive to manage the overall tax burden on homeowners and I am proud that we have never needed or sought a Proposition 2 ½ override. This year residential and commercial rates will drop by about 4% and the average single-family tax bill will increase by just $97. The most powerful tool at our dispos- al is responsible, sensible develop- ment that adds to our tax base. Therefore, we have advocated for the appropriate redevelopment of sites such as the former courthous- es, the vacant power plant property, and other under-utilized and vacant former industrial parcels. Certified new growth this fiscal year is a very strong $2 million exceeding last year’s growth of $1.6 million. This is why – in addition to the housing need From the Mayor’s Desk I N SI DE T H IS I S S U E COVID Updates 2 Forest River Park 3 Housing Forum 3 Greenlawn Master Plan 3 School Updates 4 FYI SALEM N O V E M B E R 3 0 , 2 0 2 1 V O L U M E 7 , I S S U E 2 0 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Fax: (978) 744-9327 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 850 F Y I S A L E M PAGE 2 COVID Updates Curative, the company that operated the City's free rapid COVID testing site in October, will continue to serve the Salem community with a free walk-up COVID testing site located in Riley Plaza starting on Monday, November 15th. The Curative testing trailer will be open six days a week, Mondays-Saturdays from 8:30 a.m. to 4:30 p.m. Testing at this site is self-collected PCR testing, with re- sults returned within 24-48 hours. The state-run testing program, “Stop the Spread,” operates two testing sites in Salem: a walk-up site at St. Peter’s Church on St. Peter’s Street and a drive-up site at Salem High School. The Commonwealth recently announced that the Stop the Spread pro- gram will continue through at least March 31, 2022. Testing at these sites are free and results are returned to you within one to three days of testing. More details can be found at www.salem.com/testing. Massachusetts residents can access booster doses from more than 1,000 locations, with appointments available now across the Commonwealth, including many right here in Salem. CDC recommendations allow for mixing and matching of different COVID-19 booster doses, and individuals may choose which vaccine they receive as a booster dose. It is recommended that residents with questions about which booster is right for them should consult their health care provider. Visit the Vaxfinder tool at vaxfinder.mass.gov for a full list of locations to receive a booster. Residents can narrow results to search for locations that are offering boosters. Many locations will be booking appointments out weeks in advance. For individuals who are unable to use Vaxfinder, or have difficulty accessing the internet, the COVID-19 Vaccine Resource Line can help schedule appointments by calling 2-1-1 and following the prompts for assistance (Monday through Friday 8:30am-6pm, Saturday and Sunday 9am-2pm). The COVID-19 Vaccine Resource Line is available in English and Spanish and has translators available in approximately 100 additional languages. Vaccines are widely available across the Commonwealth and are the best way to keep everyone safe, especially during the holiday season. COVID-19 boosters are safe, effective, and free. Individuals do not need an ID or health insurance to access a booster, and do not need to show a vac- cine card. Additional information on the COVID-booster, including FAQs, can be found at mass.gov/COVID19booster. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 851 F Y I S A L E M PAGE 3 Salem residents and other community members interested in get- ting a closer look at the new Forest River Park Outdoor Recrea- tion and Nature Center are invited to a free community sneak peek event taking place on Saturday December 18th from 10:30 a.m. to 12:30 p.m. The event will feature brief remarks from project team members, an opportunity to tour the facility and new grounds, and light re- freshments. This major signature park project included the crea- tion of two new public pools, a renovated bathhouse with commu- nity room, public art installations, a splash pad, new accessible trails, and a more resilient and restored ocean cove area. Salem’s signature parks initiative (www.salem.com/signatureparks) is a major investment in the City’s largest and most enjoyed public parks and open spaces, focused on creating an enduring legacy for the Salem 400 quadri- centennial in 2026. More details about the Forest River Park project can be found in the FAQ available at www.salem.com/home/news/sneak-peak-forest-river-park-outdoor-recreation-nature-center. Forest River Park Housing Forum The Salem Housing Road Map: A Housing Plan for All will help Salem find the best ways to meet housing needs and shape the location, type, and design of future housing. The Road Map will consider best practices to help promote diverse housing options that are sensitive to the community context and capacity. When completed in the Spring, the Road Map will include specific, ac- tionable recommendations for the City to take. Join the Road Map team on November 30th at 6:30pm at a free forum. Registra- tion is required and can be done at SalemHousingRoadmap. The team will provide an overview of the project and lead participants through interactive online activi- ties so you can share your insights about housing needs, chal- lenges, and opportunities in Salem. Greenlawn Master Plan The City is developing a master plan to guide future improvements, expansion, and long-term management of its largest place of inter- ment, the historic Greenlawn Cemetery. Through the planning pro- cess, the City has identified ways to restore the character and quali- ty of the landscape and has developed concepts for new interment sites. Join the upcoming meeting November 30, 6-7:30pm to learn about the plan’s draft recommendations, and offer your comments, participate in polling, and engage in discussion. Information shared at the forum will be considered for inclusion in the final Master Plan document. Find the meeting link and more details at www.preservingsalem.com/greenlawn-cemetery-master-plan. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 852 School Updates Masks Required in Schools On Tuesday, October 26, DESE announced that after consulting with medical experts and state health officials, their mask requirement in all K-12 public schools throughout Massachusetts has been extended through at least January 15, 2022. We recognize the desire to "just be done", but we are still in a COVID-19 pandemic and thus, we want to keep all of our staff and students safe. Staff, students, and families are required to wear a mask in our schools. We appreciate your cooperation. Vaccine Required by 12/1 for School Activities Salem Public Schools remains committed to a safe and healthy environment for all students, staff, and families in our district. Currently, we are under a vaccine mandate for high respiratory extracurricular activities that was approved by the School Committee in October. Vaccine eligible students must show proof of vaccination in order to participate in extracurricular activities unless there is a clearly stated medical exemption provided by a doctor or the family attests to a strongly held religious belief that prevents them from getting the vaccine. Students that have received their first dose by December 1st and are scheduled for their second dose will qualify to participate in the extracurricular activities. John & Abigail Adams 2021 Scholarship Winners The John and Abigail Adams Scholarship is a merit-based program that provides a credit toward tuition for up to eight semesters of undergraduate education at a Massachusetts state college or university. For this scholarship, merit is based on student scores on the 10th grade Massachusetts Comprehensive Assessment System (MCAS) test. Congratulations to the following SHS students:  Genevieve Boudo  Harrison Devoe  Hawa Hamidou Tabayi  Corey Aras Kaulenas  Maher Kokonezis-Hanino  Madison Lane  Liam McKillop  Cassadi O'Leary  Perla Pena  Jimena Pueyo-Garcia  Natalie Wessell  Carla Zoquier-Urbae ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 853 region’s emissions as we transi- tion to more renewable offshore wind for Massachusetts’ power supply. Lastly, we can be proud of the progress made on the signature parks projects, making major in- vestments in preserving, upgrad- ing, and making more resilient and accessible our community’s most beloved public spaces. First phases were completed at Salem Willows and Palmer Cove, invest- ments were made across Salem Common, the new outdoor recrea- tion and nature center at Forest River was completed, and con- ceptual planning and design initi- ated for Pioneer Village. As Salem approaches our 400th anniversary in 2026 we are com- mitted to remaining an inclusive, forward-looking, and vibrant com- munity. I am so proud to have the opportunity to make a positive difference the daily lives of the people I am fortunate to represent and serve. I hope you and yours have a joyful holiday season and a New Year filled with happiness and good health. Kim Driscoll, Mayor Dear Salem resident, Happy holiday season to you and your loved ones! As we approach the end of 2021, it’s an opportune time to reflect on the past year and on all that we can be grateful for. 2021 was a year of enormous challenges for Salem, as well as for our Commonwealth and our country as a whole. Never- theless, we persevered and supported one another through the challenges—and celebrated each other through the successes. Over the past year we lost 34 more neighbors to COVID, and almost 4,000 Salem resi- dents became sick from the virus. Many will struggle with ongoing, potentially lifelong, issues as a result of being in- fected with the virus. At the same time, in the past year nearly 31,000 Salem residents have become fully vaccinated against the virus. 2021 was also a year for great progress in Salem’s continuing work to become a more welcom- ing and sustainable community. The Race Equity Task Force wrapped up its report and we are starting implementation of it, including the appointment of the City’s first ever Director of Diver- sity, Equity, and Inclusion, and our new Race Equity Commis- sion, a permanent body to con- tinue the work initiated by the task force. It was a major year for climate efforts, as well, with the estab- lishment of the City’s new De- partment of Sustainability, the completion and start of action on Resilient Together, our regional climate action plan with Beverly, and the development of the va- cant land around the Footprint power plant as a potential mar- shalling site for offshore wind. That last opportunity has truly transformative potential, laying groundwork for generations of green jobs right here in Salem, substantial growth in our tax base, and the reduction of our From the Mayor’s Desk I N SI DE T H IS I S S U E Diversity Catalog 2 Snow Info 3 Discounted Overflow Bags 3 CPA Grant Applications 3 2022 Curbside Calendar 4 Styrofoam Recycling 5 Bike-Friendly Salem 6 Pioneer Village 7 Terracycle Bins 7 Sculpture Path 8 Free Rapid Tests 9 FYI SALEM D E C E M B E R 1 6 , 2 0 2 1 V O L U M E 7 , I S S U E 2 1 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 854 F Y I S A L E M PAGE 2 Diversity Catalog Salem Mayor Kim Driscoll has announced the opening of registrations for businesses to join the 2022 North Shore Diversity Catalog. Building on the success of the 2021 Catalog (www.salem.com/diversitycatalog), Salem and its partner municipalities seek to update the listings and solicit participation from even more new businesses of diverse ownerships. Registration will be open until February 1, 2022. To register for the 2022 Diversity Catalog, fill out the form in its entirety here: tinyurl.com/2022DiversityCatalog. The form is also available in Spanish here: tinyurl.com/2022DiversityCatalogEspanol. Registration is open until February 1, 2022. Registrations after February 1, 2022, will be allowed, however entry into the catalog for those late registrants may be delayed. Previously listed businesses from the 2021 Catalog must also visit the registration link to confirm their business’ information or update it if necessary. The North Shore Diversity Catalog is a tool to help business share information about the services they provide or the products they offer. It also helps cities and towns in the region to identify the diverse array of business owners so that they can better connect them with opportunities for municipal procurement (when cities and towns purchase items or services). The catalog will be published on the City of Salem’s website, promoted by the partner municipalities, and shared with local Chambers of Commerce, Main Streets organizations, and other community groups. “The 2021 North Shore Diversity Catalog featured over one hundred local businesses that call this region home,” said Mayor Driscoll. “It not only offered municipalities a directory of businesses with diverse ownership for procure- ment purposes, it also provided a resource to residents who wanted to shop local and support our diverse business community. I am excited to continue Salem’s partnership with our neighboring communities as registration opens for the 2022 Diversity Catalog. Together we can continue to build upon this community resource and marketing tool, making it further reaching and even more helpful than it was last year.” To participate in the Catalog, a business must meet two criteria: Be located within the greater Salem region (i.e. Beverly, Danvers, Lynn, Marblehead, Nahant, Peabody, Salem, and Swampscott), and Have at least 51% of the ownership team in at least one of the following categories: Immigrant, Lesbian, Gay, Bisexual and Transgendered Black/African American, Hispanic or Latino (Central/South American or Caribbean), American Indian/Alaskan Native, Asian, Native Hawaiian/Other Pacific Islander, Person/People with a (dis)ability, Service-Disabled Veteran, Vet- eran, and/or Woman/Women. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 855 F Y I S A L E M PAGE 3 The City of Salem's "Snow Central" website (www.salem.com/snow) with critical information about snow emergencies in Salem has been updated for this winter, as well as the Snow Brochure, which is also available on that page and below. Please follow all posted information and rules about park- ing during snow emergencies, to allow for plowing operations to take place as effectively as possible. As a reminder, property owners are responsible for clearing the snow and ice from their sidewalk. The City is still looking to hire additional plow truck drivers for this winter. If you are interested in this opportunity, please call the Department of Public Services at [PHONE REDACTED]. Snow Info Discounted Overflow Bags Salem residents may once again purchase official orange Overflow trash bags for $1 per bag for any holiday overflow. Each household may purchase up to five bags, from De- cember 20, 2021 through January 7, 2022, during regular City office hours. These dis- counted bags may only be purchased at the Collector’s Office, 93 Washington Street, and the Community Life Center, 401 Bridge Street. CPA Grant Applications Salem’s Community Preservation Committee (CPC) uses a two-step application process for reviewing funding proposals, beginning with a brief Eligibility Application. This application enables applicants to know if their project is eligible under CPA regulations prior to submitting the more comprehensive Funding Application. Eligibility Applications may be submitted to the CPC at any time. However, in order to be considered for the FY22 funding round, applicants are encouraged to submit their Eligi- bility Applications no later than January 3, 2022. For projects that are determined eligible, applicants will then be invited to submit a Funding Application. The CPC’s tentative deadline for the receipt of Funding Applications is March 25, 2022. Submitted applications will be reviewed in accordance with the evaluation criteria and the goal of the CPC is to submit funding recommendations to the City Council in May 2022. “CPA has made it possible for the City of Salem to address needs of open space and recreation, historic preserva- tion, and community housing,” said Mayor Kim Driscoll. “Affordable housing continues to be very important, and I am pleased that the Community Preservation Committee has recommended CPA support for almost 200 units of new affordable housing.” The FY22 Community Preservation Plan and FY21 Annual Report, FY22 Determination of Eligibility Application and other information on the CPA can be found at http://www.salem.com/community-preservation-committee. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 856 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 857 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 858 F Y I S A L E M PAGE 2 Bike Friendly Salem The League of American Bicyclists honored the efforts of the City of Salem to build better places for people to bike with its bronze- level Bicycle Friendly Community (BFC) award. Salem joins 497 communities across the country, and 14 others in Massachusetts, in the movement for safer streets and better bicycling for every- one. The League of American Bicyclists’ Bicycle Friendly America pro- gram sets the standard for how communities build and benchmark progress toward making biking better. This round of awards in- cludes 57 new and renewing awardees, joining a total of 497 cur- rent Bicycle Friendly Communities in all 50 states and the District of Columbia. The bronze BFC award recognizes Salem’s commit- ment to improving conditions for people who bike through invest- ments in bike education programs, regular bike events that promote and encourage people to choose biking, pro- bike policies, and bike infrastructure. The City established its Bicycling Advisory Committee in 2006 and completed Bike Master Plans in 2010 and 2018 to guide the development of infrastructure, programs, and policies to support bicycling within the community. “I’m proud that Salem is making bicycling a safe, convenient, and enjoyable travel option to help reduce vehicle traf- fic and congestion, strengthen public health, and improve our environment by reducing emissions and lessening our local contribution to the climate crisis,” said Mayor Kim Driscoll. “I want to thank the Bicycling Advisory Committee, the City’s Traffic & Parking and Planning departments staff, and former transportation intern Noah Gordon, for all of their work to prepare the application for this award, and their ongoing efforts to make Salem more bike-friendly. This designation is a recognition of our City’s work to become a ‘car choice’ community, where driving is just one option for residents, employees, students, and visitors to get to their destination.” Several recent projects expand the reach and connectivity of the off-street path network through Salem’s neighbor- hoods. These include the Harbor Connector Path between Collins Cove and Derby Street, the Mayor Anthony Salvo Multiuse Path between downtown and South Salem (and, soon, all the way to Marblehead), and the new Bridge Street path connecting the Mayor Jean Levesque Community Life Center and surrounding neighborhood to down- town via the Leslie’s Retreat Park path. These paths are open to not only cyclists, but also pedestrians, joggers, in- line skaters, and people using wheelchairs and mobility scooters. Salem has had a bike share program for the past ten years, launching “Salem Spins” in 2011 and contracting in 2017 with bike share operator Zagster. This July, Salem joined Bluebikes, Metro Boston’s regional bike share program, and plans to deploy several more Bluebikes stations throughout the city over the coming months. Salem’s expansion of biking infrastructure supports the community’s goals to reduce carbon emissions and increase climate resiliency. Furthermore, the City is undertaking projects to make its path network resilient. In partnership with Salem Sound Coastwatch, the City recently built a living shoreline at Collins Cove to protect the Peter Tracy Path and surrounding homes from coastal storm surge and wave action. The Commonwealth’s Executive Office of Energy & Environmental Affairs recently awarded a Municipal Vulnerability Preparedness grant for the Cities of Salem and Peabody to evalu- ate climate adaptation strategies to incorporate into a planned multiuse path within the Harmony Grove Road area of the North River corridor. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 859 F Y I S A L E M PAGE 2 Pioneer Village The City of Salem has launched the website for the pro- posed Pioneer Village signature park project, being un- dertaken in the lead up to the City’s quadricentennial in 2026. The proposed project would relocate Pioneer Vil- lage from its current location at Forest River Park to the current Camp Naumkeag site. The website can be found at www.salem.com/pioneervillage. The site has extensive information about the proposed project, including presentations, an FAQ, timeline, updates, and more. As additional information and plans are developed for the project they will be added to the site, which also includes a link for those who would like to ask questions about the project. The new site for Pioneer Village will help protect the historic amenity from climate change and will incorporate resili- ency elements itself. In addition, the new location provides the opportunity to expand the area and topics of historical interpretation, while also allowing for upgrades for accessibility. The new Pioneer Village will incorporate additional representation and educational opportunities specific to the area’s indigenous history and the Massachusett tribe. The history of both Camp Naumkeag and Pioneer Village itself will also be represented and interpreted. The new Pioneer Village site will additionally provide an opportunity for linking to the historic Fort Lee site, allowing for addi- tional interpretative and preservation opportunities. “I would like to thank the many historians, preservationists, landscape architects, engineers, and community stake- holders who have been helping to advise and guide the City on the development of this momentous project,” said Mayor Kim Driscoll. “Of all our signature park projects, the Pioneer Village effort most clearly reflects our Salem 400 goals by preserving and improving a treasured public space for future generations, while also elevating the indige- nous history of Salem, investing in sustainability and resiliency, and improving accessibility. I invite all Salem resi- dents to explore the new website, get involved in this landmark initiative, and, ultimately, join us in 2026 when we celebrate its completion.” Terracycle Bins The City of Salem is excited to partner with TerraCycle to offer per- manent collection bins to recycle items that would otherwise be thrown in the trash: used, dried Swiffer pads; all brands of reusable and disposable razors, blades, and cartridges, as well as any flexible or rigid plastic packaging they come in; all brands of toothbrushes, toothpaste tubes, mouthwash bottles, floss containers and soap and toothbrush packaging; all brands of deodorant containers and caps; all brands of empty writing instruments, glue sticks, watercolor dispensers, paint sets, and the flexible or rigid plastic packaging these items come in. Bins are located on the first floor of City Hall Annex, 98 Washington St. Make sure all items are empty (no toothpaste or deodorant residue inside) and dry. Visit programs/terracycle-recycling/ for more information and to view the five streams; keep each stream separate. “Salem has long been a leader in recycling efforts, helping reduce the amount of trash our community generates” said Mayor Kim Driscoll. “Not only is this better for our environment, it also reduces costs to our community since it is so much more expensive to dispose of trash instead of recycling. I encourage all Salem residents to bring any of these recyclable items to City Hall Annex and place them into the appropriate bins for recycling.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 860 F Y I S A L E M PAGE 2 Sculpture Path On November 29th, eight new sculptures were installed along the Salem Harbor Connector Path for the 2nd Annual Salem Harbor Connector Path Sculpture Garden. Funded in part through a MassTrails grant, the Harbor Connector Path itself extends Salem’s multiuse trail net- work from the Peter Tracy Walkway at Collins Cove to the Bentley School and Derby Street. The first sculpture garden along the path opened Decem- ber 1, 2020, as part of a celebration for the path’s comple- tion the previous summer. It was the first long-term public display of contemporary sculptures in the city in recent history. The eight new sculptures replace the seven cur- rently on display. There is no charge to enjoy the sculpture garden and path. The new sculptures will be on view now through No- vember 30, 2022. “This exciting project is a continuation of our work to ad- vance the vision of Salem’s Public Art Master Plan,” said Mayor Driscoll. “I want to thank the Public Art Commission and City staff for their efforts to make this new sculpture garden a reality. The Harbor Connector Path Sculpture Garden continues to serve as an uplifting and engaging focal point in our community’s growing trail network and our collection of thoughtful, enriching public art.” Artists with work on display in the new Sculpture Garden are Eve Lee Schauer, Nancy Schon, Melanie Zibit, Made- leine Lord, Will Smith Cabrera, Karin Stanley, Cassie Doyon (a Salem State University alum), and Robert Osborne. Information about these artists and their work is available at www.salem.com/public-art-commission or by using a smartphone to scan the QR codes on the signs that accompanying the works along the path. In addition to these eight new sculptures on temporary loan, the City is currently looking to purchase the much be- loved piece from the first Sculpture Garden entitled ‘Seahorse’, by artist Jose Criollo, to become part of the City’s permanent public art collection. This piece, which was previously featured on the cover of Salem Magazine, is com- prised of recycled metals from chairs, tools, auto parts, pots, pans, and more. Those interested can support the purchase of this sculpture by visiting Patronicity.com/SeahorseForSalem and do- nating. The City has already secured $6,000 of the $12,500 needed to ensure this delightful work of art can stay right in here Salem. Image: “Mama Tingo” by sculptor Will Smith Cabrera is one of the new sculptures now on view along Salem’s Harbor Connector Path. Photo by John Andrews of Creative Collective. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 861 F Y I S A L E M PAGE 2 Free Rapid Tests The City of Salem has an allocation of iHealth Labs COVID-19 rapid antigen test kits, with two tests in each kit. Those receiving a kit are encouraged to take one of the tests before they gather or see friends and family during the holidays, and then take the second test before returning to work or gathering with others after the holi- days. “Over 215,000 PCR tests have been administered to Salem residents since the start of this pandemic,” said Mayor Kim Driscoll. “However, having the flexibility and quick feedback from a rapid test will make it easier for residents to gather safely over the holidays, especially with the omicron variant imminent. I want to strongly encourage all eligible residents to get tested, to avail themselves of these free rapid tests if applicable, and to consider purchasing some rapid tests to have at home if they are not able to use these free tests. Lastly, we in- tend to make our own acquisition of a large quantity of additional rapid tests in the next few weeks, so this is just the first round of what will, I hope, be a continuing effort to provide free, rapid tests to as many Salem households as possible. Salem has been a leader in responding to COVID-19, from innovative testing to public health measures and from vaccination programs to volunteer, housing, food, and small business support efforts. This rapid testing initiative will be a continuation of that pro-active, evidence-based, public health-focused record.” After being notified earlier in the week about the forthcoming delivery of kits, the City developed a plan to distribute them in a manner that prioritizes high risk and disproportionately impacted populations. After surveying demand from agencies that serve these populations and larger housing sites, the following distributions are taking place this week:  To the Salem Public Schools and Salem Academy Charter School for distribution to students and/or staff.  To the Salem Pantry to distribute to residents visiting the pantry sites over the next two weeks.  To large multi-family housing sites, including Salem Heights, Loring Towers, Salem Housing Authority, and North Shore Community Development Coalition properties, for tenants. Tenants will be contacted by the property manager or landlord with additional details about how to receive their test kit. Please do not contact the City.  To early childcare workers who interact regularly with children age 0-4, who cannot yet be vaccinated.  To Lifebridge, for the day center and in their supportive housing sites, and the Salem YMCA for childcare staff. The City will distribute the remaining test kits to any Salem resident who needs one. Test kits will be distributed by Health Department staff on Monday Dec. 20, Tuesday Dec. 21, and Wednesday Dec. 22 at City Hall Annex, 98 Washington St., from 9am-noon and then from the Community Life Center, 401 Bridge St., from 1-3pm. Only one kit will be distributed to each household. Proof of Salem residency is required to receive a free test kit. No proof of citizenship or insurance is necessary. Distribution of kits to the general public is subject to availability. In the event additional test kits remain after this general distribution, the City may schedule a second distribution day and, potentially, allow households to pick up a second test kit. In that event, another announcement will be made. Informational fliers in multiple languages with instructions about how to use these tests are at lists/covid-19-self-test-at-home-instructions-graphic. If an individual takes one of these tests and the result is positive, please see for further information about what steps to take. This testing opportunity is in addition to the existing free PCR testing options located at sites across Salem. For more information about COVID-19 testing in Salem and the options available to residents, visit www.salem.com/testing. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 862 now—some at Old Town Hall and others along Artists Row. We also have provided infor- mation about an upcoming presentation from FEMA about the impacts of sea level rise on our region’s coast. The presenta- tion dovetails with the recent Wet- lands Protection Ordinance we filed with the City Council, which will strengthen the buffers around critical areas in our community and authorize our Conservation Commission to expressly weigh the impacts of climate change in evaluating proposed projects. If adopted, Salem would be the fourth municipality to have such a rule in place in the entire Com- monwealth. Also inside this issue of the news- letter you’ll find details about how to apply for the annual Salem Scholarship Fund scholarship, if you’re a student entering college next year, and how to apply for the Employee Incentive Program to support frontline workers. Thank you, as always, for taking the time to read FYI Salem and be sure to visit www.salem.com for all the latest news from your City! Kim Driscoll Mayor Dear Salem resident, Winter is most definitely here and with it comes the snow and ice. I want to thank the hard working members of the Department of Public Services and our DPS snow contrac- tors, who have all put in ex- traordinary efforts over the past few weeks. The most recent blizzard was especially challenging, bring- ing us close to a record amount of snow in a single storm. We were able to re-use some of the strategies and ap- proaches to snow removal that we, unfortunately, had already developed after the “snowmaggedon” winter of 2015, but, despite that, being down 80% of our usual com- plement of team and equip- ment, due to both COVID and the overall national labor short- age made it slow going. Thanks for your patience and for your cooperation shoveling out your own sidewalks, crosswalk entries, and fire hydrants and catch basins near your home or business. We have lots of information about snow storms in Salem— from rules regarding snow re- moval, to alternative parking locations when there is an on- street parking ban, and much more—all at www.salem.com/ snow. In addition, you should be sure to subscribe to CodeRED, News & Announcements, and Urgent Alerts, all at www.salem.com/subscribe. Download the My Salem MA app for your mobile device and enable push notifications. And, lastly, look for and follow the City of Salem MA on social me- dia. We use all of these outlets to help share critical information about snow storms in our com- munity. Be sure you’re in the loop with the latest information and alerts! In this issue of FYI Salem you’ll find two articles about exciting public art initiatives underway From the Mayor’s Desk I N SI DE T H IS I S S U E Revitalizing Old Town Hall 2 FEMA Presentation 3 Scholarship Applications 3 Worker Incentive Program 4 New Precinct Lines 4 Call for Creatives 5 FYI SALEM F E B R U A R Y 3 , 2 0 2 2 V O L U M E 8 , I S S U E 1 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 863 F Y I S A L E M PAGE 2 Revitalizing Old Town Hall The City of Salem has announced three new exciting partner- ship and opportunities for community members, artists, and visitors alike to engage with arts and cultural programing in Old Town Hall, a City-owned historic property in the heart of down- town, located at 32 Derby Square in Salem. There is even an opportunity to help shape the future of this remarkable public building. In partnership with CultureHouse, a nonprofit organization dedi- cated to improving livability in local communities by transform- ing unused spaces into vibrant social infrastructure, the City announced today the development of CultureHouse Salem—a pop-up arts and culture space at Salem’s Old Town Hall. “Spectral Evidence” by Nancy Bowen Nancy Bowen will be showcasing her installation “Spectral Evidence” on the first floor of Old Town Hall from Febru- ary 10, 2022, to March 19, 2022. This exhibition is inspired by the true story of Colonial American judgement and repentance. Bowen creates a visual interpretation of guilt and remorse through her installation and seeks inspiration through her ancestor, Samuel Sewall, a judge in the Salem Witch Trials. Described as “humorously odd and gravely unsettling,” experience “Spectral Evidence” FREE of charge between 2:00 p.m. and 6:00 p.m. on Thursdays and Fridays and between 12:00 p.m. and 4:00 pm on Saturdays and Sundays. Bowen will offer artist talks at 3:00 p.m. on February 12th, March 5th, and March 19th, where she will discuss her inspiration in more detail and answer questions. Infuse Dance From February to June, Infuse Dance will take place on the fourth Saturday every month from 10:00 a.m. to 3:00 p.m., offering anyone the opportunity to engage in a wide variety of FREE dance classes. With classes on the hour, every hour, there will be something for everyone, with offerings for dancers at every level of skill, including classes in contemporary, jazz, ballet, hip hop, afro-based styles, and more. A detailed schedule will be released once all in- structors are confirmed, stay tuned for more www.salem.com/old-town-hall/pages/calendar-events Infuse Dance is seeking dance instructors in all genres to teach, for pay, a one-hour class at Old Town Hall on the fourth Saturday of every month from February through June. See below for more details. Community Feedback for CultureHouse Salem Visit culturehouse.cc/salem to provide your thoughts through our the community survey and register for the upcom- ing virtual community meeting on Thursday, February 17th 6:30-8pm. Gallery Sitters for “Spectral Evidence” by Nancy Bowen Volunteers sought to open and close the gallery at Old Town Hall and help provide general information about the exhibition to the public. Interested volunteers should email [EMAIL REDACTED] for more information. Infuse Dance Teaching Opportunities Infuse Dance, in partnership with the City of Salem, is seeking dance teachers of all genres, with at least two years’ experience teaching adults, to serve as instructors for this exciting new series. Teachers will be compensated for their time. Instructor Applications and more details can be found at Applications are due by Tuesday, February 22, 2022 at 11:59 p.m. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 864 F Y I S A L E M PAGE 3 In 2016, FEMA received a recommendation from its Technical Mapping Advisory Council to display flood risks in coastal areas that include future effects of long-term erosion and sea level rise. Because coastal erosion is a hazard that threatens lives, property, and resources in Essex County, MA, FEMA Re- gion I has elected to initiate a coastal erosion hazard area study for Essex County. To help identify the risk to com- munities, FEMA has created coastal erosion hazard maps displaying projected hazards for 2030, 2050, and 2100, incorporating projected sea level rise. These maps are nonregulatory products to be used by the community for planning and hazard mitigation purposes. FEMA Region I has shared the results of this study with the community officials within the county and would now like to share those same results with members of the community at large. We will host an evening virtual meeting that will provide an overview of the study’s methodology and present the nonregulatory coastal erosion data viewer. There will be time at the end for community members to ask questions Date: February 16, 2022. Time: 6:30 p.m.–8:00 p.m. Location: Virtual, Registration is required, find the link at www.salem.com/news. FEMA Presentation Scholarship Applications The City of Salem’s Scholarship and Education Committee has re- leased the scholarship application form for Salem residents who are students graduating from Salem High School, Salem Academy Charter School, or other high schools, and entering college or uni- versity in the fall. The one-page application form is available now at www.salem.com/scholarship. The application can be submitted either in hard copy or electronically through the website. Either way, complete application packets are due by May 31, 2022. “In Salem education is a community mission,” said Mayor Kim Driscoll, who appoints the members of the Scholarship and Education Committee. “Scholarship Fund awards are entirely funded by generous donations from Salem resi- dents, businesses, and other members of our community. I encourage all who can to donate to support these schol- arships and, for our eligible students, to apply for this year’s round of scholarship awards before the May 31st deadline.” In June of 1987, Salem Mayor Tony Salvo and Superintendent of Schools Hank O'Donnell advanced a proposal to adopt Chapter 194 of the Acts of 1986, a measure that enabled cities and towns to set up a scholarship account for graduating seniors, funded through voluntary donations made by local residents on their tax bills. The City of Salem's Scholarship and Education Committee oversees both the Scholarship Fund, to provide educational financial aid to deserving city residents and the Education Fund, to provide supplemental educational funding for local educational needs or to provide funding for existing adult literacy programs. If you would like to donate to either the Scholarship Fund or the Education Fund, use the donate button at www.salem.com/scholarship. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 865 F Y I S A L E M PAGE 4 Worker Incentive Program The City of Salem has launched a new round of its Employee Incentive Program, this time focusing on supporting hiring and retaining front-line workers in those businesses covered by the Board of Health’s December 22, 2021, order requiring proof of vaccination for public entry. The program will provide $500 per qualifying employee. Quali- fying employees must be in an eligible type of work for a busi- ness subject to the proof of vaccination order. They must be on the payroll of the business any time between January 15, 2022, and February 4, 2022, and must remain employed at the business for at least six consecutive weeks working at least 30 total hours over the course of the six weeks. For a list of eligible types of work and covered categories of business, additional program requirements, and the link to apply, please visit www.salem.com/incentive. Applications must be submitted before noon on Monday, Feb- ruary 7, 2022. “I encourage every eligible business to apply for this financial support program for their qualifying employees,” said Mayor Kim Driscoll. “We are all working hard to keep our community safe and our small businesses open and strong. As a City, we have stepped up for our small businesses throughout this pandemic, provisioning large quantities of free protective equipment, free rapid tests for frontline workers, direct financial help, technical assistance with every- thing from air handling equipment to navigating federal relief programs. While we have had a net gain in businesses over the course of the pandemic, that doesn’t mean it has been easy for those who have held on. We all want Salem’s vibrant small businesses to stay safe, open, and strong, and the employee incentive program is one more tool at our disposal to help make that happen.” New Precinct Lines The Commonwealth has approved the City of Salem’s recent re- precincting, which is the redrawing and adjustment of ward and precinct boundaries following the U.S. Census every ten years. You can find a link to the approved new map at www.salem.com/city-clerk-elections/files/2022-approved-salems- ward-precinct-map. If your address is one that changed from one ward or precinct to another you will receive a mailed notification in the coming weeks. If you do not receive any such notification then your ward and precinct remain unchanged. If you have any questions, please contact the City Clerk’s office at (978) 619-5617. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 866 PAGE 5 Call for Creatives The City of Salem is pleased to announce a call for crea- tives for the Public Artist in Residence Program for 2022, 2023, and 2024 and openings for creatives to occupy the stalls on Artists’ Row for the 2023-2024 tenancy. Mayor Kim Driscoll and the Salem Public Art Commission seek creatives to take part in the City of Salem’s revital- ized Artists’ Row Public Artist in Residence initiative and stalls. Artists’ Row consists of four artists ‘stalls’, a restau- rant, and a public restroom and is centrally located in his- toric downtown Salem at 24 New Derby St., across from Old Town Hall and Derby Square. This area, at the heart of the City, was originally built as a marketplace and continues to be a thriving public plaza and pedestrian way. The City of Salem respects, values, and celebrates the diverse life experiences and unique heritages, attributes, charac- teristics, and perspectives that make each person who they are. We believe that bringing diverse individuals together through the Arts allows us to collectively and more effectively address the issues that face our communities and aim to help fund and uplift the local arts community, especially with the direct impact that COVID-19 has placed upon the arts community. “I strongly encourage and welcome applications to this new round of the Public Artist in Residence program and the up- coming season at Artists’ Row,” said Mayor Kim Driscoll. “Public art creates vibrant and thriving communities, enlivens our city, and brings people together. I’m grateful to the City staff and volunteers on the Public Art Commission who con- tinue to support these initiatives and make them possible.” The Artists’ Row initiative is a seasonal program that provides space for artists and artisans looking to build their audi- ence and/or arts practice through daily engagement with residents and visitors to Salem. Participation in the Artists’ Row program is envisioned as a springboard opportunity for creatives wherever they are in their career that can help take them to the next stage/level in their unique professional development journey. It is very much a shared space for artists and visitors alike, where creativity happens, and unique arts-related goods and activities can be experienced in an ani- mated public place. The City of Salem is currently looking to fill one paid position per year for 2022, 2023, and 2024 for the Public Artists in Residence. There are three positions available in total, one each year, and each residency lasts for a term of 8 months. Additionally, the City is seeking applicants for each of the three available market ‘stalls’, which can be used as mak- ers space with a retail opportunity for artists and creatives. Stall will be contracted for a two-year tenancy, starting in January 2023. The City is interested in uses that will contribute to the vibrancy of the Artists’ Row community and this important gate- way to Salem’s bustling downtown. The variety of activities/uses considered for Artists’ Row spaces include, but are not limited to, original uniquely produced or handcrafted artworks and products, performances, art ‘happenings’, art ‘interventions’, art making, and temporary public art installations. To view the full Call for Artists text and to apply to the program please visit: Photo: John Andrews/Creative Collective ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 867 our efforts to distribute free rapid at-home tests for residents and, through our schools, for students. Because our school vaccination rates are so low still, the School Committee has kept the mask requirement in place in our school buildings. And our Board of Health, who has worked diligently and professionally throughout the pandemic, will continue to monitor key daily and weekly metrics to judge what actions are necessary to protect the public health of Sa- lem residents. The single best way you can pro- tect yourself, your loved ones, and your neighbors, is by getting vac- cinated. And, if you are vaccinat- ed, get booster. The COVID vac- cines are safe, effective, and readily available for free. Visit www.salem.com/vaccine to find out more and find a site to get your protective vaccination today. Thank you, as always, for taking the time to read the FYI Salem newsletter. You can subscribe to get the updates in this newsletter directly by email by signing up for City News & Announcements at www.salem.com/subscribe. Kim Driscoll Mayor Salem Dear Salem resident, February 27th marks the 178th anniversary of Dominican In- dependence and I invite all Salem residents to join with their City in marking this spe- cial day. Please join us at Lafayette Park on Friday, Feb- ruary 25, 2022 at 4pm, for the annual raising of the flag of the Dominican Republic (weather permitting). Close to one in ten Salem resi- dents are of Dominican herit- age and our Dominican com- munity has contributed greatly to the economic and cultural foundation of our city. Generations of Dominican im- migrants and their families adding to the fabric of Salem in a myriad of ways – as teachers, small business own- ers and entrepreneurs, civic and faith leaders, volunteers, neighborhood advocates, labor- ers, front line workers, nurses and doctors, police officers and firefighters, artists and creatives, and so much more. Dominican Independence Day is an occasion to celebrate the history, legacy, and enduring positive impacts of our Domini- can residents. We encourage all Salem residents to join us in commemorating this day and declaring Feliz Día de la Inde- pendencia Dominicana! As we approach the end of Feb- ruary, I’m also pleased to share that the number of COVID cases continues to decline, as the number of vaccinations is in- creasing. Despite this trend, however, we are not ending our vigilance when it comes to this deadly virus. 117 Salem resi- dents have died from COVID since this pandemic started. One in four residents have be- come sick from it. While rates are improving, we know—and just witnessed– how quickly a variant surge can de- velop and overwhelm our local healthcare system. We will continue our wastewater surveillance testing program and From the Mayor’s Desk I N SI DE T H IS I S S U E No Place for Hate 2 Repair Café 2 Online Bill Pay Warning 3 Diversity Catalog 3 March Park & Rec Programs 4 COVID Update 3 School Facilities Survey 2 FYI SALEM F E B R U A R Y 2 3 , 2 0 2 2 V O L U M E 8 , I S S U E 2 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 868 F Y I S A L E M PAGE 2 No Place for Hate Over the past several weeks members of the Salem Board of Health and Health Department staff with names perceived to indi- cate that they are Jewish have been directly targeted by hateful, antisemitic messages and threats online, by email, and over voicemails. These actions are unacceptable, repugnant, and worthy of con- demnation by everyone, regardless of your perspective on the COVID mitigation measures enacted and modified by the Board of Health to help protect public health. As community leaders in Salem, we stand united to express our unequivocal rejection of these antisemitic attacks, our condemnation of attempted intimidation – especially when it so clearly focuses on targeting an individual based on their race, ethnicity, or religion – and our solidarity with our neigh- bors who volunteer and serve our community thoughtfully, diligently, and objectively on our Board of Health and the staff in our Health Department who support them in that work. We reject and condemn vile, racist, antisemitic, and regressive attacks – whether online or in person. We support those who volunteer for public service, despite these atrocious and utterly unacceptable actions and messages. And we urge every member of our community to join us in asserting with absolute clarity that Salem is no place for hate. Read the full list of signatories and, if you wish, add your name to the community statement, at www.salem.com/home/news/salem-no-place-hate. Repair Café Don’t throw away your broken item – bring it to the Repair Café! SalemRecycles will be hosting a Repair Café on Saturday March 12th from 9am-12 noon at the Community Life Center at 401 Bridge Street. Appointments are required and walk ins will not be accepted. Schedule an appointment by contacting Micaela Guglielmi at [EMAIL REDACTED] or [PHONE REDACTED]. Volunteers will be avail- able to mend clothing, sew buttons, sharpen scissors and knives, tinker with or rewire electronics and lamps, computer diagnostics, glue wooden furniture and ceramics, and more. These services may change as we confirm volunteers. School Facilities Survey Should Salem shift from school choice to a neighborhood schools assignment policy? As we look to the future, should a combined Junior / Senior (Grade 7-12) High School campus be something we consider? With enrollment declining and excess capacity, should we consider consolidating our elementary schools? Should Saltonstall remain a K-8 school or become a more traditional elementary school? Should we shift to a K-8 model throughout the entire district? Should Salem have one consolidated Early Childhood Center for our Preschool and PK students or should we offer PK at each elementary school? These are just some of the scenarios and options currently under considera- tion. Now is the time to weigh in so that we can make the best decisions moving forward. This plan will impact our- schools within the next several years and beyond. We need your input! Please take our school facility master planning community survey at ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 869 F Y I S A L E M PAGE 3 The City of Salem has been made aware of a website that appears to represent itself as the portal for paying City bills online. The only officially authorized online bill payment portal for the City of Salem can be accessed at www.salem.com/paybills. Third party websites not authorized by the City may charge you additional fees and/or collect personal data about you. Use of these third-party systems is done at your own risk. The City strong advises against using third-party or unofficial payment systems for paying City bills. If you have any questions about paying City bills online, please contact the Salem Collector’s Office at [PHONE REDACTED]. Online Bill Pay Warning Diversity Catalog The Cities of Salem, Beverly, Peabody, and Lynn, and the Towns of Swampscott and Marblehead have pub- lished the second annual North Shore Diversity Catalog, a regional vendor registry for minority- and women- owned businesses (MWBE). Originally published in May 2021 with 138 participating businesses, participation nearly doubled this year, with 249 businesses participating in the 2022 Catalog. The Diversity Catalog assist municipalities in improving equity and diversity in municipal contracts and bids and provides residents and other businesses with a single, comprehensive catalog of such businesses that they can support. View the 2022 North Shore Diversity Catalog at www.salem.com/diversitycatalog. “I am very excited to continue this effort and share the 2022 North Shore Diversity Catalog,” said Salem Mayor Kim Driscoll. “This directory is not only a mechanism for regional municipalities as they strive to diversify their pro- curement efforts, it is also a marketing tool for our local businesses and a resource for those who wish to support our diverse small business community.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 870 F Y I S A L E M PAGE 4 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 871 crushed as well. As a city, Salem has our own unignorable history with the dan- gers that follow when a society discards, diminishes, and deval- ues those perceived to be “other.” But we’ve changed and grown from that past, using the lessons and legacy of 1692 to inform and inspire us to a better present – and to a more hopeful future, one where the rule of law and equal justice prevail, where every culture and race and belief system are respected – not per- secuted, and where the life of every person is valued. We can each be a leader in achieving that future, in every interaction with one another, in how we teach and raise the next generation, and in how we treat those among us who are suffer- ing, excluded, or oppressed. Thank you, as always, for taking the time to read the FYI Salem newsletter. Kim Driscoll Mayor Salem Dear Salem resident, Just weeks ago, the world witnessed an unprovoked and repugnant act of aggres- sion by the Russian govern- ment towards the free and sovereign nation of Ukraine. Nations, communities, and individuals across the globe have condemned this illegal war and Salem is proud to join with them in do- ing the same. We are heartbroken by the violence being visited upon the people of Ukraine and we denounce it loudly and firmly. The people of Salem stand with our friends in Ukraine, and we hold them in our hearts as their nation suffers this atrocious invasion. To our Ukrainian neighbors here in Salem and throughout Massachusetts, we extend a supporting hand of friendship and of solidarity in these trou- bled times. This past weekend hundreds of Salem residents turned out for a vigil at St. John the Baptist Ukrainian Catholic church here in Salem. They joined with members of the congregation is expressing their shared hope for peace and for compassion for those who are suffering dur- ing this senseless war. If you would like to make a fi- nancial donation to support Ukrainian relief efforts, you can do so online through the United Ukrainian American Relief Committee: www.uuarc.org. We can also take this moment to recommit ourselves to being a community, a common- wealth, a country – and, yes, a planet – that places a true val- ue on the rights of every per- son, and on the preservation of democracy and pluralism at home and abroad. Because when democracy is crushed beneath the boot of authoritari- anism, human rights are From the Mayor’s Desk I N SI DE T H IS I S S U E Change to COVID Testing 2 Repair Café 2 COVID Update 2 Call for Creatives 3 Free Dance Classes 3 School Updates 4 Preschool Story Time 2 FYI SALEM M A R C H 7 , 2 0 2 2 V O L U M E 8 , I S S U E 3 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 872 F Y I S A L E M PAGE 2 Change to COVID Testing The Commonwealth of Massachusetts will close the two “Stop the Spread” PCR COVID-19 testing sites in Salem – at St. Peter’s Church and at Salem High School – on March 31, 2022. March 31st will be the last day of testing at both sites. The Curative testing site, located in Riley Plaza, will remain through at least June 30, 2022. Free walk-up PCR testing is available to all resi- dents at this location Mondays-Saturdays from 8:30 a.m. to 4:00 p.m. You must pre-register for an appointment time and may do so at curative.com/sites/33988. The City of Salem is providing an additional distribution of free rapid anti- gen COVID-19 tests for at-home use. Any Salem resident or individual who works in Salem is eligible to pick up three boxes of tests (two tests per box) from the Health Department offices, 98 Washington Street 3rd floor, Mondays-Wednesdays 8:00 a.m. to 4:00 p.m. and Thursdays 8:00 a.m. to 7:00 p.m. between March 7th and the end of March, or as long as supplies last. Lastly, the City of Salem – in partnership with the Massachusetts Department of Public Health, Biobot, and the South Essex Sewerage District – continues to conduct surveillance testing for COVID-19 in the community’s wastewater. Testing is conducted every other day and the resulting data are published at www.salem.com/covid. Repair Café Don’t throw away your broken item – bring it to the Repair Café! SalemRecy- cles will be hosting a Repair Café on Saturday March 12th from 9am-12 noon at the Community Life Center at 401 Bridge Street. Appointments are required and walk ins will not be accepted. Schedule an appointment by contacting Mi- caela Guglielmi at [EMAIL REDACTED] or [PHONE REDACTED]. Volunteers will be available to mend clothing, sew buttons, sharpen scissors and knives, tinker with or rewire electronics and lamps, computer diagnostics, glue wooden furniture and ceramics, and more. These services may change as we confirm volunteers. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 873 F Y I S A L E M PAGE 3 The City of Salem is excited to announce two new calls for artists and performers! CultureHouse Salem – CultureHouse Salem seeks North Shore based performers, artist, creatives, non-profit organi- zations, and businesses to participate in collaborative pro- gramming for the months of April, May and June 2022 at our pop-up community space hosted at Old Town Hall. Slight preference will be given to Salem-based entities. Culture- House is partnering with the city to conduct an in depth community impact study around the activation of Old Town Hall as a year around Art & Culture destination to enliven and invigorate this historic community icon through direct support to local creatives by show casing their works. Submit your proposal/idea files/vyhlif3756/f/uploads/culturehouse_salem_call_for_artists_and_collaborators.pdf) for how you could see your creative works as part of this exciting program and help inform the future of Old Town Hall. Applications will be ac- cepted and reviewed throughout the 3 month program. Artists’ stipends offered. Para la versión en español haga clic aquí: culturehouse_salem_convocatoria_para_artistas_y_colaboradores.pdf. Salem Arts Festival Mural Slam - The Salem Public Art Commission and Salem Arts Festival are teaming up to present the 7th annual Salem Arts Festival Mural Slam. This dynamic live painting event engages the public with creative producers and contributes to downtown Salem’s cultural vitality. This City seeks 12 artists to showcase their talents and contribute to keeping Artists’ Row and downtown Salem a destination for world-class, inspiring, and en- gaging public art. Artist stipends offered. Submit your mural idea today! commission/pages/call-artists-salem-art-festival-mural-slam) Application deadline is March 31, 2022 at 11:59pm. For more information about these opportunities, to learn how to apply, and find future calls please check out and bookmark our new Calls for Artists page: www.salem.com/arts-culture/pages/calls-art-artist-and-creatives Call for Creatives Free Dance Classes Infuse Dance Studio, in partnership with the City of Salem, is thrilled to announce its new line up for FREE adult dance classes at Old Town Hall. Dances of all levels welcome. All classes are 18 and over. Pop into open house and try them all for free. Each open house event will fea- ture a different rotation of teachers and classes. All open houses are taking place in Salem's Old Town Hall, 32 Derby Square, Salem MA, in the Great Hall. This series will run on the fourth Saturday of the month February through May. Registration not required but encouraged, you can RSVP here: http://www.infusesalem.com/ ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 874 F Y I S A L E M PAGE 4 Unified Sports This winter, Salem High School launched our Unified Sports program. It has been an incredible way to help foster a more inclusive environment at SHS by bringing together students with and without disabilities as both competi- tors and teammates, with an eye on breaking down social walls, developing friendships, and furthering inclusion in the school community. In this inaugural strength and conditioning season, we've had 46 students and 12 staff members compete togeth- er in various exercises. The energy and joy have been amazing! Moving forward, we're excited to host three seasons during the school year: basketball in the fall, strength and conditioning in the winter, and track and field in the spring. This was the final week for our Unified Sports program. We are proud of what these athletes have accomplished over the last 6 weeks and what they will accomplish in future seasons. Act of Kindness Acts of kindness can turn around someone's day and our WHES students showed them all how to do it. Mr. Col- lins’ 4th and 5th grade civics class is learning about community building, caring for others and performing random acts of #kindness with the hope that others will pay it forward. Last Day of School With our two snow days and our one wellness day, the last day of school is currently Friday, June 17th (June 15th for our Pre-K and Kindergarten students). For Carlton Innovation School the last day will be June 23rd (June 17th for Kindergarten families) given that June 20th is a holiday for Juneteenth). Please know that this is subject to change depending on the weather over the coming months. School Updates ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 875 legal advice. These services are to help educate and inform Salem owners and renters about their housing options and opportunities, as they relate to renting in Salem. The goal of the program is to help resolve housing problems to fos- ter greater neighborhood and housing stability. When needed, referrals to legal aid or lawyer re- ferral services will be made avail- able for those that specifically seek or need legal redress through litigation. For some Salem residents, the pandemic has resulted in an exac- erbation of housing security chal- lenges. The Housing Stability Ser- vice can help owners and renters understand their obligations and the options available to them when they are facing difficulties. Our hope is that the service can help mediate housing issues and prevent legal action in court, which can create even more fi- nancial hardships, housing prob- lems, and mental health crises for renters and landlords alike. Thank you, as always, for taking the time to read the FYI Salem newsletter. Kim Driscoll Mayor, City of Salem Dear Salem resident, Earlier this week we an- nounced the new Salem Hous- ing Stability Service, a pro- gram launched in partnership with the Essex County Bar Association (ECBA). The new service will provide renters and landlords with in- formation, guidance, and con- nections to resources to strengthen housing stability, avoid costly evictions, and help maintain the integrity of our neighborhoods. COVID-19 has resulted in many housing challenges for renters and landlords alike, along with a need for housing information and resources re- lated to housing rights, re- sponsibilities, and opportuni- ties. The Housing Stability Service includes drop-in hours, a Hous- ing Stability Hotline and a Hous- ing Stability webpage. Drop-in hours with an ECBA attorney will be available: Community Life Center (401 Bridge Street) · 4th Wednesday, 9am-2pm (starting March 23, 2022) · 2nd Thursday, 3pm-7pm (starting April 14, 2022 Espacio (105 Congress Street) · 1st Wednesday, 9am-2pm (starting April 6, 2022) · 3rd Thursday, 3pm-7pm (starting April 21, 2022) The Housing Stability hot line is [PHONE REDACTED] and is answered live Wednesdays from 9am to 2pm and Thursdays from 4pm to 7pm. Outside those times, leave a message and an ECBA attor- ney will get back to you. The Housing Stability website is salemhousinginfo.com. It will be updated regularly with up-to- date resources and information on tenant/landlord responsibili- ties, eviction process and evic- tion intervention resources, court information, laws, and other housing-related information. These services provided by the Housing Stability Service are not From the Mayor’s Desk I N SI DE T H IS I S S U E Unclaimed Funds 2 PowerChoice 2 Old Town Hall Forum 3 Opioids Settlement 3 WM Scholarship 3 Street Sweeping 4 Transfer Station Opens 2 Short-Term Rentals 5 FYI SALEM M A R C H 2 3 , 2 0 2 2 V O L U M E 8 , I S S U E 4 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 876 F Y I S A L E M PAGE 2 Unclaimed Funds Salem's City Treasurer's office has released the most recent list of unclaimed checks at www.salem.com/ unclaimedfunds. According to Massachusetts General Laws, Chap- ter 200A Section 5, funds are presumed abandoned unless claimed by the person entitled to them within three years after the date prescribed for payment. If your name appears on the list at www.salem.com/unclaimedfunds, submit a claim form by March 31, 2023 to the Treasurer's office (98 Washington Street, 3rd floor, Salem MA 01970). Claim forms are also available at www.salem.com/unclaimedfunds. If you have any questions, please contact the Salem Treasurer's office at (978) 619-5635. PowerChoice Updated electricity generation disclosure labels are available for the City's electricity program, Salem PowerChoice. These documents include details about the electricity supplied through the program, including sources and associated emissions, as well as other information. Transfer Station Opens Salem residents with proof of residency or property ownership will be able to drop off their yard waste at the Salem Transfer Station on Swampscott Road starting on Saturday April 16th. Hours for the facility are the same as last year: Saturdays 7am to 3pm and Sundays 9am to 5pm, including Easter Sunday April 17th. Yard waste should be dropped off in a paper yard waste bag or dumped loose at the designated area on the site. Yard waste in plastic bags will not be accepted and stumps and branches greater than 2” in diameter will also not be accepted. The next curbside yard waste collection will take place as scheduled, the week of April 18th. Subsequent curbside yard waste collection will take place the weeks of June 20th, September 19th, October 17th, November 28th, and December 12th. Curbside collection of yard waste takes place on the regularly scheduled trash day for the street. Curbside yard waste must be in paper bags or barrels. Do not place yard waste in Waste Management carts. Residential trash and construction and demolition debris is not accepted at the Transfer Station. Residents who need to dispose of residential trash more than that which fits within an approved curbside trash cart may purchase official overflow trash bags for curbside collection. Overflow bags are available for $2.50 each at the Department of Public Services (5 Jefferson Avenue), the City Collectors Office (93 Washington Street), Crosby’s Marketplace (109 Canal Street), and Winer Brothers Hardware (86 Lafayette Street). For more information about disposing of household junk and construction debris, please visit www.salem.com/ recycling-and-trash/pages/alternatives-household-junk-construction-demolition-debris. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 877 F Y I S A L E M PAGE 3 The City of Salem's Department of Planning and Community Development will hold a community forum to discuss the building history, current conditions, and plans for renovations and restoration for Salem's historic Old Town Hall. The forum takes place on March 29, 2022 from 6:00 p.m. to 7:00 p.m. Join the online discussion at OldTownHallZoom or join on Zoom using meeting ID 876 0596 5167 and password TownHall. Find out more about Old Town Hall at www.salem.com/old-town-hall. Old Town Hall Forum Opioids Settlement The City of Salem will receive approximately $1.3 million be- tween this year and 2038 as part of a historic lawsuit against pharmaceutical companies responsible for the ongoing opioids crisis. The funds are part of a $526 million award directed to Salem and the other roughly 150 Massachusetts municipalities that joined together to sue Johnson & Johnson, Cardinal, McKesson, and Amerisource Bergen for their roles in cre- ating and exacerbating the opioids scourge impacting communities across the Commonwealth. Salem’s allocations will vary between $60,000 and $150,000 per year over the sixteen-year agreement. All the funds will be directed to- ward opioid overdose prevention, education, and treatment. “This is the first major award to the City in our ongoing legal efforts to hold accountable those companies responsible for profiting off of and furthering the opioids crisis in the community, but I am hopeful it will not be the last” said Sa- lem Mayor Kim Driscoll. “Other litigation against additional companies is continuing through the legal process and may, if resolved in the City’s favor, result in additional settlement amounts to fund this important work. Working in collaboration with our colleagues in other cities and towns, and our partners at the state level, we will hold these cor- porations accountable for the harm they have caused to our families and our community.” WM Scholarship The City of Salem, in partnership with WM (the city's solid waste and recycling service provider), is excited to announce a new annual scholarship program! This scholarship will award $1,000 to Salem residents who are students pursuing college or graduate level studies in preparation for a career focused on environmental sustainability, including careers in environmental science or careers in other fields such as education, engineering or law so long as there is a spe- cific environmental focus (e.g. science education, environmental engineering, or environmental law). Applications are due by July 1, 2022 and should be sent via email to Micaela Guglielmi: [EMAIL REDACTED]. The application form is available online at ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 878 F Y I S A L E M PAGE 4 Spring street sweeping will begin on Salem’s entrance corri- dors on March 22 through March 31 and continue into resi- dential neighborhoods April 4 and through May 6. Entrance corridors will be swept six times from March through Septem- ber. Each entrance corridor will be swept over a period of two consecutive days alternating between the odd and even side of the streets. Each corridor will be posted with temporary ‘No Parking/Tow Zone’ signs and parking will be prohibited be- tween the hours of 5am to 7am on sweeping days. Workers will utilize blowers to clear corridor sidewalks of debris prior to the first entrance corridor sweep. Find the 2022 sweeping schedule at www.salem.com/streetsweeping. DPW will blow and sweep streets and sidewalks in the downtown beginning on Wednesday, March 23 and then on every third Wednesday of the month from April through September. Blowing will begin at 9:00 p.m. followed by street sweeping at 11:00 p.m. to approximately 3:00 a.m. The downtown area will be posted with ‘No Parking Tow Zone’ signs, so please remove vehicles from the affected downtown streets on sweep days during the post hours so they will not be towed. Residents on the affected streets may park free of charge at the Museum Place Garage from 8:00 p.m. Wednesday evening to 8:00 a.m. Thursday morning, with proof of residency, on sweep days. Residential neighborhood street sweeping will take place April 4 to May 6. Neighborhood sweeping will continue to take place on both sides of the street on the same day. Sweeping will take place from 7:00 a.m. to 3:00 p.m. Each neighborhood route will be posted with temporary ‘No Parking/Tow Zone’ signs and parking will be prohibited between the hours of 7:00 a.m. and 3:00 p.m. Neighborhood streets are broken down into four zones. Sweep days are the next day after the regularly scheduled trash day. To find a specific street sweeping date, lo- cate what zone your street is in on the 2022 Spring Street Sweeping Schedule and match it with the calendar. Monday sweep schedules are for the preceding Friday's trash day. Please note the sweep date changes on the calendar because of holidays. Street sweeping schedules can be found at www.salem.com/streetsweeping or at the DPS office at 5 Jefferson Avenue. There is also a searchable map online at www.salem.com/streetsweeping. Residents can use entrance corridor streets as alternative parking areas on the day of their neighborhood sweep. Entrance corridor streets are Boston St., Bridge St., Essex St. (from Boston St. to North/Summer St.), Lafayette St. (from Derby St. to Marblehead line), Loring Ave., and North St. Once a neighborhood street is swept, residents will be able to move their vehicles back onto their street. For a list of parking alternatives go to www.salem.com/ streetsweeping. Remember, if you choose to move your vehicle to an entrance corridor street you must adhere to all current parking restrictions and metered rates on the entrance corridor, including resident parking restrictions. There will also be additional sweeping scheduled in the Point Neighborhood. Sweeping will take place on March 28 and continue with twice sweeps from April through September. Cars must be removed from both sides of the street on these days. ‘No Parking/Tow Zone’ signs will be posted and parking will be prohibited from 7:00 a.m. to 3:00 p.m. Residents on the affected streets may park in the South Harbor Parking Garage, free of charge, between the hours of 8:00 p.m. Sunday to 8:00 p.m. Monday, on sweep days, with proof of residency. Certain weather conditions prohibit the use of the street sweepers. During moderate to heavy rainfall and extreme cold temperatures sweepers will not be able to operate. Weather cancellations will be posted on www.salem.com. Street Sweeping ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 879 F Y I S A L E M PAGE 5 With spring approaching, some Salem homeowners and property owners may be thinking about listing their home or a portion of it as a short-term or vacation rental on such platforms as Airbnb, VRBO, and the like. In 2018, the City of Salem adopted rules regulating short term rentals (STRs). This update is offered as a reminder of those rules, in the event you are considering renting out your property on one of these platforms. You can find more details about STRs in Salem, as well as a “dynamic” FAQ, at www.salem.com/str. You must live in the property you are planning to offer as a STR. With only a few small exceptions, STRs that are NOT owner-occupied are illegal in Salem. Allowable STRs are the dwelling you reside in (at least six months of the year) or one that is in the same building where you live. For example, if you live in your house and are going away for a week and want to rent it out, that is permitted. If you own a two-family house and live on one side and rent the other on a STR platform, that is permitted. If you own two 1-family houses in Salem and live in one but want to rent the other out on a short-term basis, that is not permitted. You must register the STR with the City. In order to list a STR within the City of Sale, you must register the unit, first. There is a $50 fee to do so and registration is required annually. The registration form is available online here: www.harmari.com/client/reg-portal/register/salem. Failure to register your STR could result in fines or even in having your listing removed by STR platforms. The City uses a vendor, Harmari, that scans STR plat- forms weekly for Salem listings, then identifies unregistered units so the City can issue warning notices and, if necessary, tickets. Properties with excessive fines/ordinance violations within the past six months or that have unpaid City bills are prohibited from registering as a STR. You must get a Certificate of Fitness from the Salem Health Department. Certificates of Fitness are required for all residential rental units in Salem, whether they are offered on a short-term or longer-term basis. The fee for a Certificate of Fitness is $50 and it is required annually for STRs. You can apply for a Certificate of Fitness here: After you apply, you must call the Health Depart- ment at [PHONE REDACTED] to schedule the required in-person inspection. No Certificate can be issued without an inspection first. The Certificate of Fitness ensures that the unit being offered for rent complies with state and City codes and regulations and is safe for habitation. Per Massachusetts state law, STR operators must collect room excise taxes from customers and pay it to the Commonwealth. This is not a City rule or function, however it’s important for STR operators to know about it, to avoid potential tax liabilities and violations with the Massachusetts Department of Revenue (DOR). You can find more details about this requirement and a link to register with DOR here: www.mass.gov/service- details/room-occupancy-excise-tax. There are rules about parking, noise, information you are required to furnish to guests and to the City, and more. Those planning to offer a STR in Salem are strongly encouraged to familiarize themselves with the City’s specific rules for doing so: (see, especially, since 15-6: “Requirements for short-term rentals”). Short-Term Rentals ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 880 Salem. Also, if you’re not vac- cinated or boosted, now is the time to do so! Visit www.salem.com/vaccine for de- tails. Lastly, earlier this month we marked the second anniversary of the first death of a Salem resident from COVID-19. Vitalina Williams was just 59 years old when she was taken from her family and our community in 2020. When she passed, one in 700 Salem residents had been infect- ed by COVID. Today, it is one in four. This virus has touched all of us in some manner, and some - like the Williams’ family - it has impacted most deeply of all. As we reflect on the anniversary of the first COVID-19 death here in Salem, it’s an opportunity for us to rededicate ourselves to our shared well-being and safety, and to compassion for one another. Please keep the memory of Vitali- na and all 110 of our neighbors who have lost their lives to this awful virus in your heart. Kim Driscoll Mayor, City of Salem Dear Salem resident, Spring is here! As you get into your spring cleaning routine, don’t forget that the transfer station opens for yard waste drop off the weekend of April 16th and then the following week, of April 18th—23rd, is curbside yard waste pick-up. Then, the SalemRecycles Book Swap returns to the CLC on May 7th, so you can get rid of some of those old books and CDs (or pick up some new ones!). The city-wide Spring street sweeping is still underway in neighborhoods, as well, so please be mindful of the notifi- cations and signs. When they go up, please move your car on your sweep day so DPW can sweep your street effec- tively. There’s a lot of information in this issue of the FYI Salem newsletter, but I wanted to espe- cially highlight a few items. First, the Salem for All Ages speaker series returns to the Community Life Center later this month. The last season of this series proved to be very popular and I hope you’ll consider regis- tering to attend one or many of this season’s free offerings! If you’re a landlord or a tenant in need of housing assistance, our new Housing Stability Ser- vices—being offered through a partnership with the Essex County Bar Association—has announced its April and May drop-in hours, or call the hotline and visit the program website. The annual Resident Survey is now online at www.salemma.gov/mayor through April 15th. This survey is an important tool for the City as we plan services and ap- proaches to government for the year ahead. Please take a few minutes to fill it out today! April has brought some changes to COVID testing in Salem. While the state testing sites have closed, we’re still offering free rapid test kits to all Salem residents and those who work in From the Mayor’s Desk I N SI DE T H IS I S S U E Resident Survey 2 Book Swap 2 Salem for All Ages Speakers 3 Housing Stability Service 4 URL Change 5 COVID Testing Changes 5 Boosted is Best 6 Shetland Park Meeting 5 FYI SALEM A P R I L 1 2 , 2 0 2 2 V O L U M E 8 , I S S U E 5 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 881 F Y I S A L E M PAGE 2 Mayor Kimberley Driscoll today announced that the thirteenth annual Salem Residents Survey is now online. The survey is available by clicking the “Salem Residents Survey” button at www.salemma.gov/mayor. The survey is available in English, Spanish, Portuguese, French, Arabic, and Chinese. The 2022 residents’ survey will be online through 10:00 a.m. Friday, April 15, 2022. All Salem residents are encouraged to take the online survey and share their opinions on a range of issues facing the City of Salem and their view of City services. “The 2022 survey marks the thirteenth year this data has been collected,” said Mayor Driscoll. “Hearing directly from residents allows us to improve service delivery and focus our public resources on those issues that are of most con- cern to the people of Salem. Having several years’ worth of data now also enables us to take a closer look at trends and changes that are taking place in our community.” The final data is compiled and included in the Mayor’s annual budget, which will be published later this spring at www.salem.com/fy23. The information provides feedback into resident priorities and goals, as well as important performance and outcome measures. These have, in the past, contributed to the City of Salem being one of just a handful of Massachusetts communities to be awarded both a Certificate of Excellence and a Distinguished Budget Award from the Government Finance Officers Association. Book Swap On Saturday, May 7, 2022, SalemRecycles will host a Book Swap from 10am to 1pm at the Salem Community Life Center at 401 Bridge Street. Come on by and look for books or drop off books that you don’t need anymore. Bring your: books, CDs & DVDs, video games, records, re-usable bags, and greeting cards. All items must be clean, dry, and mil- dew free. If you have lots of books, you may drop them off before the event during the times below. Volunteers will be available to help carry and unload items. Please, no drop offs outside of these scheduled times:  Friday, May 6th, 4:00 pm – 7:00 pm at the CLC at 401 Bridge Street.  Saturday, May 7th, 9:00 am – noon at the CLC at 401 Bridge Street Discover Books will take the remaining un-swapped books and media at the close of the event to be donated or recy- cled. Please note the event is not open to the public until 10am, but donations will be accepted starting at 9am. No book dealers or more than two bags per swapper before noon. Contact Micaela Guglielmi at [EMAIL REDACTED] or [PHONE REDACTED] with specific questions or to volunteer. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 882 F Y I S A L E M PAGE 3 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 883 F Y I S A L E M PAGE 4 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 884 F Y I S A L E M PAGE 5 You may have noticed that the City of Salem website has begun to resolve as salemma.gov. This is an important step in migrating to a more secure, and appropriate, name space for the city (ie, .edu for edu- cational institutions; .gov for local, state and federal government). The migration will be a process and salem.com will live on, though over time the primary access point for email, online and other services will move to salemma.gov. Look for additional updates in the coming months as the migration moves ahead. For information about .gov please follow this link: COVID Testing Changes The state has closed the two “Stop the Spread” free testing sites in Salem. The City of Salem, however, is continuing to provide free rapid antigen COVID-19 tests for at-home use. Any Salem resident or individual who works in Salem is eligible to pick up three boxes of tests (two tests per box) from the Health Department offices, 98 Washington Street 3rd floor, Mondays- Wednesdays 9:00 a.m. to 4:00 p.m. and Thursdays 9:00 a.m. to 7:00 p.m. through the end of April, or as long as supplies last. Additionally, the free walk-up COVID-19 testing site in Riley Plaza operated by Curative has had a change in Saturday hours. On Saturdays the site will now be open 8:30 a.m. to 1:00 p.m. Additionally, pre-registration is no longer required at this site. Walk-up testing will be accepted at this location. URL Change Shetland Park Meeting A new planning effort for Shetland Park is launching with a public input website at www.publicinput.com/ shetlandpark and a “come and go” Community Listening Session on Tuesday April 12, 2022 from 5:30-7:30 pm at the Salem Academy Gymnasium (16 Street). A vir- tual experience to participate in similar activities as the lis- tening session will also be available. This project is guided by the following objectives: Engage in a transparent, equitable, and flexible engagement process that builds trust and takes in perspec- tives from diverse stakeholders Build a shared vision for Shetland Park directly shaped by diverse input and shared priorities Develop a Framework Plan for the site the balances the goals of the community, site owners, and the City (A Framework Plan is a high-level strategy that is responsive to diverse needs. Framework plans include things like a development program, connections and views, open space network, distribution of height/density.) ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 885 F Y I S A L E M PAGE 6 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 886 the treatment options available to you through your healthcare pro- vider and your local pharmacy, should you become and sick with this dangerous virus. COVID-19 is still with us, and wastewater test data and positive case counts have moderately in- creased again in recent weeks. While we’re certainly not facing a spike like we saw when Omicron emerged, the numbers are still going up—and we all have a role to play in order to help slow its spread and protect one another. You can find COVID data for Sa- lem at www.salemma.gov/covid and links to vaccination locations at www.salemma.gov/vaccine. I’d like to close with an expression of sympathy to the family of Mollie Gill, who passed away on Sun- day. Mollie volunteered in my of- fice here at City Hall for a number of years before the pandemic. She was a kind, diligent, and gen- erous person and she will be missed by us all. Thank you, as always, for reading FYI Salem. Kim Driscoll Mayor, City of Salem Dear Salem resident, This week Regina Zaragoza Frey joined the City as its first ever Director of Diversity, Eq- uity, and Inclusion (DEI). Regina comes to Salem from Colorado, where she was the Manager for Inclusiveness and Equity for Thorne Nature Ex- perience, one of the state’s first and largest environmental education organizations. Prior to that she was the Vol- unteer Manager for the “I Have a Dream” Foundation of Boul- der County and a Bilingual Emergency Response Spe- cialist and Legal Advocate for the Safehouse Progressive Alliance for Nonviolence, where she provided victim ad- vocacy and support to survi- vors of domestic violence in times of crisis. In the Boulder community Regi- na served on the Board of the Boulder Chamber of Commerce and continues to be a part of their DEI Committee. She was also a founding member of Boul- der County’s Chamber of Commerce. Fluent in English and Spanish, as well as highly proficient in French, Regina holds a Master of Law in Ethics and Compliance from the Uni- versity of Colorado. In addition to advancing the rec- ommendations and groundwork outlined by the Race Equity Task Force’s recent report Regi- na will help us strengthen our hiring, retention, and training practices, examine policies and projects through an equity lens, and galvanize the forthcoming Race Equity Commission. There is a lot to do, but I’m con- fident that, working collabora- tively with one another, we can move this important effort for- ward and that Regina will be a singular, insightful, and im- portant leader in that mission. You can find out more about race equity work here in Salem at As a reminder, it’s still important to get vaccinated and boosted with the COVID-19 vaccine. In addition, familiarize yourself with From the Mayor’s Desk I N SI DE T H IS I S S U E Budget Award 2 Race Equity Commission 2 Salem for All Ages Speakers 3 Housing Stability Service 4 Artists Row Launch 5 Boosted is Best 6 FYI SALEM A P R I L 2 8 , 2 0 2 2 V O L U M E 8 , I S S U E 6 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA Chief of Staff: Dominick Pangallo [EMAIL REDACTED] PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 887 F Y I S A L E M PAGE 2 The City of Salem has received its fourteenth Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA), a nation-wide nonprofit organization. The award is the only national awards program for govern- mental budgets. The Distinguished Budget Presentation Award from the GFOA reflects the City’s commitment to meeting the highest principles of governmental budgeting. In order to receive the award, the City had to meet or exceed national- ly recognized guidelines for an effective budget presentation. “I’m very pleased that we have once again earned this recognition and distinction from the GFOA, a nation-wide public finance watch-dog organization,” said Mayor Kim Driscoll. “We have consistently delivered transparent and informative budg- ets, based on real costs, carefully developed financial forecasts, and best practic- es in municipal governance. This award is reflective of the diligent work that goes into Salem’s budget and our finan- cial practices, and it is a credit to the professional staff in our Finance Department.” The GFOA guidelines are designed to assess how well a municipality’s budget serve as a policy document, a finan- cial plan, an operations guide, and a communications device. GFOA advances excellence in government finance by providing best practices, professional development, resources and practical research for more than 21,000 members and the communities they serve. Race Equity Commission The City of Salem is seeking applicants to volunteer to serve on the new Race Equity Commission, a board formed at the recommendation of the City’s recent Race Equity Task Force. There are four seats open to Salem residents, each serving for a three-year term and subject to appointment by the Mayor and confirmation by the City Council. The Commission has the following six charges: Implementing the Race Equity Action Plan and updating the plan as needed. Advising departments and officials to ensure programs, policies, budgets, and other ordinances are developed in a manner that avoid and reduce systemic racism and bias. Developing and proposing new initiatives, programs, and policies to reduce systemic racism in Salem. Designing and carrying out hiring and recruitment programs for the City and advising on employee training and retention programs all intended to increase the diversity of City workforce and the cultural competency of City employees. (5)Supporting and guiding community organiza- tions, businesses, nonprofits, and other Salem entities as they work to improve racial equity in the community. Seeking grants and other sources of support and funding to carry out the Commission’s work. “The work before the Commission is exceptionally important and urgent,” said Mayor Kim Driscoll. “I encourage all Salem residents who believe they may be able to contribute constructively and positively to this effort to submit their application for consideration.” Those interested in applying for the Commission should submit a current resume and brief statement summarizing why they are interested in the appointment to Dominick Pangallo, Chief of Staff in the Mayor’s Office, at [EMAIL REDACTED]. Budget Award ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 888 F Y I S A L E M PAGE 3 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 889 F Y I S A L E M PAGE 4 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 890 F Y I S A L E M PAGE 5 On April 30th and May 1st Artists’ Row will come alive with FREE activities for all ages. Starting at 10am meet local artists, see them in their natural habitat, participate in free hands-on art making activities, sign up for workshops, listen to some live tunes, grab a bite to eat and even do a bit of shopping. Throughout the weekend ShinDig will offer free make your own button workshops, a makers grab bag table, and an array of lovable oddities. Chagall PAC will host a variety of activities from artist Sadie Nadeau, of Sadie’s Beads, will host a FREE make-your-own-earrings beading workshop from 2-4pm; to Dennis Shafer’s sound painting workshop from 4-6pm; and an outdoor performance by Annie and the Fur Trappers filling the Row with music from 3-5pm. Later that evening Dennis will be joined by fellow ChagallPAC director Diana Norma, in their Interactive Poetry and Performance Workshop from 6-8 pm at Cul- tureHouse Salem, located in Old Town Hall. Festivities on Artists’ Row will continue Sunday, May 1st, with the ChagallPAC stu- dent recital at 12pm as well as a return of Sadie’s Beads, ShinDig’s, and Maia Mattson’s wonderful hands-on workshops. ChagallPAC offers up an eclectic array of handcrafted jewelry, fiber arts, poetry books, painting and so much more at their booth so passerby can get a taste of all this amazing collective of artists has to offer. ChagallPAC is a community of artists committed to collaborating across disciplines and exploring the ways we experience art. We believe art is never the same in any given moment, but rather evolving and continually being shaped by the imaginations of those who come into contact with it. We create performances that involve audience participation and expand to the newest reaches of contemporary performance art. Open Saturdays & Sundays 10am-6pm and starting April 30th, the shop will be open weekdays 12-6pm and weekends 10am-6pm. Visitors can also enjoy live music outside every Friday and Saturday night throughout the summer. chagallpac.com. Beverly Bees will have experts available to answer your honeybee questions, an observation hive for visitors to view honey- bees at work as well as a variety of hand made locally harvested beeswax candles and skincare. Watch them make beeswax candles and purchase some raw local honey from Beverly Bees' hives. Learn about bees, beekeeping, bee removal, how to help save bees and so much more. You can even view live bees in the shop’s observation hive as a fun bonus! They are cur- rently open Wednesdays-Fridays 11am-6pm, Saturdays 10am-6pm and Sundays 12pm-6pm. beverlybees.com. Shindig!, along with visiting artists from TRIANGLE, will be setting up an expanded version of their shop including more up- cycled, artist-embellished oddities, antiques, one of a kind fashion, patches, pins and more. Shindig! is all about fun! Inspired by pop culture and design, Shindig! creates and collects fun and unique jewelry, art, clothing, and other things you might not be able to live without. Family owned and operated, Shindig! is a small operation that's dedicated to creating cool things with as little waste as possible. Open 6 days a week 12:00-6:00pm, closed Tues- days. shindigstudios.com Maia Mattson, the new Salem Public Artist in Residence on Artists’ Row, is a multidisciplinary artist specializing in botanical installations made from locally grown and foraged plants as her primary medium. As Salem’s 2022 Public Artist in Residence, Maia will facilitate month- ly nature-based art making workshops that will explore the many con- nections between nature, art, and human impact. The series will cul- minate in a community activated garden tour of the city. Learn more about the project and upcoming workshops on Instagram @stixsense. In addition to the above, the longtime Salem favorite The Lobster Shanty is now open from Noon until Midnight seven days a week for both dine-in and take out service. Live entertainment resumes this year on Saturday evenings and outdoor seating is always available along with a new expanded menu! lobstershantysalem.com. Artists Row Launch ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 891 F Y I S A L E M PAGE 6 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 892 current and future generations. The City and the Salem Preservation Partners are excited to host local events starting in May in order to focus attention on Salem’s unique heritage and people. Walking tours, in-person and virtual lectures and open house days are just some of the events planned. The City also continues preservation efforts at some of Salem’s most icon- ic historic landmarks, including resto- ration of the Salem Common Fence, improvements to Dickson Memorial Chapel at Greenlawn Cemetery and the refurbishment of the Almy’s Clock. Other recent preservation initiatives include an update to the Salem His- torical Commission Design Guide- lines, revisions to the Demolition De- lay Ordinance, and efforts to address climate change impacts to historic resources through the Preservation in a Changing Climate initiative, an exhibit of which is currently on dis- play on the first floor of Salem’s City Hall Annex. For more information on these pro- jects and a list of partner events, visit www.preservingsalem.com. Thanks for reading FYI Salem! Kim Driscoll Mayor, City of Salem Dear Salem resident, Salem is excited to once again celebrate Preservation Month! Every year in May, communities throughout the nation celebrate Preservation Month to recognize the unique historic resources that make their communities special. Salem is blessed with one of the most important and beautiful col- lections of historic buildings in the country. This heritage defines Salem’s unique character and sense of place and also serves as a vital tool that contributes to the city’s economic health. Some facts about Salem during this celebration:  Salem’s historic architecture spans almost 400 years and includes almost all of the architectural styles popular in the United States over the past four centuries.  Salem has more than 4,500 resources documented in the City’s historic inventory, the third largest inventory in Mas- sachusetts.  Salem has almost 1,700 histor- ic buildings listed in the Nation- al Register of Historic Places.  Salem’s historic municipal as- sets date from the early 1600s to the mid-20th century and include historic buildings historic parks historic mon- uments and historic cem- eteries as well as historic structures, artwork and docu- ments.  Salem has awarded more than $2.8 million in CPA funds to assist 37 historic preservation projects.  Salem has more than 25 or- ganizations that participate in the Salem Preservation Part- ners group. This year’s Preservation Month theme “People Saving Places” pro- vides a perfect opportunity for Sa- lem to thank our local preservation advocates. It is through the tireless efforts of local individuals, friends’ groups, and non-profits organizations that many of Salem’s historic places have been saved and preserved for From the Mayor’s Desk I N SI DE T H IS I S S U E Salem Ferry 2 Festival Grants 3 CLC Survey 3 Styrofoam Recycling 3 Free Bluebike Rides 4 Boosted is Best 5 Open Space Advisory Group 4 FYI SALEM M A Y 9 , 2 0 2 2 V O L U M E 8 , I S S U E 7 C O NT A CT T H E M A Y O R’ S O F FI C E: Phone: (978) 619-5600 Email: [EMAIL REDACTED] Web: salem.com/mayor Facebook: City of Salem MA Twitter: @CityofSalemMA Chief of Staff: Dominick Pangallo [EMAIL REDACTED] PAGE 1 ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 893 F Y I S A L E M PAGE 2 The City of Salem, in partnership with Boston Harbor City Cruises, will once again this year offer seasonal ferry ser- vice with several daily trips between Boston and Salem beginning May 26th through Halloween. Convenient de- parture and landing points for the approximately 50-minute ferry ride are 10 Blaney Street in Salem and One Long Wharf in Boston. “The Salem Ferry is a terrific amenity and transportation alternative for Salem residents and visitors alike,” said Mayor Kim Driscoll. “The return of the ferry each season is a celebratory moment and I hope those looking for a different way to get between Salem and Boston will take ad- vantage of it, especially with discounted fares for Salem residents.” For Salem area residents, the Ferry is a great choice for commuters who work in Boston or for anyone visiting Bos- ton for a day or overnight stay. Special commuter, Salem Resident and North Shore Resident rates are available when purchasing tickets in person with proof of residency. Discount multi-ride passes are also available. Free park- ing is available at the Blaney Street lot for ferry riders with passes available at the ticket booth. For visitors to Boston, the Ferry provides a convenient and enjoyable way to take a day trip to Salem and experience all that the city has to offer. While onboard visitors can also enjoy beautiful views of Boston, Salem and the New England shoreline from the outdoor viewing decks or the temperature controlled inside decks. The Landing at the Salem Ferry, Salem’s completely-outdoor waterfront patio bar, located at the end of the Blaney St. Pier, will also return this season. Opening Day is May 25th and the season will run through Halloween – open Wednesday through Sunday, noon to 11 PM, weather dependent. This season, in addition to its regular offerings, an expanded live music calendar, events and additional food options are planned for The Landing. RESIDENT, COMMUTER AND MULTI- RIDE RATES Salem Resident Round Trip Rates: Adult - $19, Senior - $15, Child - $11 North Shore Resident Round Trip Rates: Adult - $31, Senior - $26, Child - $19 Commuter Round Trip Rates (Mon – Fri rush hour trips only): Adult - $16, Senior - Child - $8 10 Ride Passes: Non-Commuter - $200, Commuter - $72 Salem Ferry ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 894 F Y I S A L E M PAGE 3 Mayor Kim Driscoll and the City of Salem are pleased to an- nounce the creation of the Festival and Special Event Support Program, a grant program designed to support festivals and spe- cial events taking place in the spring and summer of 2022. The program is being announced as part of National Travel and Tour- ism Week, which runs from May 1st until May 7th. “These events are a crucial part of what makes Salem a great place to live, work, play and are a critical part of our economy,” said Mayor Kim Driscoll. “For residents, visitors, and businesses alike, options to gather safely will reawaken one of the key drivers of our local economy and are an im- portant part of our recovery from the last two years of pandemic life. I can’t wait to be part of the wonderful festivals and special events planned for Salem this spring and summer.” The program will provide financial support for organizations and entities that organize and hold festivals and special events in the City through September 15, 2022. Eligibility will be determined on a case-by-case basis and is open to non-profits, community groups, and other entities and will support cultural, creative, and historic focused program- ming as well as farmer’s markets, awareness programs, and more. For more information on the program or to apply, please visit www.salemma.gov/recovery. The Salem Festival and Special Event Support Program is made possible by the American Rescue Plan Act, which provides financial support to organizations that suffered an adverse economic impact as the result of the Covid-19 pandemic. Festival Grants CLC Survey Salem for All Ages, in partnership with the Salem Council on Aging and the Department of Parks, Recreation, and Communi- ty Services, are conducting a brief survey to gauge public feed- back regarding the Mayor Jean Levesque Community Life Cen- ter (CLC). While the survey is open to all, the hope especially is to gather input from Salem residents who do not normally visit the CLC. The survey will be online through 10:00 May 20 and can be found at www.salemma.gov/CLCsurvey. “It’s been about four years since the CLC opened and, especially with the impacts of the pandemic, we would like to get a sense of what types of programs and activities are working well and where we can grow,” said Mayor Kim Driscoll. “I encourage all residents, whether they have been to the CLC or not, to take a few minutes to complete this brief, but important, survey.” ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 895 F Y I S A L E M PAGE 4 May is Mental Health Awareness Month and National Bike Month, and Bluebikes title sponsor Blue Cross Blue Shield of Massachu- setts is sponsoring FREE Adventure Passes each Sunday with "Miles for Mental Health" to shine a spotlight on the link between outdoor exercise and improved mental health. Go online to member.bluebikes.com/map/ to see the Bluebikes stations in Sa- lem and grab a bike! Download the Bluebikes App and enter the appropriate code. 5/15: BlueMiles15 5/22: BlueMiles22 5/29: BlueMiles29 Free Bluebike Rides COVID Testing The City of Salem is providing an additional distribution of free rapid antigen COVID-19 tests for at-home use. Any Salem resident or individual who works in Salem is eligible to pick up three boxes of tests (two tests per box) from the Health Department offices, 98 Washington St, Mondays-Wednesdays 9am-4pm and Thursdays 9am-7pm through the end of May, or as long as supplies last. Open Space Advisory Group The City of Salem seeks applicants to the advisory group for its forthcoming Open Space & Recreation (OSRP) planning process to begin in late-spring 2022 and conclude in early 2023. The OSRP process is a way for the City to identify community needs and desires on a variety of open space and recreation topics. The process will include in- formational presentations and community input exercises to discern goals and make recommendations to the com- munity based both on input and professional community planning best practices and analyses. The commitment is for: participating in group meetings every other month or so; public workshops (that may poten- tially be a combination of either physical or virtual meetings); providing feedback about the process and public fo- rums, as well as helping draft potential survey questions for the community; getting the word out about the Salem OSRP 2029 process, public workshops and the online surveys; providing ideas and feedback for potential presenta- tion content, preliminary goals, draft survey questions, and draft plan report in early/mid 2023. The deadline to apply is May 24, 2022. Email [EMAIL REDACTED]: Name, address, phone number, and email address of nominee. A brief explanation of how the nominee engages or wishes to engage in Salem’s Park & Recreation facilities or programming. A sum- mary of the nominee’s interest in serving on the advisory group. Any further information that may support the City in its selection of advisory group members. The City expects to receive more nominations than it can accom- -modate and therefore cannot guarantee that any application will result in selection to serve on the Advisory Board. ---PAGE BREAK--- Appendix FYI Salem-Mayor's Newsletters FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 896 F Y I S A L E M PAGE 5 ---PAGE BREAK--- Glossary of Terms ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 898 Abatement A complete or partial cancellation of a tax levy imposed by a governmental unit and administered by the local board of assessors. Accounting Period A period at the end of which, and for which, financial statements are pre- pared. Also know as a fiscal period. Accounting System A system of financial record keeping that record, classify and report informa- tion 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 organi- zation 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 centers. Annual Budget An estimate of expenditures for specific purposes during the fiscal 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 internal control, accounting and financial procedures to ensure that financial records are fairly presented and in compliance 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) expenditures. 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 expendi- tures 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 process and the dates by which each step must be complete. Budget Document The instrument used by the Mayor to present a comprehensive financial pro- gram to the appropriating body. Budget Message A general discussion of the submitted budget presented in writing by the Mayor to the legislative body as part of the budget document. 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. Charges for Service (Also called User Charges or Fees) the charges levied on the users of particular goods or services provided by local government requiring individuals to pay for the private benefits they receive. Such charges reduce the reliance on prop- erty tax funding. 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-offi- ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 899 cials/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 Preservation Fund to raise money through a surcharge of up to 3% of the real estate tax levy on real property for open space protections, historic preservation and the provision of affordable housing. 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 pro- gram, project or operation. Debt Limits The general debt limit of a City consists of normal debt limit, which is 2 ¾ per- cent 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 appropriation. The account is cred- ited 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 valua- tion 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 prac- tices 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, ad 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 indica- tive of January 1. Exemptions A statutory reduction in the assessed valuation of taxable property accorded to certain taxpayers, such as senior citizens, widows, and war veterans. Expenditures The amount of money, cash or checks, actually paid or obligated for payment from the treasury when liabilities are incurred pursuant to authority given in an appropriation. Fiduciary Funds contain resources held by a government but belonging to individuals or enti- ties 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 obligations as they become due and it’s service obligations to constituencies, both currently and in the future. Financing Plan The estimate of revenues and their sources that will pay for the service pro- grams outlined in the annual budget. ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 900 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 municipalities 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 carrying on specific activities or attaining certain objectives in accordance 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 estab- lish standards of financial accounting and reporting for state and local govern- mental entities. Its standards guide the preparation of external financial reports of those entities. The Foundation’s Trustees are responsible for select- ing 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 Accounting 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 asso- ciation of approximately 17,500 state, provincial, and local government finance officers in the United States 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. Expenditures 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 recog- nized 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 usually made to aid in the support of a speci- fied function (for example, 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 Legislature in 1955 to provide and administer health insurance and other benefits to the Common- wealth of Massachusetts employees and retirees, and their dependents and survivors. The GIC also covers housing and redevelopment authorities’ person- nel, participating municipalities, and retired municipal employees and teach- ers 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. ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 901 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 cer- tified by the State that results from “new growth”. License and Permit Fees The charges related to regulatory activities and privileges granted by govern- ment in connection with regulations. Line-item Budget - A format of budgeting which organizes costs by object of expenditure such as supplies, equipment, maintenance or salaries. MBTA-Massachusetts Bay Transportation Authority The Massachusetts Bay Transportation Authority is the state authority respon- sible for all aspects of transportation throughout the Commonwealth of Mas- sachusetts. 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 Enter- prise Funds. These funds are voted as part of the annual city budget. The Gen- eral 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 forfeitures, and fees and charges. Most of the municipal departments, including the schools, are supported in whole or in part by the General Fund. Enterprise funds are used to account for operations that are financed and operated in a manner simi- lar to private business enterprises – where the intent of the governing body is that the costs (expenses, including depreciation) of providing goods or ser- vices to the general public on a continuing basis be financed or recovered pri- marily 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. Modified Accrual Basis Under the modified accrual basis of accounting, required for use by govern- mental funds, revenue are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a lia- bility is incurred pursuant to appropriation authority. New Growth The additional tax revenue generated by new construction, renovations, and other increases in the property tax base during a calendar 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 appropriation 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 transferred into this account. Over- lay surplus may be appropriated for any lawful purpose. Performance Indicator Variables measuring the degree of goal and objective fulfillment achieved by programs. ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 902 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, hospi- tals, churches and colleges are examples 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 relative 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 provided, stated whenever possible in precise units of measure. Proposition 2 ¾ A law which became effective on December 4, 1980. The two main compo- nents 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). Purchase Order A document issued to authorize a vendor or vendors to deliver specified mer- chandise or render a specified service for a stated estimated price. Outstand- ing purchase orders are called encumbrances. Rating Agencies This term usually refers to Moody’s Investors Service and Standard and Poor’s Corporation. These services are the two major agencies which issue credit rat- ings on municipal bonds. Registered Bonds Bonds that are registered on the books of the issuer as to ownership; 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 appropriation and subse- quent 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 Coun- cil. 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 registration, 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 submit- ted budget within prescribed guidelines and limitations according to statute and the City charter. ---PAGE BREAK--- Glossary of Terms FY 2023 Adopted Operating Budget & Capital Plan 2023 - 2027 903 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 amend- ment allowed the legislature to create three classes of taxable property: 1) res- idential 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. Unit Cost A term used in cost accounting to denote the cost of producing a unit of prod- uct or rendering a unit of service, for example, the cost of treating and purify- ing a thousand gallons of sewage. 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 municipal- ity 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.