Document Salem_doc_adb9521603

CITY OF SALEM MASSACHUSETTS FY 2024 Operating Budget & Capital Plan 2024 - 2028 Acting Mayor Robert K. McCarthy Anna Freedman, Finance Director ---PAGE BREAK--- ---PAGE BREAK--- City of Salem, Massachusetts Fiscal Year 2024 Annual Operating Budget & Capital Plan 2024 - 2028 General Fund & Enterprise Funds July 1, 2023 to June 30, 2024 Presented By: Acting Mayor Robert K. McCarthy ---PAGE BREAK--- To City Council: Megan Stott, Council President Jeff Cohen Domingo J. Dominguez Ty Hapworth Leveille McClain Alice Rose Merkl Patricia Morsillo Conrad J. Prosniewski Andrew W. Varela Caroline E. Watson-Felt Reviewed By: City Council – Administration & Finance Sub-Committee Leveille McClain, Chairman Megan Stott, Council President Ty Hapworth Alice Rose Merkl Caroline E. Watson-Felt Prepared By: Anna Freedman, Finance Director A special thanks to the City Finance Team, in particular: Nick Downing, David Rodrigues, Justin MacCutcheon, Elizabeth Smith, & Michael Walsh for all their efforts assembling the proposed budget. Destination Salem – Thank you for the cover photo. ---PAGE BREAK--- Table of Contents City of Salem, MA 5 Table of Contents 1. General Overview . . . . . . . . . . . . . . . . . . . . . . . . . 7 Budget Message From the Mayor. . . . . . . . . . . . . . . . . . . . . . . .7 Long and Short Term Strategic Plan Summary FY 2024 . . . . . .15 2. City Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 City Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Map of Salem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Organizational Summary - Department Heads. . . . . . . . . . . . .34 At-A-Glance Report for Salem . . . . . . . . . . . . . . . . . . . . . . . . . .35 Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Salem's Top Employers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38 Salem's Top Taxpayers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39 3. Budget Overview All Funds . . . . . . . . . . . . . . . . . 41 Budget Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Fiscal Year 2024 Budget Overview & Timeline. . . . . . . . . . . . . .43 Property Tax "101" - A Taxpayers Guide FY 2024 . . . . . . . . . . .44 What is Voted By City Council - Budget vs RECAP-FY 2024 . . . .46 Tax Rate Recapitulation (RECAP) Sheet. . . . . . . . . . . . . . . . . . .47 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year . . . .49 Revenue Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51 FY2024 Estimated Revenues - All Funds . . . . . . . . . . . . . . . . . .52 FY2024 Estimated Revenues - General Fund . . . . . . . . . . . . . .52 General Fund Revenue Detail & Graphs . . . . . . . . . . . . . . . . . .53 Department of Revenue - State Local Aid Revenue & As- sessments Estimates (Cherry Sheet) . . . . . . . . . . . . . . . . . . .70 FY 2024 Operating Budget Summary & Graphs . . . . . . . . . . . .71 FY2024 Proposed Operating Budget - All Funds. . . . . . . . . . . .78 FY2024 Proposed Operating Budget - General Fund . . . . . . . .78 FY2024 Proposed Operating Budget - General Fund Personnel and Expenses . . . . . . . . . . . . . . . . . . . . . . . . . . . .79 Other Budgeted Items Voted by Council. . . . . . . . . . . . . . . . . .79 Revolving Funds - Overview & Detail . . . . . . . . . . . . . . . . . . . . .80 4. Budget Overview-School . . . . . . . . . . . . . . . . . . . 83 Salem Public Schools - Fiscal Year 2023 Budget. . . . . . . . . . . .84 5. Budget Overview-Enterprise Funds. . . . . . . . . . . 231 Enterprise Fund Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . .232 Water & Sewer Five Year Financial Forecast . . . . . . . . . . . . . .233 Enterprise Fund A2 Summary& Graphs. . . . . . . . . . . . . . . . . .235 Enterprise Fund Schedule A-2's - Sewer, Water, Trash . . . . .236 FY2024 Estimated Revenues - Enterprise Funds. . . . . . . . . . .242 Enterprise Fund Revenue Detail & Graphs . . . . . . . . . . . . . . .243 FY2024 Estimated Revenues - Sewer . . . . . . . . . . . . . . . . . . .245 FY2024 Estimated Revenues - Water. . . . . . . . . . . . . . . . . . . .246 FY2024 Estimated Revenues - Trash . . . . . . . . . . . . . . . . . . . .246 Enterprise Fund FY2024 Operating Budget Summary . . . . . .247 FY2024 Proposed Budget - Enterprise Funds . . . . . . . . . . . . .248 FY2024 Proposed Budget - Sewer. . . . . . . . . . . . . . . . . . . . . .248 FY2024 Proposed Budget - Water. . . . . . . . . . . . . . . . . . . . . .249 FY2024 Proposed Budget - Trash . . . . . . . . . . . . . . . . . . . . . .249 Water & Sewer Rate Comparisons. . . . . . . . . . . . . . . . . . . . . .250 6. Financial Forecasts, Policies and Debt. . . . . . . . . 251 Five Year Financial Forecast . . . . . . . . . . . . . . . . . . . . . . . . . .252 Long Term Debt Service By Month . . . . . . . . . . . . . . . . . . . . .258 Debt Policies & Aggregate Debt Service. . . . . . . . . . . . . . . . . .265 Financial Reserve Policies & Graphs . . . . . . . . . . . . . . . . . . . .333 Investment Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .338 Debt Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .341 Anti-Fraud Policies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .343 7. Capital Improvement Program. . . . . . . . . . . . . . 345 Capital Improvement Program Mayor's Message . . . . . . . . .346 Capital Improvement Program Overview . . . . . . . . . . . . . . . .347 FY 2024 CIP Executive Summary . . . . . . . . . . . . . . . . . . . . . . .348 Five-Year Capital Plan - All Funds . . . . . . . . . . . . . . . . . . . . . .350 Capital Plan by Department . . . . . . . . . . . . . . . . . . . . . . . . . .355 Capital Plan by Funding Source. . . . . . . . . . . . . . . . . . . . . . . .359 Capital Improvement Projects. . . . . . . . . . . . . . . . . . . . . . . . .363 Impact of Capital Improvement Plan on Operating Budget . .434 Capital Improvement Policies . . . . . . . . . . . . . . . . . . . . . . . . .436 ---PAGE BREAK--- Table of Contents City of Salem, MA 6 8. Departmental Budgets . . . . . . . . . . . . . . . . . . . . 437 Mayor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .439 City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .447 City Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .455 Assessor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .469 Collector. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .477 Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .483 Purchasing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .491 Treasurer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .499 Traffic & Parking Department. . . . . . . . . . . . . . . . . . . . . . . . . .521 Information Technology Services & GIS. . . . . . . . . . . . . . . . . .531 Legal Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .541 Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .549 Fire. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .565 Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .579 Harbormaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .597 Public Property/Inspectional Services. . . . . . . . . . . . . . . . . . .607 Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .621 Electrical. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .629 Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .637 Sustainability & Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . .683 Public Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .691 Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .711 Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .719 Council on Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .757 Library . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .767 Veterans. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .777 Education - Salem Public Schools . . . . . . . . . . . . . . . . . . . . . .783 Budget Transfer Out of General Fund. . . . . . . . . . . . . . . . . . .795 Sewer Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .797 Water Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .821 Trash/Solid Waste Enterprise . . . . . . . . . . . . . . . . . . . . . . . . .845 PEG Access Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .853 Full-Time Equivalent Employees (FTE's) . . . . . . . . . . . . . . . . .855 9. Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 857 The Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .858 Budgeting & Accounting Practices . . . . . . . . . . . . . . . . . . . . . .860 Major & Non-Major Funds Overview . . . . . . . . . . . . . . . . . . .864 Departmental Fund Relationships . . . . . . . . . . . . . . . . . . . . .866 Performance Management & Measures. . . . . . . . . . . . . . . . .869 10. Glossary of Terms. . . . . . . . . . . . . . . . . . . . . . . 871 ---PAGE BREAK--- General Overview Budget Message From the Mayor ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 8 CITY OF SALEM, MASSACHUSETTS Robert K. McCarthy Acting Mayor Office of the Mayor May 25, 2023 Honorable Salem City Council Salem City Hall Salem, MA 01970 Ladies and Gentlemen of the Council: Enclosed please find the proposed FY2024 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. With the COVID-19 pandemic and related emergency orders largely behind us and rescinded during calendar year 2023, the related economic effects continue to provide hurdles as it relates to inflation on energy costs, materials and supplies, and appropriate wages. All the same, the Administration focused on another year of level service delivery across our departments, while challenges related to inequitable school aid formulas from the state, aging infrastructure, and a continued affordable housing crisis due to a competitive market continue to impact the community. While this was indeed a noteworthy transition year for the City of Salem with the change of leadership for the Administration, we are equally thrilled to work with our state’s newest top officials, especially including Salem’s former mayor, Lieutenant Governor Kim Driscoll. This strong partnership has already enabled effective communications between municipal teams and state leadership so as to advocate for on-going matters which require unified support across our government teams. This includes continued development around wind marshalling, green initiatives across all work, DEI (diversity, equity and inclusion) within our contracts, refreshed ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 9 lens about regional partnerships related to water and sewer, and supporting infrastructure needs to tackle core matters that affects residents, visitors and businesses alike. Our Administration largely focused on stabilization and continuation of the previous policies so as to enable a smooth transition of power, while preparing to welcome our next chief elected official in Mayor Dominick Pangallo. I conducted several in-person tours of businesses and non-profits across the city to ensure all pro-active measures to strengthen and safeguard our local economy continued to make progress. Through a careful focus on department input on both their long and short-term needs, an additional consideration was placed on what we believe is our number resource: our team across all city departments. Gratefully, we were able to maintain consistent staffing levels to provide core government services, and in some areas, were able to welcome critically needed staff to better improve overall municipal management. This includes welcoming a new City Treasurer, Kristen Lindburg; Sustainability Director, Neal Duffy; Tree Warden, Conor Morgan; and Neighborhood Housing Stability Coordinator, Lorelee Stewart. While we may see personnel changes related to the change in leadership, we remain grateful that our teams continue to feature an all-star group of leaders committed to delivering the very best government services and genuinely care for the overall excellence within our great city. Another trend that continued for this fiscal year is 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 the considerable increases Salem endured prior to the previous administration. Lastly, while net state aid has been minimal 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 (ESSER), 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. However, the above once-in-a-lifetime monies are potentially being considered for federal claw backs to assist with ongoing nationwide debt ceiling negotiations, as well as approaching programming deadlines to encumber before their expiration. I have focused on utilizing ARPA dollars to fill any gaps perceived for more immediate needs, especially related to food insecurity which were in jeopardy when state and federal emergency orders - and related funding – expired during FY2023. By continuing our allocation of ARPA dollars toward critical needs, including transportation, affordable housing, emergency management communication improvements, ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 10 mental health and support for small businesses across all industry types, we strongly believe we have targeted critical needs with critical solutions. Some noteworthy ARPA projects funded in FY2023 that provide a foundation for ongoing impact in FY2024 include:  Festival Support Program: Following the success of the 2022 iteration of the Festival and Special Event Support Program, a second, expanded round of funding was announced for the Spring and Summer of 2023. This funding program is designed to support festival and special events taking place in Salem – prior to the Halloween Season – that need assistance restarting following the economic impacts of the pandemic. The program funded several events across the city. The program investment has expanded from $150,000 to $250,000 for the latest round of funding.  Food Security – Investment into the Salem Pantry: As a valued community partner, the City made additional investments from ARPA into the Salem Pantry’s brick-and- mortar location, The Market, located in The Point neighborhood to assist with operations. This location opened to the public in the Spring of 2023. The location prioritizes fresh, local produce, eggs and dairy, frozen meats, dry goods, and bread availability at no cost to the public. Additional funding was provided to the Salem Pantry to bolster a previous ARPA investment made in the Pantry’s “Farmer’s Truck” which streamlines and optimizes their mobile food distribution process. While the Commonwealth continues to finalize the FY2024 state budget under newly elected Governor Maura Healey, we have been busy working with our partners at the state to advocate for improved support especially related to Chapter 70 and Chapter 90 monies. Overall, the proposed FY2024 Salem budget is $195,847,278, a change of 3.91% over the FY2023 budget. Several collective bargaining agreements settled mid-year in FY2023, contributing to atypical increases for several departments, particularly public safety, as two years of salary costs are annualized in FY2024. Fixed costs, such as health insurance, pension and retirement payments, insurance, debt payments, and state and other government assessments, continue to account for about $1 of every $3 in the budget and will increase by roughly $2.1 million in FY2024. As our educators contend with the lingering effects of the pandemic, the tools and staffing needs remain a high priority of interest. Our schools’ budget is $71,154,142, an increase of $2,406,179 or 3.5%, over the FY2023 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. ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 11 However, with ESSER funds coming to an end over the next year, staffing needs will be challenging as fully funded positions will need to be tied to a budget that doesn’t benefit from these unique one-off federal funds. Thankfully, our financial and schools’ teams continue to work with state leaders to better advocate for revised formula outputs related to Chapter 70, so we are hopeful for creative solutions for the financial forecasting ahead within our schools. The enterprise fund budgets will increase by $609,184, or 3.08%, over the FY2023 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 increases proposed for FY2024 are based on the recommendations from the water and sewer rate study conducted over the past several months. The FY2024 Capital Improvement Plan (CIP) is included in this budget, along with the associated bond orders and other proposed capital appropriations to fund these investments. Again, we continue our practice of considering forward-looking capital plans in a responsible and transparent way to plan for future obligations while meeting present-day needs to best serve Salem residents. The FY2024 CIP prioritizes funding projects on a “pay-as-you-go” basis or with short-term capital outlays, as well as retained earnings for enterprise fund projects and ARPA to reduce reliance on debt-financing. With the continued rise of interest rates making borrowing less cost effective, our plan of lessening our long-term debt service payments remains our optimal position. Traditional bonding for key areas – particularly related to infrastructure and water and sewer rates – remains under careful watch and consideration by our financial teams, but our excellent bond rating and terrific reserves gives the city plenty of leverage for final decisions in the years ahead. The city’s aging infrastructure remains concerning, especially relating to water and sewer needs. While neighboring communities are targeting dramatically increased water and sewer rates, we have been working with rate consultants to ensure we can avoid any dramatic increases year- over-year. Additionally, Salem continues to appeal for a fair rate in our partnership agreements within the SESD arrangements with advocacy with our state legislators continuing ahead across all partners. The FY2024 capital plan allocates $1.3 million (in addition to our annual state Chapter 90 allocation) for roads, sidewalks, and crosswalks, an increase over FY2023. Additionally, the plan prioritizes investments to finalize several projects, including over $1.6 million for the Willows Pier. Also, over $200,000 in savings is achieved through reallocating vehicles from the discontinued “Getaround” program to departments in need of vehicles. ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 12 Other capital projects include:  Over $1 million in capital investments for Salem Public Schools, including $700,000 for replacing the Heights Playground;  $648,999 for a new Fire Pump to replace Salem Fire Department Engine 4;  Funding to continue and expand the body worn cameras program at the Salem Police Department;  Resident permit parking platform and associated license plate readers to set up a more efficient system for residents. ($100,000 in capital funds invested to move that forward.)  Funding to renovate the On Point building to provide services for school parents and other functions.  $30,000 for the Fire Department for a women’s locker room; and,  ADA improvements for dock and float access at Kernwood Marina. Overall, our stabilization fund contains over $16 million thanks to the adoption of best financial practices, prudent finance policies, and careful money management which we remain grateful to the City Council for helping to realize. 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. In our budgeting practices, the taxpayers of Salem have always been foremost in mind, and FY2024 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 has never sought a Proposition 2½ override and we continue to tax below our allowable levy limit. For FY2024, we will continue to maintain excess levy capacity – currently over $7 million – a further demonstration of our prudence and care with taxpayer dollars. Our full team is committed to delivering the very best stewardship and leadership across all critical areas. 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. Furthermore, by taking advantage of unique state and federal opportunities beyond ARPA and ESSER, including Opioid Settlement funding and programming opportunities, and regional transportation planning, and even removing library fines, we must ensure that we continue to be progressive, equitable, but perhaps most importantly, practical. 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 ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 13 on our budget. Despite those pressures and despite the economic setbacks of the past year, the FY2024 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 fifteen 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. 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 FY2024 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 FY2024 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. Balancing the City’s budget in a typical year itself is no easy task, but I want to share a special appreciation that the hard work and cooperation our department heads have put into the preparation of this year’s budget during a time of transition. In particular, I want to extend a special thanks to our Finance Department as led by our Chief Financial Officer Anna Freedman. The department’s work ensured that the budget was ready for ---PAGE BREAK--- General Overview Budget Message From the Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 14 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. The proposed FY2024 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. Having served the great City of Salem as Ward Councillor, Council President, and over the past calendar year as Acting Mayor, I’m proud to present this budget and I recommend adoption of the proposed FY2024 budget, CIP, and other associated budgetary measures. I’m especially grateful for the team within the Mayor’s Office, too, and want to extend my gratitude to Jen Wessell, Sarah Cahill, and Chris Sicuranza in particular for their support across the interim Administration – we remain a terrific team and I’m humbled by the collective dedication and service to our citizens, always. I look forward to working with you in the coming days upon my return to the Council so as to enact this proposed spending plan to continue ensuring that Salem is a financially strong and professionally administered community. Sincerely, Robert K. McCarthy Acting Mayor City of Salem cc: City of Salem Department Heads ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Long and Short Term Strategic Plan Summary FY 2024 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 2024 FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 16 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 2024 FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 17 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 2024 FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 18 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 21 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 22 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 23 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 24 Superior Court and County Commissioners Buildings: The Governor signed legis- lation in January 2017 to transfer ownership of these two iconic properties to the Salem Redevelopment Authority (SRA). DCAMM completed a warm moth- balling project in early 2019 to maintain the properties while the SRA works to identify a redevelopment project. The SRA issued a Request for Qualifications in early 2020 and selected WinnDevelopment as the preferred developer. Winn has begun the permitting process for a mixed-use mixed-income devel- opment that will adaptively reuse the court building and have new construc- tion 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 devel- opment 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 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. ---PAGE BREAK--- City Overview City Overview FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 25 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 devel- opment 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 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- ---PAGE BREAK--- City Overview City Overview FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 26 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. 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. ---PAGE BREAK--- City Overview City Overview FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 27 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 improve- ments, 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. 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, ---PAGE BREAK--- City Overview City Overview FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 28 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 29 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 30 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 31 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Organizational Summary - Department Heads EXECUTIVE DIVISION Mayor Mayor Dominick Pangallo [PHONE REDACTED] [EMAIL REDACTED] LEGISLATIVE DIVISION City Clerk Ilene Simons [PHONE REDACTED] [EMAIL REDACTED] FINANCE DIVISION Assessors Stephen Cortes [PHONE REDACTED] [EMAIL REDACTED] Collector Bonnie Celi [PHONE REDACTED] [EMAIL REDACTED] IT/GIS 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 Kristen Lindberg [PHONE REDACTED] [EMAIL REDACTED] LEGAL DIVISION Solicitor Elizabeth Rennard [PHONE REDACTED] [EMAIL REDACTED] HUMAN RESOURCE DIVISION Human Resources Lisa Cammarata [PHONE REDACTED] [EMAIL REDACTED] FIRE DIVISION Fire Chief Alan Dionne [PHONE REDACTED] [EMAIL REDACTED] POLICE DIVISION Police Chief Lucas Miller [PHONE REDACTED] [EMAIL REDACTED] Harbormaster Capt. William McHugh [PHONE REDACTED] [EMAIL REDACTED] INSPECTIONAL SERVICES DIVISION Public Property 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] Sustainability & Resiliency Neal Duffy [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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 At-A-Glance Report for Salem Citity ofSa elem EssexCounty Socioeconomic Billing Cycle Quarterly Form of Government Council And Alderman School Structure K-12 Population 44,819 2021 Population Density 5,413 2021 Land Area 8.28 2009 Total Road Miles 100.77 2018 DOR Income Per Capita 35,787 State Average Income Per Capita 52,249 EQV Per Capita 173,656 State Average EQV Per Capita 226,664 FY2023 Ta T x Rate Data Assessed Value by Class Residential Open Space Commercial Industrial Personal Property Total Assessed Value R/O as a % of Total CIP as a % of Total 6,558,258,053 0 641,590,725 375,963,052 265,961,700 7,841,773,530 83.63% 16.37% Tax Rates by Class Residential Open Space Commercial Industrial Personal Property 12.51 0.00 25.25 25.25 25.25 Tax Levies by Class Residential Open Space Commercial Industrial Personal Property Total Tax Levy R/O Levy as a % of Total CIP Levy as a % of Total 82,043,808 0 16,200,166 9,493,067 6,715,533 114,452,574 71.68% 28.32% Average Single Family Tax Bill Total Single Family Value Single Family Parcel Count Average Single Family Value Residential Tax Rate Average Single Family Tax Bill Average State SFTB 2,590,163,009 5,018 516,174 12.51 6,457 7,056 Commercial, Industrial & Personal Property (CIP) Shift CIP Value Total Value Lowest Residential Factor Allowed Max CIP Shift Residential Factor Selected CIP Shift 1,283,515,477 7,841,773,530 0.85322 1.75 0.857 1.73 Proposition 2½ Levy Capacity New Growth Applied to Levy Limit Override Debt Excluded on the DE-1 Maximum Levy Limit Excess Levy Capacity Excess Levy Capacity as % of Max Levy Levy Ceiling Override Capacity Override Capacity as % of Levy Ceiling 1,828,203 0 0 121,530,005 7,077,431 5.82% 196,044,338 74,514,333 38.01% Outstanding Receivables Outstanding Receivables Outstanding Receivables R/E 2022 Outstanding Receivables R/E 2021 Outstanding Receivables R/E 2020 Outstanding Receivables R/E 2019 All Other Outstanding Receivables R/E Deferred Property Taxes Taxes in Litigation Tax Liens/ Tax Title Tax Foreclosures/ Possessions 419,723 12,853 7,017 0 0 354,487 0 1,672,393 0 ---PAGE BREAK--- City Overview At-A-Glance Report for Salem FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 36 FY2023 Revenues Revenues by Source Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other Total Budget 114,452,574 37,017,614 17,384,061 18,658,961 1,157,048 22,090,890 210,761,148 Revenues as a Percent of Total Budget Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 54.30% 17.56% 8.25% 8.85% 0.55% 10.48% Revenues Per Capita Tax Levy State Aid Local Receipts Enterprise Funds CPA All Other 2,554 826 388 416 26 493 FY2022 Expenditures 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 Se 8,720,703 10,898,260 9,667,263 1,813,692 66,280,303 7,241,830 1,594,035 3,141,921 30,449,986 9,490,288 0 6,3 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 S 5.60% 7.00% 6.21% 1.16% 42.57% 4.65% 1.02% 2.02% 19.56% 6.10% 0.00% 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 S 195 243 216 40 1,479 162 36 70 679 212 0 Other Financial Indicators Reserve Funds Free Cash Amount as of 7/1/2022 FY2022 Stabilization Fund FY2022 Special Purpose Stabilization Fund 16,293,365 14,617,845 453,295 Debt FY2022 GF Debt Service FY2022 Outsanding Debt FY2022 GF Debt Service as % of Budget 6,391,821 108,208,898 3.71% Bond Ratings Moodys Bond Rating Standard & Poors Bond Rating AA ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Salem's Top Employers 1 1 1 North Shore Medical Center Health Care 4,430 Salem Hospital, Mass General for Childrens, Salem Charter Professional Services, Outpatient Mental Health 2 2 2 City of Salem Municipal Government 1,884 City Offices, School, Fire, Police - Full, Part and permanent 3 3 3 Salem State University Higher Education 1,232 Full-time and part-time 4 4 4 Commonwealth of Massachusetts Offices State Government 691 Dept of Social Services, Essex County Registry of Deeds, Committee for Public Housing, Dept of Mental Health, Dept of Children and Families, Facilities and Security, Probate and Family Court, Essex Sheriff's Department, Essex South Registry of Deeds, Sex Offender Registry, Dept of Trans Assistance, Eastern Essex DA, Office of Labor and Workforce Development, Executive Office of Public Safety, Mass Rehab Commission, Dept of Housing and Community Development, Salem District Court, Department of State Police, Superior Court, Children and Family Law, Youth Advocacy Department 5 5 5 Market Basket Food Market 467 6 6 6 Salem Five Savings Bank Banking 351 8 8 7 Peabody Essex Museum Cultural/tourism 223 11 7 8 Home Depot Retail 190 9 10 9 Excelitas Technologies Technology 181 Full-time and part-time 10 North Shore YMCA Community/Education 166 13 9 11 Rich's Products (formerly Jacqueline's Gourmet) Manufacturer 165 Full-time and part-time 15 12 12 Target Retail 150 14 11 13 Walmart Retail 143 Full-time and part-time 14 14 Shaw's Supermarket Food Market 100 13 15 Salem Glass Manufacturer 99 Source: Planning Department - March 2023 Comment Rank 2022 Rank 2021 Company Name Nature of Business Total Employees Rank 2023 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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--- ---PAGE BREAK--- Budget Overview All Funds ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Budget Calendar Mayor & City Finance Start Date End Date Mayor & School Committee Start Date End Date Finance Director send out CIP requests to Departments. 12/29/2022 Finance Director send out CIP requests to Departments. 12/29/2022 Departments submit completed CIP requests to Finance Department 2/18/2023 CIP Review - Superintendent, SBM, Principals, Directors 12/29/2022 March Mayor & Finance Director review CIP requests. January April 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 12/29/2022 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 12/29/2022 to 1/20/2023 Budget & CIP Review - Super, SBM, Principals, Directors February to March Budgets Entered in MUNIS 12/29/2022 to 1/20/2023 Budge/CIP Review - Super, SBM, City Finance February March Budget Review-Mayor, Finance, Department Heads 2/1/2023 to May School Budget Submitted to School Committee & CIP Budget Submitted to Finance Director March Budge & CIP Review By Mayor & Finance Director 2/1/2023 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 5/1/2023 to 5/24/2023 Capital Improvement Plan sumbitted to City Council 5/25/2023 Budget Submitted to City Council 5/25/2023 City Council Administration & Finance budget review process 5/26/2023 to 6/8/2023 City Council Vote on FY 2024 Capital Improvement Plan 6/8/2023 and 6/22/2023 City Council Vote on FY 2024 City Budget 6/8/2023 City Council ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Fiscal Year 2024 Budget Overview & Timeline In December the Finance Department sent out budget packages to each non- school department requesting that they prepare a FY 2024 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 2024 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 2024 budget requests were entered into the cities computerized system by each department and reviewed by the finance department. A complete copy of the proposed budgets was prepared for the Mayor, Chief Administrative Aide, and Finance Director. The Finance Director prepared the five-year forecast, capital improvement plan for FY 2024, as well as a preliminary FY 2024 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 2024 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 2024. 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 2024 budget was submitted to the City Council for their review and approval along with the FY 2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Property Tax "101" - A Taxpayers Guide FY 2024 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: ---PAGE BREAK--- Budget Overview All Funds Property Tax "101" - A Taxpayers Guide FY 2024 FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 45 A disproportionate decrease in the market value of a particular section of the City when compared to another section. The reduction in the value of the property as a result of an alteration made to the structure. The deterioration of the property as a result of neglect, disaster or acci- dent. In the case of income producing property, either the loss of income or a change in the income expense ratio. Reduction of a form of revenue consuming municipal service(s). The addition to the tax base of taxable property Other forms of budget reduction. As you can see from the above, there are many dynamics to each tax bill. Any single factor, but usually a combination of factors, will influence the amount of your bill. Although an “average” tax bill can be statistically produced, very few bills would actually reflect the statistical average. What about Proposition 2 ¾? Simply stated, Proposition 2 ¾ says that a community cannot collect any more than 2 ¾ % more than the maximum amount it was legally allowed to collect through property taxation in the previous year. This refers to the “total” amount that the City collects from the community and not the “individual” amount it collects from a taxpayer. What is “Growth” and Why is it Important “Growth,” when referred to by municipal officials, means property eligible for taxation this year that was not there last year. The reason why so much 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 What is Voted By City Council - Budget vs RECAP-FY 2024 DATE VOTED Budget Meetings General Fund Budget Appropriations Submitted by Mayor City - Includes Charter School Transfers Out 102,758,749 School - Does not include Bentley Charter 71,154,142 Total General Fund Appropriations: 173,912,891 Enterprise Fund Appropriations Submitted by Mayor: Sewer 8,444,461 Water 7,146,646 Trash 4,124,261 Peg Access 691,250 Total Enterprise Fund Appropriations: 20,406,618 Total Budget to be voted - June (Submitted by Mayor) 194,319,509 June Tax Rate Meeting Cherry Sheet Offsets 612,769 Snow & Ice Deficit - Estimated - Overlay - Allowance for Abatements - Estimated 915,000 Other Total Other Items on RECAP voted - December 1,527,768 Total RECAP Expenditures 195,847,278 November/December Regular Council Meetings Revolving Funds 1,558,000 June Capital Improvement Projects - General Fund - Capital Outlay & OFS/Bonding 8,399,151 June Capital Improvement Projects - Enterprise Funds - Retained Earnings & OFS/Bonding 19,592,000 June Total Operating Budget, Capital and Debt Service 222,310,660 Other Votes By Council - Major & Non-Major Funds WHAT IS VOTED BY CITY COUNCIL - BUDGET vs RECAP- FY 2024 Breakdown of Tax Recapitulation Report FY 2024 BUDGET - MAJOR FUNDS Other RECAP Items Voted at Tax Rate Setting - December ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Tax Rate Recapitulation (RECAP) Sheet RECAP PROPOSED ADOPTED Change % change FY2023 FY2024 FY2024 FY23-24 FY23-24 REVENUES PROPERTY TAXES PRIOR FISCAL YEAR LEVY LIMIT 116,782,246 121,530,005 121,530,005 4,747,759 4.07% 2 1/2% Increase 2,919,556 3,038,250 3,038,250 118,694 4.07% Current New Growth (Footprint shift from Local Receipts) - Current New Growth (Value increases from new building) 1,828,203 1,000,000 1,000,000 (828,203) -45.30% LEVY LIMIT Subtotal (from DOR levy limit sheet) 121,530,005 125,568,255 125,568,255 4,038,250 3.32% TAX LEVY Real & Personal Actual RECAP - Estimates on Current FY 114,452,574 118,490,824 118,490,824 4,038,250 3.53% Excess Levy Capacity 7,077,431 7,077,431 7,077,431 - 0.00% LOCAL RECEIPTS Motor Vehicle 4,515,000 4,550,000 4,550,000 35,000 0.78% Hotel Motel Tax 1,290,000 1,590,000 1,590,000 300,000 23.26% Meals Tax (Local Options) 1,000,000 1,220,000 1,220,000 220,000 22.00% Boat Excise Tax 30,000 30,000 30,000 - 0.00% Cannabis Excise 978,500 978,500 978,500 - 0.00% Interest On Taxes 550,000 550,000 550,000 - 0.00% Urb Rev CH121A 500,000 500,000 500,000 - 0.00% In Lieu Of Taxes 785,000 785,000 785,000 - 0.00% Marijuana Dispensary 194,000 0 0 (194,000) -100.00% Charges For Services/Fees 2,370,000 1,025,000 1,025,000 (1,345,000) -56.75% Parking Fees 2,880,000 2,973,600 2,973,600 93,600 3.25% Licenses And Permits 300,000 1,645,000 1,645,000 1,345,000 448.33% Fines And Forfeits 800,000 900,000 900,000 100,000 12.50% Investment Income 90,000 375,000 375,000 285,000 316.67% Medicaid 725,000 700,000 700,000 (25,000) -3.45% Miscellaneous Recurring Income 376,561 255,000 255,000 (121,561) -32.28% Miscellaneous Non-Recurring Income 0 0 0 - 0.00% Local Receipt Revenue Subtotal (pg. 2 recap lllb. 1) 17,384,061 18,077,100 18,077,100 693,039 3.99% ENTERPRISE FUNDS REVENUE Sewer 10,723,742 10,788,897 10,788,897 65,155 0.61% Water 5,854,891 6,358,068 6,358,068 503,177 8.59% Trash 939,079 967,251 967,251 28,172 3.00% Peg Access Cable 691,250 691,250 691,250 - 0.00% Enterprise Funds Revenue Subtotal (pg. 2 recap lllb. 3) 18,208,962 18,805,466 18,805,466 596,504 3.34% OTHER REVENUES AND FINANCING SOURCES Cherry Sheet Revenue (Pg. 2 Recap Llla. 1) 37,017,614 37,641,877 37,641,877 624,263 1.69% Massachusetts Sba Payments (Pg. 2 Recap Llla. 2) - Free Cash Used For: Level The Tax Rate (Pg. 2 Recap Llld. 1B.) 0 1,000,000 1,000,000 1,000,000 100.00% Overlay Surplus Ofs-To Reduce Tax Rate (Pg. 2 Recap Llld. 4) R/Res - Witch House 622,136 675,011 675,011 52,875 8.50% R/Res - Golf Course 730,000 775,000 775,000 45,000 6.16% R/Res - Harbormaster 230,000 230,000 230,000 - 0.00% R/Res - Charter Street Cemetery 100,000 140,000 140,000 40,000 40.00% R/Res - Forest River Pool 0 12,000 12,000 12,000 Estimated State + Other Revenue Subtotal 38,699,750 40,473,888 40,473,888 1,774,138 4.58% TOTAL REVENUES 188,745,346 195,847,278 195,847,278 7,101,931 3.90% ---PAGE BREAK--- Budget Overview All Funds Tax Rate Recapitulation (RECAP) Sheet FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 48 RECAP PROPOSED ADOPTED Change % change FY2023 FY2024 FY2024 FY23-24 FY23-24 EXPENDITURES General Government 9,760,620 10,029,364 10,029,364 268,744 2.75% Public Safety 23,733,518 25,402,507 25,402,507 1,668,989 7.03% Public Works And Facilities 4,321,670 4,454,120 4,454,120 132,450 3.06% Human Services 1,854,468 1,951,383 1,951,383 96,915 5.23% Cultural And Recreational 3,703,792 4,146,913 4,146,913 443,121 11.96% Debt Service - General Fund Including Schools 8,301,659 8,841,331 8,841,331 539,672 6.50% Assessment-Essex Ns Agricultural & Vocational Tech 2,599,910 2,565,518 2,565,518 (34,392) -1.32% Assessment-Cherry Sheet 9,788,846 10,352,002 10,352,002 563,156 5.75% Employee Benefits: Salem Retirement Board Assessment 14,429,326 14,930,794 14,930,794 501,468 3.48% Non-Contributory Pensions 10,625 10,625 10,625 - 0.00% Worker's Compensation 539,730 556,660 556,660 16,930 3.14% Unemployment Compensation 250,000 200,000 200,000 (50,000) -20.00% Group Insurance - City, School & Retired Teachers 16,482,273 16,949,561 16,949,561 467,288 2.84% Medicare 1,304,315 1,382,574 1,382,574 78,259 6.00% P&C Insurance - City Only (School In Edu. Bdgt.) 373,500 335,397 335,397 (38,103) -10.20% Budget Transfers Out: Retirement Anticipation Fund 8311 (City And School) 600,000 600,000 600,000 - 0.00% Bentley Elementary School* 0 0 0 - 0.00% Salem 2026 Fund 50,000 50,000 50,000 - 0.00% City Expenditure Subtotal 98,104,252 102,758,749 102,758,749 4,654,497 4.74% Education - Public Schools 68,747,963 71,154,142 71,154,142 2,406,179 3.50% Education Subtotal 68,747,963 71,154,142 71,154,142 2,406,179 3.50% GENERAL FUND SUBTOTAL 166,852,215 173,912,891 173,912,891 7,060,675 4.23% Sewer Enterprise Fund Budget (Net- Indirect Costs) 8,348,323 8,444,461 8,444,461 96,138 1.15% Water Enterprise Fund Budget (Net-Indirect Costs) 6,736,263 7,146,646 7,146,646 410,383 6.09% Trash - Enterprise Fund Budget 4,021,598 4,124,261 4,124,261 102,663 2.55% Peg Access Cable 691,250 691,250 691,250 - 0.00% ENTERPRISE SUBTOTAL 19,797,434 20,406,618 20,406,618 609,184 3.08% SUBTOTAL - GENERAL FUND + ENTERPRISE FUND 186,649,649 194,319,509 194,319,509 7,669,859 4.11% ADD - OTHER EXPENDITURES: OTHER - Cherry Sheet Offset (pg. 2 llb5 of recap) 623,087 612,769 612,769 (10,318) -1.66% Snow and Ice Deficit (pg. 2 llb9 of recap) 51,305 0 0 (51,305) -100.00% Overlay (Allowance For Abatements) 980,844 915,000 915,000 (65,844) -6.71% Deficits to be raised 163,899.70 0.00 0.00 (163,900) -100.00% SUBTOTAL - OTHER EXPENDITURES 1,819,136 1,527,769 1,527,769 (291,367) -16.02% TOTAL EXPENDITURES 188,468,785 195,847,278 195,847,278 7,378,492 3.91% Revenue vs Expenditures (Negative represents revenue deficit) 276,561 0 0 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Tax Rate Recapitulation (RECAP) Summary by Fiscal Year FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Est. Total Estimated Receipts and other revenue from RECAP 63,823,509 68,788,229 69,263,807 75,296,544 74,431,631 70,424,621 66,031,160 71,774,297 74,016,211 77,356,454 Tax Levy 79,058,306 81,200,463 85,600,551 89,868,125 95,083,826 103,616,867 107,301,006 110,173,970 114,452,574 118,490,824 . . . . . . Total Amt Raised on RECAP 142,881,816 149,988,692 154,864,358 165,164,669 169,515,457 174,041,488 173,332,166 181,948,267 188,468,785 195,847,278 Prior FY Levy Limit 80,587,732 83,270,410 86,548,205 90,563,116 95,321,556 99,208,798 107,591,472 111,930,861 116,782,246 121,530,005 Amended Growth 3,204 2.5% allowable Increase 2,014,693 2,081,760 2,163,705 2,264,078 2,383,119 2,480,220 2,689,787 2,798,272 2,919,556 3,038,250 New Growth 667,984 1,196,035 1,851,206 2,494,362 1,500,919 5,902,454 1,649,602 2,053,113 1,828,203 1,000,000 FY Levy Limit 83,270,410 86,548,205 90,563,116 95,321,556 99,208,798 107,591,472 111,930,861 116,782,246 121,530,005 125,568,255 RE & PP Total Value 4,208,675,856 4,534,079,631 4,710,256,289 5,067,583,077 5,470,468,285 6,125,184,869 6,608,838,388 7,118,656,790 7,841,773,530 Levy Ceiling (2.5% Total Value) 105,216,896 113,351,991 117,756,407 126,689,577 136,761,707 153,129,622 165,220,960 177,966,420 196,044,338 - Equalized Value (EQV) as of 1/1 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 5,405,036,100 TAX RATE RECAPITULATION (RECAP) SUMMARY BY FISCAL YEAR - 50,000,000.00 100,000,000.00 150,000,000.00 200,000,000.00 250,000,000.00 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Total Amount Raised On RECAP ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Revenue Summary CITY OF SALEM REVENUE SUMMARY - GENERAL & ENTERPRISE FUNDS Actual Actual Actual Actual RECAP Budgeted Increase % Increase $ FY 2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY24 vs. FY23 FY24 vs. FY23 GENERAL FUND REAL AND PERSONAL Tax Levy 95,083,826 103,616,867 107,207,389 110,173,970 114,458,526 114,458,526 0.0% 0 MOTOR VEHICLE 4,100,000 4,379,374 4,638,752 4,544,784 4,515,000 4,550,000 0.8% 35,000 HOTEL EXCISE 640,000 978,595 553,706 1,836,111 1,290,000 1,590,000 23.3% 300,000 MEALS TAXES 1,000,000 1,074,851 889,035 1,344,412 1,000,000 1,220,000 22.0% 220,000 VESSEL EXCISE 30,000 573,595 31,049 30,000 30,000 30,000 0.0% 0 CANNIBIS EXCISE 742,899 1,084,324 1,233,984 978,500 978,500 0.0% 0 INTEREST ON TAXES 440,000 527,615 712,224 570,755 550,000 550,000 0.0% 0 IN LIEU OF TAXES & CH 121A 1,200,000 1,294,385 1,412,210 1,070,755 1,285,000 1,285,000 0.0% 0 MEDICAL MARIJUANA 190,000 1,288,454 1,437,950 1,958,624 194,000 - -100.0% (194,000) CHARGES FOR SERVICES 2,350,000 2,405,034 3,026,130 1,607,437 1,500,000 1,025,000 -31.7% (475,000) PARKING FEES 3,100,000 2,913,363 2,664,368 3,643,446 2,880,000 2,973,600 3.3% 93,600 LICENSES AND PERMITS 500,000 500,935 364,074 1,504,769 1,170,000 1,645,000 40.6% 475,000 FINES AND FORFEITS 800,000 1,092,649 1,043,048 1,336,984 800,000 900,000 12.5% 100,000 INVESTMENT INCOME 200,000 491,574 161,258 122,518 90,000 375,000 316.7% 285,000 MISCELLANEOUS INCOME 100,000 568,944 819,712 885,577 376,560 255,000 -32.3% (121,560) MEDICAID INCOME 800,000 0 - 1,122,371 725,000 700,000 -3.4% (25,000) MEDICAID PART D REIMBURSEMENT 0 0 594,700 - - - 0 NON RECURRING (Hold Harmless Money) 3,750,000 730,139 95 0 0 0 0 TOTAL LOCAL RECEIPTS 19,200,000 19,562,406 19,432,634 22,812,527 17,384,060 18,077,100 4.0% 693,040 NET MA CHERRY SHEET ASST. 30,468,308 34,506,150 34,372,256 35,244,772 37,017,614 37,641,877 1.7% 624,263 MSBA REIMBURSEMENTS 732,824 732,824 0 0 0 0 0 R/RES REDUCE TAX RATE 1,337,058 1,238,516 975,000 2,361,195 1,682,136 2,832,011 68.4% 1,149,875 OFS/TRANSFERS IN 1,900,000 - 1,528,701 - - - 0 Indirect Costs 1,345,221 1,431,996 1,494,176 1,469,176 1,682,136 1,555,858 -7.5% (126,278) TOTAL OTHER RECEIPTS 35,783,411 37,909,486 38,370,133 39,075,143 40,381,886 42,029,746 4.1% 1,647,860 GENERAL FUND TOTAL 150,067,237 161,088,759 165,010,156 172,061,640 172,224,472 174,565,372 1.4% 2,340,900 ENTERPRISE FUND SEWER RATES 9,698,976 9,902,960 10,182,959 10,547,323 10,787,266 11,100,774 2.9% 313,508 Other - OFS/Retained Earnings TOTAL SEWER 9,698,976 9,902,960 10,182,959 10,547,323 10,787,266 11,100,774 2.9% 313,508 WATER RATES 5,251,131 5,481,367 5,695,306 5,729,664 5,854,891 6,358,068 8.6% 503,177 Other - - - - 0 WATER TRANS/OFS - - 100,000 1,523,153 1,669,401 1,250,000 -25.1% (419,401) TOTAL WATER 5,251,131 5,481,367 5,795,306 7,252,817 7,524,292 7,608,068 1.1% 83,776 TRASH FEES 869,713 903,408 899,925 899,925 939,079 967,251 3.0% 28,172 OFS/Retained Earnings 2,359,895 2,730,164 2,836,362 3,062,518 3,082,519 3,433,011 11.4% 350,492 TOTAL TRASH 3,229,608 3,633,572 3,736,287 3,962,443 4,021,598 4,400,262 9.4% 378,664 ENTERPRISE FUND TOTAL 18,179,715 19,017,899 19,714,552 21,762,583 22,333,155 23,109,104 3.5% 775,949 GRAND TOTAL 168,246,952 180,106,658 184,724,708 193,824,223 194,557,628 197,674,476 1.6% 3,116,849 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY2024 Estimated Revenues - All Funds FY2024 Estimated Revenues - General Fund Taxes 60.63% Local Receipts 9.25% State Aid 19.26% Receipts Reserved Transfers 0.94% Indirect from W/S 0.80% Sewer Rates 5.52% Water Rates 3.25% Other 0.35% Taxes 66.72% Motor Vehicle Excise 2.56% Hotel Excise 0.90% Meals Excise 0.69% PILOT (Payment in Lieu of Taxes) 0.72% Parking Fees 1.67% Licenses and Permits 0.93% State Aid 21.20% R/Res Transfers 1.03% Indirect Costs from Enteprise Funds 0.88% Other 2.71% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 54 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 a similar number of collections for FY 2024 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 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $2 $2,000,000 $0 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $5 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 55 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 2024 we estimate an increase of 16.28% ($210,000) 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 22% increase ($220,000) in meals tax for FY2024. Meals Excise Tax $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 56 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 FY2024. 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 FY24 based on recent trends. Marijuana Excise Tax $10,000 $0 $20,000 $40,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $40, $4 $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 57 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 FY2024. 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 FY2024 to reflect current PILOT agreements. Charges for Services Local Receipts Services / Charges / User Fees – Charges for services are a revenue source to assist municipalities to offset the cost of certain services provided to the community. Some of the fees within this category are board of health fees, building and plumbing permits, electrical fees, engineering inspections as well as park and recreational fees. In FY 2007 the trash fee was also added to this category as well as passport and ferry fees. In FY08 the trash fee was moved to an enterprise fund, however police and fire administrative fees for detail work were added as a new revenue source. In FY2024 we project a $1,345,000 decrease. This number is variable and can fluctuate up and down, based on a number of external factors. $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 58 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 current trend analysis, we are projecting an increase of 3.25% in parking fee collections for FY24. Parking Fees 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- $1,000,000 $0 $2,000,000 $4,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $4,0 $4 $1,000,000 $0 $2,000,000 $4,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $4,0 $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 59 term and seasonal liquor licenses, have a maximum fee set by State statute. In FY 2011 Liquor license fees for all restaurants impacted by the increase in meals tax were reduced by 25%. Entertainment - Entertainment licenses are issued for live performances, movie theaters, automatic amusement machines, billiard tables, bowling alleys, and several other forms of entertainment. City Clerk Licenses & Permits - The City Clerk issues licenses and permits primarily relating to marriages, births, deaths and dog registrations. Other Departmental Permits - Other Departments issue various permits including smoke detector, LP gas, firearms, and constable fees. We anticipate an increase of $1,345,000 in collections for license fees for FY 2024 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). In FY 2024 we anticipate an increase of $100,000 (12.50%) in collections based on revenue trends. $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 60 Fines & Forfeits $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 61 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 FY2024 we anticipate a 316.67% increase based on prior fiscal year revenue trends. Historically low interest rates are steadily increasing. 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 2024 we anticipate a - 3.45% decrease in SPED Medicaid based on revenue trends. Medicaid Reimbursement $200,000 $0 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $5 $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 62 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 -32.28% increase for FY 2024 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. Miscellaneous Non-Recurring $200,000 $0 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $5 $10,000,000 $0 $10,000,000 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 63 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 FY2024, the preliminary Chapter 70 amount for the City of Salem is $27,455,880 an increase of $1,270,938. 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 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. $10,000,000 $0 $20,000,000 $40,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $40, $4 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 64 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 2024 amount, based on the Governor and House FY2023 budgets, is anticipated to be $8,246,699, an increase of $255,712. The Senate is still finalizing its budget. The final amount allocated to Salem will not be determined until after the state finalizes its FY2024 budget. Unrestricted General Government Aid (UGGA) Veterans Benefits INTERGOVERNMENTAL REVENUE – STATE AID (“CHERRY SHEET”) Under Chapter 115, Section 6 municipalities receive a seventy-five percent (75%) State reimbursement on the total expenditures made on veterans’ financial, medical and burial benefits. The state anticipates a 20.33% ($44,313) increase in reimbursement for FY 2024 based on prior fiscal year actual reimbursement submissions. $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 $10,000,000 $0 $5,000,000 $10,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 65 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 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 2024 shows a decrease of $8,209. $200,000 $0 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $5 $100,000 $0 $100,000 $200,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $2 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 66 Exemptions - Vets, Blind, Spouses & Elderly $100,000 $0 $100,000 $200,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $2 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 FY2024 budget, was decreased by $17,093 for FY 2024. Offsets Receipts - School Choice Receiving Tuition Offsets Receipts - Library Aid Offsets Receipts - Library Aid $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 $100,000 $0 $100,000 $200,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 00 $2 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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. School Construction - School Building Authority (SBA) $10,000,000 $0 $20,000,000 $40,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $40, $4 $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 ---PAGE BREAK--- Budget Overview All Funds General Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 69 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 $122,000 over FY2023 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. 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 FY2024, we anticipate using $1,000,000 to mitigate increases in taxes. $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview All Funds Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet) FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 70 Department of Revenue - State Local Aid Revenue & Assessments Estimates (Cherry Sheet) Estimated Receipts - Local Aid PROGRAM FY2022 FY2023 FY2024 (Governor's Budget "H1") FY2024 HWM Budget FY2024 SWM Budget FY24 v. FY23 Chapter 70 25,936,602 26,184,942 27,455,880 27,455,880 27,455,880 1,270,938 School Transportation - - - - - - Charter Tuition Reimbursement 840,943 1,787,513 976,960 966,395 976,668 (810,845) Smart Growth School Reimbursement - - - - - - School Choice Receiving Tuition 297,247 527,931 510,838 510,838 510,838 (17,093) Sub-Total, All Education Items: 27,074,792 28,500,386 28,943,678 28,933,113 28,943,386 443,000 Unrestricted Gen Gov't Aid 7,581,582 7,990,987 8,150,807 8,118,843 8,246,699 255,712 Local Share of Racing Taxes - - - - - - Regional Public Libraries - - - - - - Veterans Benefits 317,771 217,975 262,288 262,288 262,288 44,313 Exemp: VBS and Elderly 112,397 111,838 104,164 103,629 103,629 (8,209) State Owned Land 78,897 101,272 121,618 121,618 121,618 20,346 Public Libraries 79,333 95,156 107,386 102,386 107,386 12,230 Sub-Total, All General Government: 8,169,980 8,517,228 8,746,263 8,708,764 8,841,620 324,392 Total Estimated Receipts: 35,244,772 37,017,614 37,689,941 37,641,877 37,785,006 767,392 Net of Offsets 34,868,192 36,394,527 37,071,717 37,028,653 37,166,782 772,255 Estimated State Assessments PROGRAM FY2022 FY2023 FY2024 (Governor's Budget "H1") FY2024 HWM Budget FY2024 SWM Budget FY24 v. FY23 Mosquito Control Projects 52,670 54,265 56,808 56,255 56,255 1,990 Air Pollution Districts 13,547 13,956 14,733 14,733 14,733 777 Metropolitan Area Planning Council 23,814 24,843 25,974 25,974 25,974 1,131 Old Colony Planning Council 0 0 RMV Non-Renewal Surcharge 132,400 118,480 137,160 137,160 137,160 18,680 Sub-Total, State Assessments: 222,431 211,544 234,675 234,122 234,122 22,578 MBTA 978,993 1,027,143 1,087,014 1,087,014 1,087,014 59,871 Sub-Total, Transp Authorities: 978,993 1,027,143 1,087,014 1,087,014 1,087,014 59,871 Special Education 33,032 7,865 242 242 242 (7,623) Sub-Total, Annual Charges: 33,032 7,865 242 242 242 (7,623) School Choice Sending Tuition 572,922 636,016 685,602 685,602 685,602 49,586 Charter School Sending Tuition 7,622,885 7,906,278 8,313,244 8,345,022 8,364,407 458,129 Sub-Total, Tution Assessments: 8,195,807 8,542,294 8,998,846 9,030,624 9,050,009 507,715 Total All Estimated Charges: 9,430,263 9,788,846 10,320,777 10,352,002 10,371,387 582,541 Net Receipts v. Charges: 25,437,929 26,605,681 26,750,940 26,676,651 26,795,395 189,714 State Assessments and Charges: Transportation Authorities: Annual Charges Against Receipts: Tution Assessments: Education Receipts: Offset Receipts: General Government: Offset Receipts: ---PAGE BREAK--- Budget Overview All Funds FY 2024 Operating Budget Summary & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 71 FY 2024 Operating Budget Summary & Graphs ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage GENERAL FUND GENERAL GOVERNMENT 9,171,914 9,726,875 10,438,554 10,029,364 10,029,364 302,489 3.11% PUBLIC SAFETY 23,077,889 23,733,518 25,797,558 25,402,507 25,402,507 1,668,989 7.03% PUBLIC WORKS & FACILITIES 4,097,953 4,321,670 4,553,434 4,454,120 4,454,120 132,450 3.06% HUMAN SERVICES 1,800,728 1,854,468 2,085,432 1,951,383 1,951,383 96,915 5.23% CULTURAL & RECREATIONAL 3,390,905 3,737,537 4,175,237 4,146,913 4,146,913 409,376 10.95% DEBT SERVICE 7,408,350 8,301,659 8,841,331 8,841,331 8,841,331 539,672 6.50% ASSESSMENTS 11,992,591 12,349,366 12,917,520 12,917,520 12,917,520 568,154 4.60% EMPLOYEE BENEFITS 31,765,623 33,016,269 34,190,054 34,030,214 34,030,214 1,013,945 3.07% MUNICIPAL INSURANCE 373,500 373,500 409,750 335,397 335,397 (38,103) -10.20% TRANSFERS OUT OF GENERAL FUND 650,000 650,000 650,000 650,000 650,000 - 0.00% CITY TOTAL 93,729,453 98,064,862 104,058,870 102,758,749 102,758,749 4,693,887 4.79% EDUCATION-PUBLIC SCHOOLS 66,597,919 68,747,963 71,154,142 71,154,142 71,154,142 2,406,179 3.50% EDUCATION TOTAL 66,597,919 68,747,963 71,154,142 71,154,142 71,154,142 2,406,179 3.50% GENERAL FUND TOTAL 160,327,372 166,812,825 175,213,012 173,912,891 173,912,891 7,100,065 4.26% ENTERPRISE FUNDS SEWER (net indirect costs) 8,329,470 8,348,323 8,444,802 8,444,461 8,444,461 96,138 1.15% WATER (net indirect costs) 6,478,342 6,736,263 7,146,987 7,146,646 7,146,646 410,383 6.09% TRASH 3,962,443 4,015,663 4,124,261 4,124,261 4,124,261 108,598 2.70% PEG ACCESS CABLE 691,250 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 19,461,505 19,791,499 20,407,301 20,406,618 20,406,618 615,119 3.11% GRAND TOTAL ALL FUNDS 179,788,877 186,604,324 195,620,313 194,319,509 194,319,509 7,715,184 4.13% Inc/Decr FY23 vs. FY24 Budget ---PAGE BREAK--- Budget Overview All Funds FY 2024 Operating Budget Summary & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 72 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget GENERAL GOVERNMENT: CITY COUNCIL Legislative 246,970 232,050 253,607 253,607 253,607 21,557 9.29% MAYOR Executive 610,837 643,677 579,887 573,898 573,898 (69,779) -10.84% FINANCE/AUDITING Accounting 408,390 427,978 523,981 522,485 522,485 94,507 22.08% PURCHASING Purchasing 201,399 201,610 211,062 209,137 209,137 7,527 3.73% Fixed Costs 82,588 39,181 39,181 39,181 39,181 0.00% ASSESSORS Board of Assessors 368,692 408,467 439,432 436,932 436,932 28,465 6.97% TREASURER Treasury Services 446,892 450,944 462,159 415,009 415,009 (35,935) -7.97% COLLECTOR Tax Collections 257,623 262,091 278,974 278,974 278,974 16,883 6.44% SOLICITOR Legal Services/Licensing 513,274 546,640 573,586 571,887 571,887 25,247 4.62% HUMAN RESOURCES Personnel 543,245 570,694 587,613 587,613 587,613 16,919 2.96% 0 - - Information Technology IT 801,741 876,507 939,740 894,546 894,546 18,039 2.06% Fixed Costs 834,565 869,400 962,250 860,750 860,750 (8,650) -0.99% CITY CLERK Record Maintenance 323,961 344,504 364,119 364,119 364,119 19,615 5.69% ELECTION/REGISTRATION Voting 228,050 252,679 381,456 304,826 304,826 52,147 20.64% ---PAGE BREAK--- Budget Overview All Funds FY 2024 Operating Budget Summary & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 73 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget CONSERVATION Active/Passive Conservation 29,679 30,988 32,521 31,679 31,679 691 2.23% PLANNING BOARD Subdivision, Planning & Zoning 36,990 36,726 40,001 37,463 37,463 737 2.01% APPEALS, BOARD OF Zoning Appeals 1,200 1,200 1,200 1,200 1,200 - 0.00% PLANNING Planning & Community Development 682,116 722,856 746,005 736,774 736,774 13,918 1.93% PUBLIC PROPERTY Public Prop-Fixed Costs 695,900 706,362 714,372 714,372 714,372 8,010 1.13% PARKING DEPARTMENT General Operations 1,346,667 1,562,615 1,708,472 1,610,539 1,610,539 47,924 3.07% MARKET AND TOURIST COMM. Tourist Promotion 311,950 312,050 322,050 312,050 312,050 - 0.00% RESILIENCY AND SUSTAINABILITY Climate Change Initiatives Coordinat 199,184 227,657 276,886 272,323 272,323 44,666 19.62% TOTAL GENERAL GOVERNMEN 9,171,914 9,726,875 10,438,554 10,029,364 10,029,364 302,489 3.11% PUBLIC SAFETY: POLICE Citizen Protection 11,602,528 11,812,346 13,048,066 12,803,232 12,803,232 990,886 8.39% FIRE Fire Suppression 9,555,806 9,846,586 10,553,025 10,497,626 10,497,626 651,040 6.61% PUBLIC PROPERTY/BLDG INSP Building/Plumbing/Gas Inspection 694,094 804,412 858,132 785,312 785,312 (19,100) -2.37% ELECTRICAL Electrical Inspection & Maintenance 837,680 855,067 902,191 882,391 882,391 27,324 3.20% HARBORMASTER Harbormaster 387,781 415,107 436,145 433,946 433,946 18,839 4.54% TOTAL PUBLIC SAFETY 23,077,889 23,733,518 25,797,558 25,402,507 25,402,507 1,668,989 7.03% ---PAGE BREAK--- Budget Overview All Funds FY 2024 Operating Budget Summary & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 74 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget EDUCATION : City Public Schools 66,597,919 68,747,963 71,154,142 71,154,142 71,154,142 2,406,179 3.50% TOTAL EDUCATION 66,597,919 68,747,963 71,154,142 71,154,142 71,154,142 2,406,179 3.50% PUBLIC WORKS & FACILITIES: PUBLIC SERVICES Public Services-General/Park/Open S 3,464,641 3,678,274 3,855,033 3,808,220 3,808,220 129,946 3.53% Snow and Ice 458,935 458,935 458,935 458,935 458,935 - 0.00% ENGINEERING Engineering-General Admin 174,377 184,461 239,465 186,965 186,965 2,504 1.36% TOTAL PUBLIC WORKS & FACI 4,097,953 4,321,670 4,553,434 4,454,120 4,454,120 132,450 3.06% HUMAN SERVICES: HEALTH, BOARD OF Administration & Support 679,039 686,764 739,346 721,614 721,614 34,850 5.07% COUNCIL ON AGING Administration & Support 588,620 621,062 781,190 676,046 676,046 54,984 8.85% VETERANS AGENT Administration & Support 533,069 546,642 564,896 553,723 553,723 7,081 1.30% TOTAL HUMAN SERVICES 1,800,728 1,854,468 2,085,432 1,951,383 1,951,383 96,915 5.23% CULTURAL & RECREATIONAL LIBRARY Administration & Support 1,459,092 1,482,913 1,609,767 1,606,751 1,606,751 123,838 8.35% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget RECREATION Administration & Support 650,742 820,207 980,179 976,952 976,952 156,745 19.11% Golf Course 526,235 618,084 657,722 657,722 657,722 39,638 6.41% Witch House 281,755 277,002 324,221 324,221 324,221 47,219 17.05% Pioneer Village 26,900 26,900 26,900 26,900 26,900 - 0.00% Winter Island 282,717 296,283 309,372 309,373 309,373 13,090 4.42% Charter Street Cemetery 130,540 182,404 225,329 208,533 208,533 26,129 14.32% HISTORICAL COMMISSION Historic Preservation 32,924 33,744 41,747 36,461 36,461 2,717 8.05% TOTAL CULTURAL & RECREAT 3,390,905 3,737,537 4,175,237 4,146,913 4,146,913 409,376 10.95% DEBT SERVICE: Long Term Debt 6,470,521 7,744,557 8,560,828 8,560,828 8,560,828 816,272 10.54% Short Term Debt 937,829 557,103 280,503 280,503 280,503 (276,600) -49.65% TOTAL DEBT SERVICE 7,408,350 8,301,659 8,841,331 8,841,331 8,841,331 539,672 6.50% ASSESSMENTS: Essex NS Agricultural & Vocational S 2,565,518 2,599,910 2,565,518 2,565,518 2,565,518 (34,392) -1.32% State Assessments (Budgeted from R 9,427,073 9,749,456 10,352,002 10,352,002 10,352,002 602,546 6.18% TOTAL ASSESSMENTS 11,992,591 12,349,366 12,917,520 12,917,520 12,917,520 568,154 4.60% EMPLOYEE BENEFITS: Contributory Retirement 13,676,803 14,429,326 14,980,794 14,930,794 14,930,794 501,468 3.48% Non-contributory Pensions 10,315 10,625 10,944 10,625 10,625 - 0.00% Workmen's Compensation 528,270 539,730 601,181 556,660 556,660 16,930 3.14% Unemployment Compensation 250,000 250,000 250,000 200,000 200,000 (50,000) -20.00% Group Insurance 16,022,048 16,482,273 16,964,561 16,949,561 16,949,561 467,288 2.84% Medicare 1,278,187 1,304,315 1,382,574 1,382,574 1,382,574 78,259 6.00% TOTAL EMPLOYEE BENEFITS 31,765,623 33,016,269 34,190,054 34,030,214 34,030,214 1,013,945 3.07% MUNICIPAL INSURANCE : Municipal Insurance 373,500 373,500 409,750 335,397 335,397 (38,103) -10.20% TOTAL Municipal Insurance 373,500 373,500 409,750 335,397 335,397 (38,103) -10.20% BUDGET TRANSFERS OUT OF GF Retirement Stabilization & CIP Transfe 650,000 650,000 650,000 650,000 650,000 - 0.00% TOTAL Budget Transfers Out of 650,000 650,000 650,000 650,000 650,000 - 0.00% GENERAL FUND TOTAL 160,406,542 166,812,825 175,213,012 173,912,891 173,912,891 7,100,065 4.26% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget ENTERPRISE FUNDS SEWER : Sewer - Public Services 665,861 695,348 711,785 711,444 711,444 16,096 2.31% Sewer - Engineering 945,307 957,526 1,217,396 1,217,396 1,217,396 259,870 27.14% Long Term Debt 1,722,592 1,853,793 1,722,592 1,722,592 1,722,592 (131,201) -7.08% Short Term Debt 51,414 43,150 51,414 51,414 51,414 8,264 19.15% SESD Assessment 4,731,615 4,793,507 4,731,615 4,731,615 4,731,615 (61,892) -1.29% Sewer - Insurance Deduction 10,000 5,000 10,000 10,000 10,000 5,000 100.00% TOTAL SEWER 8,126,789 8,348,323 8,444,803 8,444,461 8,444,461 96,138 1.15% WATER : Water-Public Services 722,511 751,578 766,910 766,569 766,569 14,991 1.99% Water-Engineering 952,296 799,636 952,296 952,296 952,296 152,660 19.09% Long Term Debt 2,333,167 2,249,593 2,333,167 2,333,167 2,333,167 83,574 3.72% Short Term Debt 72,278 26,651 72,278 72,278 72,278 45,627 171.21% SBWS Assessment 3,017,336 2,906,306 3,017,336 3,017,336 3,017,336 111,030 3.82% Water - Insurance Deduction 5,000 2,500 5,000 5,000 5,000 2,500 100.00% TOTAL WATER 7,102,588 6,736,263 7,146,987 7,146,646 7,146,646 410,383 6.09% Solid Waste : Solid Waste - Engineering 3,962,443 4,015,663 4,124,261 4,124,261 4,124,261 108,598 2.70% TOTAL TRASH 3,962,443 4,015,663 4,124,261 4,124,261 4,124,261 108,598 2.70% PEG Access : Access Cable 691,250 691,250 691,250 691,250 691,250 - 0.00% TOTAL TRASH 691,250 691,250 691,250 691,250 691,250 - 0.00% ENTERPRISE FUND TOTAL 19,883,070 19,791,500 20,407,300 20,406,618 20,406,618 615,118 3.11% GRAND TOTAL ALL FUNDS 179,868,047 186,604,325 195,620,311 194,319,509 194,319,509 7,715,184 4.13% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 ACTUAL FINAL DEPARTMENT MAYOR APPROVED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY 2023 FY 2024 FY 2024 FY2024 Amount Percentage Inc/Decr FY23 vs. FY24 Budget PERSONNEL & NON-PERSONNEL SUMMARIES City Personnel 64,620,706 66,745,970 71,187,173 70,459,525 70,459,525 3,713,555 5.56% Non-Personnel 29,187,918 31,318,892 32,871,696 32,299,224 32,299,224 980,332 3.13% Total City 93,808,624 98,064,862 104,058,869 102,758,749 102,758,749 4,693,887 4.79% Schools Personnel 52,764,411 54,589,984 56,587,337 56,587,337 56,587,337 1,997,353 3.66% Non-Personnel 13,833,507 14,157,979 14,566,805 14,566,805 14,566,805 408,826 2.89% Total School 66,597,918 68,747,963 71,154,142 71,154,142 71,154,142 2,406,179 3.50% TOTAL General Fund 160,406,542 166,812,825 175,213,011 173,912,891 173,912,891 7,100,065 4.26% Sewer Personnel 657,528 715,128 716,707 716,365 716,365 1,237 0.17% Non-Personnel 7,437,511 6,695,449 7,728,096 7,728,096 7,728,096 1,032,647 15.42% 8,095,039 8,348,323 8,444,803 8,444,461 8,444,461 96,138 1.15% Water Personnel 712,528 770,638 771,707 771,365 771,365 727 0.09% Non-Personnel 5,643,471 5,185,049 6,375,280 6,375,281 6,375,281 1,190,232 22.96% 6,355,999 6,736,263 7,146,987 7,146,646 7,146,646 410,383 6.09% Solid Waste Personnel 98,884 80,563 83,426 83,426 83,426 2,863 3.55% Non-Personnel 3,605,660 3,941,035 4,040,835 4,040,835 4,040,835 99,800 2.53% 3,704,544 4,021,598 4,124,261 4,124,261 4,124,261 102,663 2.55% TOTAL Enterprise Fund 18,155,582 19,106,184 19,716,051 19,715,368 19,715,368 609,184 3.19% GRAND TOTAL All Funds 178,562,124 185,919,009 194,929,062 193,628,259 193,628,259 7,709,249 4.15% ---PAGE BREAK--- Budget Overview All Funds FY2024 Proposed Operating Budget - All Funds FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 78 FY2024 Proposed Operating Budget - All Funds FY2024 Proposed Operating Budget - General Fund General Government 5.16% Public Safety 13.08% Public Works & Facilities 2.29% Human Services 1.02% Cultural & Recreational 2.11% Debt Service 4.55% Assessments 6.60% Employee Benefits 17.52% Education - Public Schools 36.64% Sewer 4.35% Water 3.68% Trash 2.12% Other 0.86% General Government 5.77% Public Safety 14.62% Public Works & Facilities 2.56% Human Services 1.14% Cultural & Recreational 2.36% Debt Service 5.09% Assessments 7.37% Employee Benefits 19.58% Education - Public Schools 40.94% Other 0.57% ---PAGE BREAK--- Budget Overview All Funds FY2024 Proposed Operating Budget - General Fund Personnel and Expenses FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 79 FY2024 Proposed Operating Budget - General Fund Personnel and Expenses Other Budgeted Items Voted by Council Retirement Stabilization Trust Fund – Included in General Fund Budget This trust fund was established in FY2009 in accordance with Massachu- setts General Law – Chapter 46 sections 14 and 50 and Chapter 140 sec- tions 19 and 137 of the Acts of 2003. The purpose of this trust fund is to fund retiring employees’ accrued sick and vacation buybacks as established by City Policy and contractual agreements. In FY2024 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 FY2023 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. City & School Personnel 73.05% City & School Non-Personnel 26.95% ---PAGE BREAK--- 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 subse- quent 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 annu- ally 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 provisions of this section; pro- vided, 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 accordance 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 department 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 section 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 sal- aries 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 transportation 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 fiscal 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 recommenda- tion 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 adminis- trative 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 departmental 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 revolving 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 available 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 audi- tor, 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 revenue 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 bal- ance to another revolving fund established under this section. The director of accounts may issue guidelines further regulating revolving funds established under this section. ---PAGE BREAK--- Budget Overview All Funds Revolving Funds - Overview & Detail FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 81 Revolving Funds FY2024 FY 2024 Revolving Funds Dept. Fund Name Fund # Programs & Purposes Type of Receipts Credited Authorization for Spending FY 2024 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 2330 To replace trees removed during construction as directed by the Tree Warden or Planning Board Revenue from contributions per the Tree Ordinance or Planning Board decision Director of Public Services And Mayor 30,000.00 Engineering Traffic Island 2439 Projects related to City beautification events including Traffic Island, Beautification, and special events Primarily from: Traffic Island Sponsorships, Special Events Revenues, Event and Beautification effort sponsors City Engineer and Mayor 20,000.00 Treasurer Tax Title NEW Costs incurred for legal fees associated with tax title process. Any fees, charges and costs incurred under sections 15, 55, 62, 65, 68 or 79 of M.G.L. Chapter 60 and collected upon the redemption of tax titles and sales of real property acquired through foreclosures of tax titles. Treasurer 40,000.00 Totals 1,558,000.00 ---PAGE BREAK--- Budget Overview All Funds Revolving Funds - Overview & Detail FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 82 ---PAGE BREAK--- Budget Overview-School ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Salem Public Schools - Fiscal Year 2023 Budget Salem Public Schools FISCAL YEAR 2024 RECOMMENDED BUDGET May 11, 2023 1. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 85 Superintendent Stephen K. Zrike, Ed.D. District Executive Team M. Kate Carbone, Deputy Superintendent Elizabeth Pauley, Assistant Superintendent, Finance & Operations Linda Farinelli, Executive Director of Special Education Ellen Wingard, Executive Director of Student Services Marc Leblanc, Executive Director of Instructional Technology Liz Polay-Wettengel, Chief of Public Relations Dr. Ruben Carmona, Executive Director of Family, Community & Employee Engagement Dr. Jill Conrad, Human Resources Director District Administrators Zissis Alepakis, Director of Buildings and Grounds Maureen Branconnier, Director of Out of District Placements Eliza Cassella, Director of SEL, Culture and Climate André Fonseca, Director of Multilingual Learner Education Amy Richardson, Director of Curriculum, Instruction, and Assessment Jane Morrissey, Director of Nursing and Health Services Irvelt Perrin, Director of Food and Nutrition Services Mia Riccio, Director of MTSS Dr. Kimberly Talbot, Director of Teacher and Leader Development School Administrators Leanne Smith, Early Childhood Center Gavin Softic, Bates Elementary School Elizabeth Rogers, Bentley Academy Innovation School Bethann Jellison, Carlton Innovation School Ruben Carmona, Acting Principal, Horace Mann Laboratory School Susan Carmona, Heights Elementary School Michael Lister, Saltonstall K-8 School Adam Colantuoni, Collins Middle School Glenn Burns, Salem High School Craig Macarelli, Salem Prep High School Jamaal Camah, New Liberty Innovation School Special thanks to Meredith Vargas, Marc LeBlanc, Kathy Marino, Nichole Hagstrom, Marcie Glick, and Kayleigh Murray of CLA for their technical expertise, efforts, and assistance in developing the content and graphics for this budget book. 2. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 86 Table of Contents Table of Table of Our Equity 8 Superintendent’s Budget Executive 11 FY24: At a Recommended Budget By Cost Budget Priorities & Budget 17 Building the Budget District Class Student 22 Educator 25 Local, State and Federal 26 Federal COVID-19 Grant Funding to FY2024 Recommended Budget FY2024 School and Districtwide Personnel and Non-Personnel 31 33 FY2024 Proposed Budget Summary by Cost FY2024 Recommended Budget Detail by Cost Districtwide Support Budgets - District Administration Cost FY2024 District Admin Regular Day Cost FY24 Budget Teacher & Leader 43 FY24 Budget Out of School FY24 Budget Preschool Program 46 Special Education (Districtwide) Cost 49 FY24 Budget Multilingual Learner Family & Student Services and Nursing and Health Services Cost 59 FY24 Budget 3. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 87 Health Services 64 FY24 Budget Family Community, and Employee 69 FY24 Budget Instructional Technology Cost Operations and Maintenance Cost Buildings and Grounds Maintenance 75 FY24 Budget Transportation and Traffic FY24 Budget Salem Early Childhood Education FY24 Budget Bates Elementary 87 FY24 Budget Bentley Academy Innovation FY24 Budget Carlton Innovation 99 Horace Mann Lab FY24 Budget Heights Elementary 110 FY24 Budget Saltonstall K-8 FY24 Budget Collins Middle 123 FY24 Budget Salem High 129 FY24 Budget Athletics and Student New Liberty Innovation FY24 Budget Salem Prep Therapeutic Public Day High 144 FY24 Budget Concluding 150 Appendix A: Summary of Federal, State, and Local 154 Appendix B: Revolving 200 Appendix C: School Nutrition and Food Services 4. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 88 Table of Figures Figure 1. SPS Budget Process and Figure 2. Salem Public Schools’ Historical and Projected October 1 Enrollment, by Grade 19 Figure 3.1 FY2023 Secondary Average Class Size, by grade Figure 4. Projected Secondary Enrollment, Grades Figure 5. 2023 Demographic Profile of SPS Figure 6. Step and Column Distribution of Salem Paras, Specialists, Coaches, 25 Figure 7. Step and Column Distribution of Salem 25 Figure 8. FY2024 Budget Figure 9. Allocation of District Resources, FY2024 Recommended Figure 10. Allocation of Districtwide Supports Budget, FY2024 Recommended Figure 11. Allocation of Personnel Resources by Figure 12. Allocation of FY2024 Non-Personnel Resources by Major Expense 33 Figure 13. FY2024 Recommended Budget by Cost Figure 14. FY2024 Recommended Budget, Districtwide Supports compared to School-based Figure 15. FY2024 Recommended Budget: Districtwide Supports by Cost Center – Figure 16: FY2024 Recommended Budget: Districtwide Supports by Cost Center, Personnel and 36 Figure 17. Districtwide Supports Staffing by Cost Center, FY2024 compared to 37 Figure 18. Districtwide Supports, Grant Funded Figure 19. District Administration FY2023 Budget Figure 20. FY2024 Recommended Budget, District Administration Figure 21. FY2024 Recommended Budget, District Administration, Personnel & Figure 22. District Administration Figure 23. Grant Funded Positions, District Figure 24. FY2024 Recommended Budget, FY2024 Regular Day Figure 25. FY2024 Regular Day (Districtwide) 48 Figure 26. Grant Funded Positions, Regular Day Figure 27. Special Education Students by School and Placement 50 Figure 28. Special Education Students Out of Figure 29. FY2024 Recommended Budget, Special Education Cost Figure 30. Special Education (Districtwide) Cost Center Figure 31. Grant Funded Positions, Special Education (Districtwide) Cost Figure 32. FY2024 Recommended Budget, MLE Cost Figure 33. Multilingual Learner Education (Districtwide) 58 Figure 34. FY2024 Recommended Budget, Student & Family Supports Cost Figure 35. Student and Family Supports Figure 36. Student and Family Supports, Grant funded Figure 37. FY2024 Recommended Budget, Health Figure 38. Health Services (Districtwide) 68 Figure 39. Health Services (Districtwide) Grant Funded 68 Figure 40. FY2024 Recommended Budget, Instructional Technology Cost Figure 41. Instructional Technology Cost Center 74 5. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 89 Figure 42. FY2024 Recommended Budget, Buildings and Grounds Maintenance Figure 43. Buildings and Grounds Maintenance 78 Figure 44. Buildings and Grounds Maintenance, Grant Funded Figure 45. FY2023 Recommended Budget, Transportation and Traffic Control Figure 46. Transportation and Traffic Control Department Figure 47. FY2024 Early Childhood Education Center Budget 85 Figure 48. Early Childhood Center Figure 49. Early Childhood Center Grant Funded Figure 50. FY2024 Bates Elementary School Budget Figure 51. FY2024 Bates Elementary Staffing Figure 52. Bates Elementary School Grant Funded Figure 53. FY2024 Bentley Academy Innovation School Budget 96 Figure 54. FY2024 Bentley Academy Innovation School Staffing 97 Figure 55. Bentley Academy Innovation School Grant Funded 98 Figure 56. FY2023 Carlton Class 99 Figure 57. FY2024 Carlton Elementary School Budget Figure 58. FY2024 Carlton Innovation School Staffing Figure 59. Carlton Innovation School Grant Funded Figure 60. FY2024 Horace Mann Lab School Budget 107 Figure 62. Horace Mann Lab School Grant Funded 109 Figure 63. FY2024 Heights Elementary School Budget Figure 64. FY2024 Heights Elementary School Staffing Figure 65. Heights Elementary School Grant Funded Figure 66. FY2024 Saltonstall K-8 School Budget Figure 67. FY2024 Saltonstall K-8 School Budget Staffing Figure 68. Saltonstall K-8 School Grant Funded Figure 69. FY2024 Collins Middle School Budget Figure 70. FY2024 Collins Middle School Budget Staffing Figure 71. Collins Middle School Grant Funded Figure 72. FY2024 Salem High School Budget Figure 73. FY2024 Salem High School Budget Staffing Figure 74. Salem High School Grant Funded Figure 75. FY2024 Athletics Department Budget Figure 76. Athletics and Student Activities Figure 77. FY2024 New Liberty Innovation School Budget Figure 78. FY2024 New Liberty Innovation School Staffing Figure 79. New Liberty Innovation School Grant Funded 141 Figure 80. FY2024 Salem Prep High School Budget 146 Figure 81. FY2024 Salem Prep High School Staffing 147 6. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 90 Our 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. 7. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 91 Priorities 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/staffwho 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. 8. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 92 Superintendent’s Budget Message I am pleased to share the Salem Public Schools’ (SPS) recommended budget for the 2024 fiscal year. The recommended budget of $71,154,142 represents an increase of 3.5% from FY2023. 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. While we are in the midst of establishing a new three-year strategic plan, our decisions and actions remain guided by the priorities that are part of our district’s current strategic plan. Our current four key priorities are: ● Building a robust talent development system for all staff; ● Meeting students’ social and emotional needs and effectively engaging families; ● Strengthening the pre-K to post-secondary experience; ● Equitably distributing resources and monitoring results. Specific to this year’s budget context, the fiscal landscape is complex as are the post-pandemic needs of our students. We have worked hard to ensure that our students receive the academic, social and emotional support they desperately need during this period of recovery even with challenging fiscal constraints. We entered this year’s budget process with the sobering reality that the Commonwealth's contribution to our schools remains largely flat, with inflation our costs have substantially increased, and our extra ESSER resources are disappearing at the conclusion of FY24. These demands have resulted in our expenses outpacing new revenue. As a result of these circumstances, we were forced to eliminate a series of school- and central office-based positions in order to balance our FY24 budget. Most of these moves were achieved by right-sizing the number of classrooms and central office staffing due to a steady decline in enrollment over the last few years. In order to mitigate the impact of the pandemic, we never adjusted our staffing for this drop in student population. Additionally, to maximize impact, we also reallocated resources from less mission-critical areas to support vital investments to achieve our priorities and goals. 9. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 93 In making these decisions, we tried to honor the stakeholder engagement that we received throughout the public portion of our budget process. At our three forums (two were for the community and one was specifically for SPS staff), we asked participants the following two questions: ● What are you unwilling to give up that we currently invest in as a district? ● What would you like us to divert existing resources toward? Their invaluable feedback, along with the input provided by School Committee members and the requests made by our building and district leaders, helped shape the final budget recommendation. Our principals and department heads were incredibly thoughtful and strategic as they offered ideas for shifting resources in order to address persistent school improvement obstacles. The majority of their requests were budget neutral but included the reprioritization of funds in order to accelerate student outcomes. We are pleased to share that despite these funding challenges, we are able to present a balanced budget that, above all, maintains the integrity of the student experience, addresses escalating operational costs and begins to lessen our dependence on expiring grant funds. We believe that this budget proposal positions us well for the future and ensures that our students and staffhave access to the resources, materials and programs that will allow our young people to excel. In submitting this FY24 budget request, I want to extend my gratitude to our Assistant Superintendent for Finance and Operations, Ms. Elizabeth Pauley, the finance subcommittee of the Salem School Committee, the SPS executive team, department heads, school-based administrators, SPS staffand stakeholders who all contributed to this recommendation. We appreciate the continued support of our students, families, educators, School Committee members, Acting Mayor McCarthy, elected officials, and Salem taxpayers to provide the young people of Salem with the first-class education they deserve. Sincerely, Stephen Zrike 10. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 94 Executive Summary The pages that follow provide a detailed description of the proposed $71,154,142 FY24 Salem Public Schools budget, a budget designed to prioritize equity and best advance learning and well-being for each of Salem’s 3811 students. This proposal reflects a 3.5% increase above the current year’s budget, an increase that is aligned with the average annual budget increases for the Salem Public Schools We believe this budget will allow us to continue to help students recover from the pandemic’s trauma, develop independent learners, and fully meet the needs of all students, including the growing multilingual learner and special education population. The aspiration for the FY2024 Recommended Budget was to achieve a 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 staffas in the current year. This budget proposal includes known contractual obligations and increases including step and column adjustments, and cost of living adjustments. For FY2024, a true level service budget increases by 5.1%, or $3,521,179. That would represent a significant increase in spending, and a disproportionately high annual increase, relative to average annual budget increases. To offset personnel and non-personnel expenses, we have proposed to reduce budget expenses with funds from school choice revenue, by prepaying FY24 tuition, shifting positions onto, or maintaining positions on grant funding, assuming modest cost savings due to staffretirements, and by making a series of position cuts. These same steps have been taken in previous years, and so an assumption made in this budget is that to do so again is a component part of a balanced budget. Our budget recommendation, therefore, is $71,154,142, a 3.5% increase. Many of the summary figures and tables show a total amount of the expenses after making the position cuts but before applying the revenue offsets ($72,285,237.16); that is the budget after making position cuts; this does not account for applying the prepayment of tuition, school choice, savings from retirements, and additional positions being shifted to grants. The budget process began in December, by accounting for the agreed upon contractual increases and estimated cost of living increases for the more than 1,000 staffmembers of the Salem Public Schools; personnel costs represent nearly 80% (78.5%) of the budget. (Note that the AFSCME union negotiations are underway, so increases for AFSCME personnel are not reflected in each cost center but are assumed in a collective bargaining reserve account line, which matches past practice.) In total, ten school-based positions and six central office positions are proposed to be cut. This is the net of position reductions, after accounting for new positions that are being created and one that is being shifted onto a grant. The FY23 budget eliminated 11 positions. The balance of cuts (school-based and central office) is roughly proportional to the staffing: 73% of staffare instructional staffand 66% of the cuts are instructional staff. 11. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 95 School-based cuts were based first on enrollment numbers: more than a decade of declining enrollment has meant that our schools and district have higher staffing than what enrollment necessitates. While acknowledging that the profound trauma caused by the global pandemic may necessitate higher staffing levels, there are grade levels across every school that are smaller than average, and in which a reduction of instructional staffcould be absorbed while still maintaining fidelity to class size goals. After considering enrollment, whenever possible, we recommended cuts that could be made through attrition– following a resignation, job change, or retirement. This was possible in some but not all position cuts. Finally, cuts were designed to be roughly proportional– across functions, bargaining units and central office staff. School based staffaccounts for 62.5% of the cuts, and central office staffaccount for 37.5%, which is roughly proportional to the staffing in school-based and non-school based departments. The largest number of cuts were to teacher and paraprofessionals positions due in part to the fact that, combined, they are the largest staffing groups in the district, representing over half of all employees. Cuts to teacher positions represented 1.2% of the teaching staff(5/508). Other cuts include 3% of paraprofessionals (5/201), 1.5% of non-union positions (4/264), and 1 position each from AFSCME staff (119) and the Salem Administrators Association (34). In several instances, these positions are vacant, so the number of cuts does not equate to the number of staffmembers. These cuts reduce the operating budget by $1,165,000. Whenever possible, new positions in the FY24 budget have been created by combining or redefining existing positions. Notable exceptions are the creation of one new teacher and one new paraprofessional position at the Early Childhood Center. Non-personnel expenses, which typically account for around 20% of the budget, are projected to increase by more than $1 million ($1,114,621) in the year ahead, growing to approximately 21.5% of the budget. In FY23 non-personnel expenses have grown significantly, a trend that is anticipated to continue into FY24. As in previous years, the largest non-personnel expenses include transportation, utilities, and out-of-district tuition. In recent years, the school district has ended the year with a surplus, which ensured that unexpected expenses could be fully funded. It also allowed for pre-payment of tuition (which has helped to balance the budget). For FY24, we are planning to build in a smaller surplus, budgeting as close to known expenses as possible. This will likely mean that pre-paying tuition for FY25 will be difficult or impossible, and so the costs in FY25 may seem to rise disproportionately. Finally, a looming concern embedded within this budget is the funding cliffthe district will face next year caused by the sunsetting of the significant federal pandemic relief (ESSER). This budget absorbs very few of the costs currently funded through ESSER, including the 60 positions currently funded. This cliff, combined with a forecasted budget that is predicted to have little or no surplus with which to offset FY25 expenses, tee up a challenging budget for the FY25 fiscal year. Planning for this post-ESSER landscape needs to begin as soon as possible. 12. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 96 FY24: At a Glance FY2023 ● October 1 Enrollment: 3665 students. ● $68,747,963, a 3.23% increase above the previous year. ○ $54,615,187.99 Personnel (79%) ○ $14,443,278.84 Expense (21%) ● 68% of the budget is school-based ● Eleven position cuts; 7 new positions created. ● Continue to fund behaviorists, tutors, and early childhood educator positions through ESSER. ● Average class size ranges from 16.2 (Collins) to 20.9 (Carlton School). FY2024 ● October 1 Enrollment: 3709. ○ Enrollment as of May, 2023: 3811 students ● $71,154,00, a 3.5% increase above the previous year. ○ 56,711,241.50 Personnel (78.5%) ○ 15,557,900.03 Expense (21.5%) ● 67% of the budget is school-based ● Net of 16 position cuts ● New investments will expand: early childhood, home visiting, CTE programming at Collins, Unified Sports, and will create a special projects manager role for the MSBA high school building project. ● Planned renovation of playground (to be completed in 2023) project and launch of new high school project (to be completed in 2030). ● Sustained ESSER investments include behaviorists specialists, tutors, and high-quality curriculum. 13. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 97 Recommended Budget By Cost Center Note: The FY24 total reflects the total budgeted expenses. The total budget will be offset by school choice revenue, pre-paying out of district tuition, and savings from retirements. These revenue offsets have not been applied here. Recommended Position Cuts School-Based Central Office Based Bates -1 teacher Family, Community, Employee Engagement -1 Recruitment Specialist Bentley -1 teacher Student Services & Nursing -1 clerk Collins -2 teachers, -2 paraprofessionals +2 Special Education teachers in FY23 Technology -1 data analyst Early Childhood Center +1 teacher, +1 paraprofessional Teaching and Learning/ML -1 ML Supervisor and World Language Coordinator New Liberty -1 teacher Special Education -1 Special Education Administrator (Central Office) Salem High School -3 paraprofessionals Finance and Operations -1 Office Manager -3 teachers, -1 paraprofessional Net: 10 School-Based Cuts 6 Central Office Cuts 14. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 98 Budget Priorities & Process Our budget was shaped by these priorities: 1. Ensure resources are allocated equitably; 2. Align funding plans to strategic priorities, district & school improvement goals & the district’s master facilities plan; 3. Promote stakeholder engagement; 4. Empower school leaders to flexibly allocate resources; 5. Plan for & begin the transition away from ESSER. Timeline & Process: October 1: DESE reports Salem’s official enrollment numbers; Ch70 aid is based on this enrollment. December: SPS conducts a staffing analysis & calculates known FY24 contractual salary increases. January: Internal budget meetings begin. February & March: Host 2 public budget forums and 1 staffbudget forum; schools meet with school site councils, PTOs, and other stakeholder/advisory groups to develop budget priorities. March: Preliminary budget requests are shared with the School Committee Finance Subcommittee. Ongoing: Community conversations and budget analysis. 15. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 99 Figure 1. SPS Budget Process and Timeline 16. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 100 Budget Guidelines The FY2024 budget development process began with guiding principles: ★ Ensure resources are allocated equitably; ★ Align funding plans to strategic priorities, district & school improvement goals & the district’s master facilities plan; ★ Promote stakeholder engagement; ★ Empower school leaders to flexibly allocate resources; ★ Plan for & begin the transition away from ESSER. Building a budget with these guidelines in mind, we sought to produce a spending plan that advanced Salem’s mission, vision, and values. Community Engagement In February and March, we hosted three public budget forums: one in person and two on Zoom. One was specifically focused on getting feedback from Salem Public Schools’ staff. At each, the budget guidelines were shared and feedback was solicited on what the core priorities of the district ought to be in the year ahead. In addition, budget leaders, including principals, met with their stakeholders (including PTOs, advisory committee and school site councils). Key themes that emerged from these conversations included: ✔Requests to maintain or add special education positions and services: ✔Ongoing professional learning opportunities for staff, including librarians; ✔Support for and enhanced alignment with external partners; ✔Maintain mental health, nursing and behavioral supports already in place; ✔Sustain low class size; ✔Acknowledgement of increasing non-personnel expenses; ✔Empower school leaders to flexibly allocate resources, redesigning roles across schools to best align with student needs; ✔Request to expand athletics (especially Unified Sports); ✔The need for deeper family partnerships, including expanded support for home visiting; ✔Expand and grow programming that is working- Pre-K, career-technical education, advanced courses, summer offerings. A summary of key themes from these conversations is available here. 17. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 101 Building the Budget Enrollment ★3709 students enrolled on 10/1, PreK-12; 3811 enrolled in May ★19.1% multilingual learners ★25% Individualized Education Plans ★60.3% low-income The first step in the budget process is the annual October 1 reporting of student enrollment to the Massachusetts Department of Elementary and Secondary Education (DESE). 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. Salem’s enrollment has been steadily declining over the previous two decades, from over 5000 students in 2003, 4000 in 2012, to this year’s October 1 enrollment of 3709. Much of this is driven by declining birth rates. Salem has seen a 23% decline in annual births between 2011 and 2019, which will result in lower elementary school cohorts. Other factors include families moving out of Salem, or choosing other schooling options (particularly at the middle and high school level) including charter, choice, and homeschool alternatives. In previous years, Salem’s declining enrollment resulted in the state providing the minimum amount of aid to the Salem Public Schools. This year, Salem’s enrollment grew by roughly 60 students by the October 1 DESE enrollment count. Increased enrollment, especially among multilingual learners, low-income students and vocational students, resulted in increased aid from the state. Salem’s enrollment has continued to grow over the course of the year, which is an annual pattern in Salem.) Currently there are 3811 students enrolled. 18. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 102 District Enrollment Figure 2. Salem Public Schools’ Historical and Projected October 1 Enrollment, by Grade Span Source: Open Architects Class Size 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. Below are the average class sizes in the elementary and middle school grades. Average class sizes in FY23 remained well within those guidelines: Collins Middle School had the smallest average class sizes, with 16.2 students per class; Carlton had the largest, with 20.7 students per class. Both were within the district’s goals for class size. Figure 3. FY2023 Elementary Average Class Size, by grade level (excluding Carlton) Source: Aspen Because class sizes can vary from grade to grade, and averages can mask fluctuations within 19. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 103 and across grade levels, Figure 3 shows average elementary class size by grade and school. Carlton is not included in this chart because grades are organized differently. (Carlton’s average class sizes are included in the Carlton section of this budget book.) At the secondary level, the district aims for class sizes of between 20 and 30 students. Saltonstall’s grade 6 appears to be closest to that goal, with an average class size of 24. Other average class sizes fall well below that standard. Figure 3.1 FY2023 Secondary Average Class Size, by grade level Enrollment declines at the secondary level have been particularly persistent over the last decade. Last year, 25% of the 2021-2022 fifth graders in Salem Public Schools left; meaning 75% of students in grade 5 enrolled in grade 6 in 2022. Historically, we have seen a comparable level of decline between 8th to 9th grade. However, that was not the case in 2022. Students who leave Salem Public Schools attend other school options, including 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 send their child to a private school or homeschool their children. In total, over twenty percent of Salem families choose private, charter, or vocational placements or homeschool over Salem Public Schools. Figure 4. Projected Secondary Enrollment, Grades 6-12 20. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 104 Source: Open Architects Student Demographics Salem Public Schools’ students contribute to the cultural wealth of the city. Our students are racially and ethnically diverse, with 58% of our student body being classified as non-white. Latino students are the largest group of students: 45.3% of the enrolled students are classified as Hispanic or Latino. African American students account for 7% of students, 3.8% identify as multi-racial, non-Hispanic, and Asian students comprise 2.3%. Students identifying as White make up 41.5% 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 Figure 5. 2023 Demographic Profile of SPS Students 21. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 105 Source: Aspen Academics Like many urban districts across Massachusetts, Salem’s students have struggled to recover from pandemic learning loss. On the 2022 MCAS exam, performance declined in English Language Arts (ELA): 26% of Grade 3-8 students met or exceeded expectations. The largest declines occurred in Grades 4 and 7; the smallest was in Grade 8. In math, performance improved in every grade level except for Grade 10; 20% of students in Grades 3-8 met or exceeded expectations in math. The greatest gains were at Grade 3 and Grade 8 Results in science remained steady. Salem also has a goal of increasing access to the percent of students completing advanced coursework. With the exception of science, which has a slight decline in advanced course participation, other subjects saw increased participation in advanced placement courses, including social studies, English, math and music. Below, please see the advanced placement 22. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 106 coursework by subject this year, and last year. Nonetheless, as shown on the left, students of color are underrepresented in advanced placement courses. Hispanic/Latino identifying students comprise nearly half (48.5%) of all high school students (across Salem High School, New Liberty, and Salem Prep), but only 28.5% of students participating in advanced placement courses. Career and Technical Education (CTE) programs have expanded, with every program experiencing growth. Not only does this prepare Salem’s students for success in their careers, it also brings additional funding to the school district. The chart below shows the changes in enrollment in CTE programs. In FY24, we will continue to expand CTE, including expansion to the middle school. Source: Aspen Students of color are also more represented in CTE programs. With all of these factors in mind, prioritizing academic performance, across all student groups, is central to the creation of this budget. Source: Aspen 23. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 107 Educator Demographics Salem Public Schools has a substantial teacher workforce made up of over 500 (508) employees, the largest single employee group in the City of Salem. Below is the average number of teaching years for Salem teachers, organized by school. Salem is fortunate to have a mix of veteran and new teachers. Source: Aspen One of our district’s goals is for the workforce to reflect the racial, cultural, and linguistic diversity of our families and 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. Current workforce demographics do not yet resemble student demographics: 15% of all Salem Public Schools staff identify as Hispanic/Latino, with a slight increase among all new hires, including teachers and staff Seventy four percent of staffidentify as White. 24. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 108 Figure 6. Step and Column Distribution of Salem PSRP members Figure 7. Step and Column Distribution of Salem Teachers Local, State and Federal Revenue Revenue from local, state, federal, or private sources is a significant driver of our budget. Local revenue comprises the majority of the school department budget In FY24, the state will contribute 39% of the foundation budget through the Chapter 70 funding formula. Approximately an additional seven percent of Salem’s funding comes from state and federal grants, while a final 2% comes from private grants and other local school department receipts. Chapter 70 is the state’s largest investment in K-12 public education; it is allocated based on student demographics and enrollment, and a community’s perceived ability to meet a foundation budget (or funding floor). The state assesses a community’s perceived ability to contribute to its school costs based on income and property values. 25. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 109 For Salem, the decline in student enrollment over the past several years, along with increasing wealth, as measured by the state, has steadily and significantly reduced state aid for Salem. In 2019, the Student Opportunity Act was passed to increase aid to communities that needed additional state support. Gateway cities, like Salem, anticipated receiving increased state funding, and many of them did realize increased aid. Unfortunately, Salem’s state aid (as a percentage of the foundation budget) has declined significantly since 2019. In fact, last year, Salem was the only Gateway City that received minimum aid from the state; every other Gateway City received aid increases between 4.31% to 42.09%. Salem’s increase in aid last year was .96% ( a total increase of $248,340). Below please see Salem’s increases in Chapter 70 over time, and Salem’s budget increase over time. Source: City Finance Department Fortunately, the increases in enrollment this year, especially among students for whom the formula adds extra weighted value, means that Salem will be receiving a larger share of state aid in the coming year. Salem will receive Foundation Aid of $27,455,880 in FY24, a 4.85% increase over last year ($1,270,938). This increase is due to substantial growth in multilingual learners, low-income students, and growth in our vocational programs. Other sources of state aid will not increase this year, most notably the charter reimbursement, which is allocated according to a formula based on how long a Salem child is enrolled in a charter school. This year’s reimbursement will be significantly less (-$810,553) than in previous years, which reduces the benefit of increased Ch. 70 aid. In FY24, Salem’s “Target Local Contribution” is $42,479,762. This represents a steadily increasing expectation for the local community’s contribution. Looking ahead, additional planning and state advocacy will be needed to ensure that expected local contribution is achievable and sustainable for this community. 26. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 110 Federal COVID-19 Grant Funding to Schools Since the start of the pandemic, Salem Public Schools has received over $15 million in pandemic-related federal stimulus funds. These federal dollars were intended to help school districts across the nation address the unique challenges associated with educating children in a pandemic and post-pandemic world. Now, three years later, our students have returned with resilience, and – like millions worldwide– experiencing the shared impact of pandemic learning loss, and trauma. This manifests as increased needs for social and emotional supports, behavior scaffolding, and accelerated learning. By the end of this school year, the district will have received and expended more than $11.2 million of the $15 million in federal funding or almost 75%. Funding is supporting almost 60 full and part time positions. Over the life of the relief, ESSER funds have been used for: ✔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 ✔High dosage tutoring support from third party vendors ✔Comprehensive anti-racism training modules for SPS staff ✔New elementary curriculum materials ✔Staffing to expand Pre-K classes in the district with four additional classes currently being offered at two elementary schools ✔Chromebooks, wireless access points, and wireless service to ensure all students have access to remote learning ✔Additional instructional technology for teachers and support staffto allow for delivery of effective instruction ✔Instructional supplies and materials to ensure that each student has the resources necessary to access and engage with lessons ✔Software licenses and purchases necessary to support the delivery of remote and hybrid instruction ✔Additional custodial support to allow for enhanced cleaning, sanitizing, and disinfecting of buildings ✔HVAC Technician to ensure optimal ventilation and maintain a safe and comfortable teaching and learning environments for all students and staff ✔Repairs, upgrades, and enhancements to ventilation and control systems to ensure optimal ventilation ✔Personal protective equipment for staffand students including masks, gloves, hand sanitizer, gowns, face shields, desk shields, way pointing signage, and sanitizing equipment 27. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 111 and supplies ✔Additional transportation expense necessitated by bus capacity restrictions due to social distancing requirements All ESSER I funds have been expended or obligated as have nearly all of ESSER II funds. While the deadline for spending ESSER II funds is September 30, 2023, that grant will be fully expended by the end of this school year. The ESSER III allocation is available to the district to use next year. The district expects to have $3.8 million available for the next school year. A significant portion of that is projected to be used to continue expanded preschool programs within SPS and community partners. This one time relief has been critical to Salem’s ability to meet the post-pandemic moment: as described above, funds supported safety and recovery, broadly defined. In the year ahead, it will be the highest priority to plan for what comes after ESSER. The proposed FY24 budget does not absorb the ongoing costs currently funded by ESSER. This includes PreK and summer programming, teaching positions, and behavioral specialists. The ability of the district to fund ESSER supported programs, initiatives, and staffpositions 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 district’s ability to absorb mission critical work in our operating budget. Planning for continued funding for essential positions will need to begin in early FY24. FY2024 Recommended Budget Detail FY2024 Summary The FY2024 recommended budget of $71,154,142 represents a 3.5% increase over the FY2023 adopted budget, an increase of $2,407,037. With the projected expenses for a level service budget being $72,285,237.16 an offset of prepaid tuition and school choice funds will allow us to reach a balanced and level service budget. Almost eighty percent of the budget is allocated for personnel Figure 8. FY2024 Budget Summary Note that the recommended budget is $71,154,142; the chart above reflects actual expenses before applying the revenue offsets (prepaid tuition, school choice, retirement savings, and other receipts). 28. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 112 School and Districtwide Allocation In FY24, an estimated 67% of the budget will be allocated to the 11 schools. In FY23, 68% of operating funds were allocated to the schools. This slight decline is caused by growing non-personnel expenses. Figure 9 shows the distribution of the FY2024 recommended budget by district and school. Figure 9. Allocation of District Resources, FY2024 Recommended Budget Districtwide supports comprise 33% of the FY2024 recommended budget: this includes district administration; districtwide regular education; district-level special education; district-level student and family supports; district-level multilingual learner education; instructional technology; and operations and maintenance, which includes transportation and traffic control. The largest cost center within the districtwide allocation is special education at 30% 29. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 113 followed by operations and maintenance which comprises 29%. Figure 10. Allocation of Districtwide Supports Budget, FY2024 Recommended Budget Personnel and Non-Personnel Allocation Personnel resources account for 78.5% of the FY24 school district budget, with non-personnel expenses comprising 21.5%. Wage increases are a major driver of the district budget and for over half of Salem’s staff, annual cost of living increases are paired with step and lane increases that range from a total actual salary increase of between 4.4% to 6.2%. Figure 7 shows the salary increases for teachers, and Figure 6 shows increases for paraprofessional members of the Paraprofessional & School Related Personnel Chapter of the Salem Teachers Union (PSRP Personnel Personnel expenses, as noted above, represent almost 78.5% of the district’s budget. Of that, nearly three quarters is allocated to instructional staff. Teaching staffmake 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 30. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 114 instructional coaches, full-time academic coordinators, board certified behavior occupational therapists, reading specialists, speech and language pathologists and teachers of the visually impaired. Figure 11. 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 3% for individuals on the top step (Step 13 of the salary schedule), and 2% for teachers on steps 1-12. Teachers on steps 1-12 also receive a step increase which averages on the STU salary schedule. For those teachers, the average increase was 4.4%. Paraprofessionals settled a three-year contract in FY22 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 Salem Administrators Association settled their contract in July 2022, and their average salary increases are projected to be 3.65%. 31. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 115 Negotiations are currently underway with AFSCME. Salary adjustments for these members (including cafeteria workers, clerks and secretaries, custodians, and bus drivers) will come from the salary reserve line of the budget, as will other salary adjustments for non-union administrators and staff. Non-Personnel Nearly twenty-two percent (21.5%) of the FY2024 recommended budget is allocated to non-personnel expenses. Out-of-district tuition, transportation, and utilities are the three largest categories of non-personnel expenses in the budget, followed by professional services. Tuition comprises 24% of the district’s expense budget, and transportation (regular day, special education in-district, special education out-of-district, and homeless transportation) comprises 27% of the district’s expense budget; together, they represent 51% of the total expense budget. Utilities account for another 12%, and instructional supplies, materials and equipment make up 9% of the non-personnel budget. Figure 12 below shows the allocation of non-personnel resources for the expenditure categories that account for the expense budget. Figure 12. Allocation of FY2024 Non-Personnel Resources by Major Expense Category 32. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 116 FY2024 Proposed Budget Summary by Cost Center School Committee policy organizes the budget into 18 cost centers. 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 eleven cost centers listed represent schools, while the remaining 7 represent districtwide supports. Figure 13. FY2024 Recommended Budget by Cost Center The largest cost center is Salem High School, with a total of 255 employees ( including grant funded positions). As has been the case in previous years, the Salem High School recommended budget (not including athletics) represents 19.4% of the school department budget. When the other high schools (New Liberty and Salem Prep) are added, the total district high school budget is 23% of the school department budget. The next largest is districtwide special education representing 10% of the total budget (after the Circuit Breaker offset has been applied). The district wide special education budget does not include building-based special education positions, such as special education teachers and paraprofessionals; these are reflected as part of each school’s cost center. The total spending on special education, including district and school allocations, is 31% of the budget. 33. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 117 FY2024 Recommended Budget Detail by Cost Center Districtwide Support Budgets - Summary Districtwide support consists of the cost centers listed below. ★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 support to schools. Each of these cost centers support school leaders and staffin 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. In addition, operational support is provided 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. Together, these cost centers work to strengthen school success. The total FY2024 recommended budget for districtwide supports is $23,591,587.21 which represents one third (33%) of the total district budget. As the figure below shows, a larger percentage of the additional requested resources in the FY2024 recommended budget are for the direct benefit of schools ($1,740,783.96 increase spending in schools, compared to $1,469,890.74 increases in districtwide supports) Figure 14. FY2024 Recommended Budget, Districtwide Supports compared to School-based Budgets 34. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 118 Figure 15. FY2024 Recommended Budget: Districtwide Supports by Cost Center – Summary Figure 16: FY2024 Recommended Budget: Districtwide Supports by Cost Center, Personnel and Expense 35. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 119 Districtwide Supports Staffing Figure 17. Districtwide Supports Staffing by Cost Center, FY2024 compared to FY2023 Districtwide Supports – Grant Funded Positions Figure 18. Districtwide Supports, Grant Funded Positions District Administration Cost Center This cost center consists of the following functional areas: School Committee, superintendent, public relations, deputy superintendent, business and finance, and human resources. ● School Committee: Support for School Committee members, scheduling, note-taking, administration, expenses & reimbursements; 1 FTE ● Superintendent’s Office & Public Relations: District leadership, consulting, coaching, professional development, website; 4 FTEs ● Deputy Superintendent: Leadership of districtwide regular day teaching & learning, curriculum & instruction, student and family supports, instructional technology, etc.; 2 FTEs ● Business & Payroll: Responsible for payroll, benefits, insurance, auditing & accounting services, postage, printing, medicaid billing, equipment leases, software licenses, etc.; 7 FTEs ● Human Resources & Benefits: Recruiting, advertising, hiring, pre-employee physicals, software, consulting, benefits coordination; 3 FTEs 36. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 120 FY2024 District Admin Priorities ● Advance the superintendent’s goals by supporting educators to help students develop into independent learners ● Actively pursue workforce diversification strategies & build system to retain & develop diverse staff ● Build & implement systems (and data) that efficiently and effectively support the work of school and district leaders ● Enhance accountability by better leveraging tools and implementing best practice processes Figure 19. District Administration FY2024 Budget Priorities FY24 Budget Priorities Expense Goals Resources Needed Invest in ongoing operational and administration costs Advance the superintendent’s goals by supporting educators to help students develop into independent learners Budget for increased costs and large expenses (including copiers, $195,000; insurance, which may increase by $742,000). Streamline operations through systems for records management (including onboarding and position control) Build & implement systems (and data) that efficiently and effectively support the work of school and district leaders Support for TalentEd and exploration of other human resources and budget systems; $25,000. Maintain a reserve fund for AFSCME and other salary increases Actively pursue workforce diversification strategies & build system to retain & develop diverse staff $295,000 Reserve Fund; level to FY23. Figure 20. FY2024 Recommended Budget, District Administration Summary 37. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 121 Figure 21. FY2024 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 Increases beyond the 2% are the result of FY2023 salaries that were higher than originally budgeted, or salary adjustments. 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. Insurance premiums increased by more than 5% in FY22 and FY23; another 5% increase is anticipated for FY24. Other increases are attributable to the front desk clerk position being budgeted in district administration; this is not a new position: it was formerly budgeted at Collins Middle School as part time role. However, with the creation of a new central office entrance, the position is more accurately charged to this cost center. Finally, included in the increased expenses is the adoption of new human resources systems that will streamline the hiring and onboarding processes for new employees and strengthen record-keeping for all employees. Figure 22. District Administration Staffing 38. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 122 There are several proposed changes to district administration staffing in FY2024. The first was referenced above: the expansion of the front desk clerk role to be full-time, year-round and charged to the district administration instead of Collins Middle School. The second change is the elimination of an office manager position in the Business Office. While this role was critically important to the accounts payable and grants functions, increased salaries and a need to reduce costs prompted the elimination of this position, which had been vacant since July 1, 2022. Finally, in FY23 there was a recruitment manager position budgeted (through ESSER) to the district administration cost center. That position has been vacant for several months, and the work has been absorbed by the Family, Community, and Employee Engagement functional team, in partnership with the Human Resources office. That position has been eliminated for cost savings, and to begin our transition away from ESSER funding. Figure 23. Grant Funded Positions, District Administration Regular Day Cost Center 39. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 123 The regular day cost center includes the following functional areas: curriculum, instruction, and assessment; teacher and leader development; and out of school time. The regular day cost center is also where the general education pre-kindergarten program is housed. (Note: The integrated preschool program at the Early Childhood Center is a separate cost center and location). However, 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 day program. Many of the costs associated with this cost center are shared by the operating budget and grants. Curriculum, Instruction, and Assessment The impact of the pandemic on student learning has been dramatic across grade levels, and it will take a significant investment in time, instructional materials, and personnel to support recovery over the next few years. Salem is home to diverse learners, and meeting their needs is challenging. Grants cover the cost of the most expensive annual curriculum renewal expenses; however, these are not long-term, and it could be Access to High Quality Curriculum Materials The quality of the instructional materials has a direct impact on student learning outcomes. What we choose for instructional materials matters; it makes a difference for kids. When teachers don't have access to great materials, they hunt for them online - often leading to inconsistent quality that impacts low-income students of color the most. We seek to maintain and expand student access to high-quality digital and print curriculum materials supported by coaching and targeted PD. 40. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 124 challenging to absorb these costs into the operating budget down the road. Professional development to support curriculum implementation and instruction is costly, and staff turnover contributes to this. We aim to provide greater access to out-of-school (OST) activities. Vacation academies, expanded OST and summer programming offer students opportunities for deeper learning, SEL growth, valuable peer interactions, and joy beyond the school day. 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. We plan to maintain a cadre of classroom tutors who can assist with small group instruction; we also recommend continuing high-dosage tutoring aimed at mitigating unfinished learning. FY24 Budget Priorities Budget Priority Developing Independent Learners Goal(s) Accelerate learning by making grade-level teaching and learning accessible to all Close learning gaps through strategic interventions Resources Needed ● Instructional coaches ● Funding to purchase materials & licenses ● Support from HILL for Literacy and The New Teachers Project (TNTP) ● Reading specialists, tutors ● Professional development (examples: Science of Reading course, Middle School Math Institute) Funding Resources Operating Budget–$318,292 A variety of grants support additional funding (details below) In addition to operating funds, a variety of grants will support this highly-leveraged work. 41. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 125 Expense CIA OB GLEAM ESSER Read Trust Title I Title IV Stipends $52,700 $26,300 $18,000 $0 $8,400 $0 $0 Contract Services $320,000 $0 $260,000 $0 $0 $60,000 $0 Instructional Supplies $684,492 $291,992 $3,000 $0 $336,500 $0 $53,000 Educational Training $0 $0 $0 $0 $0 $0 $0 Dues and Subs $0 $0 $0 $0 $0 $0 $0 Total By Line: $318,292 $281,000 $0 $344,900 $60,000 $53,000 Teacher & Leader Development Teacher quality is critical. Years of research and common sense reinforce the idea that experienced, fully-qualified teachers impact student achievement. Salem supports teacher quality through comprehensive mentoring, asset-based and social justice professional development (PD), and a commitment that learning and leadership happens at all levels of experience. Presumption of a shared identity/heritage matters. A shared identity and heritage between students and their teachers has been shown to lead to higher expectations for students, less deficit thinking, and higher outcomes. “An assiduous campaign needs to be mounted to identify, recruit (and retain) more teachers of color to the profession.” 42. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 126 Cost Supporting new hires and early career professionals is expensive and critical. Not doing it well will impact students. Funding This support is contained in an entitlement grant and not the operating budget. ESSER Educator pipeline work is funded by ESSER, and not the operating budget. Retention – Provide early career professionals with coordinated support via the New Teacher University and targeted induction and mentoring 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. We plan to do this by strengthening the InSPIRED and University Fellow programs. 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. FY24 Budget Priorities Budget Priority Build a Diverse Workforce Goal(s) Strengthen educator pipelines and retention Provide educators with high-quality professional learning experiences Resources Needed ● Pipeline support ● Support for early career professionals Funding Source Operating budget–$72,900 A variety of grants support additional funding (See details below) 43. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 127 Expense TLD OB ESSER Title IIA Stipends $241,050 $47,000 $72,050 $122,000 Contract Services $405,904 $9,000 $396,904 $0 Instructional Supplies $0 $0 $0 $0 Educational Training $14,500 $14,500 $0 $0 Dues and Subs $2,400 $2,400 $0 $0 Total by Line: $72,900 $468,954 $122,000 Out of School Time The goal of Salem’s OST program is to 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. We leverage our community resources and partnerships in our out-of-school time spaces. We have strong partnerships with LEAP for Education, YMCA, Boys & Girls Club, Campfire, InclYOUsion Sports, Artful Life, Salem Sound Coastwatch, and the P.E.M. A highlight from FY2023 was the summer programs; together with community partners, our programs enrolled over 500 students and offered 12 summer programs, grades PK-12. Students and staffengaged in hands-on learning that afforded students the opportunity to connect with the diverse Salem community. This summer, we plan to implement a similar scope of programs that will include relevant and engaging 44. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 128 programming that is grounded in project-based learning, playful learning, and work-based learning with career exploration. FY24 Budget Priorities Expense FY23 FY24 Contracted Services $135,676.17 $140,000 Transportation $33,255 $40,000 General supplies 0 $4,500 Contracted services are used to support our summer and school year partner organizations in implementing quality programs. One hundred thirty thousand dollars are allocated to fund summer’s large scale elementary program, which serves over 200 students 1st-5th grades. The remaining $10,000 is used to support community partners such as Artful Life, InclYOUsion Sports, and Salem Sound Coastwatch in various OST programs offered PK-8th grade. Twelve thousand dollars of transportation funds will support vacation academies that offer academically-focused programming, designed to serve elementary students who are below grade level. The remaining $22,000 will be used to support after school transportation for 21st Century programs. General supplies will support the program's staffwith necessary program and office supplies. Because OST, and summer learning programs are an important part of student learning, if additional funds are required, we will look for ways to supplement Salem’s investments with grants (including ESSER funds, if available). Preschool Program Expansion With the award of significant federal grant monies, Salem Public Schools had a unique opportunity to invest in one of the most important strategic initiatives, the expansion of our pre-kindergarten program. The vision of Salem’s 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. 45. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 129 Salem does not have a sustainable funding stream to support the level of Pre-K currently offered through Salem Public Schools, specifically for the 72 additional seats opened in FY22. All SPS expansion efforts for Pre-K are funded on ESSER. Salem Public Schools is committed to supporting a mixed delivery system of program offerings that address the diverse needs of families in Salem (public school, center-based and family child care). The district was awarded a Commonwealth Preschool Partnership Initiative (CPPI) grant in the amount of $750,000. The hope is that Salem will be competitive for this same grant in FY24. This grant will help to enhance the Pre-K alignment with community partner programs. Figure 24. FY2024 Recommended Budget, FY2024 Regular Day (Districtwide) Budget notes: Regular Day: ● Expense lines include increased funds for supporting a new high school curriculum. ● OST/Partnership: Personnel for current OST staffare lower, and one position was rethought. ● Expense lines estimate lower costs on the general fund for transportation and contract services. 46. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 130 Figure 25. FY2024 Regular Day (Districtwide) Staffing Figure 26. Grant Funded Positions, Regular Day (Districtwide) 47. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 131 Special Education (Districtwide) Cost Center Reducing by one position 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: ★Support students who meet the federal and state criteria for a disability and require specialized instruction, related services and/or accommodations through an IEP or 504 in the least restrictive environment ★Partner with parents, guardians, support agencies, and community partners ★Promote equity, respect, and student engagement In FY23, Salem High School, a Special Olympics Unified Champion School, received National Banner Recognition for its efforts to provide inclusive sports and activities for students with and without disabilities this year. Salem High School received this honor as a result of meeting national standards of excellence in the areas of inclusion, advocacy, and respect. Salem High School is one of only 12 schools in Massachusetts and 166 nationwide to receive this distinction. They were presented with a banner to hang in the school and will be included on a list of other schools around the country who have achieved this distinguished status.The Special Olympics Unified Champion Schools model is supported by the Office of Special Education Programs at the U.S. Department of Education. Budget recommendations for FY24 are proposed based first on student needs and second on fiscal responsibility. To the priorities and recommendations for next year, Special Education 48. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 132 engaged the SEPAC and building principals to understand their priorities, which included expansion of Unified Sports opportunities, and enhanced summer learning opportunities, both of which are proposed within this budget. Finally, the community engagement conversations emphasized a continued need to plan equitably and allocate special education resources based on the needs of students in each school. Figure 27. Special Education Students by School and Placement Type Our plan for providing the highest quality services for our students in the year ahead includes: ★Make continued 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. ★Continue to provide equitable access to resources to improve outcomes for students with disabilities ★Continue to provide 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 This is one of the cost centers in which we anticipate FY24’s costs to increase significantly, primarily due to tuition rates increasing by up to 14% per year. These will be offset somewhat by the state’s Circuit Breaker reimbursement ($2,400,000), and also by the planned pre-payment of tuition costs using FY23 funds ($575,000). 49. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 133 Figure 28. Special Education Students Out of District Due to complex educational, behavioral, and/or medical needs as documented in Individualized Education Plans (IEPs), some students require out-of-district placements. Predicting which students will be out-placed and the associated budget resources needed is often a difficult process and has wide variations from the budget. 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, possibly driven by ongoing pandemic recovery. Tuitions at out-of-district placements are expected to rise sharply, and the steady increase of students needing placements has resulted in a likely increase to the current tuition expenses of roughly $1.3 million dollars. Fortunately, the absolute cost of these increases is offset somewhat by Circuit Breaker, the state’s special education reimbursement program. This program provides 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 50. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 134 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. 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 so that in years when costs increase unexpectedly or the Circuit Breaker reimbursement drops, there is known revenue to support unforeseen expenses. Carrying forward a Circuit Breaker balance is considered good management practice. Salem has been able to maintain a full year’s worth of reserved Circuit Breaker funds (and has done so for the past two years) as a reserve. Because it can be difficult to anticipate the number of students that will be placed out of district, for the last several years Salem’s Special Education department has ended the fiscal year with a sizable surplus. Last year, that surplus was used to create a Special Education stabilization fund, which now exists in case of extraordinary cost increases (accessing these funds requires approval of both the School Committee and the City Council). This year, the budget surplus will allow for the prepayment of FY24 tuition, which is one important way that we are balancing the budget. Combined with the Special Education Stabilization Fund created in FY22 by the School Committee and City Council, Salem has a healthy reserve in the event that expenses exceed our budgeted resources. FY24’s tuition is projected to increase by at least $1.3 million, and the Circuit Breaker funds that are available to spend (not including the reserve) will be $2.4 million. For FY24, we have projected a smaller surplus in the out-of-district tuition lines, and have planned to budget closer to known placements and expenses. This will likely mean that pre-paying tuition for FY25 will be difficult or impossible, and so the costs in FY25 may seem to rise disproportionately. Finally, to help balance the budget, the Special Education Cost Center is reducing the number of district level administrators by one position. While always difficult to lose a position, it is thought that the case load can be absorbed by the remaining administrators. And, because it is a Central Office position, it is designed to limit direct impact on students. 51. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 135 FY24 Budget Priorities FY24 Budget Priority Goal(s) Resources Needed Expand Unified Sports to create Inclusive and welcoming opportunities for students including: Unified Basketball (Fall), Unified Strength and Conditioning (Winter), and Unified Track and Field (Spring) Priority 2.B: Focus on Developing Independent Learners +$22,308 (operating budget) Meet increasing costs for special education transportation (in-district), to ensure equitable (and often mandated) access to educational opportunities Increased transportation costs for the 2023-24 school year include a rate increase of monitors, additional costs (misc field trips) Priority 4. A: Allocate resources strategically and operate efficiently +$94,628 (operating budget and Circuit Breaker Offset) Provide out-of-district placements for students who need them; meet the demands of increasing tuition rates, to ensure equitable access to individualized educational opportunities necessary for student success. Anticipated tuition Increases: Non-collaborative, private: +14% Collaborative: Priority 4. A: Allocate resources strategically and operate efficiently +$769,738 Program Alignment & Equitable Resource Allocation: Reallocate a special education teacher and para from WHES to HMLS Program alignment Developmental Program K-5 Monitor student enrollment in program 52. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 136 Figure 29. FY2024 Recommended Budget, Special Education Cost Center Budget Notes: ● The clerical line reflects a staffperson whose salary has been moved to the IDEA grant. No change to FTEs. ● Transportation salary decreases: the district is employing fewer bus monitors – currently there are only three. ● Transportation specialist role was eliminated when the district out-sourced all of its transportation. ● Contracted services, in-district special education transportation, and medical contractual lines have increased because of rising expenses. ● Tuition lines are predicted to increase. However, they will be offset with prepayment of tuition, which is why they look level or only increased. 53. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 137 Figure 30. Special Education (Districtwide) Cost Center Staffing Several of these changes happened within FY23 (e.g. the clerk positions moved onto grants, the translation costs were assumed by the Family,Community and Employee Engagement department and funding was transferred to that cost center mid-year, two bus drivers and two monitors. There will be a reduction to one districtwide FTE position in FY24, which is not reflected here. Figure 31. Grant Funded Positions, Special Education (Districtwide) Cost Center Currently, there are four district wide special education staffpositions charged to grants. This is anticipated to continue in FY2024. 54. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 138 Multilingual Learner Education Reducing by one position Multilingual learner student enrollment has grown from 499 in 2020 to over 700 students enrolled as of October 1, 2023, representing a 40% increase in this population of students in three years. Enrollment continued to increase throughout the year, and current enrollment is 721 MLs in our district. This increase in new ML students enrolling in the Salem Public Schools is an exciting opportunity for all educators to differentiate instruction for all students. One highlight to share from this year is student growth on the state’s ACCESS test for English Language Learners. Salem’s students grew by 14% on ACCESS districtwide, jumping from 29% of students meeting their ACCESS targets in 2021, to 43% of students meeting their ACCESS targets in 2022. Staffin the Office of Language Acquisition at DESE praised Salem’s growth, saying “That is a HUGE jump and honestly should be highly celebrated by students, families, and staff!” The table on the left shows enrollment growth since 2021. Source: Aspen 55. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 139 The chart on the left shows the composition of Salem’s Multilingual Learners, by first language. Source: Aspen In order to equitably meet the needs of students and teachers, next year’s focus is on adding ML staffing where needed, and providing coaching and professional development to all teachers to be able to better serve MLs. Currently, the biggest request from teachers across schools in Salem is to receive more support and guidance with teaching MLs, especially for the 63 (and counting) newcomer students that were welcomed into the Salem Public Schools this year. Embedding strategies for effectively teaching MLs into the grades 6-12 Curriculum Director role will help to meet this demand. Proposed Changes for FY24: ➢Identify a fourth English Language Development teacher at Collins Middle School. ➢The position of EL Supervisor/World Languages Coordinator will be eliminated as a cost saving measure. The functions and responsibilities will be assumed by a new district wide grades 6-12 Curriculum Director position (which has been created by repurposing a vacant administrator position at the high school). Among the responsibilities for this role include integrating ML work and strategies and disseminating across the district. 56. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 140 Figure 32. FY2024 Recommended Budget, MLE Cost Center Budget Notes: ● One position is cut from the ML Department: The World Language Coordinator – budgeted to the ML Department but located at the high school. The financial cut is appear on the Salem High School Budget Summary. The FTE cut is reflected below in Figure 33. Figure 33. Multilingual Learner Education (Districtwide) Staffing 57. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 141 Family & Student Services and Nursing and Health Services Cost Center The cost center for Family & Student Services includes the Department of Student Support Services and Nursing and Health Services, as well as the newly reconstituted Family, Community, and Employee Engagement. The Student Services Department works to ensure schools have the necessary tools, resources, and capacity to effectively implement a robust and proactive multi-tiered system of student and family support. We strive to ensure that every staffperson can see themselves in the work of student and family supports with clarity and precision, and every community member feels a sense of belonging, competence, and joy within the Salem Public Schools community. Grounded in ethical and evidence-based practices, student support staffare leaders within their schools and the district who provide care coordination, advocate for quality student-centered services, and collaborate to design systems that allow individuals, families, and communities to develop their full potential. Student Support Services oversees student and family support systems (City Connects), social emotional learning, culture and climate, behavioral and mental health services, attendance, homelessness and foster care, nursing, and health services. In a post Covid era, the Student Services department has adopted Secretary of Education Dr. Patrick Tutwiler’s response framework,“Stabilize, Heal, Transform” laid out for schools across Massachusetts. ”To that end, the student services department maintains a laser focus on stabilizing our students, families, and staff’s social, emotional, mental and physical health so that we can begin to heal our communities, and transform the learning spaces our students need to thrive. As such, the Student Services budget for FY’24 is driven by the following goals: ➢ Strengthen foundational and universal Tier I practices and supports ➢ Decrease chronic absenteeism ➢ Provide increased access to quality mental health/SEL interventions in, and out of school ➢ Ensure school leaders and educators can confidently build safe and supportive communities whose teaching and discipline practices align with new mental health law. The table below shows the growth in the population of students who are unhoused or in foster care. Since last year, the numbers of unhoused students have grown from 145 homeless students to the current 208 (63 students; a 43% increase). Last year in March there were 48 students in foster care, 58. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 142 and currently there are 51 students in foster care. Student Support Data Indicators Each column reflects the number of unhoused students and students in foster care. They are reflected in each cell as unhoused #/foster care student Data from the Panorama student and staff climate surveys indicates we continue to struggle with classroom engagement and an overall sense of safety and belonging. Universal mental health screening in 6th and 9th grades, and K-5 DESSA SEL screening for all students demonstrates the need for continued explicit instruction in building SEL competencies, and increased access to school and community-based mental health services to address of anxiety, The operating budget and priorities support robust direct service and leadership staff who are focused on significantly improving outcomes for students and families. Salem’s student to counselor ratio (ranging from 7:1 at NLIS to 148:1 at HMLS) is significantly lower than most districts in Massachusetts (364:1); this allows for capacity to better serve students 59. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 143 depression, and trauma-related events. While chronic absentee rates have dropped since last school year, we continue to experience significant disengagement and pervasive chronic absenteeism, particularly in our middle and high school grades. The number of students identified under the McKinney Vento Act (including unhoused students and students in foster care) has grown dramatically this school year. In order for educators to feel competent in applying innovative and proactive strategies, such as restorative justice and universal SEL, mental health screening and intervention, we must allocate time for educators to learn, collaborate, and implement with fidelity. Attrition and long-term health grants allow for both increasing direct service capacity, while reducing FTE nursing support. Our school community continues to demonstrate an appetite to ensure students have the necessary mental health supports to learn and thrive. FY24 Budget Priorities Next year’s budget priorities focus on continuing to stabilize post-Covid and strengthen universal (Tier 1) supports in SEL, health services, mental health services, and family supports. In addition, we will build leader and educator capacity to ensure safe and supportive classrooms and schools that can execute practices aligned with the new mental health law, which prohibits suspending students prior to using alternative remedies to misbehavior including restorative justice, mediation, conflict resolution, and collaborative problem solving. Significant efforts and creative strategies need to continue to decrease chronic absenteeism. Finally, this department will continue to provide ongoing increased access to quality mental health and SEL support in and out of school. 60. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 144 Budget Priority Goal(s) Resources Needed Funding Source Increase access to quality mental health and SEL tiered supports Provide evidenced-based SEL and mental health interventions based on student-specific data Increase # of students served by Cartwheel SEL licenses (Aperture, Quaver, CharacterEd) Operational budget, ESSER, and DPH grant through Brookline Center Ensure safe and welcoming schools aligned to new mental health law Strengthen SEL/Health tier I practices and supports Restorative Justice PD Operational budget and SEL/Mental Health Grants Maintain robust staffing as we stabilize/heal post-COVID Decrease chronic absenteeism District and school attendance teams Professional learning (job-alike, PLA) Operational Budget ESSER SEL/Mental Health Grant CHSH & Workforce Grants Figure 34. FY2024 Recommended Budget, Student & Family Supports Cost Center 61. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 145 Budget Notes: ●The contract services line cut reflects expenses that were moved to the Family, Community, and Employee Engagement Department. ●The Dare/Juvenile line funding from FY23 was funding for translation services that was miscoded as DARE. There is no funding in that line this year, reflecting the true intention of those funds (translation services), which are located in the Family, Community, and Employee Engagement Department. Part of the increase in the translation services line, which is increased based on actual spending in FY23, is the $40,000 from the DARE line. Figure 35. Student and Family Supports Staffing 62. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 146 Figure 36. 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 FY2024. The remaining grant-funded staffsupport the Parent Child+ visitor program that Salem participates in with Peabody Public Schools as the lead agency. Health Services Department Reducing by one position The Student Services cost center includes the district wide Nursing and Health Services department. Grounded in ethical and evidence-based practice, school nurses are the leaders who bridge health care and education, provide care coordination, advocate for quality student-centered care, and collaborate to design systems that allow individuals, families, and communities to develop their full potential. With the core values of child well-being, leadership, integrity, diversity, equity, inclusion, and excellence, SPS Health Services is committed to providing preventive services, early identification of problems, evidence-based nursing interventions, and referrals to community healthcare providers as needed to enhance the educational success of all students. In January 2023, there was a leadership change in the Nursing and Health Services Department with the appointment of a new Director of Nursing and Health Services. This role was assumed by Jane Morrissey, who was previously one of the nurses at Collins Middle School. Rather than attempt to hire Jane’s replacement, the team opted to place one of the district float nurses at Collins for the rest of the school year. While nurse float coverage continues to be a significant need, with more than 290 cumulative days of required coverage as of April 12, 2023, the slowly decreasing demands Covid placed on school nurses has allowed the district to reduce the number of float nurses required from 3 to 2 next fiscal year. In addition, the Assistant to the Director of Nursing and Health Services position funded by the Comprehensive School Health Services grant, will be eliminated for FY24. Grant funds will be redirected to build capacity for the nursing team to assist new families directly when they enter the district, and respond to the rising number of students identified as homeless, in foster care, or newcomers. In past years, students in middle school experienced sporadic, inconsistent exposure to a 63. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 147 comprehensive health curriculum, often facilitated by a variety of staffsuch as school adjustment counselors, PE teachers, nurses, and City Connects coordinators. During FY22, SPS middle schools were able to hire a certified health teacher using ESSER funding. In FY23, Principal Colantuoni at the Collins Middle School was able to move a health teacher onto the operational budget by redistributing specialist funding. The position at Saltonstall continues to remain funded on ESSER through FY24. Both positions are considered critical to ensuring all students are equipped with the tools, knowledge, and competencies to maintain healthy and safe behaviors as they navigate their adolescent years. While the Nursing and Health Services Department is able to reduce and redirect funding to support the current needs of schools, planning will be needed for FY25 to ensure the district can sustain the 2 FTE float nurses once ESSER sunsets. Saltonstall’s Middle School Health Teacher is funded on ESSER, with no existing funding plan for sustaining the middle school Health Teacher position in FY25, once ESSER has ended. The department is able to sustain an appropriate amount of float coverage needed. There is an opportunity to redirect grant funding to expand the services delivered to our most vulnerable populations, including students identified as homeless, in foster care, and newcomers. FY24 Budget Priorities ● Sustain health education teachers at Saltonstall and Collins Middle School ● Provide increased direct care case management services to students identified as homeless, in foster care, and newcomers by redirecting Comprehensive School Health Programming grant. ● Maintain 2 district float nurses to meet the coverage and field trip needs of schools through operational and workforce development grant funding. Budget Request FY2023 Budget FY2024 Request $ Chg 64. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 148 CONTRACTED SERVICES School physician contract Electronic health record software support 24,440 15,000 -38.5% OFFICE SUPPLIES (GEN) 1,700 1,500 -11.8% MED & SURGICAL SUPPLIES 12,828 18,000 +40.3% INSTRUCTIONAL SUPPLIES 1,974 1,500 -24.0% Other Expenses 2,000 $750 -62.5% Equipment 3,000 3,000 0.0% Professional Development 1,500 +100% Stipends: Summer work in PIC welcoming new families Health curriculum development 4,000 +100% Figure 37. FY2024 Recommended Budget, Health Services 65. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 149 Budget Notes: ● The decrease in the nurses line represents the partial shifting costs of the float nurses to grant funding. ● MED & surgical supply costs reflect actual spending. Figure 38. Health Services (Districtwide) Staffing Figure 39. Health Services (Districtwide) Grant Funded Positions Grant funded positions above are funded through the Comprehensive School Health Services Grant, ESSER or IDEA. 66. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 150 Family Community, and Employee Engagement Reducing by one position (referenced in the district administration section) Within the same cost center is the Family, Community, and Employee Engagement Department, which leads the following functional areas: diversity, equity, and inclusion efforts with staffand community, family engagement, and the Parent Information center. Beginning in the 2022/23 school year, Student Services and Family, Community, and Employee engagement became separate departments within a common cost center. This department is charged with recruiting and retaining highly-qualified educators and staffof color, strengthening our partnerships with families, and to lead our shared work of diversity, equity and Inclusion. Diversification efforts to significantly increase educators of color are underway and have resulted in an increase of educators of color; 16.5% of new teachers identified as Hispanic/Latino, compared to 14.9% of existing staff. Retention efforts have centered on creating spaces for our educators of color so they feel welcomed and engaged. Recruitment for educators is challenging in a post-pandemic world. In-person and virtual career fairs and systematic participation in recruitment fairs have been the primary strategies for recruiting new teachers. PIC and Family Engagement staffwork to meet the needs of families upon first point of entry when enrolling new students. Salem Public Schools continues to experience a significant and steady increase in families from Brazil and Haiti, including many newcomer students. Enrollment efforts have shifted to 100% online, including transfer requests and document uploading. 67. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 151 We plan to expand efforts to promote school registration, especially ParentChild+ Program, PreK & Kindergarten registration as well as important school-related deadlines and offerings at the Parent Information Center. The Parent Information Center will collaborate with school departments, the greater community and its partners, early childhood providers and out-of-school learning programs to share, disperse and provide information and access to families in Salem and neighboring communities. Family engagement facilitators work to provide support, workshops, and celebrations at school and district levels with a goal of helping families to be part of important conversations and activities at their student’s school. Looking ahead, we hope to elevate and expand the work with affinity group members. Finally, the full Family Engagement team has supported building-level staffwith training on how to create a sense of belonging and “ourship” (recognition of shared ownership), and how to dismantle barriers to building positive relationships with families. Significant numbers of Portuguese speaking families are moving into Salem, which increases our cultural wealth and increases demand for staffthat are able to speak Portuguese. Costs for translation and interpretation services have grown considerably. Elimination of recruitment manager position poses capacity challenges for our diversification efforts. District-wide bias and microaggressions need to be addressed in a systematic way. We can build our internal capacity to create welcoming spaces for all new and existing staffand families, including newcomers and multilingual learners. Our Family Engagement Facilitators serve as affinity group/recruitment and welcoming ambassadors in the district; in the year ahead we can build their capacity. We can partner with families and community members to help us promote recruitment and hiring; community partners can also bring visibility and participation into school-related opportunities and family & community engagement. Building additional pipelines outside of teaching and learning to elevate staffinto other opportunities in the district. 68. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 152 FY24 Budget Priorities Budget Priority Goal(s) Resources Needed Funding Source Workforce diversification: job fairs, memberships, swag, etc. Diversify and retain staffof color $5,500 Operating Budget and/or ESSER Culture/Linguistic/CR Staff & DEI work: Increased translation/interpretation, parent engagement strategies, etc. Provide greater access to translation and interpretation and engage families as partners $60,000 Operating Budget and/or ESSER Culture/Linguistic/CR Staff & DEI work: Curriculum audits, affinity group, DEI Advisory Team, etc. Cultivate a culturally/ linguistically responsive, social justice driven staff $15,000 Operating Budget and/or ESSER 69. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 153 Instructional Technology Cost Center Reducing by one position The Salem Public Schools Instructional Technology Department is entering its third year of operation in FY2023. The Instructional Technology FY24 budget is informed by our mission and vision statement: Salem Public School’s Instructional Technology team believes in utilizing technology to foster independence in learners as they access new knowledge and acquire the essential skills needed for life beyond the classroom. We believe that technology is an essential tool for enhancing teaching and learning through engaging lesson design and data-informed practices, and strive to support its use by teachers and administrators as they focus on our students’ growth. We believe that families should have access to resources and communication tools in support of their student’s education. In its third year of operation, the Salem Public Schools Instructional Technology Department resolved its 10,000th technology request. Salem’s Instructional Technology Department is high-functioning and quick to resolve issues that prevent teaching, learning and other operational functions. In the 2022 - 2023 school year, staffwas added to support additional transition of responsibilities from the city to the schools as well as the establishment of a data strategist to support the district’s continued efforts towards data-informed decision making. The proposed budget has three goals: ● Keep all student devices up-to-date and well functioning to foster independent learning. ● Upgrade staffdevices to allow teachers & staffto accomplish their teaching, learning goals. ● Maintain quick and effective support so technology is a help, not a hindrance. The department will be reduced by one position. In order to successfully support technology in schools (functionality, training and data-informed practices) we propose to reduce the one position from our data systems team. 70. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 154 Two grade levels of student devices are either already or will become obsolete after June 2023. These devices will no longer be able to access modern applications or state testing (MCAS/ACCESS /STAR). Approximately 220 stafflaptops are over 6 years old and hinder job functions. There is currently no established budget line for technology hardware. Continue to empower students and develop independent learners by providing up-to-date and well functioning 1:1 technology for all students. Stafftechnology upgrades will allow teachers and support staffto provide engaging instruction through digital, high-quality instructional materials and other technologies. We are proposing to create a dedicated technology hardware line to ensure that devices can be up-to-date and functional. 71. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 155 Figure 40. FY2024 Recommended Budget, Instructional Technology Cost Center Budget Notes: ● The CLERICAL line reflects the elimination of one position. ● The HARDWARE line is a new line, established to support annual upgrades of aging or outdated devices. This line is offset by Footprint revenues. Figure 41. Instructional Technology Cost Center Staffing 72. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 156 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 staffand students. 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 staffof 30 custodians and 5 grounds maintenance workers are responsible for cleaning and maintaining 1.3 million square feet of building space, and over 60 acres of grounds, and the assets contained within those properties. They are supported by a clerk and two administrators, although one of the existing administrator positions will be repurposed as a Special Projects Manager who will support the launch of the high school building project. In the year ahead, Buildings and Grounds will continue its focus on strengthening partnerships with building leaders, and addressing preventative maintenance issues that will keep buildings healthy, and functional. Increasing utilities costs, especially electricity, where cost and usage increased in FY23. Capital demands & facilities needs are significant – HVAC, floor, and roof projects are increasingly urgent at multiple school buildings. Salem recently launched an Investment Grade Energy Audit to identify energy cost savings. Completed Master Facilities Plan (completed in Summer 2022) which will guide our long-term planning. In May, we will launch the MSBA partnership to build a new Salem High School. We will also build 73. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 157 There continue to be capital needs and HVAC issues across schools. A need to focus on preventative maintenance & grounds. a new playground at Heights Elementary School, to be completed in 2023. Adjusted the work schedule to include a regular Saturday shift, which should help to reduce overtime costs. FY24 Budget Priorities Budget Priority Goal(s) Resources Requested Funding Source Launch the MSBA project Lead the building committee and launch the first phase of the project $2,000,000 for design phase, by January 2024 City Council Review and right size the overtime budget & practices The facilities overtime budget has been $100k for several years & consistently goes over budget; additional funds & scheduling may right size that $40,000 General Fund Shift custodial position offof ESSER and onto the general fund/operating budget Move the custodian offof ESSER to avoid next year’s cliff $50,000 Currently ESSER; move to operating budget Continue to build partnerships with schools to effectively & proactively care for buildings Continue to monitor & prioritize proactive & reactive building projects Invest in workflow software ($10,000) to track projects Facilities Operating Budget 74. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 158 Address Capital Projects Implement priority capital improvement projects, including the playground, gym floor upgrades, HVAC repairs and as needed ongoing projects TBD City Capital Budget Figure 42. FY2024 Recommended Budget, Buildings and Grounds Maintenance Department Budget Notes: ● Personnel and non-personnel expenses in this cost center are projected to rise, due partly to increases in preventative maintenance, inspections and testing (including required biennial elevator inspections), security, (e.g. increased ongoing costs associated with security cameras, etc.). ● The largest increase is energy costs, which have risen substantially over the last year (and tripled since 2019). The City of Salem and Salem Public Schools are supporting an energy audit that will make recommendations for strategies to reduce energy consumption and emissions. 75. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 159 Those changes, however, are unlikely to take effect before FY25. ● A budget line that is consistently under-budgeted is the custodial overtime line, which despite that, remains flat this year. Funding from the facilities rental fund will be used, in part, to support overtime expenses (when they relate to the facility rental). ● The Daily Operations Manager position is being eliminated to make room for the Special Projects Manager for the high school project. Both were funded through ESSER. (Reflected in Figure 50 below.) Figure 43. Buildings and Grounds Maintenance Staffing Figure 44. Buildings and Grounds Maintenance, Grant Funded Positions 76. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 160 Transportation and Traffic Control This cost center also includes transportation. Salem Public Schools provides regular day transportation services to 1662 students per day (including 1482 general education students, and 180 Special Education students). 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 12 buses; in March 2023, we added a 13th bus to accommodate the increased number of unhoused families that are residing at Salem State University. Each additional bus costs the district $80,000 for the school year so the total additional cost this year was over $160,000, including monitors. In previous years, we had bus monitors on some but not all buses; this year, every regular education bus has a monitor assigned. In FY2024 we are projecting the need for 12 regular education buses. The Transportation Supervisor will take on the routing for the buses in FY24; the goal for that is to streamline the routes, shorten the time it takes to add riders, and ensure a higher-quality experience for children and families. The transportation department is staffed by a full-time Transportation Supervisor and a full-time Transportation Clerk. Supplemental clerical support is provided by a shared central office clerk. Salem Public Schools currently employs 2 bus drivers, both of whom are assigned to in-district special education fixed routes. One of the drivers also covers an after school shuttle to transport students at 5 schools to Boys & Girls (B&G) Club and the YMCA. The YMCA and B&G Club reimburses SPS $200 per student for costs associated with running a designated B&G and YMCA bus. Two of the 3 drivers employed by Salem Public Schools left at the beginning of the 2022-2023 school year. This reduced the district’s ability to meet demand, and provided challenges to coverage for all buses and routes. SPS struggled to identify and secure supplemental transportation from a vendor to cover the open route. A new driver has been hired, and the district currently employs two drivers. In addition, the district employs 3 bus monitors, The district has recently purchased two new vehicles to transport students including a 5-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. 77. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 161 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. Further thinking is needed to address challenges in providing non-fixed route transportation needs, including 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. 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 currently has sixteen crossing guards. In FY23, the Transportation Supervisor has taken over the hiring and supervising of these positions. FY24 Budget Priorities Expense Goal(s) Resources Needed Funding Source Improved bus attendance & tracking Monitor bus attendance to ensure that ridership is optimized. Attendance will be taken daily when students scan bus passes upon boarding the bus. Wayfinder software ($25,000 for software, hardware, data support, licensing) Transportation Operating Budget Streamline Transportation Application Process Create flowcharts for departments & schools that begin with initial student registration and end with students being assigned to a bus in a timely way. n/a – Bring school bus routing in-house Create routes that work for students and their families & reduce the time needed to add or change ridership and routes. Routefinder Plus– a new software that will be updated and shared with NRT so they have access to SPS routes and can print updated route sheets for drivers in real time. ($10,500 for licensing & support) Transportation Operating Budget 78. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 162 Figure 45. FY2023 Recommended Budget, Transportation and Traffic Control Departm Budget Notes: ● Salaries - part time: Salaries for crossing guards have increased because the district is more fully staffed. ● Salary for transportation staffis expected to increase, for the Supervisor in particular, who is adding new routing responsibilities. ● Expense lines are increasing, including contracted services, for new software to assist with routing and attendance, and for pupil transportation, which will increase by approximately $95,000, which is a negotiated increase in our bus contract with NRT. ● The district is examining ways to reduce costs related to field trips and other transportation. Figure 46. Transportation and Traffic Control Department Staffing No changes in staffing in the Transportation and Traffic Control department are anticipated for next year. While it appears that there is a reduced number of Crossing Guards, this reflects actual hiring; in FY23, the district has been able to hire 19 Crossing Guards, which was a higher rate of actual staffing than in previous years. Please note that the three monitors are included in the Special Education district wide budget as they provide services to support IEP-required transportation services. 79. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 163 Salem Early Childhood Education Center 25 Memorial Drive, Salem, MA 01970 Principal: Leanne Smith FY2023 October 1 Enrollment: 96 FY2024 Projected Enrollment: 99 The Salem Early Childhood Center (ECC) provides an integrated, comprehensive preschool experience to Salem’s youngest students, beginning at age 3. 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. This year teachers and staffworked hard to implement purposeful play into our thematic instruction. Teachers plan fun activities that are related to each theme. These activities helped support students' understanding of the concept and content, while at the same time building student engagement and motivation to learn. Teachers read stories each day about the theme. Seen here are pictures from our “On the Go” theme. You will see the water table became a car wash and the sand table was filled with vehicles. The dramatic play area became a train station 80. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 164 and students are painting with cars. The photos above offer a glimpse of the learning activities that were planned around the themes. Moving into the 2023/2024 school year, the greatest challenge is chronic absenteeism. The school has done a great deal of work on this but is still struggling to increase the attendance rate: Multilingual students have a 36% chronic absentee rate; and 37% of students with special needs are chronically absent. ECC celebrates the academic progress our students have made on the IGDI Fall/Winter Literacy Assessments, which showed great gains in pre-literacy skills, like rhyming and sound identification. However, even if we were to reach our EOY goal, still just about half of students will be on benchmark. Progress is important, but moving students to closer to 100% on benchmark will be a challenge. The Early Childhood Center has been implementing a comprehensive curriculum called Three Cheers for PreK and ECC is completing the second year of the program. Along with the new curriculum, ECC implemented several assessments to gauge student progress and provide the necessary support to ensure that students receive additional instruction when they are not progressing as expected. This instruction may be small group or one-to-one instruction, and is determined through data collected using assessments and a practice called data driven instruction. 81. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 165 FY24 Budget Priorities Budget Priority Goal(s) Resources Needed Funding Source Enrollment To reduce chronic absenteeism from 38.5% to 20% a stipend for a Family Engagement Facilitator Operating budget, reducing contracted services line SEL and Behavioral Support 100% of our students will have equitable access to a learning environment that supports student's own unique needs, cultures, identities and learning styles. This will be measured through Three Cheers SEL Assessment, school look-fors and walk-throughs. Professional Development Collaboration with Melmark Special Ed Budget & Contracted Services Instruction 100% of our students will show growth on the subtests of sound identification, rhyming, and oral counting according to the myIGDI assessment tool and will increase their letter identification and sound knowledge as measured by the Letter ID/Sound Inventory. Interventionist New Request 82. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 166 Figure 47. FY2024 Early Childhood Education Center Budget Summary Budget Notes: ● The appearance of a cut in the administrative line above is due to part of the principal’s salary being funded through grant funding (described below in Figure 55). ● Proposed funding for the addition of the Family Engagement Facilitator stipend would come from a reduction in the contracted services line (and would be created as a stipend). The need for a Family Engagement Facilitator even at .25 time is critical. The ECC is the only school in the district that does not have that position. Attendance continues to be a priority and a concern and is especially challenging at the early childhood level. A FEF can work with families to help them understand the importance of coming to school every day as well as to support them in the new challenges that they face getting children to school. ● Funds for the school leadership team would come from reductions in the professional development line. ● Due to the increasing number of referrals from Early Intervention and community-based programs, ECC is planning to budget for a new teacher position, and a paraprofessional. Based on the known incoming students, this new classroom is likely to be enrolled by the end of September (if not before). Figure 48. Early Childhood Center Staffing 83. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 167 Figure 49. Early Childhood Center Grant Funded Positions 84. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 168 Bates Elementary School 53 Liberty Hill Avenue, Salem, MA 01970 Reducing by one position Outgoing Principal: Gavin Softic Incoming Principal: Susan Faria Smith Assistant Principal: Elizabeth Martignetti FY2023 October 1 Enrollment: 374 FY2024 Projected Enrollment: 362 Beginning in its newly expanded Pre-K programming, Bates elementary school focuses on the whole child, with a lived commitment to deliver data-driven instruction and build an inclusive community for students, staff, and community partners. Students and staffat Bates are proud of their dedication to making connections to social and emotional learning competencies as well as social justice standards presented on morning announcements and during morning meetings. Administrators and staffare focused on continuous improvement to instruction, based on constructive feedback and a sharp focus on where students are on their developmental continuums, coupled with modifications to practice to assist them in achieving academic success. Bates’ enrollment in FY23 was 374, and had average class sizes that ranged from 17 in Grades 1-4, up to 22 in Grade 5. Because of this relatively low enrollment, Bates is planning to eliminate one classroom next year, dropping from three homerooms in one grade, to two. 85. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 169 Bates has a 25.5% chronic absenteeism rate. Chronic absentee rates are higher for multilingual learners The School Site Council and Parent Equity Group articulated that a lack of family engagement and connection to the school community could be a driving factor behind high rates of chronic absenteeism. Bates made significant progress on academic achievement using STAR reading and math assessment data. Bates is working to create a welcoming environment for all families. For FY24, the school will launch a concerted effort between the family engagement facilitator, family engagement manager, principal, and community members to do outreach throughout the school year, vacations and summer months. The plan includes active outreach to families, including phone calls, community-based events, notes to families, and planning for family-based events for the coming school year. FY24 Budget Priorities Budget Priority Goal(s) Resources Needed Funding Source: Repurpose Expense lines Deepen partnerships with families by expanding the work of the family engagement facilitator to include summer Enhance family engagement strategy and action to decrease chronic absenteeism. $10,000 ● $6,000 - contracted services ● $2,000 - educational training ● $2,000 - school leadership 86. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 170 Figure 50. FY2024 Bates Elementary School Budget Summary Budget Notes: ● The reduction of one position is captured in the elementary line, which nonetheless shows an increase due to salary increases. Other increases are reflective of staffsalary increases. ● Fringe & stipend and expense lines reflect cuts to create additional funding for summer work on family engagement and outreach. 87. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 171 Figure 51. FY2024 Bates Elementary Staffing Detail 88. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 172 Figure 52. Bates Elementary School Grant Funded Positions 89. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 173 Bentley Academy Innovation School 25 Memorial Drive, Salem, MA 01970 Reducing by one position Principal: Elizabeth Rogers Assistant Principal: Jill Tully FY2023 October 1 Enrollment: 273 FY2024 Projected Enrollment: 263 The Bentley Academy Innovation School is home to the district’s only Dual Language program. Dual Language has allowed students starting in kindergarten to become biliterate and bilingual in English and Spanish. In FY2024, Bentley Academy Innovation will grow toward being a full Dual Language school, with Grades K through 2, consisting of all dual language sections, and adding two Dual Language sections to Grade 3, while reducing the number of grade 3 general education sections from 3 to 2. This expansion will require the addition of two new teaching positions: two grade 3 Dual Language teachers. To reduce the numbers to be on par with other grade 2 classes in SPS, we will reallocate funding from an ESSER-funded position (Dual Language Coach) to add an additional grade 2 class for one year. Current coaching staff(ML, Literacy, STEAM, Science) have been building their knowledge of Dual Language and will support all general education and dual language classes going forward. These changes are, however, all budget neutral as they are funded through reductions and reallocation of other positions. Level-service for this team is essential going into the school year 2023-24. While there has been a general decline in general education enrollment, demand for Dual Language has been high. As of April 10, 47 students registered for 50 kindergarten seats. Enrollment and projected enrollment is below. 90. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 174 Below is Bentley’s historical, current, and projected enrollment (based on DESE Oct 1, 2023 reporting). Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 K 59 58 52 51 51 41 48 47 47 1 60 63 57 62 62 47 40 46 46 2 50 62 58 55 55 58 45 38 44 3 53 60 55 48 48 48 52 41 34 4 38 57 55 50 50 41 43 47 37 5 36 39 55 48 39 39 35 37 40 Total 296 339 332 314 305 274 263 256 248 91. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 175 The significant structural and staffing transitions that have occurred at Bentley over the previous three years have been disruptive, including the transition from Charter to Innovation School, in addition to the challenges of educating students as they returned last year from the pandemic. Having a full student support team this year (School Adjustment Counselor, City Connects Coordinator, Student Engagement Specialist, Behavior Specialist, and Family Engagement Facilitator) has had an extremely positive impact. Maintaining this team will be imperative in the year ahead. The transition from Charter to Innovation School required a significant amount of curriculum alignment, professional development and coaching for staff. There are continued challenges with staffing of highly-skilled, experienced Dual Language teachers & staff(across the state & at Bentley). Level-staffing for all professional and paraprofessional staffwill be essential to continue our positive trends. Bentley students made significant improvement in attendance - Chronic absenteeism is down from 32.2% last year to 21% as of April 10, 2023. This is due to work of the attendance team, led by the Family Engagement Facilitator. Students have had exposure to a variety of enrichments including swimming, hip hop dance, science, and art through our enrichment programming and 21C (grant) programs. We are building strong community partnerships with the Salem YMCA, FlyKidz, Salem Sound Coastwatch, and The Artful Life. The most recent (late winter) STAR math and ELA data shows significant improvement in academics. The percentage of students meeting & exceeding expectations in English Language Arts increased by 13%, and 69% of students are making more than 50th percentile growth (equal to one year of growth). In math, Bentley has seen a 19% increase in students meeting expectations, and 58% of students making more than the 50th growth percentile (equal to one year of growth). Demand for dual language programming is high. (As of April 10, 47 students have registered for 50 kindergarten seats.) New positions and vacancies (in the Grade 3 classes) are being filled internally due to the Bentley/DL pipeline, which includes INSPIRE Tutors from Salem State University. Continued grant funding (from ML department & DESE Gateway grants) for professional development will increase the expertise of coaches & administrators. 92. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 176 FY24 Budget Priorities Increase/track achievement in Dual Language classes Improving SGP, increasing access to rigorous coursework Implement strong systems of support and accountability for implementing anti-racist and research-based instructional practices and curriculum development and the SPS instructional priorities. Add Spanish-language reading assessment that provides quick access to data Align STAR math taken in Spanish to readily access data Reallocate “contracted services” previously used for STEP reading assessment Reduce DL class sizes to be on par with other schools (language learners) Improving SGP, increasing access to rigorous coursework Implement strong systems of support and accountability for implementing anti-racist and research-based instructional practices and curriculum development and the SPS instructional priorities. Add a DL grade 2 class/teacher for one year Reallocate an ESSER position 93. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 177 SEL Behavior Anti-Racism Moving the needle on cultural proficiency as measured by Panorama Improving SGP Implement strong systems of support & accountability for consistent implementation of research-based MTSS for behavior. Local educators, organizations that are focused on social justice & race Continued ESSER-funded position: Behavior Specialist Continue to use money in contracted services allocated for Friday enrichment blocks, focusing on local organizations run by POC Figure 53. FY2024 Bentley Academy Innovation School Budget Summary Budget notes: ● ADMINISTRATIVE: The cut to administrative reflects a districtwide team chair whose time was partially allocated to Bentley last year. Bentley has maintained its .5 FTE team chair. ● DISTRICTWIDE: A STEAM coach that was previously funded on the general fund was moved to ESSER. This does not reflect a change in the number of positions. ● ELEMENTARY: Cuts reflect 2 positions eliminated from the general fund: a grade 5 position and 94. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 178 grade 2 position (shifting onto ESSER) . New staffwere hired at lower rates than their predecessors, and the actual spending is aligned with the actual spending from prior years; finally, the FY23 budget reflects a position that was requested but never created/filled (as opposed to actual spending). ● PARAPROFESSIONALS: Reduced by one paraprofessional. ● Expense lines: BAIS reduced contracted services and added the funds to the instructional supply line. Figure 54. FY2024 Bentley Academy Innovation School Staffing Detail 95. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 179 Figure 55. Bentley Academy Innovation School Grant Funded Positions 96. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 180 Carlton Innovation School 10 Skerry Street Outgoing Principal: Bethann Jellison Incoming Principal: TBD Assistant Principal: Lauren Weaver FY2022 October 1 Enrollment: 236 FY2023 October 1 Enrollment: 246 The Carlton Innovation School educates 246 students in grades K-5 (building capacity is 300 students). The school is based on student-centered learning within a trimester structure that accommodates “continuous progress.” Teachers emphasize a personalized approach to teaching and learning, tailored to each individual student’s needs. Students who demonstrate mastery at their grade level have the opportunity to transition to the next level three times per year, at the trimester mark. The amount of time spent at each grade level depends on each student’s needs, with some spending less than one year and others spending more. As a result, students can accelerate to the next grade based on academic abilities, social emotional benchmarks, and/or age. Carlton celebrates literacy every day. However, the school has an extra special celebration that takes place from January - February break each year, known as the Snowball Slam. Students K-5 read and record each book or chapter they’ve read. Carlton school students exceeded the school-wide goal of 55,000 books or chapters and read a grand total of 62,894 books or chapters! The most exciting news was that students grew academically and felt more confident in their reading abilities. Carlton celebrated with a BIG school-wide slush party! Carlton’s enrollment has increased from last year and is on track to increase next year. The E2 cohort (4th grade) is low (36), but other grade levels are full. The school hopes to enroll 280 students in the 2024-2025 school year. Carlton’s class sizes are at or near the district’s goal enrollment rates. Figure 56. FY2023 Carlton Class Size 97. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 181 Source: Aspen Math continues to be a challenge at Carlton. The school plans to work over the summer to incorporate new ways to work with fluency and differentiation to meet the needs of all learners. Over the summer, teachers will apply the skills learned during our year-long math PD into their lesson planning. MyView is difficult to use as a resource due to the school’s multi-grades and transitions (summer). Special education enrollment numbers are steadily increasing. Teachers and students are building wonderful relationships; which allows Carlton an opportunity to continue students’ progress academically and socially/emotionally. Students have begun to take ownership of their own learning. 98. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 182 Figure 57. FY2024 Carlton Elementary School Budget Summary Budget notes: ● CLERICAL: The AFSCME increases are not reflected here. ● DIST WIDE TEACHING: The reductions in staffing lines appear to be position shifts and not reductions in FTEs. 99. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 183 Figure 58. FY2024 Carlton Innovation School Staffing Detail 100. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 184 Figure 59. Carlton Innovation School Grant Funded Positions 101. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 185 Horace Mann Lab School 79 Wilson Street, Salem, MA 01970 Acting Principal: Ruben Carmona Assistant Principal: Meghan Correll FY2023 October 1 Enrollment: 297 FY2024 Projected Enrollment: 290 The Horace Mann Laboratory School (HMLS) benefits from a unique and long-standing relationship with Salem State University as a laboratory school for SSU students pursuing a degree in education. The school hosts an average of 4-5 student fellows each year which provides additional instructional support to students while offering future educators hands-on instructional experience. All students in PK-5 engage in House team building activities during early release days. This has created new friendships among students of various grades and given staff more opportunities to informally connect with students. To the left is a picture of students and staffin House Isibindi freeze-dancing. Enrollment 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 two PK classrooms, each staffed with a teacher and a paraprofessional and a floating para. Those five positions will continue to be funded through ESSER in FY2024. Below is a table showing Horace Mann’s historical, current, and projected enrollment (based on the 102. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 186 October 1, 2023 enrollment numbers). Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 PK 37 35 37 37 37 K 44 57 62 34 33 37 34 34 34 1 43 40 59 48 42 42 43 40 40 2 39 52 46 59 45 42 41 42 39 3 45 41 52 42 50 44 39 38 39 4 53 45 42 45 44 52 44 39 38 5 48 65 47 42 42 45 52 44 39 Total 272 300 308 270 293 297 290 274 266 STAR data for grades 3-5 (reading and math) in Early Winter was the lowest in the district. HMLS also had disappointing ELA MCAS scores last spring. Additional challenges include a persistently high chronic absenteeism rate, and insufficient resources to meet our students’ reading intervention needs as a building. For example, 54 students, or 23% of our students in K-5, qualify to be seen by our Reading Specialist. However, there is only one Reading Specialist, unlike almost all of the other elementary schools, and HMLS literally cannot meet the need. Almost half of these students must work with Catapult tutors or receive no reading interventions at all. Some of the biggest wins for 2023 include the expanded school culture/climate and family engagement initiatives; the consistent use of the workshop model and SPS curriculum in ELA/math for grades PK-5, a robust (MTSS) process to support students’ academic and behavioral challenges, and the implementation of comprehensive interventions in math derived from effectively utilizing all of the paraprofessional staff. The school saw improved student Panorama school climate and culture data in every category in late fall, and the highest early winter and late winter STAR early literacy scores (K-2) in the district! 103. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 187 FY24 Budget Priorities School Priority Connection to District Goals Resources Needed Funding Source Develop student independence through teacher PD, observations and feedback, internal programmatic shifts, and regular data cycles 2B. Academic Excellence, Develop Independent Learners Increased student STAR and MCAS test scores, decreased behavioral referrals, increased student and teacher Panorama ratings An additional reading specialist Willing to give up 2 Fellow positions for the additional .5 Reading Specialist (Fellows would be cut from Endicott College.) Improve outcomes and for our SWD and ML students through regular gen ed PD on best practices, structural changes to the schedule to allow for teacher collaboration, and student schedule changes for next year 2B. Academic Excellence, Develop Independent Learners/3A. Empower all students Increased student STAR and MCAS test scores for our SWD & ML students, increased student Panorama ratings particularly around belonging, decreased chronic absenteeism rate, decreased behavioral referrals 104. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 188 Promote and celebrate diversity in order to improve the climate and culture of the building through continuous family outreach and engagement and activities to create and promote school spirit 3A. Empower all students Increased Panorama scores for students and staff, decreased student chronic absenteeism, increased family engagement Capital improvements refinish gym floor, replace/install blinds building-wide, fix ongoing HVAC problems that impact room 353 (district PD room), paint halls, classrooms and offices, and replace library carpet TBD (capital budget) Figure 60. FY2024 Horace Mann Lab School Budget Summary Budget Notes: 105. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 189 ● FRINGE/STIPENDS: A proposed cut in the number of Fellows to create the .5 Reading Specialist position. ● This does not include the program that is shifting to HMLS from WHES. Figure 61. FY2024 Horace Mann Lab School Staffing Detail Figure 62. Horace Mann Lab School Grant Funded Positions 106. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 190 107. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 191 Heights Elementary School 1 Frederick Street, Salem, MA 01970 Reducing 3 teachers, and 1 paraprofessional Principal: Sue Carmona Assistant Principal: Nicole Brunelle FY2023 October 1 Enrollment: 455 FY2024 Projected Enrollment: 441 Heights is the largest elementary school in Salem, MA, and the only school in the nation with this name. We are proud to serve over 400 students, representing over 11 countries and 17 different languages. Our population has expanded to include more families from a multitude of multilingual homes. In addition, we also pride ourselves in providing globally-connected students with the only K-5 civics educational program. Seen here are the 14 “Band of Brothers” of the WHES Student Voice Project, which is part of the civics program. The WHES community has evolved from the neighborhood school on “the hill” to one that has worked with many different community partners to support our mission and vision of “building a more connected world by accepting challenges, valuing each other, and growing into students’ unique abilities and beyond”. This year, WHES made incredible growth on the annual School Quality Review, showing marked improvements in curricula, pedagogy, high expectations, teacher support and supervision, and continuous improvement. In FY24, Salem Public Schools has prioritized the renovation of the Heights playground. The plan is for the new playground to be completed within the calendar year 2023. 108. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 192 Although WHES is Salem’s largest elementary school, enrollment has been declining. Below please find grade level actual and projected enrollment. For this reason, WHES will reduce the number of positions by four next year: three teachers, and a paraprofessional. The school projects lower enrollments in K and Grade 3, and believes it can move from 4 to 3 homerooms while maintaining an average class size of under 25 (22). Below, please find the historical, current, and projected enrollment for WHES (based on the October 1 enrollment). Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 K 66 94 83 63 73 69 69 68 68 1 83 102 86 79 63 80 72 71 71 2 69 105 106 82 83 68 84 75 74 3 71 97 99 94 74 92 68 84 75 4 84 90 85 91 91 68 86 63 78 5 85 91 82 83 89 78 62 79 58 Total: 458 579 541 492 473 455 441 440 424 Source: Open Architects Too many students are below the 50% benchmark, particularly in Grades 2 and 5. Literacy trend data show students at Heights are making gains. Building a strong Tier II intervention model that incorporates all staffis key to moving students’ literacy growth. 109. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 193 FY24 Budget Priorities Budget Priority Goals Resources and/or Funding Needed Challenge Improve academic outcomes for all students. Reorganizing to maintain growth and adding “day back” tutoring for students who are absent for than 5 days. BR Intentional and culturally responsive planning and instruction focused on improved student outcomes. $3,000 in stipends Challenge Building stronger systems that support language and literacy growth for our Multilingual Learners. Reorganizing ML programming to support growth BR Intentional and culturally responsive planning and instruction focused on improved student outcomes. BR To continuously build and anti-racist community zero Challenge Projected lower enrollment and reduction in staffing for FY24. StaffReductions BR Intentional and culturally responsive planning and instruction focused on improved student outcomes. zero Challenge Building partnerships with our WHES families. Build more accessibility to WHES for all families (playground) BR#2. Clear and engaged communication between all community stakeholders BR#3. To continuously build and anti-racist community Grant and capital funding 110. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 194 Figure 63. FY2024 Heights Elementary School Budget Summary Budget Notes: ● ADJUSTMENT COUNSELOR: This line appears to have been cut, but that is a reflection of a position swap; in FY23, an Adjustment Counselor role was exchanged for a Special Education teacher. ● DISTRICTWIDE TEACHING: Line includes salary increases and one eliminated teacher role. ● ELEMENTARY: Line includes salary increases and two eliminated teacher positions. ● PARAPROFESSIONALS: 1 Regular Day Paraprofessional position cuts. 111. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 195 Figure 64. FY2024 Heights Elementary School Staffing Detail 112. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 196 Figure 65. Heights Elementary School Grant Funded Positions 113. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 197 Saltonstall K-8 School 211 Lafayette Street, Salem, MA 01970 Outgoing Principal: Michael Lister Incoming Principal: Bethann Jellison Assistant Principal: Sonia Lowe FY2023 October 1 Enrollment: 397 FY2024 Projected Enrollment: 394 Saltonstall is a tight-knit community and the only school in Salem serving students in kindergarten through eighth grade. The school is also 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 1 hour longer than a typical 6-hour school day. Saltonstall enrollment is projected to remain virtually unchanged in the year ahead. Class sizes are all within the district’s class size goals at every grade level. This year Saltonstall used time on half days with students to build community intentionally across the school. The school arranged for guest speakers to come in including some of the 8th grade students to inspire the younger students. After a brief whole school assembly, the school teamed up at different grade levels and participated in activities and challenges based on our core values: caring, effort, teamwork, responsibility, and using those values to make a difference. These days became a celebration for the school and were loved by staffand students alike. Below is Saltonstall’s historical, current, and projected enrollment (based on the October 1 enrollment). Enrollment at Saltonstall is expected to remain steady. 114. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 198 Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 K 39 41 41 36 32 41 37 37 37 1 43 39 42 39 40 37 45 41 41 2 40 47 46 41 41 42 38 47 42 3 44 46 45 42 41 43 42 38 47 4 51 51 49 46 44 47 47 46 41 5 41 55 55 47 50 49 51 51 49 6 37 42 45 52 44 44 45 46 46 7 40 40 43 43 44 44 42 43 43 8 37 49 44 45 42 50 47 45 46 Total: 372 410 410 391 378 397 394 394 392 Source: Open Architects Challenges this year included the inconsistent academic performance which led to 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 students are not missing core content instruction due to Saltonstall has much to celebrate this year. By midyear, the school saw higher growth for Latino student group 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 Latino students and all students, with 6 months’ worth of growth. 115. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 199 scheduling challenges because of having too few ML educators. One of the other challenges this year has been meeting the growing mental health and behavioral needs of students, which are increasing in both number and complexity. The school has worked hard to strengthen culture by providing students with expanded support. Examples include: ● Working 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. ● Maintaining the Behavior/Engagement specialist position. (ESSER) ● Maintaining the health teacher position to allow counselors to spend more time doing proactive counseling. (ESSER) Much of the growth this year can be attributed to having an explicit school wide focus on the small group instruction model which leverages all staffin the building to deliver just the right instruction at the opportune times. The plan is that no ML students miss content instruction during the next school year. 116. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 200 FY24 Budget Priorities Budget Priority Goal(s) Resources Needed Funding Source Continue to develop restorative practices and the systems / structures that support them. Make the learning engaging, empowering, and designed for each individual. Our students' social emotional development will be embedded in all the work that we do at school. Add a Behavior Specialist Budget Neutral, convert existing para position to behavior specialist Maintain our existing tutor positions for the FY24 school year. Improve the learning environment. When more students succeed academically, all students benefit. 1.0 FTE math tutor 1.0 FTE reading tutor Existing ESSER funds will cover this for FY24 Current health teacher for students in grades 5-8 is ESSER funded. We need to find a way to fund this position. Make the learning engaging, empowering, and designed for each individual. Our students' social emotional development will be embedded in all the work that we do at school. 1.0 FTE health teacher TBD Increase special education reading services to create flexible scheduling Improve the learning environment. When more students succeed academically, all Special education reading tutor 14 hours a week. Approximately $16,000 TBD 117. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 201 opportunities and small group instruction for the most at-risk learners students benefit. Figure 66. FY2024 Saltonstall K-8 School Budget Summary Budget Notes: ● ELEMENTARY: The reduction is based on a new staffhaving a lower salary than their predecessor. Staffing at Saltonstall will remain level in the year ahead. ● PARAPROFESSIONALS: One paraprofessional is being cut to create a behavior specialist position. 118. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 202 Figure 67. FY2024 Saltonstall K-8 School Budget Staffing Detail 119. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 203 Figure 68. Saltonstall K-8 School Grant Funded Positions 120. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 204 Collins Middle School 29 Highland Avenue, Salem, MA 01970 Reducing 2 teacher positions and 2 paraprofessionals Outgoing Principal: Adam Colantuoni Incoming Principal: Gavin Softic Assistant Principals: Michael Titus, Elizabeth Golden FY2023 October 1 Enrollment: 612 FY2024 Projected Enrollment: 598 The Collins Middle School (CMS) 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 offers specialized programs, including programs for students with Autism Spectrum Disorder, 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. There were many positive happenings and events this year, including the efforts to build student leadership capacity and engage students in their local community. A few of the many initiatives include our 8th graders visiting the Edward M. Kennedy Center, a mural partnership with Art for Life, a hip hop podcasting and music production class partnership with Lynn Music Foundation, Playworks Junior Coach leadership program, several student dances and extracurricular activities, and student town halls to build community. Budget priorities for the coming year are described below. Two highlights ahead include expansion of Career & Technical Education programming into Collins, and expansion of middle school sports programs. 121. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 205 Like many schools in the district, Collins enrollment has declined in recent years. Below, is a chart with Collins historical, current, and projected enrollment (based on the October 1 enrollment). Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 6 178 223 232 223 202 204 203 177 197 7 185 225 213 222 212 201 199 190 172 8 173 232 224 206 219 207 196 195 186 Total 536 680 669 651 633 612 598 562 555 Source: Open Architects Smaller elementary class sizes, and parents opting for other secondary school choices have resulted in lower enrollment than in years past. Currently, class sizes at Collins are among the smallest in the district: Grade 6 has an average of 14.5 students per class; Grade 7, 17.3 and Grade 8, 17.2. For this reason, two teacher and two paraprofessional positions are proposed to be eliminated. Collins seeks to strengthen the instructional framework for the workshop model across all academic domains. The school is prioritizing targeted Tier I small-group instruction in order to increase instructional time in math, ELA and science. A priority for next year will be data-driven, targeted small group instruction. Collins has an opportunity to create a community of belonging and inclusivity for students, staffand families that is based on courage, mutual respect, and shared responsibility. Provide an accessible learning experience for all students to engage in cognitively demanding tasks with a throughline to standards-based skill and strategy. Develop a consistent and coherent systematic response to students’ social, emotional and academic needs. 122. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 206 FY24 Budget Priorities Budget Priority Resources Needed Funding Source School-wide instructional framework - workshop model Summer professional development opportunities Question for the Team - Professional Development, T&L Additional ML Teacher FTE for ML Teacher Shift of Current FTE positions if needed Expanding STEM opportunities Additional STEM Teacher Project Lead the Way training Shift of current FTE Position Read Trust and ELT for training Add Tier II Reading Specialist Reading Specialist Shift of current FTE Position Pictured at left: Collins Middle School students recently visited the Edward M. Kennedy Institute. 123. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 207 Figure 69. FY2024 Collins Middle School Budget Summary Budget Notes: ● DISTRICTWIDE TEACHING: A decrease in the middle school teacher line due to the reduction of two positions (declining and shifting enrollment). This does not appear as a reduction of the full cost of two salaries because the savings is offset by salary increases. ● PARAPROFESSIONALS: Two paraprofessional positions have been eliminated. ● The decrease in the line is not a decrease in service but a more accurate reflection of the services provided at Collins. 124. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 208 Figure 70. FY2024 Collins Middle School Budget Staffing Detail 125. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 209 Figure 71. Collins Middle School Grant Funded Positions The Restorative Justice and Dean of School Culture positions will continue to be grant funded positions. 126. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 210 Salem High School 77 Willson Street, Salem, MA 01970 Reducing 3 paraprofessional positions Principal: Glenn Burns Assistant Principals: Andrew Bubb Shamus Mruk Lynne Mullen FY2023 October Enrollment: 888 FY2024 Projected Enrollment: 871 Salem High School’s Portrait of a Graduate offers a vision of our graduates as independent learners & globally engaged citizens, skilled in critical thinking, creative problem solving, and collaboration. Graduates should be able to communicate confidently, possess self-awareness and value diversity. Salem High School’s community developed this portrait while ensuring that its almost 900 students are able to access rigorous coursework, pursue Career and Technical Learning opportunities, and participate in arts and athletics. In the year ahead, the high school will continue to work to ensure that this portrait is lived throughout the school community. As part of this commitment, the school will be deepening its work in Early College while expanding advanced coursework and Career and Technical Education pathways. Salem will also launch its new building project: in the coming years, we expect to have a new state-of-the-art building that will prepare Salem’s young people for successful careers – locally and globally. The first phase of planning begins in May 2023. A newly created special projects position (within the operations cost center) will steward that planning. For many years, secondary enrollment has been declining, as lower birth rates have led to smaller elementary cohorts, and families are opting into other educational options. However, the high school’s intentional focus on providing students with engaging and diverse educational options 127. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 211 appears to have drawn more students back into the high school. In 2022, the October 1 student enrollment was 802; this year’s was 888. Not since 2020 has the enrollment at Salem High School been this large. Without knowing for certain, Salem’s reputation for excellence in the arts, and deliberate expansion of Career and Technical Education programs may have been contributors to this enrollment growth. Average class size at the high school is low, at 18.7 students per class. (Note that this is an imperfect metric at the high school level because of the diverse set of course offerings.) Because the high school is the largest cost center, a slight reduction in staffing of 3 paraprofessionals is being proposed. This is a 1.3% cut to the overall staffing of the high school. Below is the historical, current, and projected high school enrollment (based on the October 1 enrollment). Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 9 247 219 237 248 251 244 244 227 218 10 219 235 193 208 192 226 209 199 195 11 227 227 241 180 194 191 218 201 192 12 223 229 207 217 161 221 194 222 205 Total 916 910 878 853 798 882 865 849 810 Source: Open Architects Implementing high-quality instructional materials with fidelity. Engage the Salem High School Community in living the portrait of a graduate Provide scholars with an immersive experience that will support deeper learning and understanding of the content. Living the portrait of a graduate will guide the Salem High School community to a level of excellence that will truly provide students with the opportunity to reach their goals in a school that is aligned with them. 128. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 212 FY24 Budget Priorities Budget Priority Goals Resources Needed Funding Source AP for ALL Initiative High-quality social-emotional and academic learning Training and pre-AP resources $22,000 - curriculum resources $30,000 - professional development Barr Foundation Grant High-quality instructional material ELA High-quality social-emotional and academic learning Partner to unpack resources estimated $70,000 Enhanced CTE Programming High-quality social-emotional and academic learning AP Comp Science $30,000 Read Trust Fund Specialized instruction training High-quality social-emotional and academic learning Professional development time $40,000 Barr Foundation Grant 129. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 213 Figure 72. FY2024 Salem High School Budget Summary Budget Notes: ● ADMINISTRATIVE: A vacant administrative position in FY23 was repurposed, and a .5 team chair was reduced in FY23. ● PARAPROFESSIONALS: Three paraprofessional positions were eliminated. ● The FY24 budgeted amount is reflective of the FY23 spending; no positions were cut. ● EDUCATIONAL TRAINING/EQUIPMENT/HARDWARE/OFFICE SUPPLIES: Lines were cut to help reduce costs and were identified by the school. ● Tuition: The reduction to the tuition line reflects decreased tuition sent to Essex Technical for after dark programming (due to the expansion of CTE programming at Salem High School). 130. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 214 Figure 73. FY2024 Salem High School Budget Staffing Detail 131. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 215 Figure 74. Salem High School Grant Funded Positions 132. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 216 Athletics and Student Activities Athletics Director: Reilly Christie Within the Salem High School cost center, is a robust athletics program. Salem High School offers 30 different team sports across three seasons, including two new sports: alpine skiing and sailing. Forty percent of Salem High School students participated in at least one sport this year. Playing a sport at Salem High means embracing the WITCH values: Work, Ignite, Trust, Champions (Academically, Socially, Athletically) and Heart. Student athletes have embraced these core values on and offthe field. In FY23, average athletic participation increased across all 3 seasons and among all genders. Fall sports participation rose by 26%, from 259 to 326. Participation in girls Fall sports increased by 29.8%, from 134 to 174. Boys’ participation increased from 125 to 152, an increase of 21%. Winter sports participation rose by 30%, from 173 to 225. Girls’ participation increased dramatically: a 48% gain in girls’ sports (from 79 athletes, to 117). Spring sports participation rose by 33%, from 182 to 242. Boys saw the largest increase in spring sports participation: the number of athletes increased by 35% (from 100 to 135). Salem is part of the Northeast Conference of the Massachusetts Interscholastic Athletics Association, and competes against teams from Beverly, Danvers, Gloucester, Lynn, Marblehead, Masconomet, Peabody, Saugus, Swampscott, and Winthrop. Unlike many surrounding districts, there are no fees for Salem athletes to participate in sports programs. Salaries and expenses are funded entirely by the district’s budget, with supplemental support generously provided by boosters . 133. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 217 Expanding athletics will increase transportation, official, equipment and coaching costs. Expenses for referees, umpires, and officials (requirements and rates) are set by the Massachusetts Interscholastic Athletics Association. With two new sports being added, and established teams expanding their rosters, more junior varsity teams will be created. Figure 75. FY2024 Athletics Department Budget Summary Figure 76. Athletics and Student Activities Staffing New Liberty Innovation School 2 East India Square, Salem, MA 01970 134. m g ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 218 Reducing by one position Principal: Jamal Camaah FY2023 October 1 Enrollment: 56 FY2024 October Enrollment: 53 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. Staffare able to personalize each student’s experience through our small student-to-teacher ratio and by incorporating blended learning into every class. Small size allows us to offer unique instructional experiences such as project-based learning and earning competencies through work and other activities outside of school. NLIS also focuses on the whole student and their social emotional needs through on-site counseling and by explicitly teaching social emotional and executive function skills. Finally, there is an employment specialist on-site who works to ensure that every student has a few real-world job and/or internship experiences before they graduate high school. The school’s demographics have remained stable over the last few years. The population mirrors the district in terms of the racial makeup of our students. 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 staffto 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. In the spring, NLIS students successfully advocated to the School Committee and the Mayor for parking passes for students who drive to school. This effort was part of a student voice elective and has helped to bring real change to the experience of students at NLIS. Below please find historical, current and projected enrollment for NLIS (based on October 1 enrollment). 135. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 219 Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 Grade Enrollme nt Enrollme nt Enrollme nt Enrollme nt Enrollme nt Enrollme nt Enrollme nt Enrollme nt Enrollme nt 9 5 8 8 2 6 3 4 4 4 10 7 20 8 11 12 10 11 11 11 11 13 8 18 18 17 17 17 17 17 12 20 16 14 19 19 26 21 21 21 Having put Slate, the online progress tracking system, in place, NLIS is focusing on how to get parents to engage with the platform more and to understand what they are looking at. NLIS will build the capacity of teachers to administer STAR and use data to inform instruction and intervention. Daily attendance continues to be an issue with Gr. 10 and older students. NLIS is building culture and community, including through morning meeting. Leaders have received high praise from a new student who said that he can see the stafflike working at NLIS and with each other! Design Labs launched, informed by student voice. It has been a strategic approach for keeping students engaged in the afternoon. Building 21 and Slate platforms are transforming how students take ownership of their own progress and performance. Daily attendance is stronger for Gr. 7-9. These grades are the ones that are driving the % of daily attendance up. 136. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 220 FY24 Budget Priorities Budget Priority Goal Resources Needed Funding Developing Independent Learners. Partnership with Building 21 (professional development on real world project design). Increase student progress and performance levels, develop (short and long term) academic goals, continue to build out a structure for end of semester student-led conferences, and focus on competencies and skills. Ongoing support and guidance from Building 21 (Slate). Given we are in the first year of implementation, it is imperative that we continue to utilize the support until we have gained complete independence $13k for Building 21 Student, Family and Community Engagement: develop opportunities for families to engage in the learning process by implementing family events and activities. Two student-led conference days will be held along with open house night. In addition, continue to implement positive family home visits to increase our home to school partnerships. Increase family engagement through collaborative partnership, two way communication, and opportunities to engage in the learning of their students. Resources needed: funding to conduct positive home visits, community events and family night. $5K Funding needed to advance work for connection to family and community. NLIS priority: increase student engagement through the expansion of our internship program, Leaving2Learn opportunities, and volunteership. Create a robust internship program with the focus on designing a Diploma Plus menu which will include: college and career readiness. Additionally, Diploma Plus will increase both student engagement and graduation Ongoing support is needed for the partnership with Big Picture Learning. $14k for Big Picture Learning -grant funded $10K for BUILD entrepreneurship program). Entrepreneurship that focuses on developing an entrepreneurial mindset, skill 137. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 221 rates as well as decrease the dropout rate. acquisition and prototyping a business. Figure 77. FY2024 New Liberty Innovation School Budget Summary Figure 78. FY2024 New Liberty Innovation School Staffing Detail 138. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 222 Figure 79. New Liberty Innovation School Grant Funded Positions 139. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 223 Salem Prep Therapeutic Public Day High School 1 Church Street, Suite 202, Salem, MA 01970 Program Director: Craig Macarelli FY2023 October 1 Enrollment: 14 (Maximum 28) FY2024 Projected Enrollment: 16 Salem Prep is a highly structured, intensive therapeutic public day school for students identified as having a primary disability in the emotional disability category, who have experienced difficulty within a large public high school. The program is geared to provide a safe and supportive environment, and focused on social/emotional growth, academic achievement, and post-high school living skill development. Students have multiple opportunities to experience success, build skills to identify and cope with their emotional challenges, and grow socially within their community and school district. The academic focus of Salem Prep is to provide a grade-level, standards-based curriculum in 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. Salem Prep successfully partnered with Salem High School to include Prep students in a Project Lead the Way Computer Science class this year. The class and opportunity quite literally took a senior student at Salem Prep from having minimal post-high school plans to applying to and getting accepted into North Shore Community College where they hope to study Computer Science. Below is the current and projected grade by grade enrollment at Salem Prep (based on October 1 enrollment). No position cuts are recommended for FY24. Grade 2018 2019 2020 2021 2022 2023 2024 2025 2026 8 3 2 1 9 5 6 3 1 2 2 2 2 2 10 6 5 5 4 1 5 3 5 5 11 7 6 5 5 4 1 3 1 1 12 4 3 6 10 9 6 8 6 6 140. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 224 Salem Prep’s largest challenge is chronic absenteeism and daily attendance. There is a strong correlation between absenteeism and social, emotional, and mental health challenges. Related, Salem Prep has a significantly lower 4-year graduation rate in comparison to Salem High School and the state of Massachusetts. The Prep attempts to bridge gaps in credits and requirements with a combination of specialized instruction and credit recovery options. Though these approaches help, issues related to attendance, due to a myriad of factors, among other things, continue to impede their progress towards graduating in 4 years. Restructuring the instructional core to have a Project-Based Learning approach is aimed at creating a more engaging, flexible, and student-driven learning environment. The hope is to create more excitement and buy-in around academics, which in turn should improve our attendance metrics. A Project-Based Learning approach also will provide a more appropriate format for students to stay on-track with their academic progress, as the structure has inherent flexibility and individualization that will support students better, even while struggling with attendance. This approach will also allow teachers to maintain a more consistent flow and sequence, with less disruption in their ability to move through the curriculum. Reimagining one counseling positions as a College, Career, & Guidance Counselor/Internship, Externship, and Community Partnership liaison will support a new instructional approach, and the level of support this position will provide for academics and experiential learning will send the message to students that the Prep are invested in their education and their futures. 141. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 225 FY24 Budget Priorities Description Goals Resources Needed Funding Project-Based Learning Planning & Implementation Decrease Chronic Absenteeism Increase Daily Attendance Decrease Dropout Rates Increase 4-Year Graduation Rates Funding for paid summer PBL work opportunity Increase $4,500.00 Fringe/Stipends Budget Reallocating Other Funding: Reduction of $3,000.00 from Fringe/Stipends line with subtraction of one SAC stipend (see Budget Priority Move $1,500 from Instructional Supplies line to Fringe/Stipends line Reimagine one of Salem Prep’s School Adjustment Counselor positions to be a College, Career, & Guidance Counselor / Internship, Externship, and Community Partnership Liaison Decrease Chronic Absenteeism Increase Daily Attendance Decrease Dropout Rates Increase 4-Year Graduation Rates Increase SPHS student access to advanced coursework Approval of the already existing 1.0 FTE positions, with one position remaining as a School Adjustment Counselor and the other being changed to a College, Career, & Guidance Counselor / Internship, Externship, and Community Partnership liaison Staffing Budget Line 142. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 226 Ensure all SPHS students have individualized 4-year graduation plan Maintain strong communication with families around academics Provide more opportunities for students and families to agency at SPHS 143. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 227 Figure 80. FY2024 Salem Prep High School Budget Summary Budget Notes: ● The FY24 teaching line appears to have increased significantly in cost. This is due to an assumption made in the FY23 budget that is not made in the FY24 budget, which is that tuition from school choice would be allocated to the Prep budget. In FY24, the school choice offset will be allocated across the schools evenly. ● The line reflects a shared time FTE). The role is split with Salem High School and New Liberty. 144. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 228 Figure 81. FY2024 Salem Prep High School Staffing Detail 145. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 229 Concluding Section Salem Public Schools’ FY2024 recommended budget is a commitment to the students and staffin our school community. Even within the context of financial constraints, and difficult choices, our goal is to equitably allocate the resources available – including the talents of the more than 1000 talented faculty and staff, the financial resources entrusted to us from the city, state, federal, and philanthropic sources, and the cultural wealth of our community partnerships. The articulated budget describes a complicated set of choices. These have been arrived at in partnership with school communities, the broader external community, and a clear-eyed examination of our data, including enrollment data. While the funding picture from the state looks more promising this year, rising expenses guided the budget development process. At each stage, the question remained: how can Salem Public Schools continue to deliver a high quality education to its students? These combined themes: challenging costs and level service framed each discussion. We have relied on our values, mission, and vision to guide this work and allocation of resources. We are grateful for the continued support from the city of Salem, which provides the majority of the funding we rely on to do our work. This gratitude extends to the residents of Salem: constituents and partners in the work. The preceding pages describe a budget that will ultimately increase by 3.5%, and is made balanced with offsets from position cuts, grants, school choice revenue, prepayment of Special Education tuition, and savings from known retirements. A caution within this budget is that the federal relief which has supplemented the annual budget of the Salem Public Schools and provided fundings for roughly 60 positions will end next year. This FY24 budget is not expected to leave a surplus of funds at the end of the year. The combination of these two factors means that the district is facing a significant funding cliffand must begin planning for the FY25 fiscal year immediately in hopes of identifying other funding sources, and making reasoned choices about what the future looks like for the Salem Public Schools. 146. ---PAGE BREAK--- Budget Overview-School Salem Public Schools - Fiscal Year 2023 Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 230 Appendices: linked Appendix A: Summary of Federal, State, and Local Grants Appendix B: Revolving Funds Appendix C: School Nutrition and Food Services Budget 147. ---PAGE BREAK--- Budget Overview-Enterprise Funds ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Water & Sewer Five Year Financial Forecast Desc FY2023 FY2024 FY2025 FY2025 FY2027 Recap Budgeted Projected Projected Projected projected percent increase 2.35% 3.00% 3.00% 5.00% 5.00% Sewer Rates Residential 7.58 7.81 8.04 8.44 8.87 Non-Residential < 25,000 cu ft 11.48 11.83 12.18 12.79 13.43 Non-Residential > 25,000 cu ft 14.70 15.15 15.60 16.38 17.20 SEWER REVENUE User Charges 10,450,266 10,763,774 11,086,687 11,641,021 12,223,072 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 10,787,266 11,100,774 11,423,687 11,978,021 12,560,072 Retained Earnings Appropriated Other Enterprise Available Funds W/S Combine (1,669,401) (1,250,000) (1,000,000) (750,000) (500,000) Premiums on Bonds SESD PILOT SUBSIDY SEWER OFS/Trans In (1,669,401) (1,250,000) (1,000,000) (750,000) (500,000) TOTAL SEWER REVENUE 9,117,865 9,850,774 10,423,687 11,228,021 12,060,072 SEWER EXPENSES 3% Administration 3% Public Services 695,348 711,444 732,787 754,771 777,414 9% Engineering 957,526 1,217,396 1,253,918 1,291,535 1,330,281 Insurance Expenses (Deductibles) 5,000 10,000 10,300 10,609 10,927 15% Long Term Debt (Principal and Interest) 1,853,793 1,722,592 1,774,270 1,827,498 1,882,323 Short Term Debt BANS/Professional Fees 43,150 51,414 52,956 54,545 56,181 2% SESD Assessment 4,793,507 4,731,615 4,837,015 4,944,763 5,093,106 Subtotal 8,348,323 8,444,461 8,661,247 8,883,722 9,150,233 10% Indirect Costs 706,018 824,676 849,416 874,898 901,145 Subtotal 9,054,342 9,269,137 9,510,663 9,758,620 10,051,379 TOTAL SEWER EXPENSES 9,054,342 9,269,137 9,510,663 9,758,620 10,051,379 NET CHANGE IN SEWER FUND BALANCE (Projected) 63,523 581,637 913,024 1,469,401 2,008,694 ---PAGE BREAK--- Budget Overview-Enterprise Funds Water & Sewer Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 234 Desc FY2023 FY2024 FY2025 FY2026 FY2027 Recap Budgeted Projected Projected Projected projected percent increase 2.35% 9.00% 9.00% 9.00% 9.00% Water Rates Residential 3.72 4.06 4.42 4.82 5.26 Non-Residential 5.04 5.49 5.99 6.53 7.11 WATER REVENUE User Charges 5,523,991 6,021,150 6,563,053 7,153,728 7,797,564 Interest and Penalties 30,000 30,000 30,000 30,000 30,000 2.0% Other Department Revenue-Water Liens 204,000 208,080 212,242 216,486 220,816 2.0% Water Meters and Misc. Revenue 30,600 31,212 31,836 32,473 33,122 2.0% Backflow 66,300 67,626 68,979 70,358 71,765 WATER RATES 5,854,891 6,358,068 6,906,110 7,503,046 8,153,268 FB Reserved for Expenditures Retained Earnings Subsidy from Sewer Fund Balance 1,669,401 1,250,000 1,000,000 750,000 500,000 Other Enterprise Available Funds W/S Combined WATER OFS/Trans in 1,669,401 1,250,000 1,000,000 750,000 500,000 TOTAL WATER REVENUE 7,524,292 7,608,068 7,906,110 8,253,046 8,653,268 WATER EXPENSES 5.0% Administration 3.0% Public Services 751,578 766,569 789,566 813,253 837,651 3.0% Engineering 799,636 952,296 980,865 1,010,291 1,040,600 Insurance Expense (Deductibles) 2,500 5,000 5,150 5,305 5,464 8.0% Long Term Debt (Principal and Interest) 2,249,593 2,333,167 2,403,162 2,475,257 2,549,515 5.0% Short Term Debt (Interest Only) 26,651 72,278 74,446 76,680 78,980 4.0% Assessment 2,906,306 3,017,336 3,107,856 3,201,092 3,297,125 Retained Earnings Expended Reserve Fund Other Financing Uses (OFU) Subtotal 6,736,263 7,146,646 7,361,045 7,581,877 7,809,333 10% Indirect Costs 788,028 691,762 712,515 733,890 755,907 Subtotal 7,524,292 7,838,408 8,073,560 8,315,767 8,565,240 TOTAL WATER EXPENSES 7,524,292 7,838,408 8,073,560 8,315,767 8,565,240 NET CHANGE IN WATER FUND BALANCE (Projected) - (230,340) (167,451) (62,722) 88,027 NET CHANGE IN WATER/SEWER BALANCE (Projected) 63,523 351,297 745,574 1,406,680 2,096,721 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Enterprise Fund A2 Summary& Graphs CITY OF SALEM ENTERPRISE FUNDS A2 SUMMARY Actual Estimated Budgeted Increase % Increase FY2022 FY2023 FY2024 FY23 v. FY24 FY23 v. FY24 REVENUE SEWER RATES 10,150,792 10,450,266 10,763,774 3.00% 313,508 OTHER 303,045 337,000 337,000 0.00% 0 SEWER TRANS/OFS/WATER SUBSIDIES - TOTAL SEWER REVENUE 10,453,837 10,787,266 11,100,774 2.9% 313,508 WATER RATES 5,536,352 5,523,991 6,021,150 9.00% 497,159 OTHER 189,891 330,900 336,918 1.82% 6,018 WATER TRANS/OFS/GF SUBSIDIES/SEWER SUBSIDY 1,523,153 1,669,401 1,250,000 -25.12% (419,401) TOTAL WATER REVENUE 7,249,396 7,524,292 7,608,068 1.11% 83,776 TRASH FEES 951,488 939,079 967,251 3.00% 28,172 OTHER TOTAL TRASH REVENUE 951,488 939,079 967,251 3.00% 28,1720 TRASH TRANS/OFS/GF SUBSIDIES 3,062,519 3,062,521 3,137,012 2.43% 74,491 TOTAL TRASH REVENUE WITH GF SUBSIDY 3,062,519 3,062,521 3,137,012 2.43% 74,491 ENTERPRISE FUND TOTAL REVENUE 21,717,239 22,313,158 22,813,104 2.24% 499,947 EXPENDITURES SEWER ADMIN 857,593 1,657,874 1,938,840 16.95% 280,966 SEWER FIXED COSTS 6,669,101 6,690,449 6,505,621 -2.76% (184,828) TOTAL SEWER EXPENDITURES 7,526,694 8,348,323 8,444,461 1.15% 96,138 Sewer -Indirect Costs/OTHER FINANCIAL USES 694,701 706,018 844,386 19.60% 138,368 TOTAL SEWER EXPENDITURES WITH INDIRECT COSTS 8,221,395 9,054,341 9,288,847 2.59% 234,506 WATER ADMIN 1,207,197 1,553,714 1,723,865 10.95% 170,151 WATER FIXED COSTS 4,957,923 5,182,549 5,422,781 4.64% 240,232 TOTAL WATER EXPENDITURES 6,165,120 6,736,263 7,146,646 6.09% 410,383 WATER -Indirect Costs/OTHER FINANCIAL USES 774,475 788,028 711,472 -9.71% (76,556) TOTAL WATER EXPENDITURES WITH INDIRECT COSTS 6,939,595 7,524,291 7,858,118 4.44% 333,827 TRASH PERSONNEL 79,844 80,583 83,426 3.53% 2,843 TRASH NON-PERSONNEL 3,262,971 3,941,015 4,040,835 2.53% 99,820 TOTAL TRASH EXPENDITURES 3,342,815 4,021,598 4,124,261 2.55% 102,663 ENTERPRISE FUND TOTAL EXPENDITURES 18,503,805 20,600,231 21,271,226 3.26% 670,995 Net Incr/Decr 3,213,433.83 1,712,926.70 1,541,878.43 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY22 FY23 FY24 % Change Actuals Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 10,150,792 10,450,266 10,763,774 3.0% Interest & Penalties 37,000 37,000 37,000 0.0% Sewer Liens 300,000 300,000 300,000 0.0% Other Departmental Bond Premium Total Revenues 10,487,792 10,787,266 11,100,774 2.9% Retained Earnings Appropriated Other Enterprise Available Funds - WS Combined (1,523,153) $ (1,669,401) $ (1,250,000) $ OFS/TRANS IN/SESD Trans Total Revenue & Available Funds 8,964,639 9,117,865 9,850,774 8.0% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 665,861 695,347 711,444 2.3% Engineering 945,307 957,526 1,217,396 27.1% Long Term Debt (principal and interest) 1,930,488 1,853,793 1,722,592 -7.1% Short Term Debt (interest only) 47,000 43,150 51,414 19.2% Other (SESD assessment) 4,735,813 4,793,507 4,731,615 -1.3% Insurance Expense (Deductibles) 5,000 5,000 10,000 100.0% OFU/Trans Out Total costs appropriated in enterprise fund 8,329,469 8,348,323 8,444,461 1.2% b. Costs appropriated in the general fund (Indirect Costs) 694,701 706,018 844,386 19.6% Total costs appropriated in the general fund 694,701 706,018 844,386 19.6% Total Costs 9,024,170 9,054,341 9,288,847 2.6% SCHEDULE A-2 ENTERPRISE FUNDS SALEM SEWER ENTERPRISE FUND - FY24 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 237 FY22 FY23 FY24 % Change Actuals Estimated Budgeted SCHEDULE A-2 ENTERPRISE FUNDS SALEM SEWER ENTERPRISE FUND - FY24 3. Calculation of General Fund Subsidy Revenue & available funds 8,964,639 9,117,865 9,850,774 8.0% less: Total costs 9,024,170 9,054,341 9,288,847 2.6% less: Prior year deficit (Negative represents general fund subsidy) -59,531 63,524 561,927 -1043.9% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 9,024,170 9,054,341 9,288,847 2.6% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 9,024,170 9,054,341 9,288,847 2.6% Total Revenue & Other Available Funds 8,964,639 9,117,865 9,850,774 8.0% Total Costs 9,024,170 9,054,341 9,288,847 2.6% Variance -59,531 63,524 561,927 784.6% ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 238 FY22 FY23 FY24 % Change Actuals Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 5,397,158 5,523,991 6,021,150 9.0% Interest & Penalties 30,000 30,000 30,000 0.0% Water Liens 200,000 204,000 208,080 2.0% Other Departmental - Connection Fees Bond Premiums Water Meters & Misc. Revenue 30,000 30,600 31,212 2.0% Backflow 65,000 66,300 67,626 2.0% Total Revenues 5,722,158 5,854,891 6,358,068 8.6% Retained Earnings Appropriated 7,506 0 0 Other Enterprise Available Funds W/S Combined 1,523,153 1,669,401 1,250,000 OFS/Trans In Total Revenue & Available Funds 7,252,817 7,524,292 7,608,068 1.1% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 722,511 751,578 766,569 2.0% Engineering 787,907 799,636 952,296 19.1% Long Term Debt (principal and interest) 2,169,309 2,249,593 2,333,167 3.7% Short Term Debt (interest only) 11,106 26,651 72,278 171.2% Other assessment) 2,785,009 2,906,306 3,017,336 3.8% Insurance Expense (Deductibles) 2,500 2,500 5,000 100.0% Insurance Expense (Deductibles) OFU/Trans Out Total costs appropriated in enterprise fund 6,478,342 6,736,264 7,146,646 6.1% b. Costs appropriated in the general fund - Indirect Costs 774,475 788,028 711,472 -9.7% Total costs appropriated in the general fund 774,475 788,028 711,472 -9.7% Total Costs 7,252,817 7,524,292 7,858,118 4.4% SALEM WATER ENTERPRISE FUND - FY24 SCHEDULE A-2 ENTERPRISE FUNDS ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 239 FY22 FY23 FY24 % Change Actuals Estimated Budgeted SALEM WATER ENTERPRISE FUND - FY24 SCHEDULE A-2 ENTERPRISE FUNDS 3. Calculation of General Fund Subsidy Revenue & available funds 7,252,817 7,524,292 7,608,068 1.1% less: Total costs 7,252,817 7,524,292 7,858,118 4.4% less: Prior year deficit (Negative represents general fund subsidy)* 0 0 (250,050) 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 7,252,817 7,524,292 7,858,118 4.4% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 7,252,817 7,524,292 7,858,118 4.4% Total Revenue & Other Available Funds 7,252,817 7,524,292 7,608,068 1.1% Total Costs 7,252,817 7,524,292 7,858,118 4.4% Variance - - (250,050) *Only necessary if Sewer Fund has insufficient funding to cover any deficit as the funds are reported together to DOR. ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 240 FY22 FY23 FY24 % Change Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 899,925 939,079 967,251 3.0% Other Departmental Revenue 0 0 0 Penalties and Interest 0 0 0 Recycling Revenue 0 0 0 Total Revenues 899,925 939,079 967,251 3.0% Retained Earnings Appropriated** Other Enterprise Available Funds OFS/Transfers In Total Revenue & Available Funds 899,925 939,079 967,251 3.0% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Salaries 79,844 80,583 83,426 3.5% Contracted Services - Collection and Disposal (flat fee) 3,882,600 3,941,015 4,040,835 2.5% Recycling and Other Expenses Exp Trans/OFU Total costs appropriated in enterprise fund 3,962,444 4,021,598 4,124,261 2.6% b. Costs appropriated in the general fund - Indirect Costs Total costs appropriated in the general fund 0 0 Total Costs 3,962,444 4,021,598 4,124,261 2.6% 3. Calculation of General Fund Subsidy Revenue & available funds 899,925 939,079 967,251 3.0% less: Total costs 3,962,444 4,021,598 4,124,261 2.6% less: Prior year deficit (Negative represents general fund subsidy) (3,062,519) (3,082,519) (3,157,010) 2.4% 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 899,925 939,079 967,251 3.0% b. Taxation 3,062,519 3,082,519 3,157,010 2.4% c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 3,962,444 4,021,598 4,124,261 2.6% SALEM TRASH ENTERPRISE FUND - FY24 SCHEDULE A-2 ENTERPRISE FUNDS ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Schedule A-2's - Sewer, Water, Trash FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 241 FY22 FY23 FY24 % Change Actual Estimated Budgeted 1. Enterprise Revenues & Available Funds User Charges 15,547,950 15,974,257 16,784,924 8.0% Penalties & Interest 67,000 67,000 67,000 0.0% Water/Sewer Liens 500,000 504,000 508,080 Other Departmental Revenue 0 0 0 Bond Premium 0 0 0 Intergovernmental-SESD 30,000 30,600 31,212 4.0% Water Backflow 65,000 66,300 67,626 4.0% Total Revenues 16,209,950 16,642,157 17,458,842 7.7% Retained Earnings 7,506 0 0 Other Enterprise Available Funds - WS Combined 0 0 0 OFS/Transfers in 0 0 0 Total Revenue & Available Funds 16,217,456 16,642,157 17,458,842 7.7% 2. Total Costs Appropriated a. Costs appropriated in enterprise fund Public Services 1,388,372 1,446,925 1,478,013 6.5% Engineernig 1,733,214 1,757,162 2,169,692 25.2% Long Term Debt (principal and interest) 4,099,797 4,103,386 4,055,759 -1.1% Short Term Debt (interest only) 58,106 69,801 123,692 112.9% Other (SESD/SBWB assessment) 7,520,822 7,699,813 7,748,951 3.0% Insurance Expense (Deductibles) 7,500 7,500 15,000 100.0% OFU/Trans Out Total costs appropriated in enterprise fund 14,807,811 15,084,587 15,591,107 5.3% b. Costs appropriated in the general fund - Indirect Costs 1,469,176 1,494,046 1,555,858 Total costs appropriated in the general fund 1,469,176 1,494,046 1,555,858 Total Costs 16,276,987 16,578,633 17,146,965 5.3% 3. Calculation of General Fund Subsidy Revenue & available funds 16,217,456 15,664,327 15,664,327 -3.4% less: Total costs 16,276,987 15,664,327 15,664,327 -3.8% less: Prior year deficit (Negative represents general fund subsidy) -59,531 0 0 4. Sources of Funding for Costs Appropriated in the Enterprise Fund a. Revenue & available funds 16,276,987 16,578,633 17,146,965 2.0% b. Taxation c. Free Cash d. Non-Enterprise available funds Total Sources of Funding for Costs Appropriated in Enterprise Fund 16,276,987 16,578,633 17,146,965 2.0% Total Revenue & Other Available Funds 16,217,456 16,642,157 17,458,842 1.6% Total Costs 16,276,987 16,578,633 17,146,965 2.0% Variance -59,531 63,524 311,877 SCHEDULE A-2 ENTERPRISE FUNDS SALEM WATER & SEWER ENTERPRISE FUNDS COMBINED - FY24 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY2024 Estimated Revenues - Enterprise Funds Trash GF Subsidy 13.83% Trash Fees 4.24% Water - Sewer Subsidy 5.47% Water - Other 1.48% Water Rates 26.37% Sewer Rates 47.14% Sewer - Other 1.48% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 the City is requesting an increase in sewer rates of 3.00%. Sewer Enterprise Revenue Water Enterprise Revenue Sewer Current Rate % Increase New Rate Residential 7.58 3.00% 7.81 Commercial 11.48 3.00% 11.83 >25K Usage 14.70 3.00% 15.15 $10,000,000 $0 $10,000,000 $20,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $2 ---PAGE BREAK--- Budget Overview-Enterprise Funds Enterprise Fund Revenue Detail & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 244 The water revenues consist of penalties & interest, water rates revenues, water liens revenue, backflow testing revenue, and miscellaneous revenue. In FY 2024 the City is requesting an increase in water rates of 9.00%. Water Enterprise Revenue Solid Waste Enterprise Revenue The trash revenues consist of penalties & interest and trash fee revenue. The general fund subsidizes 73% of the trash fund expenditures. In FY 2016 the City contracted with Waste Management to take over for North Side Carting due to North Side Carting’s inability to fulfill their contractual obligations. The Solid Waste Collection line increased in FY 2016 due to the change in vendor but leveled out in FY 2017 due to mandatory recycling which leveled out the solid waste disposal costs. In FY2024, the City is requesting an increase of commensurate with the increase in the solid waste management contract and other cost increases. In FY 2024 we anticipate an increase of $74,491 in the General Fund Subsidy to the Trash Enterprise Fund. Solid Waste Enterprise Revenue Water Current Rate % Increase New Rate Residential 3.72 9.00% 4.06 Commercial 5.04 9.00% 5.49 $10,000,000 $0 $10,000,000 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $1 $1,000,000 $0 $1,000,000 $2,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $2 ---PAGE BREAK--- Budget Overview-Enterprise Funds FY2024 Estimated Revenues - Sewer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 245 General Fund Subsidy to Solid Waste Enterprise Fund General Fund Subsidy to Solid Waste Enterprise Fund FY2024 Estimated Revenues - Sewer $1,000,000 $0 $2,000,000 $4,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $4,0 $4 Sewer Rates 96.96% Other 3.04% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY2024 Estimated Revenues - Water FY2024 Estimated Revenues - Trash Subsidy from Sewer Fund 16.43% Other 4.43% Water Rates 79.14% Trash Fees 23.45% General Fund Subsidy 76.55% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Enterprise Fund FY2024 Operating Budget Summary ACTUAL FINAL DEPARTMENT MAYOR ADOPTED EXPENDED BUDGET BUDGET BUDGET BUDGET FY 2022 FY2023 FY 2024 FY2024 FY2024 Amount Percentage ENTERPRISE FUNDS SEWER : Sewer - Public Services 665,861 695,348 695,348 711,444 711,444 16,096 2.31% Sewer - Engineering 945,307 957,526 957,526 1,217,396 1,217,396 259,870 27.14% Long Term Debt 1,853,793 1,853,793 1,853,793 1,722,592 1,722,592 (131,201) -7.08% Short Term Debt - 43,150 43,150 51,414 51,414 8,264 19.15% SESD Assessment 4,793,507 4,793,507 4,793,507 4,731,615 4,731,615 (61,892) -1.29% Sewer - Insurance Deduction - 5,000 5,000 10,000 10,000 5,000 100.00% TOTAL SEWER 8,258,467 8,348,323 8,348,324 8,444,461 8,444,461 96,138 1.15% WATER : Water-Public Services 722,511 751,578 751,578 766,569 766,569 14,991 1.99% Water-Engineering 799,636 799,636 799,636 952,296 952,296 152,660 19.09% Long Term Debt 2,249,593 2,249,593 2,249,593 2,333,167 2,333,167 83,574 3.72% Short Term Debt 26,651 26,651 26,651 72,278 72,278 45,627 171.21% SBWS Assessment 2,906,306 2,906,306 2,906,306 3,017,336 3,017,336 111,030 3.82% Water - Insurance Deduction 2,500 2,500 2,500 5,000 5,000 2,500 100.00% TOTAL WATER 6,707,196 6,736,263 6,736,263 7,146,646 7,146,646 410,383 6.09% Solid Waste : Solid Waste - Engineering 3,962,443 4,015,663 4,015,663 4,124,261 4,124,261 108,598 2.70% TOTAL TRASH 3,962,443 4,015,663 4,015,663 4,124,261 4,124,261 108,598 2.70% ENTERPRISE FUND TOTAL 18,928,107 19,100,250 19,100,250 19,715,368 19,715,368 615,118 3.22% PERSONNEL & NON-PERSONNEL SUMMARIES Sewer Personnel 657,528 715,128 716,707 716,365 716,365 1,237 0.17% Non-Personnel 7,437,511 6,695,449 7,728,095 7,728,096 7,728,096 1,032,647 15.42% 8,095,039 8,348,323 8,444,802 8,444,461 8,444,461 96,138 1.15% Water Personnel 712,528 770,638 771,707 771,365 771,365 727 0.09% Non-Personnel 5,643,471 5,185,049 6,375,280 6,375,281 6,375,281 1,190,232 22.96% 6,355,999 6,736,263 7,146,987 7,146,646 7,146,646 410,383 6.09% Solid Waste Personnel 98,884 80,563 83,426 83,426 83,426 2,863 3.55% Non-Personnel 3,605,660 3,941,035 4,040,835 4,040,835 4,040,835 99,800 2.53% 3,704,544 4,021,598 4,124,261 4,124,261 4,124,261 102,663 2.55% TOTAL Enterprise Fund 18,155,582 19,106,184 19,716,050 19,715,368 19,715,368 609,184 3.19% FY23 vs. FY24 Budget Inc/Decr ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY2024 Proposed Budget - Enterprise Funds FY2024 Proposed Budget - Sewer Trash Non-Personnel 19.00% Water Indirect Costs 3.34% Water Fixed Costs 25.49% Sewer Admin 9.11% Sewer Fixed Costs 30.58% Sewer Indirect Costs 3.97% Water Admin 8.10% Other 0.39% Public Services 7.66% Engineering 13.11% Long-Term Debt 18.54% Indirect Costs 9.09% SESD Assessment 50.94% Other 0.66% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY2024 Proposed Budget - Water FY2024 Proposed Budget - Trash Other 0.96% Indirect Costs 9.06% SBWB Assessment 38.41% Public Services 9.76% Engineering 12.12% Long-Term Debt 29.70% Engineering Admin 2.02% Solid Waste Collection 97.98% ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Water & Sewer Rate Comparisons Last Rate % change Residential Commercial Residential Commercial Discounts Fund Adjustment Salem - 7/1/2022 3.72 $ 5.04 $ HCF 7.58 $ 11.48 $ 0-250 HCF yes Enterprise Fund 8/1/2021 2.35% Water: 446.40 $ FY2023 14.70 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 909.60 $ within 15 days Combined: 1,356.00 $ Salem - 7/1/2023 4.06 $ 5.49 $ HCF 7.81 $ 11.83 $ 0-250 HCF yes Enterprise Fund 8/1/2021 4.90% Water: 487.20 $ Proposed 15.15 $ 251+ HCF 10% water if pd. Water & Sewer Sewer: 937.20 $ within 15 days Combined: 1,424.40 $ Beverly* 3.65 $ same HCF 5.61 $ same HCF no Enterprise 7/1/2018 -0.06% Water: 393.00 $ Water & Sewer Sewer: 748.00 $ Combined: 1,141.00 $ Chelsea 5.88 $ same 0-10 HCF 9.80 $ same 0-10 HCF no Enterprise Fund 7/1/2022 2.50% Water: 705.60 $ 7.18 $ same > 10-15 HCF 10.69 $ same > 10-15 HCF Water & Sewer Sewer: 1,176.00 $ 9.32 $ same > 15HCF 13.59 $ same > 15HCF Combined: 1,881.60 $ Danvers 7.69 $ 7.69 $ 0-20 HCF R / 0-40 HCF C 7.64 $ 7.64 $ 0-20 HCF R / 0-40 HCF C yes General Fund 7/1/2022 3.50% Water: 922.80 $ 8.65 $ 20-24 HCF R 7.95 $ 20-24 HCF Sewer: 916.80 $ 11.09 $ 8.65 $ balance 9.55 $ 7.95 $ balance 15% water Water & Sewer Combined: 1,839.60 $ elderly/low Gloucester 9.47 $ same kgal 17.12 $ same kgal no Enterprise Fund 4/1/2022 4.00% Water: 852.30 $ Water & Sewer Sewer: 1,540.80 $ Combined: 2,393.10 $ Lynn 4.04 $ same 0-27 HCF 7.40 $ same 0-27 HCF yes Enterprise Fund 7/1/2020 3.66% Water: 499.20 $ 4.16 $ same 27-73 HCF 7.65 $ same 27-73 HCF owner occ. Water & Sewer Sewer: 918.00 $ 4.23 $ same 73-2,812 HCF 7.79 $ same 73-2,812 HCF elderly/disabled Combined: 1,417.20 $ 4.29 $ same balance 7.84 $ same balance single @ 15%, 2-fam @ 7.5%, 3-Fam @ 5% Marblehead 6.80 $ same 0-30 HCF 11.00 $ same 0-30 HCF no Enterprise Fund 7/1/2022 9.20% Water: 816.00 $ 9.25 $ same balance 11.00 $ same balance Water & Sewer Sewer: 1,320.00 $ Combined: 2,136.00 $ Peabody* 3.31 $ 3.99 $ 0-15 HCF 4.41 $ 5.14 $ 0-15 HCF no General Fund 7/1/2019 0.16% Water: 397.20 $ 3.65 $ same 16-25 HCF 4.92 $ 5.71 $ 16-25 HCF Water & Sewer Sewer: 529.20 $ 3.90 $ 4.37 $ 26-30 5.23 $ 6.06 $ 26-30 Combined: 926.40 $ 4.04 $ 4.80 $ balance 5.52 $ same balance Revere 4.23 $ same HCF 12.77 $ same HCF yes Enterprise Fund 7/1/2022 4.25% Water: 507.60 $ senior Water & Sewer Sewer: 1,532.40 $ Combined: 2,040.00 $ Swampscott 7.33 $ same HCF 5.75 $ same HCF no Enterprise Fund 8/1/2021 4.43% Water: 879.60 $ Water & Sewer Sewer: 690.00 $ Combined: 1,569.60 $ *Peabody has announced an upcoming 30% rate increase. NOTE: All data taken from MWRA Annual Water and Sewer Retail Rate Survey - 2022 FY2024 COMBINED RETAIL WATER AND SEWER RATE COMMUNITY CHARGE COMPARISION Annual Cost per 120 HCF (approx 90,000 gallons) Water Sewer ---PAGE BREAK--- Financial Forecasts, Policies and Debt ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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: $118,490,824 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 and $1,828,203 in FY2024. For FY2024, new growth is expected to be closer to historical amounts at $1,000,000. For fore- casting purposes, the average of $1,000,000 is used. Local Receipts: $18,077,100 Local receipts are locally generated revenues other than real and personal property taxes. Examples include motor vehicle excise, investment income, hotel/motel tax, fees, rentals, and charges. The City is seeing a healthy recovery from COVID-19, particularly in its meals and hotel/motel excise taxes. Salem is projecting an increase of $693,039 (3.99%) in Local Receipts over FY2023. 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): $37,641,877 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 $624,263 from the FY2023 amount. The Chapter 70 appropriation would be increased from $26,184,942 in FY23 to $27,455,880 in FY24, a 4.8% increase, which is the result of Salem moving from minimum aid to foundation aid under the formula. Also, FY2024 will see an increase in Unrestricted General Govern- ment Aid (UGGA) by $127,856 or 1.6%. It is difficult to gauge the amount that the Commonwealth will allocate to the 351 municipalities due to the volatile economy. Nevertheless, we need to assume a figure for purposes of completing the five-year financial forecast. Therefore, it is predicted that the State will increase the FY2025 appropriation by 1% each year through FY2028. 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: $18,805,466 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 $6,358,068 and $10,788,897 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, Policies and Debt Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 253 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 (ACFR) and when calcu- lating Retained Earnings by the Department of Revenue. For FY24, the administration is recommending a water rate increase of 9% and sewer rate increase of The Solid Waste Enterprise fund, established in FY08, does not recoup all oper- ating costs. However, the $967,251 estimated revenues will cover approxi- mately 26% of the total cost of $4,124,261 in FY2024. Other Financial Resources – Recurring: $1,832,011 The City currently has five “receipts reserve” accounts; Harbormaster, Witch House, Golf Course, Charter Street Cemetery, and Forest River Pool. Receipts reserve accounts are accounts in which proceeds are earmarked by law and placed in separate accounts for appropriation for particular purposes. The City treats these accounts similar to Enterprise Funds, by which the fees charged cover the expenses of the particular program. It is estimated that the revenues generated will increase each year by 2.5% to keep up with rising costs of running each of the three departments. Expenses General Government: $10,029,364 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 FY24 is 2.75%. 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 FY2025-2028 is projected at approximately Public Safety: $25,402,507 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 FY2025 through FY2028. 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 FY2024, Public Safety is a 7.03% increase. This amount includes annualizing recently settled collective bargaining agreements. Public Works and Facilities: $4,454,120 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 FY2028. The FY2024 budget reflects an 3.06% increase for public works, reflecting increases in maintenance and other initiatives identified to improve services through the City. Engineering and Parking operating expenses are expected to increase by 3% per year through FY2028, and the Snow and Ice budget will be level funded through FY2028. Human Services: $1,951,383 Departments under Human Services include the Health Department, Council on Aging, and Veteran’s Services. Although the benefits of veterans decreased this year due to less veterans applying for benefits, expenses in human services are still projected to increase by 3% per year due to normal increases in salaries and expenses, needs of an aging population, and the uncertainty of the number of veterans returning from war. Cultural and Recreation: $4,146,913 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: $35,015,611 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 FY2028 for each fixed cost are as follows: Health Insurance: 6% As a member of state GIC, Salem will see an FY24 increase of 2.84%. To be conservative, the average increase for FY25-28 will be ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 254 Retirement Assessment: 5.5% 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. FY24 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: $8,841,331 (Long Term - $8,560,828 & Short Term - $280,503) Debt service is the repayment cost, usually stated in annual terms and based on an amortization schedule, of the principal and interest on any particular bond issue. The overall debt service for the City is scheduled to decrease for existing debt; however, as part of our capital planning and the current interest rate increases, we estimating a 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: $2,565,518 The assessment to the City of Salem reflects the number of students attending the school and the associated costs. The assessment decreased in FY2024 resulting from lower enrollment numbers. To be conservative these assess- ments are projected to increase 2.5% through FY2028. Education - Salem School District: $71,154,142 The School Committee oversees the budget process for the schools, and it has a bottom-line budget of $71,154,142 for FY24, an increase of 3.5% from FY23. For financial forecasting purposes, we expect that the cost of education will increase the general fund budget by 2.5% per year in both personnel and non- personnel expenses. The City’s finance director and the School’s business administrator continue to work on cost saving measures and shared services to ensure that the level of staff at the SPS will be adequate to provide quality education to its students. Enterprise Fund Expenses: $20,406,618 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 FY2025 to FY2028 as follows: Water Enterprise Personnel: 5% Expenses: 5% Assessments: 3.5% Debt Service: per debt schedule (actual and projected) Sewer Enterprise Personnel: 5% Expenses: 5% Assessments: 3.5% Debt Service: per debt schedule (actual and projected) Solid Waste Enterprise Personnel: 3% Expenses: 3% Contracted Services: 15% Cherry Sheet Assessment: $10,352,002 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 FY2025 to FY2028. Other Expenditures: $1,527,278 Overlay: $915,000 Overlay is an account established annually to fund anticipated property tax abatements exemptions and uncollected taxes in that year. It is ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 255 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 FY2024 the city of Salem does not plan to raise a deficit on the tax recap. All amortized costs have been paid. Cherry Sheet Offset: $612,769 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 FY2025 to FY2028. 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 FY2024 budget will continue to be the basis for all future financial planning for the City of Salem. ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 256 Projection % INC/DEC FY23 FY24 FY25 FY26 FY27 FY28 FY24-FY27 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED PROPERTY TAXES PRIOR YEAR LEVY LIMIT 116,782,246 121,530,005 125,568,255 129,707,462 129,707,462 133,950,148 PROPOSITION 2.5 INCREASE TO LEVY 2.50% 2,919,556 3,038,250 3,139,206 3,242,687 3,242,687 3,348,754 NEW GROWTH 1,828,203 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 TOTAL: LEVY LIMIT (not included in total) 121,530,005 125,568,255 129,707,462 133,950,148 133,950,148 138,298,902 REVENUES ACTUAL REAL ESTATE AND PERSONAL PROP 2.75% 114,452,574 118,490,824 122,630,031 126,872,717 126,872,717 131,221,471 LOCAL RECEIPTS MOTOR VEHICLE 3.00% 4,515,000 4,550,000 4,686,500 4,827,095 4,827,095 4,971,908 HOTEL MOTEL TAX 5.00% 1,290,000 1,590,000 1,669,500 1,752,975 1,669,500 1,752,975 MEALS TAX 3.00% 1,000,000 1,220,000 1,256,600 1,294,298 1,256,600 1,294,298 BOAT EXCISE TAX 1.00% 30,000 30,000 30,300 30,603 30,300 30,603 CANNABIS EXCISE TAX Varies 978,500 978,500 1,000,000 950,000 950,000 950,000 INTEREST ON TAXES 1.00% 550,000 550,000 555,500 561,055 555,500 561,055 " Urban Renewal (Chap 121A) 0.00% 500,000 500,000 500,000 500,000 500,000 500,000 IN LIEU OF TAXES 1.00% 785,000 785,000 785,000 792,850 700,000 700,000 CANNABIS CBA Varies 194,000 0 0 0 0 0 CHARGES FOR SERVICES 2.50% 2,370,000 1,025,000 1,050,625 1,076,891 1,050,625 1,076,891 PARKING FEES 3.00% 2,880,000 2,973,600 3,062,808 3,154,692 3,062,808 3,154,692 LICENSES AND PERMITS 2.00% 300,000 1,645,000 1,677,900 1,711,458 1,677,900 1,711,458 FINES & FORFEITS 2.00% 800,000 900,000 918,000 936,360 918,000 936,360 INVESTMENT INCOME 0.00% 90,000 375,000 375,000 375,000 375,000 375,000 MEDICAID 1.00% 725,000 700,000 707,000 714,070 707,000 714,070 MISC. RECURRING (INCLUDES MEDICAID 2.00% 376,561 255,000 260,100 265,302 260,100 265,302 MISC. NON-RECURRING 0.00% 0 0 0 0 0 0 TOTAL: LOCAL RECEIPTS Varies 17,384,061 18,077,100 18,534,833 18,942,649 18,540,428 18,994,612 CHERRY SHEET REVENUE 1.00% 37,017,614 37,641,877 38,018,296 38,398,479 38,398,479 38,782,464 OFS - RECURRING Varies 1,672,136 1,832,011 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 0 1,000,000 750,000 500,000 500,000 500,000 ARPA OFS - NON RECURRING 0.00% 0 1,000,000 750,000 500,000 500,000 500,000 ENTERPRISE FUNDS SEWER ENTERPRISE FUND REVENUE 2.00% 10,723,742 10,788,897 11,004,675 11,224,768 11,224,768 11,449,264 WATER ENTERPRISE FUND REVENUE 5.00% 5,854,891 6,358,068 6,675,971 7,009,770 7,009,770 7,360,258 TRASH ENTERPRISE FUND 3.00% 939,079 967,251 996,269 1,026,157 1,026,157 1,056,942 PEG ACCESS ENTERPRISE FUND 691,250 691,250 691,250 691,250 691,250 691,250 TOTAL ENTERPRISE FUND REVENUE varies 18,208,961 18,805,466 19,368,165 19,951,945 19,951,945 20,557,714 TOTAL REVENUES 188,735,346 195,847,278 200,801,325 206,165,790 205,763,569 211,556,260 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Five Year Financial Forecast FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 257 % INC/DEC FY23 FY24 FY25 FY26 FY27 FY28 FY24-FY27 RECAP BUDGETED PROJECTED PROJECTED PROJECTED PROJECTED EXPENDITURES TOTAL: GENERAL GOVERNMENT 3.00% 9,760,620 10,029,364 10,330,245 10,640,152 10,640,152 10,959,357 TOTAL: PUBLIC SAFETY 3.50% 23,760,206 25,402,507 26,291,595 27,211,801 27,211,801 28,164,214 TOTAL: PUBLIC WORKS & FACILITIES Varies 4,321,670 4,454,120 4,584,860 4,722,405 4,864,078 4,864,078 TOTAL: HUMAN SERVICES 3.00% 1,854,468 1,951,383 2,009,924 2,070,222 2,070,222 2,132,329 TOTAL: CULTURAL AND RECREATIONAL 3.00% 3,703,792 4,146,913 4,271,320 4,399,460 4,399,460 4,531,444 FIXED COSTS CONTRIBUTORY RETIREMENT 5.50% 14,429,326 14,930,794 15,751,988 16,618,347 16,618,347 17,532,356 NON-CONTRIBUTORY PENSIONS -3.00% 10,625 10,625 10,306 9,997 9,997 9,697 WORKMANS COMPENSATION CITY/SCHO 3.00% 539,730 556,660 573,360 590,561 590,561 608,277 UNEMPLOYMENT COMPENSATION 3.00% 250,000 200,000 206,000 212,180 212,180 218,545 GROUP INSURANCE 6.00% 16,482,273 16,949,561 17,966,535 19,044,527 19,044,527 20,187,198 MEDICARE 3.00% 1,304,315 1,382,574 1,424,051 1,466,773 1,466,773 1,510,776 MUNICIPAL INSURANCE- CITY ONLY 3.00% 373,500 335,397 345,459 355,823 355,823 366,497 HEALTH REIMBURSEMENT ACCOUNT 0 0 0 0 0 RETIREMENT ANTICIPATION STABILIZATIO 3.00% 600,000 600,000 618,000 636,540 636,540 655,636 TRANSFER TO CPA FUND 0 0 0 0 0 SALEM 2026 FUND 50,000 50,000 75,000 100,000 0 0 TOTAL: FIXED COSTS 34,039,769 35,015,611 36,970,699 39,034,747 38,934,747 41,088,984 TOTAL: DEBT SERVICE 3.52% 8,301,659 8,841,331 9,152,546 9,474,715 9,474,715 9,808,225 TOTAL: ESSEX TECH ASSESSMENT 2.50% 2,599,910 2,565,518 2,629,656 2,695,397 2,695,397 2,762,782 CITY EXPENDITURE TOTAL Varies 88,342,094 92,406,747 96,240,845 100,248,900 100,290,572 104,311,412 TOTAL: EDUCATION 2.75% 68,747,963 71,154,142 73,110,881 75,121,430 75,121,430 77,187,269 SCHOOL EXPENDITURE TOTAL 2.50% 68,747,963 71,154,142 73,110,881 75,121,430 75,121,430 77,187,269 TOTAL: SEWER ENTERPRISE varies 8,348,323 8,444,461 8,807,986 8,626,161 8,626,161 9,298,287 TOTAL: WATER ENTERPRISE varies 6,736,263 7,146,646 7,179,340 7,179,340 7,179,340 7,670,616 TOTAL: TRASH ENTERPRISE 3.00% 4,015,663 4,124,261 4,203,756 4,203,756 4,203,756 4,329,868 TOTAL: PEG ENTERPRISE 0.00% 691,250 691,250 691,250 691,250 691,250 691,250 ENTERPRISE FUND EXPENDITURE TOTAL 19,791,499 20,406,618 20,882,332 20,700,507 20,700,507 21,990,021 TOTAL - CITY, SCHOOL, AND ENTERPRISE 176,881,556 183,967,507 190,234,057 196,070,837 196,112,509 203,488,703 TOTAL: CHERRY SHEET ASSESSMENT 2.00% 9,788,846 10,352,002 10,559,042 10,559,042 10,559,042 10,770,223 OTHER EXPENDITURES CHERRY SHEET OFFSET 2.00% 623,087 612,769 625,024 625,024 625,024 637,525 OVERLAY 2.00% 980,844 915,000 933,300 933,300 933,300 951,966 SNOW AND ICE DEFICIT various 51,305 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 1,655,236 1,527,769 2,058,324 2,058,324 2,058,324 2,089,491 TOTAL EXPENDITURES 188,325,638 195,847,278 202,851,423 208,688,203 208,729,876 216,348,416 BUDGET GAP 409,708 0 -2,050,099 -2,522,413 -2,966,306 -4,792,156 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Long Term Debt Service By Month City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 1 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 07/15/2023 December 14 2006 DW-05-12 132,058.00 5,444.55 137,502.55 Subtotal $132,058.00 $5,444.55 $137,502.55 09/01/2023 September 27 2012 : Water System Improvements (OSQ) 70,000.00 11,950.00 81,950.00 September 27 2012 : Sewer Pump Station Upgrade (ISQ) 10,000.00 1,618.75 11,618.75 September 27 2012 : South River Basin Upgrade (ISQ) 25,000.00 4,006.25 29,006.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) 20,000.00 3,012.50 23,012.50 September 27 2012 : Forrester Street Drain Relief (ISQ) 20,000.00 3,162.50 23,162.50 September 27 2012 : City Hall Roof (ISQ) 20,000.00 8,212.50 28,212.50 September 27 2012 : City Hall Skylights (ISQ) 5,000.00 1,600.00 6,600.00 September 27 2012 : City Hall Windows (ISQ) 10,000.00 4,231.25 14,231.25 September 27 2012 : City Hall Masonry Repairs (ISQ) 25,000.00 10,571.88 35,571.88 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) 60,000.00 4,509.38 64,509.38 September 27 2012 : Collins Cove Seawall (ISQ) 5,000.00 1,109.38 6,109.38 September 27 2012 : Remediation (ISQ) 40,000.00 16,993.75 56,993.75 September 27 2012 : Collins School (OSQ) 40,000.00 15,956.25 55,956.25 September 27 2012 : Collins School 2 (OSQ) 150,000.00 66,290.63 216,290.63 September 27 2012 : Saltonstall School (OSQ) 35,000.00 14,421.88 49,421.88 September 27 2012 : Saltonstall School 2 (OSQ) 70,000.00 30,800.00 100,800.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement 82,340.00 16,583.50 98,923.50 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters 187,680.00 14,184.25 201,864.25 November 18 2021 : Cur Ref of Oct 15 2010 Water Main 124,480.00 18,418.00 142,898.00 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station 8,860.00 1,346.50 10,206.50 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin 66,030.00 11,104.50 77,134.50 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck 23,460.00 1,773.00 25,233.00 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure 4,690.00 354.75 5,044.75 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 100,910.00 5,067.00 105,977.00 November 18 2021 : Cur Ref of Oct 15 2010 Furlong Park Remodeling 19,220.00 965.25 20,185.25 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 9,380.00 709.25 10,089.25 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design 28,150.00 2,127.75 30,277.75 November 18 2021 : Cur Ref of Oct 15 School Ballfield Remodeling 4,800.00 241.25 5,041.25 November 18 2021 : Ash Landfill Closure Remediation 5,000.00 1,125.00 6,125.00 November 18 2021 : Fiber Optic Network (Phase II) 5,000.00 1,750.00 6,750.00 November 18 2021 : Ryan Brennan Memorial Skate Park 5,000.00 1,675.00 6,675.00 November 18 2021 : Salem Common Fence 5,000.00 1,750.00 6,750.00 November 18 2021 : Library Structural Upgrades 5,000.00 1,125.00 6,125.00 November 18 2021 : Bridge Light LED Conversion 5,000.00 625.00 5,625.00 November 18 2021 : Church Street Parking Reconfiguration 5,000.00 875.00 5,875.00 November 18 2021 : Common Fence 5,000.00 875.00 5,875.00 November 18 2021 : IT Equipment Life Cycle Managment - City 5,000.00 1,000.00 6,000.00 November 18 2021 : IT Ongoing Digitization of Records 5,000.00 1,500.00 6,500.00 November 18 2021 : Recreation-Bertram Field Phase II 80,000.00 56,478.13 136,478.13 November 18 2021 : Recreation-Playground, Irrigation & Fence 5,000.00 875.00 5,875.00 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 1,125.00 6,125.00 November 18 2021 : Planning-Gallows Hill Park Renovation 10,000.00 2,375.00 12,375.00 November 18 2021 : Planning-Palmer Cove Park Renovation 5,000.00 1,125.00 6,125.00 November 18 2021 : Police & Fire Radio Communication System 5,000.00 1,125.00 6,125.00 November 18 2021 : IT-Theft Detection System Replacement 5,000.00 625.00 5,625.00 November 18 2021 : Engineering - Willows Park Restoration 5,000.00 1,575.00 6,575.00 November 18 2021 : Engineering - Derby St Complete Streets 25,000.00 9,225.00 34,225.00 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks 15,000.00 5,800.00 20,800.00 November 18 2021 : Digitization 5,000.00 1,500.00 6,500.00 November 18 2021 : IT Lifecycle Management (School) 5,000.00 1,375.00 6,375.00 November 18 2021 : IT Lifecycle Management (City) 5,000.00 1,125.00 6,125.00 November 18 2021 : Fire Station - ADA Upgrades 5,000.00 1,750.00 6,750.00 November 18 2021 : City Wide Playground Equipment/Park Upgrades 5,000.00 1,625.00 6,625.00 November 18 2021 : Tractor/Loader/Backhoe 10,000.00 1,375.00 11,375.00 November 18 2021 : Apron Tee Greens Mower 5,000.00 1,000.00 6,000.00 November 18 2021 : Park+Rec Facilities Truck 5,000.00 625.00 5,625.00 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 15,000.00 4,750.00 19,750.00 November 18 2021 : Traffic Calming Improvements 5,000.00 1,125.00 6,125.00 November 18 2021 : Garage Improvements - Annual Maintenance & ADA 5,000.00 1,125.00 6,125.00 November 18 2021 : Bicycle Infrastructure 10,000.00 3,850.00 13,850.00 November 18 2021 : Mansell Field Restoration 5,000.00 1,793.75 6,793.75 November 18 2021 : Palmer Cove Park Renovation Phase I 5,000.00 3,881.25 8,881.25 November 18 2021 : Willows Restoration & Park Improvements 5,000.00 1,675.00 6,675.00 November 18 2021 : Ford F350 Pickup 5,000.00 875.00 5,875.00 November 18 2021 : McGrath Park Soils Remediation 5,000.00 1,475.00 6,475.00 November 18 2021 : DPS Building Project 5,000.00 2,709.38 7,709.38 November 18 2021 : Boston Street Complete Upgrade 15,000.00 5,625.00 20,625.00 November 18 2021 : Derby Street Complete Street 15,000.00 5,500.00 20,500.00 November 18 2021 : Bridge Street Complete Street Flint-Boston 25,000.00 9,750.00 34,750.00 November 18 2021 : Forest River Pool & Associated Facilities 20,000.00 14,543.75 34,543.75 November 18 2021 : Citywide Seawall Improvements 5,000.00 625.00 5,625.00 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks 45,000.00 15,675.00 60,675.00 November 18 2021 : District Camera and Access Control 10,000.00 1,750.00 11,750.00 November 18 2021 : Signature Parks Improvement I 195,000.00 137,725.00 332,725.00 November 18 2021 : Signature Parks Improvement II 30,000.00 10,800.00 40,800.00 November 18 2021 : Schools-SHS Library Remodel 5,000.00 375.00 5,375.00 November 18 2021 : Schools - Access/ADA/Architectural Studies 20,000.00 1,500.00 21,500.00 November 18 2021 : Bentley Academy Boiler Replacement 10,000.00 6,912.50 16,912.50 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs 30,000.00 2,375.00 32,375.00 November 18 2021 : School Capital Repairs 35,000.00 2,875.00 37,875.00 November 18 2021 : School Building and Strategic Master Plan 10,000.00 1,000.00 11,000.00 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs 5,000.00 2,768.75 7,768.75 November 18 2021 : Sewer- Bertram Field Phase 2 5,000.00 3,318.75 8,318.75 November 18 2021 : Sewer-SSES report implementation 5,000.00 2,868.75 7,868.75 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 5,000.00 5,215.63 10,215.63 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys 5,000.00 3,318.75 8,318.75 November 18 2021 : Derby/Congress St. Drainage System Repairs 10,000.00 5,850.00 15,850.00 November 18 2021 : Sewer - SSES Report Implementation 2 10,000.00 5,790.63 15,790.63 November 18 2021 : Citywide Sewer Flushing & Pipe Replacements 5,000.00 4,371.88 9,371.88 November 18 2021 : Water Leak Detection, Flushing & GIS Admin 20,000.00 4,375.00 24,375.00 November 18 2021 : Water- Salem PS and Booster Station 10,000.00 2,500.00 12,500.00 November 18 2021 : Water-Bertram Field Phase 2 5,000.00 1,675.00 6,675.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 5,000.00 1,575.00 6,575.00 November 18 2021 : Forest River New Water Line 5,000.00 1,675.00 6,675.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 5,000.00 4,371.88 9,371.88 November 18 2021 : Water Distribution Main System 5,000.00 4,371.88 9,371.88 November 18 2021 : Water Transmission Main System 5,000.00 2,918.75 7,918.75 November 18 2021 : Highland Ave 16-inch Water Main 5,000.00 1,475.00 6,475.00 November 18 2021 : Vector Truck #18 Replacement 25,000.00 6,250.00 31,250.00 Subtotal $2,195,000.00 $679,306.31 $2,874,306.31 Aggregate I 3/16/2023 I 2:21 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 259 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 2 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 09/15/2023 September 25 2019 : Senior Center Construction 105,000.00 81,625.00 186,625.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 1 15,000.00 375.00 15,375.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 2 50,000.00 2,625.00 52,625.00 September 25 2019 : Telephone System Replacement 1 25,000.00 625.00 25,625.00 September 25 2019 : Telephone System Replacement 2 10,000.00 500.00 10,500.00 September 25 2019 : Bike Path Design/ Construction 1 5,000.00 250.00 5,250.00 September 25 2019 : Boston Street Roadway Improvements 5,000.00 1,350.00 6,350.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 15,000.00 4,750.00 19,750.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction 10,000.00 6,175.00 16,175.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 5,000.00 1,350.00 6,350.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 5,000.00 2,400.00 7,400.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 5,000.00 1,800.00 6,800.00 September 25 2019 : Canal Street Bike Path 1 10,000.00 2,900.00 12,900.00 September 25 2019 : Canal Street Bike Path 2 20,000.00 6,275.00 26,275.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 5,000.00 2,125.00 7,125.00 September 25 2019 : Canal Street Corridor Roadway Improvements 2 10,000.00 2,725.00 12,725.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 80,000.00 26,825.00 106,825.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) 40,000.00 12,225.00 52,225.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) 5,000.00 1,800.00 6,800.00 September 25 2019 : Forest River Park and Pool Design 5,000.00 1,700.00 6,700.00 September 25 2019 : Forest River Park Seawall Replacement 1 65,000.00 28,925.00 93,925.00 September 25 2019 : Forest River Park Seawall Replacement 2 20,000.00 10,400.00 30,400.00 September 25 2019 : Roads, Sidewalks, & Crosswalks 30,000.00 9,425.00 39,425.00 September 25 2019 : Replacement School Bldg Grounds Equipment 1 15,000.00 375.00 15,375.00 September 25 2019 : Annual Equipment Life Cycle Mngment(Schools) 60,000.00 1,500.00 61,500.00 September 25 2019 : Telephone System Replacements (Schools) 1 95,000.00 2,375.00 97,375.00 September 25 2019 : Telephone System Replacements (Schools) 2 35,000.00 1,750.00 36,750.00 September 25 2019 : Bertram Field Schematic Design Phase II 2 10,000.00 500.00 10,500.00 September 25 2019 : High School College & Career Center Floor 5,000.00 1,250.00 6,250.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement 5,000.00 1,850.00 6,850.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 5,000.00 850.00 5,850.00 September 25 2019 : Sewer Pump Station 65,000.00 48,450.00 113,450.00 September 25 2019 : Canal Street (Sewer) Phase II 1 5,000.00 1,650.00 6,650.00 September 25 2019 : Canal Street (Sewer) Phase II 2 45,000.00 14,950.00 59,950.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 5,000.00 2,675.00 7,675.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections 5,000.00 500.00 5,500.00 September 25 2019 : SSES Report Implementation 1 5,000.00 2,450.00 7,450.00 September 25 2019 : 289 Derby Drain 5,000.00 5,075.00 10,075.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 5,000.00 1,700.00 6,700.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 5,000.00 4,875.00 9,875.00 September 25 2019 : Willow Ave Sewer Replacement 5,000.00 1,700.00 6,700.00 September 25 2019 : Rosie's Pond Flood Improvements 15,000.00 11,350.00 26,350.00 September 25 2019 : Water System Upgrades- Valves & Hydrants 20,000.00 16,250.00 36,250.00 September 25 2019 : Szetela Lane Water 5,000.00 4,000.00 9,000.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS 5,000.00 3,550.00 8,550.00 September 25 2019 : Citywide Water System Flushing, Maintenance 10,000.00 6,575.00 16,575.00 Subtotal $980,000.00 $345,350.00 $1,325,350.00 10/15/2023 November 17 2016 : Advance Refunding October 15 2007 High School 315,000.00 30,940.00 345,940.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements 145,000.00 14,460.00 159,460.00 November 17 2016 : Collins Middle School 35,000.00 11,050.00 46,050.00 November 17 2016 : Districtwide Computer Replacement (School) 5,000.00 400.00 5,400.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) 10,000.00 1,600.00 11,600.00 November 17 2016 : Salerno Automotive Roof Replace (School) 5,000.00 400.00 5,400.00 November 17 2016 : Folly Hill Tank Storage (Water) 55,000.00 4,500.00 59,500.00 November 17 2016 : Water Meter Replacement Program 10,000.00 800.00 10,800.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 155,000.00 9,700.00 164,700.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 5,000.00 2,100.00 7,100.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) 20,000.00 6,750.00 26,750.00 November 17 2016 : Water System Improvements 50,000.00 15,625.00 65,625.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 25,000.00 1,500.00 26,500.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 20,000.00 1,700.00 21,700.00 November 17 2016 : Canal Street Sewer Phase 2 65,000.00 20,450.00 85,450.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin 15,000.00 5,450.00 20,450.00 November 17 2016 : Sewer Illicit Connection Removal 30,000.00 10,275.00 40,275.00 November 17 2016 : Bikeway & Roadway Improvements 20,000.00 3,800.00 23,800.00 November 17 2016 : McGrath Park Paving/Concession Stand 10,000.00 1,700.00 11,700.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) 10,000.00 1,800.00 11,800.00 November 17 2016 : Replace Fire Engine 2 or 5 65,000.00 4,100.00 69,100.00 November 17 2016 : Citywide Computer Replacement 15,000.00 900.00 15,900.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) 15,000.00 3,200.00 18,200.00 November 17 2016 : Mary Jane Lee Park (Phase II) 5,000.00 600.00 5,600.00 November 17 2016 : Old City Hall Window Replacement 5,000.00 1,325.00 6,325.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) 10,000.00 600.00 10,600.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) 10,000.00 600.00 10,600.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) 20,000.00 1,200.00 21,200.00 November 17 2016 : Trash Packer (Public Services) 10,000.00 600.00 10,600.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) 5,000.00 300.00 5,300.00 November 17 2016 : Automation of South Harbor Garages (Parking) 60,000.00 5,000.00 65,000.00 November 17 2016 : Parking Garage Upgrades 5,000.00 2,100.00 7,100.00 November 17 2016 : Transfer Station Property Remediation 30,000.00 8,775.00 38,775.00 Subtotal $1,260,000.00 $174,300.00 $1,434,300.00 11/01/2023 December 2 2015 : Folly Hill Tank Storage I 220,000.00 11,000.00 231,000.00 December 2 2015 : Folly Hill Tank Storage II 110,000.00 5,500.00 115,500.00 December 2 2015 : System Flushing/Valve Maintenance 45,000.00 2,125.00 47,125.00 December 2 2015 : Meter Replacement Program 10,000.00 500.00 10,500.00 December 2 2015 : Valve Pipe Replacement 10,000.00 500.00 10,500.00 December 2 2015 : I/I Study, Design & Construction 40,000.00 8,534.38 48,534.38 December 2 2015 : Canal St. Phase II 90,000.00 20,190.63 110,190.63 December 2 2015 : Illicit Connection Removal 5,000.00 1,165.63 6,165.63 December 2 2015 : Line Extension, Rehab & Upgrades 5,000.00 375.00 5,375.00 December 2 2015 : Garage Updates 10,000.00 1,540.63 11,540.63 December 2 2015 : Kiosk Umbrellas 5,000.00 250.00 5,250.00 December 2 2015 : Computer Replacement Program 20,000.00 1,000.00 21,000.00 December 2 2015 : District-Wide Security Updates 5,000.00 125.00 5,125.00 December 2 2015 : HS Transformer Replacement 5,000.00 125.00 5,125.00 December 2 2015 : Saltonstall Elementary School I 30,000.00 6,671.88 36,671.88 December 2 2015 : Saltonstall Elementary School II 15,000.00 2,706.25 17,706.25 December 2 2015 : Collins Middle School I 20,000.00 4,340.63 24,340.63 December 2 2015 : Collins Middle School II 40,000.00 9,325.00 49,325.00 December 2 2015 : Collins Middle School III 60,000.00 13,196.88 73,196.88 December 2 2015 : Golf Course Equipment 10,000.00 250.00 10,250.00 December 2 2015 : Wrought Iron Fence 5,000.00 375.00 5,375.00 December 2 2015 : Blaney Street Terminal - City Match 15,000.00 2,706.25 17,706.25 December 2 2015 : Winter Island Pathway & Fort Restoration 5,000.00 375.00 5,375.00 December 2 2015 : Police Vehicle GPS Units 5,000.00 125.00 5,125.00 December 2 2015 : DPS 1988 Ladder Replacement 15,000.00 1,837.50 16,837.50 December 2 2015 : DPS 2000 Dump Truck Replacement 10,000.00 1,225.00 11,225.00 December 2 2015 : Paving 45,000.00 6,187.50 51,187.50 December 2 2015 : Seawalls 10,000.00 2,175.00 12,175.00 Subtotal $865,000.00 $104,428.16 $969,428.16 Aggregate I 3/16/2023 I 2:21 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 260 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 3 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 11/15/2023 November 18 2020 : Recreation-Bertram Field Phase II 20,000.00 14,840.63 34,840.63 November 18 2020 : Recreation-Court Renovations 5,000.00 1,000.00 6,000.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) 5,000.00 1,625.00 6,625.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) 20,000.00 3,625.00 23,625.00 November 18 2020 : IT-View Permit Upgrade 5,000.00 1,625.00 6,625.00 November 18 2020 : Bridge Light LED Conversion 5,000.00 1,625.00 6,625.00 November 18 2020 : Smart Signalization Expansion 5,000.00 1,000.00 6,000.00 November 18 2020 : Electrical - Smart Signalization Expansion 5,000.00 1,000.00 6,000.00 November 18 2020 : Fire Station One Parapet 5,000.00 1,656.25 6,656.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility 5,000.00 1,656.25 6,656.25 November 18 2020 : Court Renovations 5,000.00 2,525.00 7,525.00 November 18 2020 : Golf Course Cart Paths 20,000.00 7,425.00 27,425.00 November 18 2020 : Parking-Traffic Calming Improvements 5,000.00 1,250.00 6,250.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance 5,000.00 1,000.00 6,000.00 November 18 2020 : Museum Place Parking Garage 15,000.00 11,150.00 26,150.00 November 18 2020 : Common Fence 5,000.00 1,550.00 6,550.00 November 18 2020 : Planning-Gallows Hill Park Renovation 5,000.00 1,953.13 6,953.13 November 18 2020 : Furnace and Hot Water Replacement (Police) 5,000.00 1,775.00 6,775.00 November 18 2020 : Police Cameras 5,000.00 875.00 5,875.00 November 18 2020 : Police-Boiler and Heaters 5,000.00 1,768.75 6,768.75 November 18 2020 : City Wide Traffic Calming Improvements 5,000.00 125.00 5,125.00 November 18 2020 : Boston Street Corridor Roadway Improvements 10,000.00 3,675.00 13,675.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements 5,000.00 1,900.00 6,900.00 November 18 2020 : Forest River Park and Pool Design/Improvements 5,000.00 3,287.50 8,287.50 November 18 2020 : Willows Park Restoration 5,000.00 1,893.75 6,893.75 November 18 2020 : Derby St Complete Streets 20,000.00 6,900.00 26,900.00 November 18 2020 : Szetela Lance Shared Use Path 20,000.00 6,025.00 26,025.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) 70,000.00 24,325.00 94,325.00 November 18 2020 : School-Saltonstall Water Heaters 5,000.00 1,550.00 6,550.00 November 18 2020 : Chiller & Assoc. HVAC System 5,000.00 5,159.38 10,159.38 November 18 2020 : Bentley Academy Boiler Replacement 10,000.00 5,818.75 15,818.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II 5,000.00 1,175.00 6,175.00 November 18 2020 : Derby St Drainage System Repairs 5,000.00 1,175.00 6,175.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) 10,000.00 5,818.75 15,818.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance 5,000.00 2,862.50 7,862.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections 5,000.00 1,000.00 6,000.00 November 18 2020 : City Wide Water System Flushing & Maintenance 5,000.00 3,593.75 8,593.75 November 18 2020 : Water-Distribution Main System Initiatives 5,000.00 875.00 5,875.00 November 18 2020 : Water- Transmission Main System Initiatives 5,000.00 1,600.00 6,600.00 November 17 2022 : Fiber Optic Network (Phase II) 15,000.00 3,231.94 18,231.94 November 17 2022 : Church Street Parking Reconfiguration I 3,122.00 3,934.12 7,056.12 November 17 2022 : Church Street Parking Reconfiguration II 3,539.00 9,523.74 13,062.74 November 17 2022 : Police-Cameras Community/Police 6,870.00 838.81 7,708.81 November 17 2022 : Bertram Field Phase II 3,764.00 3,518.54 7,282.54 November 17 2022 : Derby Street Complete Street Phase 2,400.00 2,854.06 5,254.06 November 17 2022 : Citywide Seawall Improvements 2,099.00 3,435.76 5,534.76 November 17 2022 : IT Lifecycle Management (City) 3,280.00 3,395.03 6,675.03 November 17 2022 : Garage Improvements - Annual Maintenance & ADA 5,959.00 2,285.18 8,244.18 November 17 2022 : OTH and Artists' Row Repairs, Minor Renovation 5,000.00 1,491.67 6,491.67 November 17 2022 : Artists Row Bathroom/OTH Basement Reno 20,005.00 4,972.47 24,977.47 November 17 2022 : Willows Restoration & Park Improvements 10,000.00 41,107.85 51,107.85 November 17 2022 : Cameras - Community/Police 2,727.00 1,378.65 4,105.65 November 17 2022 : Court Renovations 5,000.00 4,655.24 9,655.24 November 17 2022 : New 29 Passenger Buses 13,500.00 3,405.97 16,905.97 November 17 2022 : Signature Parks Improvement Program I 9,500.00 50,872.05 60,372.05 November 17 2022 : Signature Parks Improvement Program II 6,500.00 3,853.47 10,353.47 November 17 2022 : Signature Parks Improvement Program III 5,538.00 1,518.42 7,056.42 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) I 26,860.00 47,179.43 74,039.43 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) II 3,898.00 11,480.76 15,378.76 November 17 2022 : McGrath Park Soils Redemption 45,000.00 9,944.44 54,944.44 November 17 2022 : Derby Street Complete Project Phase 3 4,429.00 5,739.39 10,168.39 November 17 2022 : Annual EquipmentLifeCycle Mgmt Program (City) 4,595.00 1,720.14 6,315.14 November 17 2022 : Traffic Calming Improvements 5,000.00 3,381.11 8,381.11 November 17 2022 : Museum Place Garage Renovation Phase 2 15,000.00 72,128.30 87,128.30 November 17 2022 : South Harbor Garage Stair Replacement & ADA 3,300.00 26,386.34 29,686.34 November 17 2022 : MP & SH Garage Maintenance, Repairs, ADA 4,417.00 3,967.44 8,384.44 November 17 2022 : OTH Restorations & System design 17,124.00 4,580.61 21,704.61 November 17 2022 : Police & Fire Radio Communication System 10,760.00 2,275.29 13,035.29 November 17 2022 : Police Vehicle Replacement Program 22,549.00 5,596.19 28,145.19 November 17 2022 : Annual Small Repairs, DPS & Cemeteries 6,410.00 815.94 7,225.94 November 17 2022 : Salem DPS Salt Shed Project 5,000.00 19,174.13 24,174.13 November 17 2022 : Replace Primary Sweeper 50,000.00 11,684.72 61,684.72 November 17 2022 : Willows Pier 2,585.00 15,393.25 17,978.25 November 17 2022 : Citywide Roads, Sidewalks & Crosswalk non ch 90(I) 4,466.00 967.89 5,433.89 November 17 2022 : JD Front Loader (replacement of loader #41) 35,809.00 11,227.73 47,036.73 November 17 2022 : Schools-Site/Field Studies & Small repairs 3,499.00 919.81 4,418.81 November 17 2022 : Schools-Life Safety Studies & Small Repairs 4,629.00 727.39 5,356.39 November 17 2022 : Schools-Access/ADA/Architectural Studies 12,606.00 3,112.91 15,718.91 November 17 2022 : IT Life cycle Management (School) 8,825.00 5,411.02 14,236.02 November 17 2022 : School Capital Repairs 28,860.00 6,904.43 35,764.43 November 17 2022 : School Building and Strategic Master Plan 14,966.00 3,727.48 18,693.48 November 17 2022 : Salem High Bathroom renovations 4,912.00 9,138.30 14,050.30 November 17 2022 : District Camera and Access Control 23,104.00 5,623.78 28,727.78 November 17 2022 : Collins Office Remodel 5,000.00 12,349.76 17,349.76 November 17 2022 : School Safety, MEP, Utility, Repairs, Study I 15,419.00 3,004.17 18,423.17 November 17 2022 : School Safety, MEP, Utility, Repairs, Study II 8,347.00 2,155.31 10,502.31 November 17 2022 : Collins Roof/Masonry Study/Repair 5,400.00 1,760.17 7,160.17 November 17 2022 : District Camera and Access Control II 27,249.00 6,824.33 34,073.33 November 17 2022 : Energy/Water Upgrades and Audits 3,680.00 1,177.42 4,857.42 November 17 2022 : Schools-ADA/Architectural/Interior repair study(I) 6,204.00 1,800.14 8,004.14 November 17 2022 : Chiller & Assoc. HVAC 4,784.00 3,774.36 8,558.36 November 17 2022 : Heights Floor Replacement 3,309.00 11,805.75 15,114.75 November 17 2022 : School Safety, MEP, Utility, Roof studies 6,083.00 799.68 6,882.68 November 17 2022 : Moffat Drainage Easement Improvements 4,073.00 699.74 4,772.74 November 17 2022 : Canal Street SSU Flood Mitigation Improvements 4,161.00 6,534.05 10,695.05 November 17 2022 : SSES Report Implementation 2,241.00 4,741.81 6,982.81 November 17 2022 : Community Climate Change Model and Outreach 10,000.00 2,486.11 12,486.11 November 17 2022 : Citywide Drain & Sewer Flushing, Pipes, GIS 15,000.00 66,248.65 81,248.65 November 17 2022 : Ocean Ave. Sewer Pump Station Design 25,000.00 5,220.83 30,220.83 November 17 2022 : SSES Report Implementation (elimi I/I) 3,148.00 9,945.59 13,093.59 November 17 2022 : Water Transmission Main System Improvements I 2,499.00 12,927.73 15,426.73 November 17 2022 : Highland Ave 16 inch Water Main 5,000.00 5,525.38 10,525.38 November 17 2022 : Citywide Flushing, Valve Excise, Leak Detect 5,000.00 18,297.78 23,297.78 November 17 2022 : Water Distribution Main System Improvements I 10,000.00 36,527.19 46,527.19 November 17 2022 : Water Transmission Main System Improvements II 6,042.00 7,373.41 13,415.41 November 17 2022 : Loring Ave. 16-Inch Water Main Replacement 10,000.00 8,701.39 18,701.39 November 17 2022 : Water Distribution Main System Improvements II 4,955.00 4,211.72 9,166.72 Subtotal $1,045,000.00 $810,058.05 $1,855,058.05 A t I 3/16/2023 I 2 21 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 261 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 4 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 12/01/2023 December 19 2013 : Saltonstall School (OSQ) 75,000.00 19,368.75 94,368.75 December 19 2013 : Collins Middle School (OSQ) 160,000.00 40,056.25 200,056.25 December 19 2013 : School Building Repairs (ISQ) 10,000.00 1,053.13 11,053.13 December 19 2013 : Fire Equipment (ISQ) 85,000.00 8,043.75 93,043.75 December 19 2013 : Parks & Rec (ISQ) 5,000.00 1,775.00 6,775.00 December 19 2013 : Canal Street Utility Program (ISQ) 190,000.00 47,368.75 237,368.75 December 19 2013 : Adv Ref of Jan 1 2005 School (ISQ) 90,000.00 3,128.13 93,128.13 December 19 2013 : Adv Ref of Jan 1 2005 Carlton School (OSQ) 25,000.00 812.50 25,812.50 December 3 2014 : South River Basin Upgrade 100,000.00 19,312.50 119,312.50 December 3 2014 : Drain Improvements 15,000.00 2,896.88 17,896.88 December 3 2014 : Road Improvements 200,000.00 8,000.00 208,000.00 December 3 2014 : Bertram Field 105,000.00 10,106.25 115,106.25 December 3 2014 : Electric- Generator 5,000.00 406.25 5,406.25 December 3 2014 : Parking- Water Proofing 55,000.00 10,621.88 65,621.88 December 3 2014 : Planning- MBTA Station 25,000.00 4,828.13 29,828.13 Subtotal $1,145,000.00 $177,778.15 $1,322,778.15 12/15/2023 June 27 2018 : Planning Blaney St Pier & Terminal - 1,631.25 1,631.25 June 27 2018 : Old Town Hall Roof - 625.00 625.00 June 27 2018 : Bike Path Master Plan Upgrades - 1,631.25 1,631.25 June 27 2018 : Canal St Roadway & Bike Path Improvements II - 19,359.38 19,359.38 June 27 2018 : Citywide Traffic Calming Improvements II - 850.00 850.00 June 27 2018 : Essex St Roadway Improvements I - 125.00 125.00 June 27 2018 : Essex St Roadway Improvements II - 500.00 500.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I - 1,506.25 1,506.25 June 27 2018 : Seawall at Collins Cove - 1,540.63 1,540.63 June 27 2018 : South Salem Walk & Downtown Walk - 125.00 125.00 June 27 2018 : Basketball Court Renovations - 125.00 125.00 June 27 2018 : Playground Upgrades - 250.00 250.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II - 250.00 250.00 June 27 2018 : Dickson Memorial Chapel Restoration - 625.00 625.00 June 27 2018 : Roof Replacement Police II - 9,681.25 9,681.25 June 27 2018 : First Swampscott Rd Intersection Improvements - 625.00 625.00 June 27 2018 : Forest River Park & Pool Improvements - 625.00 625.00 June 27 2018 : Loring & Lafayette Improvements - 2,456.25 2,456.25 June 27 2018 : Roads & Sidewalks - 13,115.63 13,115.63 June 27 2018 : IT Annual Inventory (City) - 1,250.00 1,250.00 June 27 2018 : IT Document Management System - 2,625.00 2,625.00 June 27 2018 : IT Facilities Assessment Software - 2,000.00 2,000.00 June 27 2018 : Library HVAC Upgraeds - 1,209.38 1,209.38 June 27 2018 : Library Structural Upgrades - 625.00 625.00 June 27 2018 : Basketball Court Renovations 2 - 1,631.25 1,631.25 June 27 2018 : Traffic Signal Communication Upgrades - 625.00 625.00 June 27 2018 : High School HVAC Upgrades - 625.00 625.00 June 27 2018 : IT Annual Inventory Schools - 2,125.00 2,125.00 June 27 2018 : Bentley School Roof Replacement - 750.00 750.00 June 27 2018 : Water System Upgrades- Valves & Hydrants - 17,662.50 17,662.50 June 27 2018 : Water Distribution System Improvements - 20,437.50 20,437.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS - 2,125.00 2,125.00 June 27 2018 : Water System Transmission System - 2,125.00 2,125.00 June 27 2018 : Water- Essex St Improvements - 2,990.63 2,990.63 June 27 2018 : Sewer Pump Station I - 625.00 625.00 June 27 2018 : Sewer Pump Station II - 58,621.88 58,621.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I - 2,118.75 2,118.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II - 4,750.00 4,750.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II - 10,031.25 10,031.25 June 27 2018 : Canal St Sewer Upgrades Phase I - 5,425.00 5,425.00 June 27 2018 : Sewer- Essex St Improvements - 2,990.63 2,990.63 Subtotal - $199,015.66 $199,015.66 01/15/2024 December 14 2006 DW-05-12 - 4,123.97 4,123.97 Subtotal - $4,123.97 $4,123.97 03/01/2024 September 27 2012 : Water System Improvements (OSQ) - 10,550.00 10,550.00 September 27 2012 : Sewer Pump Station Upgrade (ISQ) - 1,418.75 1,418.75 September 27 2012 : South River Basin Upgrade (ISQ) - 3,506.25 3,506.25 September 27 2012 : South River Basin Upgrade 2 (ISQ) - 2,612.50 2,612.50 September 27 2012 : Forrester Street Drain Relief (ISQ) - 2,762.50 2,762.50 September 27 2012 : City Hall Roof (ISQ) - 7,812.50 7,812.50 September 27 2012 : City Hall Skylights (ISQ) - 1,500.00 1,500.00 September 27 2012 : City Hall Windows (ISQ) - 4,031.25 4,031.25 September 27 2012 : City Hall Masonry Repairs (ISQ) - 10,071.88 10,071.88 September 27 2012 : Roads, Sidewalks & Crosswalks (ISQ) - 3,309.38 3,309.38 September 27 2012 : Collins Cove Seawall (ISQ) - 1,009.38 1,009.38 September 27 2012 : Remediation (ISQ) - 16,193.75 16,193.75 September 27 2012 : Collins School (OSQ) - 15,156.25 15,156.25 September 27 2012 : Collins School 2 (OSQ) - 63,290.63 63,290.63 September 27 2012 : Saltonstall School (OSQ) - 13,721.88 13,721.88 September 27 2012 : Saltonstall School 2 (OSQ) - 29,400.00 29,400.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Sys Improvement - 14,525.00 14,525.00 November 18 2021 : Cur Ref of Oct 15 2010 Water Meters - 9,492.25 9,492.25 November 18 2021 : Cur Ref of Oct 15 2010 Water Main - 15,306.00 15,306.00 November 18 2021 : Cur Ref of Oct 15 2010 Sewer Pump Station - 1,125.00 1,125.00 November 18 2021 : Cur Ref of Oct 15 2010 South River Basin - 9,453.75 9,453.75 November 18 2021 : Cur Ref of Oct 15 2010 Fire Pumper Truck - 1,186.50 1,186.50 November 18 2021 : Cur Ref of Oct 15 2010 School Infrastructure - 237.50 237.50 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks - 2,544.25 2,544.25 November 18 2021 : Cur Ref of Oct 15 2010 Furlong Park Remodeling - 484.75 484.75 November 18 2021 : Cur Ref of Oct 15 2010 Roads & Sidewalks 2 - 474.75 474.75 November 18 2021 : Cur Ref of Oct 15 Canal St Improvements Design - 1,424.00 1,424.00 November 18 2021 : Cur Ref of Oct 15 School Ballfield Remodeling - 121.25 121.25 November 18 2021 : Ash Landfill Closure Remediation - 1,000.00 1,000.00 November 18 2021 : Fiber Optic Network (Phase II) - 1,625.00 1,625.00 November 18 2021 : Ryan Brennan Memorial Skate Park - 1,550.00 1,550.00 November 18 2021 : Salem Common Fence - 1,625.00 1,625.00 November 18 2021 : Library Structural Upgrades - 1,000.00 1,000.00 November 18 2021 : Bridge Light LED Conversion - 500.00 500.00 November 18 2021 : Church Street Parking Reconfiguration - 750.00 750.00 November 18 2021 : Common Fence - 750.00 750.00 November 18 2021 : IT Equipment Life Cycle Managment - City - 875.00 875.00 November 18 2021 : IT Ongoing Digitization of Records - 1,375.00 1,375.00 November 18 2021 : Recreation-Bertram Field Phase II - 54,478.13 54,478.13 November 18 2021 : Recreation-Playground, Irrigation & Fence - 750.00 750.00 November 18 2021 : Parking and Traffic-MP & SH Garage Maintenance - 1,000.00 1,000.00 November 18 2021 : Planning-Gallows Hill Park Renovation - 2,125.00 2,125.00 November 18 2021 : Planning-Palmer Cove Park Renovation - 1,000.00 1,000.00 November 18 2021 : Police & Fire Radio Communication System - 1,000.00 1,000.00 November 18 2021 : IT-Theft Detection System Replacement - 500.00 500.00 A t I 3/16/2023 I 2 21 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 262 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 5 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 03/01/2024 November 18 2021 : Engineering - Willows Park Restoration - 1,450.00 1,450.00 Continued November 18 2021 : Engineering - Derby St Complete Streets - 8,600.00 8,600.00 November 18 2021 : Engineering - Roads, Sidewalks & Crosswalks - 5,425.00 5,425.00 November 18 2021 : Digitization - 1,375.00 1,375.00 November 18 2021 : IT Lifecycle Management (School) - 1,250.00 1,250.00 November 18 2021 : IT Lifecycle Management (City) - 1,000.00 1,000.00 November 18 2021 : Fire Station - ADA Upgrades - 1,625.00 1,625.00 November 18 2021 : City Wide Playground Equipment/Park Upgrades - 1,500.00 1,500.00 November 18 2021 : Tractor/Loader/Backhoe - 1,125.00 1,125.00 November 18 2021 : Apron Tee Greens Mower - 875.00 875.00 November 18 2021 : Park+Rec Facilities Truck - 500.00 500.00 November 18 2021 : Norman Summer Chestnut Roundabout Phase 4 - 4,375.00 4,375.00 November 18 2021 : Traffic Calming Improvements - 1,000.00 1,000.00 November 18 2021 : Garage Improvements - Annual Maintenance & ADA - 1,000.00 1,000.00 November 18 2021 : Bicycle Infrastructure - 3,600.00 3,600.00 November 18 2021 : Mansell Field Restoration - 1,668.75 1,668.75 November 18 2021 : Palmer Cove Park Renovation Phase I - 3,756.25 3,756.25 November 18 2021 : Willows Restoration & Park Improvements - 1,550.00 1,550.00 November 18 2021 : Ford F350 Pickup - 750.00 750.00 November 18 2021 : McGrath Park Soils Remediation - 1,350.00 1,350.00 November 18 2021 : DPS Building Project - 2,584.38 2,584.38 November 18 2021 : Boston Street Complete Upgrade - 5,250.00 5,250.00 November 18 2021 : Derby Street Complete Street - 5,125.00 5,125.00 November 18 2021 : Bridge Street Complete Street Flint-Boston - 9,125.00 9,125.00 November 18 2021 : Forest River Pool & Associated Facilities - 14,043.75 14,043.75 November 18 2021 : Citywide Seawall Improvements - 500.00 500.00 November 18 2021 : Citywide Roads, Sidewalks, and Crosswalks - 14,550.00 14,550.00 November 18 2021 : District Camera and Access Control - 1,500.00 1,500.00 November 18 2021 : Signature Parks Improvement I - 132,850.00 132,850.00 November 18 2021 : Signature Parks Improvement II - 10,050.00 10,050.00 November 18 2021 : Schools-SHS Library Remodel - 250.00 250.00 November 18 2021 : Schools - Access/ADA/Architectural Studies - 1,000.00 1,000.00 November 18 2021 : Bentley Academy Boiler Replacement - 6,662.50 6,662.50 November 18 2021 : Schools - ADA Upgrades / Studies / Repairs - 1,625.00 1,625.00 November 18 2021 : School Capital Repairs - 2,000.00 2,000.00 November 18 2021 : School Building and Strategic Master Plan - 750.00 750.00 November 18 2021 : Sewer-Derby St at Congress õ Drainage Repairs - 2,643.75 2,643.75 November 18 2021 : Sewer- Bertram Field Phase 2 - 3,193.75 3,193.75 November 18 2021 : Sewer-SSES report implementation - 2,743.75 2,743.75 November 18 2021 : Canal Street SSU Flood Mitigation Phase 2 - 5,090.63 5,090.63 November 18 2021 : Forest River Pool Sewer Line & Stormwater Sys - 3,193.75 3,193.75 November 18 2021 : Derby/Congress St. Drainage System Repairs - 5,600.00 5,600.00 November 18 2021 : Sewer - SSES Report Implementation 2 - 5,540.63 5,540.63 November 18 2021 : Citywide Sewer Flushing & Pipe Replacements - 4,246.88 4,246.88 November 18 2021 : Water Leak Detection, Flushing & GIS Admin - 3,875.00 3,875.00 November 18 2021 : Water- Salem PS and Booster Station - 2,250.00 2,250.00 November 18 2021 : Water-Bertram Field Phase 2 - 1,550.00 1,550.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks - 1,450.00 1,450.00 November 18 2021 : Forest River New Water Line - 1,550.00 1,550.00 November 18 2021 : Water - Citywide Flushing, Valves, Leaks 2 - 4,246.88 4,246.88 November 18 2021 : Water Distribution Main System - 4,246.88 4,246.88 November 18 2021 : Water Transmission Main System - 2,793.75 2,793.75 November 18 2021 : Highland Ave 16-inch Water Main - 1,350.00 1,350.00 November 18 2021 : Vector Truck #18 Replacement - 5,625.00 5,625.00 Subtotal - $627,456.31 $627,456.31 03/15/2024 September 25 2019 : Senior Center Construction - 79,000.00 79,000.00 September 25 2019 : Planning- Blaney Street Pier & Terminal 2 - 1,375.00 1,375.00 September 25 2019 : Telephone System Replacement 2 - 250.00 250.00 September 25 2019 : Bike Path Design/ Construction 1 - 125.00 125.00 September 25 2019 : Boston Street Roadway Improvements - 1,225.00 1,225.00 September 25 2019 : First Swampscott Rd Intersection Improvements2 - 4,375.00 4,375.00 September 25 2019 : 370 Essex St. HVAC Design, & Construction - 5,925.00 5,925.00 September 25 2019 : Boston Street Corridor Roadway Improvements 1 - 1,225.00 1,225.00 September 25 2019 : Boston Street Corridor Roadway Improvements 2 - 2,275.00 2,275.00 September 25 2019 : Bridge Street Massworks Roadway Improvements 2 - 1,675.00 1,675.00 September 25 2019 : Canal Street Bike Path 1 - 2,650.00 2,650.00 September 25 2019 : Canal Street Bike Path 2 - 5,775.00 5,775.00 September 25 2019 : Canal Street Corridor Roadway Improvements 1 - 2,000.00 2,000.00 September 25 2019 : Canal Street Corridor Roadway Improvements 2 - 2,475.00 2,475.00 September 25 2019 : Essex St. Ped. & Vehicle Access Improvements 2 - 24,825.00 24,825.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 1(I) - 11,225.00 11,225.00 September 25 2019 : First/Swampscott Rd Intersection Improvements 2(I) - 1,675.00 1,675.00 September 25 2019 : Forest River Park and Pool Design - 1,575.00 1,575.00 September 25 2019 : Forest River Park Seawall Replacement 1 - 27,300.00 27,300.00 September 25 2019 : Forest River Park Seawall Replacement 2 - 9,900.00 9,900.00 September 25 2019 : Roads, Sidewalks, & Crosswalks - 8,675.00 8,675.00 September 25 2019 : Telephone System Replacements (Schools) 2 - 875.00 875.00 September 25 2019 : Bertram Field Schematic Design Phase II 2 - 250.00 250.00 September 25 2019 : High School College & Career Center Floor - 1,125.00 1,125.00 September 25 2019 : Salerno Roof & Mechanical HVAC Replacement - 1,725.00 1,725.00 September 25 2019 : Canal Street - Phase II (Sewer) 1 - 725.00 725.00 September 25 2019 : Sewer Pump Station - 46,825.00 46,825.00 September 25 2019 : Canal Street (Sewer) Phase II 1 - 1,525.00 1,525.00 September 25 2019 : Canal Street (Sewer) Phase II 2 - 13,825.00 13,825.00 September 25 2019 : MS4 Compliance/Illicit Connection Removal 2 - 2,550.00 2,550.00 September 25 2019 : Pre-Paving Sewer/Drain Inspections - 375.00 375.00 September 25 2019 : SSES Report Implementation 1 - 2,325.00 2,325.00 September 25 2019 : 289 Derby Drain - 4,950.00 4,950.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 1 - 1,575.00 1,575.00 September 25 2019 : Fowler & No Pine Street Sewer Rehabilitation 2 - 4,750.00 4,750.00 September 25 2019 : Willow Ave Sewer Replacement - 1,575.00 1,575.00 September 25 2019 : Rosie's Pond Flood Improvements - 10,975.00 10,975.00 September 25 2019 : Water System Upgrades- Valves & Hydrants - 15,750.00 15,750.00 September 25 2019 : Szetela Lane Water - 3,875.00 3,875.00 September 25 2019 : Citywide Flushing, Valve Leak Detection, GIS - 3,425.00 3,425.00 September 25 2019 : Citywide Water System Flushing, Maintenance - 6,325.00 6,325.00 Subtotal - $320,850.00 $320,850.00 04/15/2024 November 17 2016 : Advance Refunding October 15 2007 High School - 24,640.00 24,640.00 November 17 2016 : Adv Ref Oct 15 2007 Water System Improvements - 11,560.00 11,560.00 November 17 2016 : Collins Middle School - 10,350.00 10,350.00 November 17 2016 : Districtwide Computer Replacement (School) - 300.00 300.00 November 17 2016 : Saltonstall School Parking/DropOff Area Improve(I) - 1,400.00 1,400.00 November 17 2016 : Salerno Automotive Roof Replace (School) - 300.00 300.00 November 17 2016 : Folly Hill Tank Storage (Water) - 3,400.00 3,400.00 November 17 2016 : Water Meter Replacement Program - 600.00 600.00 November 17 2016 : Rehab Gallows Hill Water Tanks 1 - 6,600.00 6,600.00 November 17 2016 : Rehab Gallows Hill Water Tanks 2 - 2,000.00 2,000.00 November 17 2016 : Water System Upgrade (Valves & Hydrants) - 6,350.00 6,350.00 Aggregate I 3/16/2023 I 2:21 PM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 263 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 6 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 04/15/2024 November 17 2016 : Water System Improvements - 14,625.00 14,625.00 Continued November 17 2016 : Water Leak Protection, Flushing & GIS Admin 1 - 1,000.00 1,000.00 November 17 2016 : Water Leak Protection, Flushing & GIS Admin 2 - 1,300.00 1,300.00 November 17 2016 : Canal Street Sewer Phase 2 - 19,150.00 19,150.00 November 17 2016 : Sewer Leak Detection, Flushing & GIS Admin - 5,150.00 5,150.00 November 17 2016 : Sewer Illicit Connection Removal - 9,675.00 9,675.00 November 17 2016 : Bikeway & Roadway Improvements - 3,400.00 3,400.00 November 17 2016 : McGrath Park Paving/Concession Stand - 1,500.00 1,500.00 November 17 2016 : Roads Sidewalk & Crosswalks (Non-Chapter 90) - 1,600.00 1,600.00 November 17 2016 : Replace Fire Engine 2 or 5 - 2,800.00 2,800.00 November 17 2016 : Citywide Computer Replacement - 600.00 600.00 November 17 2016 : Blaney Street Pier & Terminal (City Match) - 2,900.00 2,900.00 November 17 2016 : Mary Jane Lee Park (Phase II) - 500.00 500.00 November 17 2016 : Old City Hall Window Replacement - 1,225.00 1,225.00 November 17 2016 : Ford F550 6-wheel dump Truck (unit 71)(PubServ)(I) - 400.00 400.00 November 17 2016 : Ford F550 6-wheel Dump Truck (unit 71)(PubServ)(I) - 400.00 400.00 November 17 2016 : 2000 Int'l Dump Truck (unit 14)(PubServ)(I) - 800.00 800.00 November 17 2016 : Trash Packer (Public Services) - 400.00 400.00 November 17 2016 : 2-Ton Propane Hot Box (Public Services) - 200.00 200.00 November 17 2016 : Automation of South Harbor Garages (Parking) - 3,800.00 3,800.00 November 17 2016 : Parking Garage Upgrades - 2,000.00 2,000.00 November 17 2016 : Transfer Station Property Remediation - 8,175.00 8,175.00 Subtotal - $149,100.00 $149,100.00 05/01/2024 December 2 2015 : Folly Hill Tank Storage I - 5,500.00 5,500.00 December 2 2015 : Folly Hill Tank Storage II - 2,750.00 2,750.00 December 2 2015 : System Flushing/Valve Maintenance - 1,000.00 1,000.00 December 2 2015 : Meter Replacement Program - 250.00 250.00 December 2 2015 : Valve Pipe Replacement - 250.00 250.00 December 2 2015 : I/I Study, Design & Construction - 7,534.38 7,534.38 December 2 2015 : Canal St. Phase II - 17,940.63 17,940.63 December 2 2015 : Illicit Connection Removal - 1,040.63 1,040.63 December 2 2015 : Line Extension, Rehab & Upgrades - 250.00 250.00 December 2 2015 : Garage Updates - 1,290.63 1,290.63 December 2 2015 : Kiosk Umbrellas - 125.00 125.00 December 2 2015 : Computer Replacement Program - 500.00 500.00 December 2 2015 : Saltonstall Elementary School I - 5,921.88 5,921.88 December 2 2015 : Saltonstall Elementary School II - 2,331.25 2,331.25 December 2 2015 : Collins Middle School I - 3,840.63 3,840.63 December 2 2015 : Collins Middle School II - 8,325.00 8,325.00 December 2 2015 : Collins Middle School III - 11,696.88 11,696.88 December 2 2015 : Wrought Iron Fence - 250.00 250.00 December 2 2015 : Blaney Street Terminal - City Match - 2,331.25 2,331.25 December 2 2015 : Winter Island Pathway & Fort Restoration - 250.00 250.00 December 2 2015 : DPS 1988 Ladder Replacement - 1,462.50 1,462.50 December 2 2015 : DPS 2000 Dump Truck Replacement - 975.00 975.00 December 2 2015 : Paving - 5,062.50 5,062.50 December 2 2015 : Seawalls - 1,925.00 1,925.00 Subtotal - $82,803.16 $82,803.16 05/15/2024 November 18 2020 : Recreation-Bertram Field Phase II - 14,340.63 14,340.63 November 18 2020 : Recreation-Court Renovations - 875.00 875.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (City) - 1,500.00 1,500.00 November 18 2020 : IT-Equipment Life-Cycle Mgmt Program (School) - 3,125.00 3,125.00 November 18 2020 : IT-View Permit Upgrade - 1,500.00 1,500.00 November 18 2020 : Bridge Light LED Conversion - 1,500.00 1,500.00 November 18 2020 : Smart Signalization Expansion - 875.00 875.00 November 18 2020 : Electrical - Smart Signalization Expansion - 875.00 875.00 November 18 2020 : Fire Station One Parapet - 1,531.25 1,531.25 November 18 2020 : Winter Island Function Hall Deck/Accessibility - 1,531.25 1,531.25 November 18 2020 : Court Renovations - 2,400.00 2,400.00 November 18 2020 : Golf Course Cart Paths - 6,925.00 6,925.00 November 18 2020 : Parking-Traffic Calming Improvements - 1,125.00 1,125.00 November 18 2020 : Parking and Traffic-MP & SH Garage Maintenance - 875.00 875.00 November 18 2020 : Museum Place Parking Garage - 10,775.00 10,775.00 November 18 2020 : Common Fence - 1,425.00 1,425.00 November 18 2020 : Planning-Gallows Hill Park Renovation - 1,828.13 1,828.13 November 18 2020 : Furnace and Hot Water Replacement (Police) - 1,650.00 1,650.00 November 18 2020 : Police Cameras - 750.00 750.00 November 18 2020 : Police-Boiler and Heaters - 1,643.75 1,643.75 November 18 2020 : Boston Street Corridor Roadway Improvements - 3,425.00 3,425.00 November 18 2020 : Bridge Street (Massworks) Roadway Improvements - 1,775.00 1,775.00 November 18 2020 : Forest River Park and Pool Design/Improvements - 3,162.50 3,162.50 November 18 2020 : Willows Park Restoration - 1,768.75 1,768.75 November 18 2020 : Derby St Complete Streets - 6,400.00 6,400.00 November 18 2020 : Szetela Lance Shared Use Path - 5,525.00 5,525.00 November 18 2020 : Roads, Sidewalks & Crosswalks (Non Ch 90) - 22,575.00 22,575.00 November 18 2020 : School-Saltonstall Water Heaters - 1,425.00 1,425.00 November 18 2020 : Chiller & Assoc. HVAC System - 5,034.38 5,034.38 November 18 2020 : Bentley Academy Boiler Replacement - 5,568.75 5,568.75 November 18 2020 : Canal Street SSU Flood Mitigation Phase II - 1,050.00 1,050.00 November 18 2020 : Derby St Drainage System Repairs - 1,050.00 1,050.00 November 18 2020 : SSES Report Implementation (Eliminate I/I) - 5,568.75 5,568.75 November 18 2020 : City Wide Sewer System Flushing & Maintenance - 2,737.50 2,737.50 November 18 2020 : Pre-Paving Sewer/Drain Inspections - 875.00 875.00 November 18 2020 : City Wide Water System Flushing & Maintenance - 3,468.75 3,468.75 November 18 2020 : Water-Distribution Main System Initiatives - 750.00 750.00 November 18 2020 : Water- Transmission Main System Initiatives - 1,475.00 1,475.00 November 17 2022 : Fiber Optic Network (Phase II) - 1,250.00 1,250.00 November 17 2022 : Church Street Parking Reconfiguration I - 1,900.00 1,900.00 November 17 2022 : Church Street Parking Reconfiguration II - 4,700.00 4,700.00 November 17 2022 : Police-Cameras Community/Police - 250.00 250.00 November 17 2022 : Bertram Field Phase II - 1,675.00 1,675.00 November 17 2022 : Derby Street Complete Street Phase - 1,375.00 1,375.00 November 17 2022 : Citywide Seawall Improvements - 1,675.00 1,675.00 November 17 2022 : IT Lifecycle Management (City) - 1,625.00 1,625.00 November 17 2022 : Garage Improvements - Annual Maintenance & ADA - 1,000.00 1,000.00 November 17 2022 : OTH and Artists' Row Repairs, Minor Renovation - 625.00 625.00 November 17 2022 : Artists Row Bathroom/OTH Basement Reno - 2,000.00 2,000.00 November 17 2022 : Willows Restoration & Park Improvements - 20,418.75 20,418.75 November 17 2022 : Cameras - Community/Police - 625.00 625.00 November 17 2022 : Court Renovations - 2,215.63 2,215.63 November 17 2022 : New 29 Passenger Buses - 1,375.00 1,375.00 November 17 2022 : Signature Parks Improvement Program I - 25,340.63 25,340.63 November 17 2022 : Signature Parks Improvement Program II - 1,775.00 1,775.00 November 17 2022 : Signature Parks Improvement Program III - 625.00 625.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) I - 23,050.00 23,050.00 November 17 2022 : Roads Sidewalks Crosswalks (Non Chapter 90) II - 5,675.00 5,675.00 November 17 2022 : McGrath Park Soils Redemption - 3,875.00 3,875.00 November 17 2022 : Derby Street Complete Project Phase 3 - 2,775.00 2,775.00 November 17 2022 : Annual EquipmentLifeCycle Mgmt Program (City) - 750.00 750.00 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Long Term Debt Service By Month FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 264 City of Salem, Massachusetts Fiscal Year 2024 Projected Principal and Interest Payments Aggregate Debt Service Part 7 of 7 DATE Issue : Purpose PRINCIPAL INTEREST TOTAL P+I 05/15/2024 November 17 2022 : Traffic Calming Improvements - 1,575.00 1,575.00 Continued November 17 2022 : Museum Place Garage Renovation Phase 2 - 35,890.63 35,890.63 November 17 2022 : South Harbor Garage Stair Replacement & ADA - 13,184.38 13,184.38 November 17 2022 : MP & SH Garage Maintenance, Repairs, ADA - 1,884.38 1,884.38 November 17 2022 : OTH Restorations & System design - 1,875.00 1,875.00 November 17 2022 : Police & Fire Radio Communication System - 875.00 875.00 November 17 2022 : Police Vehicle Replacement Program - 2,250.00 2,250.00 November 17 2022 : Annual Small Repairs, DPS & Cemeteries - 250.00 250.00 November 17 2022 : Salem DPS Salt Shed Project - 9,515.63 9,515.63 November 17 2022 : Replace Primary Sweeper - 4,625.00 4,625.00 November 17 2022 : Willows Pier - 7,675.00 7,675.00 November 17 2022 : Citywide Roads, Sidewalks & Crosswalk non ch 90(I) - 375.00 375.00 November 17 2022 : JD Front Loader (replacement of loader #41) - 4,750.00 4,750.00 November 17 2022 : Schools-Site/Field Studies & Small repairs - 375.00 375.00 November 17 2022 : Schools-Life Safety Studies & Small Repairs - 250.00 250.00 November 17 2022 : Schools-Access/ADA/Architectural Studies - 1,250.00 1,250.00 November 17 2022 : IT Life cycle Management (School) - 2,500.00 2,500.00 November 17 2022 : School Capital Repairs - 2,750.00 2,750.00 November 17 2022 : School Building and Strategic Master Plan - 1,500.00 1,500.00 November 17 2022 : Salem High Bathroom renovations - 4,471.88 4,471.88 November 17 2022 : District Camera and Access Control - 2,250.00 2,250.00 November 17 2022 : Collins Office Remodel - 6,084.38 6,084.38 November 17 2022 : School Safety, MEP, Utility, Repairs, Study I - 1,125.00 1,125.00 November 17 2022 : School Safety, MEP, Utility, Repairs, Study II - 875.00 875.00 November 17 2022 : Collins Roof/Masonry Study/Repair - 750.00 750.00 November 17 2022 : District Camera and Access Control II - 2,750.00 2,750.00 November 17 2022 : Energy/Water Upgrades and Audits - 500.00 500.00 November 17 2022 : Schools-ADA/Architectural/Interior repair study(I) - 750.00 750.00 November 17 2022 : Chiller & Assoc. HVAC - 1,778.13 1,778.13 November 17 2022 : Heights Floor Replacement - 5,853.13 5,853.13 November 17 2022 : School Safety, MEP, Utility, Roof studies - 250.00 250.00 November 17 2022 : Moffat Drainage Easement Improvements - 250.00 250.00 November 17 2022 : Canal Street SSU Flood Mitigation Improvements - 3,181.25 3,181.25 November 17 2022 : SSES Report Implementation - 2,328.13 2,328.13 November 17 2022 : Community Climate Change Model and Outreach - 1,000.00 1,000.00 November 17 2022 : Citywide Drain & Sewer Flushing, Pipes, GIS - 32,934.38 32,934.38 November 17 2022 : Ocean Ave. Sewer Pump Station Design - 2,000.00 2,000.00 November 17 2022 : SSES Report Implementation (elimi I/I) - 4,921.88 4,921.88 November 17 2022 : Water Transmission Main System Improvements I - 6,437.50 6,437.50 November 17 2022 : Highland Ave 16 inch Water Main - 2,653.13 2,653.13 November 17 2022 : Citywide Flushing, Valve Excise, Leak Detect - 9,075.00 9,075.00 November 17 2022 : Water Distribution Main System Improvements I - 18,115.63 18,115.63 November 17 2022 : Water Transmission Main System Improvements II - 3,556.25 3,556.25 November 17 2022 : Loring Ave. 16-Inch Water Main Replacement - 4,125.00 4,125.00 November 17 2022 : Water Distribution Main System Improvements II - 1,993.75 1,993.75 Subtotal - $450,618.84 $450,618.84 06/01/2024 December 19 2013 : Saltonstall School (OSQ) - 17,868.75 17,868.75 December 19 2013 : Collins Middle School (OSQ) - 36,856.25 36,856.25 December 19 2013 : School Building Repairs (ISQ) - 853.13 853.13 December 19 2013 : Fire Equipment (ISQ) - 6,343.75 6,343.75 December 19 2013 : Parks & Rec (ISQ) - 1,675.00 1,675.00 December 19 2013 : Canal Street Utility Program (ISQ) - 43,568.75 43,568.75 December 19 2013 : Adv Ref of Jan 1 2005 School (ISQ) - 1,328.13 1,328.13 December 19 2013 : Adv Ref of Jan 1 2005 Carlton School (OSQ) - 312.50 312.50 December 3 2014 : South River Basin Upgrade - 17,312.50 17,312.50 December 3 2014 : Drain Improvements - 2,596.88 2,596.88 December 3 2014 : Road Improvements - 4,000.00 4,000.00 December 3 2014 : Bertram Field - 8,006.25 8,006.25 December 3 2014 : Electric- Generator - 306.25 306.25 December 3 2014 : Parking- Water Proofing - 9,521.88 9,521.88 December 3 2014 : Planning- MBTA Station - 4,328.13 4,328.13 Subtotal - $154,878.15 $154,878.15 06/15/2024 June 27 2018 : Planning Blaney St Pier & Terminal 5,000.00 1,631.25 6,631.25 June 27 2018 : Old Town Hall Roof 5,000.00 625.00 5,625.00 June 27 2018 : Bike Path Master Plan Upgrades 5,000.00 1,631.25 6,631.25 June 27 2018 : Canal St Roadway & Bike Path Improvements II 70,000.00 19,359.38 89,359.38 June 27 2018 : Citywide Traffic Calming Improvements II 5,000.00 850.00 5,850.00 June 27 2018 : Essex St Roadway Improvements I 5,000.00 125.00 5,125.00 June 27 2018 : Essex St Roadway Improvements II 5,000.00 500.00 5,500.00 June 27 2018 : First/Swampscott Rd Intersection Improvement II (I 5,000.00 1,506.25 6,506.25 June 27 2018 : Seawall at Collins Cove 5,000.00 1,540.63 6,540.63 June 27 2018 : South Salem Walk & Downtown Walk 5,000.00 125.00 5,125.00 June 27 2018 : Basketball Court Renovations 5,000.00 125.00 5,125.00 June 27 2018 : Playground Upgrades 5,000.00 250.00 5,250.00 June 27 2018 : Historic Wrought Iron Fence- Salem Commons II 5,000.00 250.00 5,250.00 June 27 2018 : Dickson Memorial Chapel Restoration 5,000.00 625.00 5,625.00 June 27 2018 : Roof Replacement Police II 35,000.00 9,681.25 44,681.25 June 27 2018 : First Swampscott Rd Intersection Improvements 5,000.00 625.00 5,625.00 June 27 2018 : Forest River Park & Pool Improvements 5,000.00 625.00 5,625.00 June 27 2018 : Loring & Lafayette Improvements 10,000.00 2,456.25 12,456.25 June 27 2018 : Roads & Sidewalks 45,000.00 13,115.63 58,115.63 June 27 2018 : IT Annual Inventory (City) 10,000.00 1,250.00 11,250.00 June 27 2018 : IT Document Management System 20,000.00 2,625.00 22,625.00 June 27 2018 : IT Facilities Assessment Software 15,000.00 2,000.00 17,000.00 June 27 2018 : Library HVAC Upgraeds 5,000.00 1,209.38 6,209.38 June 27 2018 : Library Structural Upgrades 5,000.00 625.00 5,625.00 June 27 2018 : Basketball Court Renovations 2 5,000.00 1,631.25 6,631.25 June 27 2018 : Traffic Signal Communication Upgrades 5,000.00 625.00 5,625.00 June 27 2018 : High School HVAC Upgrades 5,000.00 625.00 5,625.00 June 27 2018 : IT Annual Inventory Schools 15,000.00 2,125.00 17,125.00 June 27 2018 : Bentley School Roof Replacement 5,000.00 750.00 5,750.00 June 27 2018 : Water System Upgrades- Valves & Hydrants 20,000.00 17,662.50 37,662.50 June 27 2018 : Water Distribution System Improvements 25,000.00 20,437.50 45,437.50 June 27 2018 : Water System Flushing, Valves, Leak & GIS 15,000.00 2,125.00 17,125.00 June 27 2018 : Water System Transmission System 15,000.00 2,125.00 17,125.00 June 27 2018 : Water- Essex St Improvements 5,000.00 2,990.63 7,990.63 June 27 2018 : Sewer Pump Station I 5,000.00 625.00 5,625.00 June 27 2018 : Sewer Pump Station II 70,000.00 58,621.88 128,621.88 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS I 5,000.00 2,118.75 7,118.75 June 27 2018 : Sewer System Flushing, Valve, Leak & GIS II 5,000.00 4,750.00 9,750.00 June 27 2018 : Sewer MS4 Compliance/Connection Removal II 10,000.00 10,031.25 20,031.25 June 27 2018 : Canal St Sewer Upgrades Phase I 5,000.00 5,425.00 10,425.00 June 27 2018 : Sewer- Essex St Improvements 5,000.00 2,990.63 7,990.63 Subtotal $510,000.00 $199,015.66 $709,015.66 Total $8,132,058.00 $4,484,526.97 $12,616,584.97 A t I 3/16/2023 I 2 21 PM ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Debt Policies & Aggregate Debt Service City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $65,000 Fiber Optic Network (Phase II) Dated November 17, 2022 Ch. 44, s. 7(9), auth. 6/27/2016 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 15,000.00 5.000% 3,231.94 18,231.94 - 05/15/2024 - - 1,250.00 1,250.00 - 06/30/2024 - - - - 19,481.94 11/15/2024 15,000.00 5.000% 1,250.00 16,250.00 - 05/15/2025 - - 875.00 875.00 - 06/30/2025 - - - - 17,125.00 11/15/2025 15,000.00 5.000% 875.00 15,875.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 16,375.00 11/15/2026 20,000.00 5.000% 500.00 20,500.00 - 06/30/2027 - - - - 20,500.00 Total $65,000.00 - $8,481.94 $73,481.94 - Yield Statistics Bond Year $169.64 Average 2.610 Years Average 4.9999974% Net Interest Cost 3.3100252% True Interest Cost 3.1959566% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1959566% IRS Form 8038 Net Interest 3.1462425% Weighted Average 2.630 Years November 17 2022 I Fiber Optic Network (Phas I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 266 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $83,122 Church Street Parking Reconfiguration I Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/3/2018 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,122.00 5.000% 3,934.12 7,056.12 - 05/15/2024 - - 1,900.00 1,900.00 - 06/30/2024 - - - - 8,956.12 11/15/2024 5,000.00 5.000% 1,900.00 6,900.00 - 05/15/2025 - - 1,775.00 1,775.00 - 06/30/2025 - - - - 8,675.00 11/15/2025 5,000.00 5.000% 1,775.00 6,775.00 - 05/15/2026 - - 1,650.00 1,650.00 - 06/30/2026 - - - - 8,425.00 11/15/2026 5,000.00 5.000% 1,650.00 6,650.00 - 05/15/2027 - - 1,525.00 1,525.00 - 06/30/2027 - - - - 8,175.00 11/15/2027 5,000.00 5.000% 1,525.00 6,525.00 - 05/15/2028 - - 1,400.00 1,400.00 - 06/30/2028 - - - - 7,925.00 11/15/2028 5,000.00 5.000% 1,400.00 6,400.00 - 05/15/2029 - - 1,275.00 1,275.00 - 06/30/2029 - - - - 7,675.00 11/15/2029 5,000.00 5.000% 1,275.00 6,275.00 - 05/15/2030 - - 1,150.00 1,150.00 - 06/30/2030 - - - - 7,425.00 11/15/2030 5,000.00 5.000% 1,150.00 6,150.00 - 05/15/2031 - - 1,025.00 1,025.00 - 06/30/2031 - - - - 7,175.00 11/15/2031 5,000.00 5.000% 1,025.00 6,025.00 - 05/15/2032 - - 900.00 900.00 - 06/30/2032 - - - - 6,925.00 11/15/2032 5,000.00 5.000% 900.00 5,900.00 - 05/15/2033 - - 775.00 775.00 - 06/30/2033 - - - - 6,675.00 11/15/2033 5,000.00 5.000% 775.00 5,775.00 - 05/15/2034 - - 650.00 650.00 - 06/30/2034 - - - - 6,425.00 11/15/2034 10,000.00 5.000% 650.00 10,650.00 - 05/15/2035 - - 400.00 400.00 - 06/30/2035 - - - - 11,050.00 11/15/2035 10,000.00 4.000% 400.00 10,400.00 - 05/15/2036 - - 200.00 200.00 - 06/30/2036 - - - - 10,600.00 11/15/2036 10,000.00 4.000% 200.00 10,200.00 - 06/30/2037 - - - - 10,200.00 Total $83,122.00 - $33,184.12 $116,306.12 - Yield Statistics Bond Year $717.66 Average 8.634 Years Average 4.6239320% Net Interest Cost 3.8815333% True Interest Cost 3.7332630% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7332630% IRS Form 8038 Net Interest 3.6628871% Weighted Average 8.598 Years November 17 2022 I Church Street Parking Rec I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 267 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $203,539 Church Street Parking Reconfiguration II Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/3/2018 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,539.00 5.000% 9,523.74 13,062.74 - 05/15/2024 - - 4,700.00 4,700.00 - 06/30/2024 - - - - 17,762.74 11/15/2024 10,000.00 5.000% 4,700.00 14,700.00 - 05/15/2025 - - 4,450.00 4,450.00 - 06/30/2025 - - - - 19,150.00 11/15/2025 10,000.00 5.000% 4,450.00 14,450.00 - 05/15/2026 - - 4,200.00 4,200.00 - 06/30/2026 - - - - 18,650.00 11/15/2026 10,000.00 5.000% 4,200.00 14,200.00 - 05/15/2027 - - 3,950.00 3,950.00 - 06/30/2027 - - - - 18,150.00 11/15/2027 10,000.00 5.000% 3,950.00 13,950.00 - 05/15/2028 - - 3,700.00 3,700.00 - 06/30/2028 - - - - 17,650.00 11/15/2028 10,000.00 5.000% 3,700.00 13,700.00 - 05/15/2029 - - 3,450.00 3,450.00 - 06/30/2029 - - - - 17,150.00 11/15/2029 15,000.00 5.000% 3,450.00 18,450.00 - 05/15/2030 - - 3,075.00 3,075.00 - 06/30/2030 - - - - 21,525.00 11/15/2030 15,000.00 5.000% 3,075.00 18,075.00 - 05/15/2031 - - 2,700.00 2,700.00 - 06/30/2031 - - - - 20,775.00 11/15/2031 15,000.00 5.000% 2,700.00 17,700.00 - 05/15/2032 - - 2,325.00 2,325.00 - 06/30/2032 - - - - 20,025.00 11/15/2032 15,000.00 5.000% 2,325.00 17,325.00 - 05/15/2033 - - 1,950.00 1,950.00 - 06/30/2033 - - - - 19,275.00 11/15/2033 15,000.00 5.000% 1,950.00 16,950.00 - 05/15/2034 - - 1,575.00 1,575.00 - 06/30/2034 - - - - 18,525.00 11/15/2034 15,000.00 5.000% 1,575.00 16,575.00 - 05/15/2035 - - 1,200.00 1,200.00 - 06/30/2035 - - - - 17,775.00 11/15/2035 20,000.00 4.000% 1,200.00 21,200.00 - 05/15/2036 - - 800.00 800.00 - 06/30/2036 - - - - 22,000.00 11/15/2036 20,000.00 4.000% 800.00 20,800.00 - 05/15/2037 - - 400.00 400.00 - 06/30/2037 - - - - 21,200.00 11/15/2037 20,000.00 4.000% 400.00 20,400.00 - 06/30/2038 - - - - 20,400.00 Total $203,539.00 - $86,473.74 $290,012.74 - Yield Statistics Bond Year $1,897.41 Average 9.322 Years Average 4.5574663% Net Interest Cost 3.8890281% True Interest Cost 3.7530547% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7530547% IRS Form 8038 Net Interest 3.6913559% Weighted Average 9.245 Years November 17 2022 I Church Street Parking Rec I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 268 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $16,870 Police-Cameras Community/Police Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019, amended 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,870.00 5.000% 838.81 7,708.81 - 05/15/2024 - - 250.00 250.00 - 06/30/2024 - - - - 7,958.81 11/15/2024 5,000.00 5.000% 250.00 5,250.00 - 05/15/2025 - - 125.00 125.00 - 06/30/2025 - - - - 5,375.00 11/15/2025 5,000.00 5.000% 125.00 5,125.00 - 06/30/2026 - - - - 5,125.00 Total $16,870.00 - $1,588.81 $18,458.81 - Yield Statistics Bond Year $31.78 Average 1.884 Years Average 4.9999878% Net Interest Cost 3.2598532% True Interest Cost 3.1627690% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1627690% IRS Form 8038 Net Interest 3.1379561% Weighted Average 1.895 Years November 17 2022 I Police-Cameras Community/ I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 269 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $73,764 Bertram Field Phase II Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019, amended 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,764.00 5.000% 3,518.54 7,282.54 - 05/15/2024 - - 1,675.00 1,675.00 - 06/30/2024 - - - - 8,957.54 11/15/2024 5,000.00 5.000% 1,675.00 6,675.00 - 05/15/2025 - - 1,550.00 1,550.00 - 06/30/2025 - - - - 8,225.00 11/15/2025 5,000.00 5.000% 1,550.00 6,550.00 - 05/15/2026 - - 1,425.00 1,425.00 - 06/30/2026 - - - - 7,975.00 11/15/2026 5,000.00 5.000% 1,425.00 6,425.00 - 05/15/2027 - - 1,300.00 1,300.00 - 06/30/2027 - - - - 7,725.00 11/15/2027 5,000.00 5.000% 1,300.00 6,300.00 - 05/15/2028 - - 1,175.00 1,175.00 - 06/30/2028 - - - - 7,475.00 11/15/2028 5,000.00 5.000% 1,175.00 6,175.00 - 05/15/2029 - - 1,050.00 1,050.00 - 06/30/2029 - - - - 7,225.00 11/15/2029 5,000.00 5.000% 1,050.00 6,050.00 - 05/15/2030 - - 925.00 925.00 - 06/30/2030 - - - - 6,975.00 11/15/2030 5,000.00 5.000% 925.00 5,925.00 - 05/15/2031 - - 800.00 800.00 - 06/30/2031 - - - - 6,725.00 11/15/2031 5,000.00 5.000% 800.00 5,800.00 - 05/15/2032 - - 675.00 675.00 - 06/30/2032 - - - - 6,475.00 11/15/2032 5,000.00 5.000% 675.00 5,675.00 - 05/15/2033 - - 550.00 550.00 - 06/30/2033 - - - - 6,225.00 11/15/2033 5,000.00 5.000% 550.00 5,550.00 - 05/15/2034 - - 425.00 425.00 - 06/30/2034 - - - - 5,975.00 11/15/2034 5,000.00 5.000% 425.00 5,425.00 - 05/15/2035 - - 300.00 300.00 - 06/30/2035 - - - - 5,725.00 11/15/2035 5,000.00 4.000% 300.00 5,300.00 - 05/15/2036 - - 200.00 200.00 - 06/30/2036 - - - - 5,500.00 11/15/2036 5,000.00 4.000% 200.00 5,200.00 - 05/15/2037 - - 100.00 100.00 - 06/30/2037 - - - - 5,300.00 11/15/2037 5,000.00 4.000% 100.00 5,100.00 - 06/30/2038 - - - - 5,100.00 Total $73,764.00 - $27,818.54 $101,582.54 - Yield Statistics Bond Year $598.35 Average 8.112 Years Average 4.6491760% Net Interest Cost 3.8419050% True Interest Cost 3.6891669% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.6891669% IRS Form 8038 Net Interest 3.6205815% Weighted Average 8.079 Years November 17 2022 I Bertram Field Phase II (I I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 270 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $57,400 Derby Street Complete Street Phase Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020, amended 1/31/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,400.00 5.000% 2,854.06 5,254.06 - 05/15/2024 - - 1,375.00 1,375.00 - 06/30/2024 - - - - 6,629.06 11/15/2024 5,000.00 5.000% 1,375.00 6,375.00 - 05/15/2025 - - 1,250.00 1,250.00 - 06/30/2025 - - - - 7,625.00 11/15/2025 5,000.00 5.000% 1,250.00 6,250.00 - 05/15/2026 - - 1,125.00 1,125.00 - 06/30/2026 - - - - 7,375.00 11/15/2026 5,000.00 5.000% 1,125.00 6,125.00 - 05/15/2027 - - 1,000.00 1,000.00 - 06/30/2027 - - - - 7,125.00 11/15/2027 5,000.00 5.000% 1,000.00 6,000.00 - 05/15/2028 - - 875.00 875.00 - 06/30/2028 - - - - 6,875.00 11/15/2028 5,000.00 5.000% 875.00 5,875.00 - 05/15/2029 - - 750.00 750.00 - 06/30/2029 - - - - 6,625.00 11/15/2029 5,000.00 5.000% 750.00 5,750.00 - 05/15/2030 - - 625.00 625.00 - 06/30/2030 - - - - 6,375.00 11/15/2030 5,000.00 5.000% 625.00 5,625.00 - 05/15/2031 - - 500.00 500.00 - 06/30/2031 - - - - 6,125.00 11/15/2031 5,000.00 5.000% 500.00 5,500.00 - 05/15/2032 - - 375.00 375.00 - 06/30/2032 - - - - 5,875.00 11/15/2032 5,000.00 5.000% 375.00 5,375.00 - 05/15/2033 - - 250.00 250.00 - 06/30/2033 - - - - 5,625.00 11/15/2033 5,000.00 5.000% 250.00 5,250.00 - 05/15/2034 - - 125.00 125.00 - 06/30/2034 - - - - 5,375.00 11/15/2034 5,000.00 5.000% 125.00 5,125.00 - 06/30/2035 - - - - 5,125.00 Total $57,400.00 - $19,354.06 $76,754.06 - Yield Statistics Bond Year $387.08 Average 6.744 Years Average 5.0000011% Net Interest Cost 3.7440680% True Interest Cost 3.5331272% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.5331272% IRS Form 8038 Net Interest 3.4142917% Weighted Average 6.818 Years November 17 2022 I Derby Street Complete Str I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 271 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $72,099 Citywide Seawall Improvements Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020, amended 1/31/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,099.00 5.000% 3,435.76 5,534.76 - 05/15/2024 - - 1,675.00 1,675.00 - 06/30/2024 - - - - 7,209.76 11/15/2024 5,000.00 5.000% 1,675.00 6,675.00 - 05/15/2025 - - 1,550.00 1,550.00 - 06/30/2025 - - - - 8,225.00 11/15/2025 5,000.00 5.000% 1,550.00 6,550.00 - 05/15/2026 - - 1,425.00 1,425.00 - 06/30/2026 - - - - 7,975.00 11/15/2026 5,000.00 5.000% 1,425.00 6,425.00 - 05/15/2027 - - 1,300.00 1,300.00 - 06/30/2027 - - - - 7,725.00 11/15/2027 5,000.00 5.000% 1,300.00 6,300.00 - 05/15/2028 - - 1,175.00 1,175.00 - 06/30/2028 - - - - 7,475.00 11/15/2028 5,000.00 5.000% 1,175.00 6,175.00 - 05/15/2029 - - 1,050.00 1,050.00 - 06/30/2029 - - - - 7,225.00 11/15/2029 5,000.00 5.000% 1,050.00 6,050.00 - 05/15/2030 - - 925.00 925.00 - 06/30/2030 - - - - 6,975.00 11/15/2030 5,000.00 5.000% 925.00 5,925.00 - 05/15/2031 - - 800.00 800.00 - 06/30/2031 - - - - 6,725.00 11/15/2031 5,000.00 5.000% 800.00 5,800.00 - 05/15/2032 - - 675.00 675.00 - 06/30/2032 - - - - 6,475.00 11/15/2032 5,000.00 5.000% 675.00 5,675.00 - 05/15/2033 - - 550.00 550.00 - 06/30/2033 - - - - 6,225.00 11/15/2033 5,000.00 5.000% 550.00 5,550.00 - 05/15/2034 - - 425.00 425.00 - 06/30/2034 - - - - 5,975.00 11/15/2034 5,000.00 5.000% 425.00 5,425.00 - 05/15/2035 - - 300.00 300.00 - 06/30/2035 - - - - 5,725.00 11/15/2035 5,000.00 4.000% 300.00 5,300.00 - 05/15/2036 - - 200.00 200.00 - 06/30/2036 - - - - 5,500.00 11/15/2036 5,000.00 4.000% 200.00 5,200.00 - 05/15/2037 - - 100.00 100.00 - 06/30/2037 - - - - 5,300.00 11/15/2037 5,000.00 4.000% 100.00 5,100.00 - 06/30/2038 - - - - 5,100.00 Total $72,099.00 - $27,735.76 $99,834.76 - Yield Statistics Bond Year $596.70 Average 8.276 Years Average 4.6482038% Net Interest Cost 3.8437070% True Interest Cost 3.6910183% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.6910183% IRS Form 8038 Net Interest 3.6218709% Weighted Average 8.235 Years November 17 2022 I Citywide Seawall Improvem I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 272 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $68,280 IT Lifecycle Management (City) Dated November 17, 2022 Ch. 44, s. 7(9), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,280.00 5.000% 3,395.03 6,675.03 - 05/15/2024 - - 1,625.00 1,625.00 - 06/30/2024 - - - - 8,300.03 11/15/2024 5,000.00 5.000% 1,625.00 6,625.00 - 05/15/2025 - - 1,500.00 1,500.00 - 06/30/2025 - - - - 8,125.00 11/15/2025 5,000.00 5.000% 1,500.00 6,500.00 - 05/15/2026 - - 1,375.00 1,375.00 - 06/30/2026 - - - - 7,875.00 11/15/2026 5,000.00 5.000% 1,375.00 6,375.00 - 05/15/2027 - - 1,250.00 1,250.00 - 06/30/2027 - - - - 7,625.00 11/15/2027 10,000.00 5.000% 1,250.00 11,250.00 - 05/15/2028 - - 1,000.00 1,000.00 - 06/30/2028 - - - - 12,250.00 11/15/2028 10,000.00 5.000% 1,000.00 11,000.00 - 05/15/2029 - - 750.00 750.00 - 06/30/2029 - - - - 11,750.00 11/15/2029 10,000.00 5.000% 750.00 10,750.00 - 05/15/2030 - - 500.00 500.00 - 06/30/2030 - - - - 11,250.00 11/15/2030 10,000.00 5.000% 500.00 10,500.00 - 05/15/2031 - - 250.00 250.00 - 06/30/2031 - - - - 10,750.00 11/15/2031 10,000.00 5.000% 250.00 10,250.00 - 06/30/2032 - - - - 10,250.00 Total $68,280.00 - $19,895.03 $88,175.03 - Yield Statistics Bond Year $397.90 Average 5.827 Years Average 4.9999992% Net Interest Cost 3.5241434% True Interest Cost 3.3325984% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.3325984% IRS Form 8038 Net Interest 3.2107403% Weighted Average 5.890 Years November 17 2022 I IT Lifecycle Management ( I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 273 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $45,959 Garage Improvements - Annual Maintenance & ADA Dated November 17, 20 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,959.00 5.000% 2,285.18 8,244.18 - 05/15/2024 - - 1,000.00 1,000.00 - 06/30/2024 - - - - 9,244.18 11/15/2024 5,000.00 5.000% 1,000.00 6,000.00 - 05/15/2025 - - 875.00 875.00 - 06/30/2025 - - - - 6,875.00 11/15/2025 5,000.00 5.000% 875.00 5,875.00 - 05/15/2026 - - 750.00 750.00 - 06/30/2026 - - - - 6,625.00 11/15/2026 5,000.00 5.000% 750.00 5,750.00 - 05/15/2027 - - 625.00 625.00 - 06/30/2027 - - - - 6,375.00 11/15/2027 5,000.00 5.000% 625.00 5,625.00 - 05/15/2028 - - 500.00 500.00 - 06/30/2028 - - - - 6,125.00 11/15/2028 5,000.00 5.000% 500.00 5,500.00 - 05/15/2029 - - 375.00 375.00 - 06/30/2029 - - - - 5,875.00 11/15/2029 5,000.00 5.000% 375.00 5,375.00 - 05/15/2030 - - 250.00 250.00 - 06/30/2030 - - - - 5,625.00 11/15/2030 5,000.00 5.000% 250.00 5,250.00 - 05/15/2031 - - 125.00 125.00 - 06/30/2031 - - - - 5,375.00 11/15/2031 5,000.00 5.000% 125.00 5,125.00 - 06/30/2032 - - - - 5,125.00 Total $45,959.00 - $11,285.18 $57,244.18 - Yield Statistics Bond Year $225.70 Average 4.911 Years Average 4.9999984% Net Interest Cost 3.4970632% True Interest Cost 3.3146166% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.3146166% IRS Form 8038 Net Interest 3.2031997% Weighted Average 4.993 Years November 17 2022 I Garage Improvements - Ann I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 274 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $30,000 OTH and Artists Row Repairs Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 1,491.67 6,491.67 - 05/15/2024 - - 625.00 625.00 - 06/30/2024 - - - - 7,116.67 11/15/2024 5,000.00 5.000% 625.00 5,625.00 - 05/15/2025 - - 500.00 500.00 - 06/30/2025 - - - - 6,125.00 11/15/2025 10,000.00 5.000% 500.00 10,500.00 - 05/15/2026 - - 250.00 250.00 - 06/30/2026 - - - - 10,750.00 11/15/2026 10,000.00 5.000% 250.00 10,250.00 - 06/30/2027 - - - - 10,250.00 Total $30,000.00 - $4,241.67 $34,241.67 - Yield Statistics Bond Year $84.83 Average 2.828 Years Average 5.0000039% Net Interest Cost 3.3158193% True Interest Cost 3.1997830% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1997830% IRS Form 8038 Net Interest 3.1460261% Weighted Average 2.845 Years November 17 2022 I OTH and Artists' Row Repa I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 275 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $100,005 Artists Row Bathroom/OTH Basement Reno Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 20,005.00 5.000% 4,972.47 24,977.47 - 05/15/2024 - - 2,000.00 2,000.00 - 06/30/2024 - - - - 26,977.47 11/15/2024 25,000.00 5.000% 2,000.00 27,000.00 - 05/15/2025 - - 1,375.00 1,375.00 - 06/30/2025 - - - - 28,375.00 11/15/2025 25,000.00 5.000% 1,375.00 26,375.00 - 05/15/2026 - - 750.00 750.00 - 06/30/2026 - - - - 27,125.00 11/15/2026 30,000.00 5.000% 750.00 30,750.00 - 06/30/2027 - - - - 30,750.00 Total $100,005.00 - $13,222.47 $113,227.47 - Yield Statistics Bond Year $264.45 Average 2.644 Years Average 4.9999997% Net Interest Cost 3.3096235% True Interest Cost 3.1958489% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1958489% IRS Form 8038 Net Interest 3.1459611% Weighted Average 2.663 Years November 17 2022 I Artists Row Bathroom/OTH I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 276 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $900,000 Willows Restoration & Park Improvements Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 10,000.00 5.000% 41,107.85 51,107.85 - 05/15/2024 - - 20,418.75 20,418.75 - 06/30/2024 - - - - 71,526.60 11/15/2024 30,000.00 5.000% 20,418.75 50,418.75 - 05/15/2025 - - 19,668.75 19,668.75 - 06/30/2025 - - - - 70,087.50 11/15/2025 30,000.00 5.000% 19,668.75 49,668.75 - 05/15/2026 - - 18,918.75 18,918.75 - 06/30/2026 - - - - 68,587.50 11/15/2026 30,000.00 5.000% 18,918.75 48,918.75 - 05/15/2027 - - 18,168.75 18,168.75 - 06/30/2027 - - - - 67,087.50 11/15/2027 35,000.00 5.000% 18,168.75 53,168.75 - 05/15/2028 - - 17,293.75 17,293.75 - 06/30/2028 - - - - 70,462.50 11/15/2028 35,000.00 5.000% 17,293.75 52,293.75 - 05/15/2029 - - 16,418.75 16,418.75 - 06/30/2029 - - - - 68,712.50 11/15/2029 40,000.00 5.000% 16,418.75 56,418.75 - 05/15/2030 - - 15,418.75 15,418.75 - 06/30/2030 - - - - 71,837.50 11/15/2030 40,000.00 5.000% 15,418.75 55,418.75 - 05/15/2031 - - 14,418.75 14,418.75 - 06/30/2031 - - - - 69,837.50 11/15/2031 40,000.00 5.000% 14,418.75 54,418.75 - 05/15/2032 - - 13,418.75 13,418.75 - 06/30/2032 - - - - 67,837.50 11/15/2032 45,000.00 5.000% 13,418.75 58,418.75 - 05/15/2033 - - 12,293.75 12,293.75 - 06/30/2033 - - - - 70,712.50 11/15/2033 45,000.00 5.000% 12,293.75 57,293.75 - 05/15/2034 - - 11,168.75 11,168.75 - 06/30/2034 - - - - 68,462.50 11/15/2034 50,000.00 5.000% 11,168.75 61,168.75 - 05/15/2035 - - 9,918.75 9,918.75 - 06/30/2035 - - - - 71,087.50 11/15/2035 50,000.00 4.000% 9,918.75 59,918.75 - 05/15/2036 - - 8,918.75 8,918.75 - 06/30/2036 - - - - 68,837.50 11/15/2036 55,000.00 4.000% 8,918.75 63,918.75 - 05/15/2037 - - 7,818.75 7,818.75 - 06/30/2037 - - - - 71,737.50 11/15/2037 55,000.00 4.000% 7,818.75 62,818.75 - 05/15/2038 - - 6,718.75 6,718.75 - 06/30/2038 - - - - 69,537.50 11/15/2038 55,000.00 4.125% 6,718.75 61,718.75 - 05/15/2039 - - 5,584.38 5,584.38 - 06/30/2039 - - - - 67,303.13 11/15/2039 60,000.00 4.250% 5,584.38 65,584.38 - 05/15/2040 - - 4,309.38 4,309.38 - 06/30/2040 - - - - 69,893.76 11/15/2040 60,000.00 4.375% 4,309.38 64,309.38 - 05/15/2041 - - 2,996.88 2,996.88 - 06/30/2041 - - - - 67,306.26 11/15/2041 65,000.00 4.375% 2,996.88 67,996.88 - 05/15/2042 - - 1,575.00 1,575.00 - 06/30/2042 - - - - 69,571.88 11/15/2042 70,000.00 4.500% 1,575.00 71,575.00 - 06/30/2043 - - - - 71,575.00 Total $900,000.00 - $492,001.63 $1,392,001.63 - Yield Statistics Bond Year $11,025.00 Average 12.250 Years Average 4.4625998% Net Interest Cost 4.1352737% True Interest Cost 4.0418402% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0418402% IRS Form 8038 Net Interest 4.0351782% Weighted Average 12.070 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 277 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $27,727 Cameras - Community/Police Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,727.00 5.000% 1,378.65 4,105.65 - 05/15/2024 - - 625.00 625.00 - 06/30/2024 - - - - 4,730.65 11/15/2024 5,000.00 5.000% 625.00 5,625.00 - 05/15/2025 - - 500.00 500.00 - 06/30/2025 - - - - 6,125.00 11/15/2025 10,000.00 5.000% 500.00 10,500.00 - 05/15/2026 - - 250.00 250.00 - 06/30/2026 - - - - 10,750.00 11/15/2026 10,000.00 5.000% 250.00 10,250.00 - 06/30/2027 - - - - 10,250.00 Total $27,727.00 - $4,128.65 $31,855.65 - Yield Statistics Bond Year $82.57 Average 2.978 Years Average 5.0000024% Net Interest Cost 3.3191858% True Interest Cost 3.2022322% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2022322% IRS Form 8038 Net Interest 3.1462784% Weighted Average 2.992 Years November 17 2022 I Cameras - Community/Polic I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 278 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $100,000 Court Renovations Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 4,655.24 9,655.24 - 05/15/2024 - - 2,215.63 2,215.63 - 06/30/2024 - - - - 11,870.87 11/15/2024 5,000.00 5.000% 2,215.63 7,215.63 - 05/15/2025 - - 2,090.63 2,090.63 - 06/30/2025 - - - - 9,306.26 11/15/2025 5,000.00 5.000% 2,090.63 7,090.63 - 05/15/2026 - - 1,965.63 1,965.63 - 06/30/2026 - - - - 9,056.26 11/15/2026 5,000.00 5.000% 1,965.63 6,965.63 - 05/15/2027 - - 1,840.63 1,840.63 - 06/30/2027 - - - - 8,806.26 11/15/2027 5,000.00 5.000% 1,840.63 6,840.63 - 05/15/2028 - - 1,715.63 1,715.63 - 06/30/2028 - - - - 8,556.26 11/15/2028 5,000.00 5.000% 1,715.63 6,715.63 - 05/15/2029 - - 1,590.63 1,590.63 - 06/30/2029 - - - - 8,306.26 11/15/2029 5,000.00 5.000% 1,590.63 6,590.63 - 05/15/2030 - - 1,465.63 1,465.63 - 06/30/2030 - - - - 8,056.26 11/15/2030 5,000.00 5.000% 1,465.63 6,465.63 - 05/15/2031 - - 1,340.63 1,340.63 - 06/30/2031 - - - - 7,806.26 11/15/2031 5,000.00 5.000% 1,340.63 6,340.63 - 05/15/2032 - - 1,215.63 1,215.63 - 06/30/2032 - - - - 7,556.26 11/15/2032 5,000.00 5.000% 1,215.63 6,215.63 - 05/15/2033 - - 1,090.63 1,090.63 - 06/30/2033 - - - - 7,306.26 11/15/2033 5,000.00 5.000% 1,090.63 6,090.63 - 05/15/2034 - - 965.63 965.63 - 06/30/2034 - - - - 7,056.26 11/15/2034 5,000.00 5.000% 965.63 5,965.63 - 05/15/2035 - - 840.63 840.63 - 06/30/2035 - - - - 6,806.26 11/15/2035 5,000.00 4.000% 840.63 5,840.63 - 05/15/2036 - - 740.63 740.63 - 06/30/2036 - - - - 6,581.26 11/15/2036 5,000.00 4.000% 740.63 5,740.63 - 05/15/2037 - - 640.63 640.63 - 06/30/2037 - - - - 6,381.26 11/15/2037 5,000.00 4.000% 640.63 5,640.63 - 05/15/2038 - - 540.63 540.63 - 06/30/2038 - - - - 6,181.26 11/15/2038 5,000.00 4.125% 540.63 5,540.63 - 05/15/2039 - - 437.50 437.50 - 06/30/2039 - - - - 5,978.13 11/15/2039 5,000.00 4.250% 437.50 5,437.50 - 05/15/2040 - - 331.25 331.25 - 06/30/2040 - - - - 5,768.75 11/15/2040 5,000.00 4.375% 331.25 5,331.25 - 05/15/2041 - - 221.88 221.88 - 06/30/2041 - - - - 5,553.13 11/15/2041 5,000.00 4.375% 221.88 5,221.88 - 05/15/2042 - - 112.50 112.50 - 06/30/2042 - - - - 5,334.38 11/15/2042 5,000.00 4.500% 112.50 5,112.50 - 06/30/2043 - - - - 5,112.50 Total $100,000.00 - $47,380.40 $147,380.40 - Yield Statistics Bond Year $1,049.44 Average 10.494 Years Average 4.5148078% Net Interest Cost 4.0654320% True Interest Cost 3.9505201% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.9505201% IRS Form 8038 Net Interest 3.9370901% Weighted Average 10.349 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 279 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $68,500 New 29 Passenger Buses Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 13,500.00 5.000% 3,405.97 16,905.97 - 05/15/2024 - - 1,375.00 1,375.00 - 06/30/2024 - - - - 18,280.97 11/15/2024 15,000.00 5.000% 1,375.00 16,375.00 - 05/15/2025 - - 1,000.00 1,000.00 - 06/30/2025 - - - - 17,375.00 11/15/2025 20,000.00 5.000% 1,000.00 21,000.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 21,500.00 11/15/2026 20,000.00 5.000% 500.00 20,500.00 - 06/30/2027 - - - - 20,500.00 Total $68,500.00 - $9,155.97 $77,655.97 - Yield Statistics Bond Year $183.12 Average 2.673 Years Average 4.9999988% Net Interest Cost 3.3098997% True Interest Cost 3.1959459% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1959459% IRS Form 8038 Net Interest 3.1455514% Weighted Average 2.691 Years November 17 2022 I New 29 Passenger Buses (I I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 280 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $1,114,500 Signature Parks Improvement Program I Dated November 17, 2022 Ch. 44, s. 7(1), auth. 12/11/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 9,500.00 5.000% 50,872.05 60,372.05 - 05/15/2024 - - 25,340.63 25,340.63 - 06/30/2024 - - - - 85,712.68 11/15/2024 35,000.00 5.000% 25,340.63 60,340.63 - 05/15/2025 - - 24,465.63 24,465.63 - 06/30/2025 - - - - 84,806.26 11/15/2025 40,000.00 5.000% 24,465.63 64,465.63 - 05/15/2026 - - 23,465.63 23,465.63 - 06/30/2026 - - - - 87,931.26 11/15/2026 40,000.00 5.000% 23,465.63 63,465.63 - 05/15/2027 - - 22,465.63 22,465.63 - 06/30/2027 - - - - 85,931.26 11/15/2027 45,000.00 5.000% 22,465.63 67,465.63 - 05/15/2028 - - 21,340.63 21,340.63 - 06/30/2028 - - - - 88,806.26 11/15/2028 45,000.00 5.000% 21,340.63 66,340.63 - 05/15/2029 - - 20,215.63 20,215.63 - 06/30/2029 - - - - 86,556.26 11/15/2029 45,000.00 5.000% 20,215.63 65,215.63 - 05/15/2030 - - 19,090.63 19,090.63 - 06/30/2030 - - - - 84,306.26 11/15/2030 50,000.00 5.000% 19,090.63 69,090.63 - 05/15/2031 - - 17,840.63 17,840.63 - 06/30/2031 - - - - 86,931.26 11/15/2031 50,000.00 5.000% 17,840.63 67,840.63 - 05/15/2032 - - 16,590.63 16,590.63 - 06/30/2032 - - - - 84,431.26 11/15/2032 55,000.00 5.000% 16,590.63 71,590.63 - 05/15/2033 - - 15,215.63 15,215.63 - 06/30/2033 - - - - 86,806.26 11/15/2033 55,000.00 5.000% 15,215.63 70,215.63 - 05/15/2034 - - 13,840.63 13,840.63 - 06/30/2034 - - - - 84,056.26 11/15/2034 60,000.00 5.000% 13,840.63 73,840.63 - 05/15/2035 - - 12,340.63 12,340.63 - 06/30/2035 - - - - 86,181.26 11/15/2035 65,000.00 4.000% 12,340.63 77,340.63 - 05/15/2036 - - 11,040.63 11,040.63 - 06/30/2036 - - - - 88,381.26 11/15/2036 65,000.00 4.000% 11,040.63 76,040.63 - 05/15/2037 - - 9,740.63 9,740.63 - 06/30/2037 - - - - 85,781.26 11/15/2037 70,000.00 4.000% 9,740.63 79,740.63 - 05/15/2038 - - 8,340.63 8,340.63 - 06/30/2038 - - - - 88,081.26 11/15/2038 70,000.00 4.125% 8,340.63 78,340.63 - 05/15/2039 - - 6,896.88 6,896.88 - 06/30/2039 - - - - 85,237.51 11/15/2039 75,000.00 4.250% 6,896.88 81,896.88 - 05/15/2040 - - 5,303.13 5,303.13 - 06/30/2040 - - - - 87,200.01 11/15/2040 75,000.00 4.375% 5,303.13 80,303.13 - 05/15/2041 - - 3,662.50 3,662.50 - 06/30/2041 - - - - 83,965.63 11/15/2041 80,000.00 4.375% 3,662.50 83,662.50 - 05/15/2042 - - 1,912.50 1,912.50 - 06/30/2042 - - - - 85,575.00 11/15/2042 85,000.00 4.500% 1,912.50 86,912.50 - 06/30/2043 - - - - 86,912.50 Total $1,114,500.00 - $609,090.97 $1,723,590.97 - Yield Statistics Bond Year $13,658.31 Average 12.255 Years Average 4.4594906% Net Interest Cost 4.1340456% True Interest Cost 4.0413242% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0413242% IRS Form 8038 Net Interest 4.0352065% Weighted Average 12.074 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 281 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $81,500 Signature Parks Improvement Program II Dated November 17, 2022 Ch. 44, s. 7(1), auth. 12/11/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,500.00 5.000% 3,853.47 10,353.47 - 05/15/2024 - - 1,775.00 1,775.00 - 06/30/2024 - - - - 12,128.47 11/15/2024 5,000.00 5.000% 1,775.00 6,775.00 - 05/15/2025 - - 1,650.00 1,650.00 - 06/30/2025 - - - - 8,425.00 11/15/2025 5,000.00 5.000% 1,650.00 6,650.00 - 05/15/2026 - - 1,525.00 1,525.00 - 06/30/2026 - - - - 8,175.00 11/15/2026 5,000.00 5.000% 1,525.00 6,525.00 - 05/15/2027 - - 1,400.00 1,400.00 - 06/30/2027 - - - - 7,925.00 11/15/2027 5,000.00 5.000% 1,400.00 6,400.00 - 05/15/2028 - - 1,275.00 1,275.00 - 06/30/2028 - - - - 7,675.00 11/15/2028 5,000.00 5.000% 1,275.00 6,275.00 - 05/15/2029 - - 1,150.00 1,150.00 - 06/30/2029 - - - - 7,425.00 11/15/2029 5,000.00 5.000% 1,150.00 6,150.00 - 05/15/2030 - - 1,025.00 1,025.00 - 06/30/2030 - - - - 7,175.00 11/15/2030 5,000.00 5.000% 1,025.00 6,025.00 - 05/15/2031 - - 900.00 900.00 - 06/30/2031 - - - - 6,925.00 11/15/2031 5,000.00 5.000% 900.00 5,900.00 - 05/15/2032 - - 775.00 775.00 - 06/30/2032 - - - - 6,675.00 11/15/2032 5,000.00 5.000% 775.00 5,775.00 - 05/15/2033 - - 650.00 650.00 - 06/30/2033 - - - - 6,425.00 11/15/2033 5,000.00 5.000% 650.00 5,650.00 - 05/15/2034 - - 525.00 525.00 - 06/30/2034 - - - - 6,175.00 11/15/2034 5,000.00 5.000% 525.00 5,525.00 - 05/15/2035 - - 400.00 400.00 - 06/30/2035 - - - - 5,925.00 11/15/2035 10,000.00 4.000% 400.00 10,400.00 - 05/15/2036 - - 200.00 200.00 - 06/30/2036 - - - - 10,600.00 11/15/2036 10,000.00 4.000% 200.00 10,200.00 - 06/30/2037 - - - - 10,200.00 Total $81,500.00 - $30,353.47 $111,853.47 - Yield Statistics Bond Year $661.05 Average 8.111 Years Average 4.5917249% Net Interest Cost 3.8451580% True Interest Cost 3.7027467% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7027467% IRS Form 8038 Net Interest 3.6389458% Weighted Average 8.081 Years November 17 2022 I Signature Parks Improveme I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 282 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $30,538 Signature Parks Improvement Program III Dated November 17, 2022 Ch. 44, s. 7(1), auth. 12/11/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,538.00 5.000% 1,518.42 7,056.42 - 05/15/2024 - - 625.00 625.00 - 06/30/2024 - - - - 7,681.42 11/15/2024 5,000.00 5.000% 625.00 5,625.00 - 05/15/2025 - - 500.00 500.00 - 06/30/2025 - - - - 6,125.00 11/15/2025 10,000.00 5.000% 500.00 10,500.00 - 05/15/2026 - - 250.00 250.00 - 06/30/2026 - - - - 10,750.00 11/15/2026 10,000.00 5.000% 250.00 10,250.00 - 06/30/2027 - - - - 10,250.00 Total $30,538.00 - $4,268.42 $34,806.42 - Yield Statistics Bond Year $85.37 Average 2.795 Years Average 5.0000033% Net Interest Cost 3.3150461% True Interest Cost 3.1992204% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1992204% IRS Form 8038 Net Interest 3.1459660% Weighted Average 2.813 Years November 17 2022 I Signature Parks Improveme I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 283 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $986,860 Roads Sidewalks Crosswalks (Non Chapter 90) I Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 26,860.00 5.000% 47,179.43 74,039.43 - 05/15/2024 - - 23,050.00 23,050.00 - 06/30/2024 - - - - 97,089.43 11/15/2024 55,000.00 5.000% 23,050.00 78,050.00 - 05/15/2025 - - 21,675.00 21,675.00 - 06/30/2025 - - - - 99,725.00 11/15/2025 55,000.00 5.000% 21,675.00 76,675.00 - 05/15/2026 - - 20,300.00 20,300.00 - 06/30/2026 - - - - 96,975.00 11/15/2026 60,000.00 5.000% 20,300.00 80,300.00 - 05/15/2027 - - 18,800.00 18,800.00 - 06/30/2027 - - - - 99,100.00 11/15/2027 65,000.00 5.000% 18,800.00 83,800.00 - 05/15/2028 - - 17,175.00 17,175.00 - 06/30/2028 - - - - 100,975.00 11/15/2028 65,000.00 5.000% 17,175.00 82,175.00 - 05/15/2029 - - 15,550.00 15,550.00 - 06/30/2029 - - - - 97,725.00 11/15/2029 70,000.00 5.000% 15,550.00 85,550.00 - 05/15/2030 - - 13,800.00 13,800.00 - 06/30/2030 - - - - 99,350.00 11/15/2030 70,000.00 5.000% 13,800.00 83,800.00 - 05/15/2031 - - 12,050.00 12,050.00 - 06/30/2031 - - - - 95,850.00 11/15/2031 75,000.00 5.000% 12,050.00 87,050.00 - 05/15/2032 - - 10,175.00 10,175.00 - 06/30/2032 - - - - 97,225.00 11/15/2032 80,000.00 5.000% 10,175.00 90,175.00 - 05/15/2033 - - 8,175.00 8,175.00 - 06/30/2033 - - - - 98,350.00 11/15/2033 85,000.00 5.000% 8,175.00 93,175.00 - 05/15/2034 - - 6,050.00 6,050.00 - 06/30/2034 - - - - 99,225.00 11/15/2034 90,000.00 5.000% 6,050.00 96,050.00 - 05/15/2035 - - 3,800.00 3,800.00 - 06/30/2035 - - - - 99,850.00 11/15/2035 95,000.00 4.000% 3,800.00 98,800.00 - 05/15/2036 - - 1,900.00 1,900.00 - 06/30/2036 - - - - 100,700.00 11/15/2036 95,000.00 4.000% 1,900.00 96,900.00 - 06/30/2037 - - - - 96,900.00 Total $986,860.00 - $392,179.43 $1,379,039.43 - Yield Statistics Bond Year $8,356.38 Average 8.468 Years Average 4.6931752% Net Interest Cost 3.8528329% True Interest Cost 3.6899957% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.6899957% IRS Form 8038 Net Interest 3.6076241% Weighted Average 8.442 Years November 17 2022 I Roads Sidewalks Crosswalk I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 284 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $243,898 Roads Sidewalks Crosswalks (Non Chapter 90) II Dated November 17, 2 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,898.00 5.000% 11,480.76 15,378.76 - 05/15/2024 - - 5,675.00 5,675.00 - 06/30/2024 - - - - 21,053.76 11/15/2024 10,000.00 5.000% 5,675.00 15,675.00 - 05/15/2025 - - 5,425.00 5,425.00 - 06/30/2025 - - - - 21,100.00 11/15/2025 15,000.00 5.000% 5,425.00 20,425.00 - 05/15/2026 - - 5,050.00 5,050.00 - 06/30/2026 - - - - 25,475.00 11/15/2026 15,000.00 5.000% 5,050.00 20,050.00 - 05/15/2027 - - 4,675.00 4,675.00 - 06/30/2027 - - - - 24,725.00 11/15/2027 15,000.00 5.000% 4,675.00 19,675.00 - 05/15/2028 - - 4,300.00 4,300.00 - 06/30/2028 - - - - 23,975.00 11/15/2028 15,000.00 5.000% 4,300.00 19,300.00 - 05/15/2029 - - 3,925.00 3,925.00 - 06/30/2029 - - - - 23,225.00 11/15/2029 15,000.00 5.000% 3,925.00 18,925.00 - 05/15/2030 - - 3,550.00 3,550.00 - 06/30/2030 - - - - 22,475.00 11/15/2030 15,000.00 5.000% 3,550.00 18,550.00 - 05/15/2031 - - 3,175.00 3,175.00 - 06/30/2031 - - - - 21,725.00 11/15/2031 15,000.00 5.000% 3,175.00 18,175.00 - 05/15/2032 - - 2,800.00 2,800.00 - 06/30/2032 - - - - 20,975.00 11/15/2032 20,000.00 5.000% 2,800.00 22,800.00 - 05/15/2033 - - 2,300.00 2,300.00 - 06/30/2033 - - - - 25,100.00 11/15/2033 20,000.00 5.000% 2,300.00 22,300.00 - 05/15/2034 - - 1,800.00 1,800.00 - 06/30/2034 - - - - 24,100.00 11/15/2034 20,000.00 5.000% 1,800.00 21,800.00 - 05/15/2035 - - 1,300.00 1,300.00 - 06/30/2035 - - - - 23,100.00 11/15/2035 20,000.00 4.000% 1,300.00 21,300.00 - 05/15/2036 - - 900.00 900.00 - 06/30/2036 - - - - 22,200.00 11/15/2036 20,000.00 4.000% 900.00 20,900.00 - 05/15/2037 - - 500.00 500.00 - 06/30/2037 - - - - 21,400.00 11/15/2037 25,000.00 4.000% 500.00 25,500.00 - 06/30/2038 - - - - 25,500.00 Total $243,898.00 - $102,230.76 $346,128.76 - Yield Statistics Bond Year $2,227.54 Average 9.133 Years Average 4.5893956% Net Interest Cost 3.8888210% True Interest Cost 3.7474154% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7474154% IRS Form 8038 Net Interest 3.6832473% Weighted Average 9.063 Years November 17 2022 I Roads Sidewalks Crosswalk I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 285 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $200,000 McGrath Park Soils Redemption Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 45,000.00 5.000% 9,944.44 54,944.44 - 05/15/2024 - - 3,875.00 3,875.00 - 06/30/2024 - - - - 58,819.44 11/15/2024 50,000.00 5.000% 3,875.00 53,875.00 - 05/15/2025 - - 2,625.00 2,625.00 - 06/30/2025 - - - - 56,500.00 11/15/2025 50,000.00 5.000% 2,625.00 52,625.00 - 05/15/2026 - - 1,375.00 1,375.00 - 06/30/2026 - - - - 54,000.00 11/15/2026 55,000.00 5.000% 1,375.00 56,375.00 - 06/30/2027 - - - - 56,375.00 Total $200,000.00 - $25,694.44 $225,694.44 - Yield Statistics Bond Year $513.89 Average 2.569 Years Average 4.9999991% Net Interest Cost 3.3064716% True Interest Cost 3.1937024% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1937024% IRS Form 8038 Net Interest 3.1455073% Weighted Average 2.588 Years November 17 2022 I McGrath Park Soils Redemp I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 286 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $119,429 Derby Street Complete Project Phase 3 Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,429.00 5.000% 5,739.39 10,168.39 - 05/15/2024 - - 2,775.00 2,775.00 - 06/30/2024 - - - - 12,943.39 11/15/2024 5,000.00 5.000% 2,775.00 7,775.00 - 05/15/2025 - - 2,650.00 2,650.00 - 06/30/2025 - - - - 10,425.00 11/15/2025 5,000.00 5.000% 2,650.00 7,650.00 - 05/15/2026 - - 2,525.00 2,525.00 - 06/30/2026 - - - - 10,175.00 11/15/2026 5,000.00 5.000% 2,525.00 7,525.00 - 05/15/2027 - - 2,400.00 2,400.00 - 06/30/2027 - - - - 9,925.00 11/15/2027 10,000.00 5.000% 2,400.00 12,400.00 - 05/15/2028 - - 2,150.00 2,150.00 - 06/30/2028 - - - - 14,550.00 11/15/2028 10,000.00 5.000% 2,150.00 12,150.00 - 05/15/2029 - - 1,900.00 1,900.00 - 06/30/2029 - - - - 14,050.00 11/15/2029 10,000.00 5.000% 1,900.00 11,900.00 - 05/15/2030 - - 1,650.00 1,650.00 - 06/30/2030 - - - - 13,550.00 11/15/2030 10,000.00 5.000% 1,650.00 11,650.00 - 05/15/2031 - - 1,400.00 1,400.00 - 06/30/2031 - - - - 13,050.00 11/15/2031 10,000.00 5.000% 1,400.00 11,400.00 - 05/15/2032 - - 1,150.00 1,150.00 - 06/30/2032 - - - - 12,550.00 11/15/2032 10,000.00 5.000% 1,150.00 11,150.00 - 05/15/2033 - - 900.00 900.00 - 06/30/2033 - - - - 12,050.00 11/15/2033 10,000.00 5.000% 900.00 10,900.00 - 05/15/2034 - - 650.00 650.00 - 06/30/2034 - - - - 11,550.00 11/15/2034 10,000.00 5.000% 650.00 10,650.00 - 05/15/2035 - - 400.00 400.00 - 06/30/2035 - - - - 11,050.00 11/15/2035 10,000.00 4.000% 400.00 10,400.00 - 05/15/2036 - - 200.00 200.00 - 06/30/2036 - - - - 10,600.00 11/15/2036 10,000.00 4.000% 200.00 10,200.00 - 06/30/2037 - - - - 10,200.00 Total $119,429.00 - $47,239.39 $166,668.39 - Yield Statistics Bond Year $998.77 Average 8.363 Years Average 4.7297779% Net Interest Cost 3.8327115% True Interest Cost 3.6624486% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.6624486% IRS Form 8038 Net Interest 3.5738295% Weighted Average 8.343 Years November 17 2022 I Derby Street Complete Pro I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 287 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $34,595 Annual EquipmentLifeCycle Mgmt Program (City) Dated November 17, 202 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,595.00 5.000% 1,720.14 6,315.14 - 05/15/2024 - - 750.00 750.00 - 06/30/2024 - - - - 7,065.14 11/15/2024 5,000.00 5.000% 750.00 5,750.00 - 05/15/2025 - - 625.00 625.00 - 06/30/2025 - - - - 6,375.00 11/15/2025 5,000.00 5.000% 625.00 5,625.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 6,125.00 11/15/2026 5,000.00 5.000% 500.00 5,500.00 - 05/15/2027 - - 375.00 375.00 - 06/30/2027 - - - - 5,875.00 11/15/2027 5,000.00 5.000% 375.00 5,375.00 - 05/15/2028 - - 250.00 250.00 - 06/30/2028 - - - - 5,625.00 11/15/2028 5,000.00 5.000% 250.00 5,250.00 - 05/15/2029 - - 125.00 125.00 - 06/30/2029 - - - - 5,375.00 11/15/2029 5,000.00 5.000% 125.00 5,125.00 - 06/30/2030 - - - - 5,125.00 Total $34,595.00 - $6,970.14 $41,565.14 - Yield Statistics Bond Year $139.40 Average 4.030 Years Average 4.9999998% Net Interest Cost 3.4150102% True Interest Cost 3.2596409% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2596409% IRS Form 8038 Net Interest 3.1688676% Weighted Average 4.082 Years November 17 2022 I Annual EquipmentLifeCycle I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 288 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $70,000 Traffic Calming Improvements Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 3,381.11 8,381.11 - 05/15/2024 - - 1,575.00 1,575.00 - 06/30/2024 - - - - 9,956.11 11/15/2024 5,000.00 5.000% 1,575.00 6,575.00 - 05/15/2025 - - 1,450.00 1,450.00 - 06/30/2025 - - - - 8,025.00 11/15/2025 5,000.00 5.000% 1,450.00 6,450.00 - 05/15/2026 - - 1,325.00 1,325.00 - 06/30/2026 - - - - 7,775.00 11/15/2026 5,000.00 5.000% 1,325.00 6,325.00 - 05/15/2027 - - 1,200.00 1,200.00 - 06/30/2027 - - - - 7,525.00 11/15/2027 5,000.00 5.000% 1,200.00 6,200.00 - 05/15/2028 - - 1,075.00 1,075.00 - 06/30/2028 - - - - 7,275.00 11/15/2028 5,000.00 5.000% 1,075.00 6,075.00 - 05/15/2029 - - 950.00 950.00 - 06/30/2029 - - - - 7,025.00 11/15/2029 5,000.00 5.000% 950.00 5,950.00 - 05/15/2030 - - 825.00 825.00 - 06/30/2030 - - - - 6,775.00 11/15/2030 5,000.00 5.000% 825.00 5,825.00 - 05/15/2031 - - 700.00 700.00 - 06/30/2031 - - - - 6,525.00 11/15/2031 5,000.00 5.000% 700.00 5,700.00 - 05/15/2032 - - 575.00 575.00 - 06/30/2032 - - - - 6,275.00 11/15/2032 5,000.00 5.000% 575.00 5,575.00 - 05/15/2033 - - 450.00 450.00 - 06/30/2033 - - - - 6,025.00 11/15/2033 5,000.00 5.000% 450.00 5,450.00 - 05/15/2034 - - 325.00 325.00 - 06/30/2034 - - - - 5,775.00 11/15/2034 5,000.00 5.000% 325.00 5,325.00 - 05/15/2035 - - 200.00 200.00 - 06/30/2035 - - - - 5,525.00 11/15/2035 5,000.00 4.000% 200.00 5,200.00 - 05/15/2036 - - 100.00 100.00 - 06/30/2036 - - - - 5,300.00 11/15/2036 5,000.00 4.000% 100.00 5,100.00 - 06/30/2037 - - - - 5,100.00 Total $70,000.00 - $24,881.11 $94,881.11 - Yield Statistics Bond Year $524.61 Average 7.494 Years Average 4.7427722% Net Interest Cost 3.8071839% True Interest Cost 3.6373310% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.6373310% IRS Form 8038 Net Interest 3.5536166% Weighted Average 7.503 Years November 17 2022 I Traffic Calming Improveme I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 289 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $1,580,000 Museum Place Garage Renovation Phase 2 Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 15,000.00 5.000% 72,128.30 87,128.30 - 05/15/2024 - - 35,890.63 35,890.63 - 06/30/2024 - - - - 123,018.93 11/15/2024 50,000.00 5.000% 35,890.63 85,890.63 - 05/15/2025 - - 34,640.63 34,640.63 - 06/30/2025 - - - - 120,531.26 11/15/2025 55,000.00 5.000% 34,640.63 89,640.63 - 05/15/2026 - - 33,265.63 33,265.63 - 06/30/2026 - - - - 122,906.26 11/15/2026 55,000.00 5.000% 33,265.63 88,265.63 - 05/15/2027 - - 31,890.63 31,890.63 - 06/30/2027 - - - - 120,156.26 11/15/2027 60,000.00 5.000% 31,890.63 91,890.63 - 05/15/2028 - - 30,390.63 30,390.63 - 06/30/2028 - - - - 122,281.26 11/15/2028 65,000.00 5.000% 30,390.63 95,390.63 - 05/15/2029 - - 28,765.63 28,765.63 - 06/30/2029 - - - - 124,156.26 11/15/2029 65,000.00 5.000% 28,765.63 93,765.63 - 05/15/2030 - - 27,140.63 27,140.63 - 06/30/2030 - - - - 120,906.26 11/15/2030 70,000.00 5.000% 27,140.63 97,140.63 - 05/15/2031 - - 25,390.63 25,390.63 - 06/30/2031 - - - - 122,531.26 11/15/2031 75,000.00 5.000% 25,390.63 100,390.63 - 05/15/2032 - - 23,515.63 23,515.63 - 06/30/2032 - - - - 123,906.26 11/15/2032 75,000.00 5.000% 23,515.63 98,515.63 - 05/15/2033 - - 21,640.63 21,640.63 - 06/30/2033 - - - - 120,156.26 11/15/2033 80,000.00 5.000% 21,640.63 101,640.63 - 05/15/2034 - - 19,640.63 19,640.63 - 06/30/2034 - - - - 121,281.26 11/15/2034 85,000.00 5.000% 19,640.63 104,640.63 - 05/15/2035 - - 17,515.63 17,515.63 - 06/30/2035 - - - - 122,156.26 11/15/2035 90,000.00 4.000% 17,515.63 107,515.63 - 05/15/2036 - - 15,715.63 15,715.63 - 06/30/2036 - - - - 123,231.26 11/15/2036 95,000.00 4.000% 15,715.63 110,715.63 - 05/15/2037 - - 13,815.63 13,815.63 - 06/30/2037 - - - - 124,531.26 11/15/2037 95,000.00 4.000% 13,815.63 108,815.63 - 05/15/2038 - - 11,915.63 11,915.63 - 06/30/2038 - - - - 120,731.26 11/15/2038 100,000.00 4.125% 11,915.63 111,915.63 - 05/15/2039 - - 9,853.13 9,853.13 - 06/30/2039 - - - - 121,768.76 11/15/2039 105,000.00 4.250% 9,853.13 114,853.13 - 05/15/2040 - - 7,621.88 7,621.88 - 06/30/2040 - - - - 122,475.01 11/15/2040 110,000.00 4.375% 7,621.88 117,621.88 - 05/15/2041 - - 5,215.63 5,215.63 - 06/30/2041 - - - - 122,837.51 11/15/2041 115,000.00 4.375% 5,215.63 120,215.63 - 05/15/2042 - - 2,700.00 2,700.00 - 06/30/2042 - - - - 122,915.63 11/15/2042 120,000.00 4.500% 2,700.00 122,700.00 - 06/30/2043 - - - - 122,700.00 Total $1,580,000.00 - $865,178.48 $2,445,178.48 - Yield Statistics Bond Year $19,396.22 Average 12.276 Years Average 4.4605515% Net Interest Cost 4.1354044% True Interest Cost 4.0425785% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0425785% IRS Form 8038 Net Interest 4.0362780% Weighted Average Maturity 12 095 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 290 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $578,300 South Harbor Garage Stair Replacement & ADA Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,300.00 5.000% 26,386.34 29,686.34 - 05/15/2024 - - 13,184.38 13,184.38 - 06/30/2024 - - - - 42,870.72 11/15/2024 20,000.00 5.000% 13,184.38 33,184.38 - 05/15/2025 - - 12,684.38 12,684.38 - 06/30/2025 - - - - 45,868.76 11/15/2025 20,000.00 5.000% 12,684.38 32,684.38 - 05/15/2026 - - 12,184.38 12,184.38 - 06/30/2026 - - - - 44,868.76 11/15/2026 20,000.00 5.000% 12,184.38 32,184.38 - 05/15/2027 - - 11,684.38 11,684.38 - 06/30/2027 - - - - 43,868.76 11/15/2027 20,000.00 5.000% 11,684.38 31,684.38 - 05/15/2028 - - 11,184.38 11,184.38 - 06/30/2028 - - - - 42,868.76 11/15/2028 25,000.00 5.000% 11,184.38 36,184.38 - 05/15/2029 - - 10,559.38 10,559.38 - 06/30/2029 - - - - 46,743.76 11/15/2029 25,000.00 5.000% 10,559.38 35,559.38 - 05/15/2030 - - 9,934.38 9,934.38 - 06/30/2030 - - - - 45,493.76 11/15/2030 25,000.00 5.000% 9,934.38 34,934.38 - 05/15/2031 - - 9,309.38 9,309.38 - 06/30/2031 - - - - 44,243.76 11/15/2031 25,000.00 5.000% 9,309.38 34,309.38 - 05/15/2032 - - 8,684.38 8,684.38 - 06/30/2032 - - - - 42,993.76 11/15/2032 30,000.00 5.000% 8,684.38 38,684.38 - 05/15/2033 - - 7,934.38 7,934.38 - 06/30/2033 - - - - 46,618.76 11/15/2033 30,000.00 5.000% 7,934.38 37,934.38 - 05/15/2034 - - 7,184.38 7,184.38 - 06/30/2034 - - - - 45,118.76 11/15/2034 30,000.00 5.000% 7,184.38 37,184.38 - 05/15/2035 - - 6,434.38 6,434.38 - 06/30/2035 - - - - 43,618.76 11/15/2035 35,000.00 4.000% 6,434.38 41,434.38 - 05/15/2036 - - 5,734.38 5,734.38 - 06/30/2036 - - - - 47,168.76 11/15/2036 35,000.00 4.000% 5,734.38 40,734.38 - 05/15/2037 - - 5,034.38 5,034.38 - 06/30/2037 - - - - 45,768.76 11/15/2037 35,000.00 4.000% 5,034.38 40,034.38 - 05/15/2038 - - 4,334.38 4,334.38 - 06/30/2038 - - - - 44,368.76 11/15/2038 35,000.00 4.125% 4,334.38 39,334.38 - 05/15/2039 - - 3,612.50 3,612.50 - 06/30/2039 - - - - 42,946.88 11/15/2039 40,000.00 4.250% 3,612.50 43,612.50 - 05/15/2040 - - 2,762.50 2,762.50 - 06/30/2040 - - - - 46,375.00 11/15/2040 40,000.00 4.375% 2,762.50 42,762.50 - 05/15/2041 - - 1,887.50 1,887.50 - 06/30/2041 - - - - 44,650.00 11/15/2041 40,000.00 4.375% 1,887.50 41,887.50 - 05/15/2042 - - 1,012.50 1,012.50 - 06/30/2042 - - - - 42,900.00 11/15/2042 45,000.00 4.500% 1,012.50 46,012.50 - 06/30/2043 - - - - 46,012.50 Total $578,300.00 - $317,067.74 $895,367.74 - Yield Statistics Bond Year $7,110.09 Average 12.295 Years Average 4.4594072% Net Interest Cost 4.1346812% True Interest Cost 4.0419573% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0419573% IRS Form 8038 Net Interest 4.0354444% Weighted Average 12.114 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 291 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $84,417 MP & SH Garage Maintenance, Repairs, ADA Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,417.00 5.000% 3,967.44 8,384.44 - 05/15/2024 - - 1,884.38 1,884.38 - 06/30/2024 - - - - 10,268.82 11/15/2024 5,000.00 5.000% 1,884.38 6,884.38 - 05/15/2025 - - 1,759.38 1,759.38 - 06/30/2025 - - - - 8,643.76 11/15/2025 5,000.00 5.000% 1,759.38 6,759.38 - 05/15/2026 - - 1,634.38 1,634.38 - 06/30/2026 - - - - 8,393.76 11/15/2026 5,000.00 5.000% 1,634.38 6,634.38 - 05/15/2027 - - 1,509.38 1,509.38 - 06/30/2027 - - - - 8,143.76 11/15/2027 5,000.00 5.000% 1,509.38 6,509.38 - 05/15/2028 - - 1,384.38 1,384.38 - 06/30/2028 - - - - 7,893.76 11/15/2028 5,000.00 5.000% 1,384.38 6,384.38 - 05/15/2029 - - 1,259.38 1,259.38 - 06/30/2029 - - - - 7,643.76 11/15/2029 5,000.00 5.000% 1,259.38 6,259.38 - 05/15/2030 - - 1,134.38 1,134.38 - 06/30/2030 - - - - 7,393.76 11/15/2030 5,000.00 5.000% 1,134.38 6,134.38 - 05/15/2031 - - 1,009.38 1,009.38 - 06/30/2031 - - - - 7,143.76 11/15/2031 5,000.00 5.000% 1,009.38 6,009.38 - 05/15/2032 - - 884.38 884.38 - 06/30/2032 - - - - 6,893.76 11/15/2032 5,000.00 5.000% 884.38 5,884.38 - 05/15/2033 - - 759.38 759.38 - 06/30/2033 - - - - 6,643.76 11/15/2033 5,000.00 5.000% 759.38 5,759.38 - 05/15/2034 - - 634.38 634.38 - 06/30/2034 - - - - 6,393.76 11/15/2034 5,000.00 5.000% 634.38 5,634.38 - 05/15/2035 - - 509.38 509.38 - 06/30/2035 - - - - 6,143.76 11/15/2035 5,000.00 4.000% 509.38 5,509.38 - 05/15/2036 - - 409.38 409.38 - 06/30/2036 - - - - 5,918.76 11/15/2036 5,000.00 4.000% 409.38 5,409.38 - 05/15/2037 - - 309.38 309.38 - 06/30/2037 - - - - 5,718.76 11/15/2037 5,000.00 4.000% 309.38 5,309.38 - 05/15/2038 - - 209.38 209.38 - 06/30/2038 - - - - 5,518.76 11/15/2038 5,000.00 4.125% 209.38 5,209.38 - 05/15/2039 - - 106.25 106.25 - 06/30/2039 - - - - 5,315.63 11/15/2039 5,000.00 4.250% 106.25 5,106.25 - 06/30/2040 - - - - 5,106.25 Total $84,417.00 - $34,761.34 $119,178.34 - Yield Statistics Bond Year $763.95 Average 9.050 Years Average 4.5502232% Net Interest Cost 3.9260027% True Interest Cost 3.7951086% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7951086% IRS Form 8038 Net Interest 3.7522036% Weighted Average Maturity 8 963 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 292 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $92,124 OTH Restorations & System design Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 17,124.00 5.000% 4,580.61 21,704.61 - 05/15/2024 - - 1,875.00 1,875.00 - 06/30/2024 - - - - 23,579.61 11/15/2024 25,000.00 5.000% 1,875.00 26,875.00 - 05/15/2025 - - 1,250.00 1,250.00 - 06/30/2025 - - - - 28,125.00 11/15/2025 25,000.00 5.000% 1,250.00 26,250.00 - 05/15/2026 - - 625.00 625.00 - 06/30/2026 - - - - 26,875.00 11/15/2026 25,000.00 5.000% 625.00 25,625.00 - 06/30/2027 - - - - 25,625.00 Total $92,124.00 - $12,080.61 $104,204.61 - Yield Statistics Bond Year $241.61 Average 2.623 Years Average 5.0000000% Net Interest Cost 3.3066997% True Interest Cost 3.1940405% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1940405% IRS Form 8038 Net Interest 3.1452906% Weighted Average 2.640 Years November 17 2022 I OTH Restorations & System I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 293 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $45,760 Police & Fire Radio Communication System Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 10,760.00 5.000% 2,275.29 13,035.29 - 05/15/2024 - - 875.00 875.00 - 06/30/2024 - - - - 13,910.29 11/15/2024 10,000.00 5.000% 875.00 10,875.00 - 05/15/2025 - - 625.00 625.00 - 06/30/2025 - - - - 11,500.00 11/15/2025 10,000.00 5.000% 625.00 10,625.00 - 05/15/2026 - - 375.00 375.00 - 06/30/2026 - - - - 11,000.00 11/15/2026 15,000.00 5.000% 375.00 15,375.00 - 06/30/2027 - - - - 15,375.00 Total $45,760.00 - $6,025.29 $51,785.29 - Yield Statistics Bond Year $120.51 Average 2.633 Years Average 5.0000009% Net Interest Cost 3.3121482% True Interest Cost 3.1973010% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1973010% IRS Form 8038 Net Interest 3.1466885% Weighted Average 2.654 Years November 17 2022 I Police & Fire Radio Commu I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 294 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $112,549 Police Vehicle Replacement Program Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 22,549.00 5.000% 5,596.19 28,145.19 - 05/15/2024 - - 2,250.00 2,250.00 - 06/30/2024 - - - - 30,395.19 11/15/2024 30,000.00 5.000% 2,250.00 32,250.00 - 05/15/2025 - - 1,500.00 1,500.00 - 06/30/2025 - - - - 33,750.00 11/15/2025 30,000.00 5.000% 1,500.00 31,500.00 - 05/15/2026 - - 750.00 750.00 - 06/30/2026 - - - - 32,250.00 11/15/2026 30,000.00 5.000% 750.00 30,750.00 - 06/30/2027 - - - - 30,750.00 Total $112,549.00 - $14,596.19 $127,145.19 - Yield Statistics Bond Year $291.92 Average 2.594 Years Average 5.0000012% Net Interest Cost 3.3059252% True Interest Cost 3.1934737% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1934737% IRS Form 8038 Net Interest 3.1452336% Weighted Average 2.612 Years November 17 2022 I Police Vehicle Replacemen I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 295 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $16,410 Annual Small Repairs, DPS & Cemeteries Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,410.00 5.000% 815.94 7,225.94 - 05/15/2024 - - 250.00 250.00 - 06/30/2024 - - - - 7,475.94 11/15/2024 5,000.00 5.000% 250.00 5,250.00 - 05/15/2025 - - 125.00 125.00 - 06/30/2025 - - - - 5,375.00 11/15/2025 5,000.00 5.000% 125.00 5,125.00 - 06/30/2026 - - - - 5,125.00 Total $16,410.00 - $1,565.94 $17,975.94 - Yield Statistics Bond Year $31.32 Average 1.909 Years Average 4.9999947% Net Interest Cost 3.2608175% True Interest Cost 3.1634988% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1634988% IRS Form 8038 Net Interest 3.1379633% Weighted Average 1.920 Years November 17 2022 I Annual Small Repairs, DPS I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 296 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $420,000 Salem DPS Salt Shed Project Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 19,174.13 24,174.13 - 05/15/2024 - - 9,515.63 9,515.63 - 06/30/2024 - - - - 33,689.76 11/15/2024 15,000.00 5.000% 9,515.63 24,515.63 - 05/15/2025 - - 9,140.63 9,140.63 - 06/30/2025 - - - - 33,656.26 11/15/2025 15,000.00 5.000% 9,140.63 24,140.63 - 05/15/2026 - - 8,765.63 8,765.63 - 06/30/2026 - - - - 32,906.26 11/15/2026 15,000.00 5.000% 8,765.63 23,765.63 - 05/15/2027 - - 8,390.63 8,390.63 - 06/30/2027 - - - - 32,156.26 11/15/2027 15,000.00 5.000% 8,390.63 23,390.63 - 05/15/2028 - - 8,015.63 8,015.63 - 06/30/2028 - - - - 31,406.26 11/15/2028 15,000.00 5.000% 8,015.63 23,015.63 - 05/15/2029 - - 7,640.63 7,640.63 - 06/30/2029 - - - - 30,656.26 11/15/2029 20,000.00 5.000% 7,640.63 27,640.63 - 05/15/2030 - - 7,140.63 7,140.63 - 06/30/2030 - - - - 34,781.26 11/15/2030 20,000.00 5.000% 7,140.63 27,140.63 - 05/15/2031 - - 6,640.63 6,640.63 - 06/30/2031 - - - - 33,781.26 11/15/2031 20,000.00 5.000% 6,640.63 26,640.63 - 05/15/2032 - - 6,140.63 6,140.63 - 06/30/2032 - - - - 32,781.26 11/15/2032 20,000.00 5.000% 6,140.63 26,140.63 - 05/15/2033 - - 5,640.63 5,640.63 - 06/30/2033 - - - - 31,781.26 11/15/2033 20,000.00 5.000% 5,640.63 25,640.63 - 05/15/2034 - - 5,140.63 5,140.63 - 06/30/2034 - - - - 30,781.26 11/15/2034 20,000.00 5.000% 5,140.63 25,140.63 - 05/15/2035 - - 4,640.63 4,640.63 - 06/30/2035 - - - - 29,781.26 11/15/2035 25,000.00 4.000% 4,640.63 29,640.63 - 05/15/2036 - - 4,140.63 4,140.63 - 06/30/2036 - - - - 33,781.26 11/15/2036 25,000.00 4.000% 4,140.63 29,140.63 - 05/15/2037 - - 3,640.63 3,640.63 - 06/30/2037 - - - - 32,781.26 11/15/2037 25,000.00 4.000% 3,640.63 28,640.63 - 05/15/2038 - - 3,140.63 3,140.63 - 06/30/2038 - - - - 31,781.26 11/15/2038 25,000.00 4.125% 3,140.63 28,140.63 - 05/15/2039 - - 2,625.00 2,625.00 - 06/30/2039 - - - - 30,765.63 11/15/2039 30,000.00 4.250% 2,625.00 32,625.00 - 05/15/2040 - - 1,987.50 1,987.50 - 06/30/2040 - - - - 34,612.50 11/15/2040 30,000.00 4.375% 1,987.50 31,987.50 - 05/15/2041 - - 1,331.25 1,331.25 - 06/30/2041 - - - - 33,318.75 11/15/2041 30,000.00 4.375% 1,331.25 31,331.25 - 05/15/2042 - - 675.00 675.00 - 06/30/2042 - - - - 32,006.25 11/15/2042 30,000.00 4.500% 675.00 30,675.00 - 06/30/2043 - - - - 30,675.00 Total $420,000.00 - $227,880.53 $647,880.53 - Yield Statistics Bond Year $5,112.67 Average 12.173 Years Average 4.4571756% Net Interest Cost 4.1306190% True Interest Cost 4.0379417% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0379417% IRS Form 8038 Net Interest 4.0324230% Weighted Average 11.993 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 297 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $235,000 Replace Primary Sweeper Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 50,000.00 5.000% 11,684.72 61,684.72 - 05/15/2024 - - 4,625.00 4,625.00 - 06/30/2024 - - - - 66,309.72 11/15/2024 60,000.00 5.000% 4,625.00 64,625.00 - 05/15/2025 - - 3,125.00 3,125.00 - 06/30/2025 - - - - 67,750.00 11/15/2025 60,000.00 5.000% 3,125.00 63,125.00 - 05/15/2026 - - 1,625.00 1,625.00 - 06/30/2026 - - - - 64,750.00 11/15/2026 65,000.00 5.000% 1,625.00 66,625.00 - 06/30/2027 - - - - 66,625.00 Total $235,000.00 - $30,434.72 $265,434.72 - Yield Statistics Bond Year $608.69 Average 2.590 Years Average 4.9999996% Net Interest Cost 3.3068513% True Interest Cost 3.1940071% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1940071% IRS Form 8038 Net Interest 3.1454995% Weighted Average 2.609 Years November 17 2022 I Replace Primary Sweeper I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 298 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $337,585 Willows Pier Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,585.00 5.000% 15,393.25 17,978.25 - 05/15/2024 - - 7,675.00 7,675.00 - 06/30/2024 - - - - 25,653.25 11/15/2024 10,000.00 5.000% 7,675.00 17,675.00 - 05/15/2025 - - 7,425.00 7,425.00 - 06/30/2025 - - - - 25,100.00 11/15/2025 10,000.00 5.000% 7,425.00 17,425.00 - 05/15/2026 - - 7,175.00 7,175.00 - 06/30/2026 - - - - 24,600.00 11/15/2026 10,000.00 5.000% 7,175.00 17,175.00 - 05/15/2027 - - 6,925.00 6,925.00 - 06/30/2027 - - - - 24,100.00 11/15/2027 15,000.00 5.000% 6,925.00 21,925.00 - 05/15/2028 - - 6,550.00 6,550.00 - 06/30/2028 - - - - 28,475.00 11/15/2028 15,000.00 5.000% 6,550.00 21,550.00 - 05/15/2029 - - 6,175.00 6,175.00 - 06/30/2029 - - - - 27,725.00 11/15/2029 15,000.00 5.000% 6,175.00 21,175.00 - 05/15/2030 - - 5,800.00 5,800.00 - 06/30/2030 - - - - 26,975.00 11/15/2030 15,000.00 5.000% 5,800.00 20,800.00 - 05/15/2031 - - 5,425.00 5,425.00 - 06/30/2031 - - - - 26,225.00 11/15/2031 15,000.00 5.000% 5,425.00 20,425.00 - 05/15/2032 - - 5,050.00 5,050.00 - 06/30/2032 - - - - 25,475.00 11/15/2032 15,000.00 5.000% 5,050.00 20,050.00 - 05/15/2033 - - 4,675.00 4,675.00 - 06/30/2033 - - - - 24,725.00 11/15/2033 15,000.00 5.000% 4,675.00 19,675.00 - 05/15/2034 - - 4,300.00 4,300.00 - 06/30/2034 - - - - 23,975.00 11/15/2034 20,000.00 5.000% 4,300.00 24,300.00 - 05/15/2035 - - 3,800.00 3,800.00 - 06/30/2035 - - - - 28,100.00 11/15/2035 20,000.00 4.000% 3,800.00 23,800.00 - 05/15/2036 - - 3,400.00 3,400.00 - 06/30/2036 - - - - 27,200.00 11/15/2036 20,000.00 4.000% 3,400.00 23,400.00 - 05/15/2037 - - 3,000.00 3,000.00 - 06/30/2037 - - - - 26,400.00 11/15/2037 20,000.00 4.000% 3,000.00 23,000.00 - 05/15/2038 - - 2,600.00 2,600.00 - 06/30/2038 - - - - 25,600.00 11/15/2038 20,000.00 4.125% 2,600.00 22,600.00 - 05/15/2039 - - 2,187.50 2,187.50 - 06/30/2039 - - - - 24,787.50 11/15/2039 25,000.00 4.250% 2,187.50 27,187.50 - 05/15/2040 - - 1,656.25 1,656.25 - 06/30/2040 - - - - 28,843.75 11/15/2040 25,000.00 4.375% 1,656.25 26,656.25 - 05/15/2041 - - 1,109.38 1,109.38 - 06/30/2041 - - - - 27,765.63 11/15/2041 25,000.00 4.375% 1,109.38 26,109.38 - 05/15/2042 - - 562.50 562.50 - 06/30/2042 - - - - 26,671.88 11/15/2042 25,000.00 4.500% 562.50 25,562.50 - 06/30/2043 - - - - 25,562.50 Total $337,585.00 - $186,374.51 $523,959.51 - Yield Statistics Bond Year $4,180.71 Average 12.384 Years Average 4.4579636% Net Interest Cost 4.1389735% True Interest Cost 4.0475205% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0475205% IRS Form 8038 Net Interest 4.0418032% Weighted Average 12.200 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 299 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $19,466 Citywide Roads, Sidewalks & Crosswalk non ch 90(I) Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/27/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,466.00 5.000% 967.89 5,433.89 - 05/15/2024 - - 375.00 375.00 - 06/30/2024 - - - - 5,808.89 11/15/2024 5,000.00 5.000% 375.00 5,375.00 - 05/15/2025 - - 250.00 250.00 - 06/30/2025 - - - - 5,625.00 11/15/2025 5,000.00 5.000% 250.00 5,250.00 - 05/15/2026 - - 125.00 125.00 - 06/30/2026 - - - - 5,375.00 11/15/2026 5,000.00 5.000% 125.00 5,125.00 - 06/30/2027 - - - - 5,125.00 Total $19,466.00 - $2,467.89 $21,933.89 - Yield Statistics Bond Year $49.36 Average 2.536 Years Average 4.9999944% Net Interest Cost 3.3043170% True Interest Cost 3.1922984% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1922984% IRS Form 8038 Net Interest 3.1451169% Weighted Average 2.554 Years November 17 2022 I Citywide Roads, Sidewalks I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 300 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $225,809 JD Front Loader (replacement of loader #41) Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/27/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 35,809.00 5.000% 11,227.73 47,036.73 - 05/15/2024 - - 4,750.00 4,750.00 - 06/30/2024 - - - - 51,786.73 11/15/2024 45,000.00 5.000% 4,750.00 49,750.00 - 05/15/2025 - - 3,625.00 3,625.00 - 06/30/2025 - - - - 53,375.00 11/15/2025 45,000.00 5.000% 3,625.00 48,625.00 - 05/15/2026 - - 2,500.00 2,500.00 - 06/30/2026 - - - - 51,125.00 11/15/2026 50,000.00 5.000% 2,500.00 52,500.00 - 05/15/2027 - - 1,250.00 1,250.00 - 06/30/2027 - - - - 53,750.00 11/15/2027 50,000.00 5.000% 1,250.00 51,250.00 - 06/30/2028 - - - - 51,250.00 Total $225,809.00 - $35,477.73 $261,286.73 - Yield Statistics Bond Year $709.55 Average 3.142 Years Average 5.0000007% Net Interest Cost 3.3391712% True Interest Cost 3.2112131% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2112131% IRS Form 8038 Net Interest 3.1454097% Weighted Average 3.170 Years November 17 2022 I JD Front Loader (replacem I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 301 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $18,499 Schools-Site/Field Studies & Small repairs Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019, amended 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,499.00 5.000% 919.81 4,418.81 - 05/15/2024 - - 375.00 375.00 - 06/30/2024 - - - - 4,793.81 11/15/2024 5,000.00 5.000% 375.00 5,375.00 - 05/15/2025 - - 250.00 250.00 - 06/30/2025 - - - - 5,625.00 11/15/2025 5,000.00 5.000% 250.00 5,250.00 - 05/15/2026 - - 125.00 125.00 - 06/30/2026 - - - - 5,375.00 11/15/2026 5,000.00 5.000% 125.00 5,125.00 - 06/30/2027 - - - - 5,125.00 Total $18,499.00 - $2,419.81 $20,918.81 - Yield Statistics Bond Year $48.40 Average 2.616 Years Average 4.9999971% Net Interest Cost 3.3065180% True Interest Cost 3.1939052% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1939052% IRS Form 8038 Net Interest 3.1452698% Weighted Average 2.634 Years November 17 2022 I Schools-Site/Field Studie I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 302 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $14,629 Schools-Life Safety Studies & Small Repairs Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019, amended 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,629.00 5.000% 727.39 5,356.39 - 05/15/2024 - - 250.00 250.00 - 06/30/2024 - - - - 5,606.39 11/15/2024 5,000.00 5.000% 250.00 5,250.00 - 05/15/2025 - - 125.00 125.00 - 06/30/2025 - - - - 5,375.00 11/15/2025 5,000.00 5.000% 125.00 5,125.00 - 06/30/2026 - - - - 5,125.00 Total $14,629.00 - $1,477.39 $16,106.39 - Yield Statistics Bond Year $29.55 Average 2.020 Years Average 5.0000122% Net Interest Cost 3.2649211% True Interest Cost 3.1666309% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1666309% IRS Form 8038 Net Interest 3.1380783% Weighted Average 2.030 Years November 17 2022 I Schools-Life Safety Studi I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 303 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $62,606 Schools-Access/ADA/Architectural Studies Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019, amended 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 12,606.00 5.000% 3,112.91 15,718.91 - 05/15/2024 - - 1,250.00 1,250.00 - 06/30/2024 - - - - 16,968.91 11/15/2024 15,000.00 5.000% 1,250.00 16,250.00 - 05/15/2025 - - 875.00 875.00 - 06/30/2025 - - - - 17,125.00 11/15/2025 15,000.00 5.000% 875.00 15,875.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 16,375.00 11/15/2026 20,000.00 5.000% 500.00 20,500.00 - 06/30/2027 - - - - 20,500.00 Total $62,606.00 - $8,362.91 $70,968.91 - Yield Statistics Bond Year $167.26 Average 2.672 Years Average 5.0000003% Net Interest Cost 3.3116944% True Interest Cost 3.1971732% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1971732% IRS Form 8038 Net Interest 3.1463781% Weighted Average 2.691 Years November 17 2022 I Schools-Access/ADA/Archit I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 304 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $108,825 IT Life cycle Management (School) Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 8,825.00 5.000% 5,411.02 14,236.02 - 05/15/2024 - - 2,500.00 2,500.00 - 06/30/2024 - - - - 16,736.02 11/15/2024 10,000.00 5.000% 2,500.00 12,500.00 - 05/15/2025 - - 2,250.00 2,250.00 - 06/30/2025 - - - - 14,750.00 11/15/2025 10,000.00 5.000% 2,250.00 12,250.00 - 05/15/2026 - - 2,000.00 2,000.00 - 06/30/2026 - - - - 14,250.00 11/15/2026 10,000.00 5.000% 2,000.00 12,000.00 - 05/15/2027 - - 1,750.00 1,750.00 - 06/30/2027 - - - - 13,750.00 11/15/2027 10,000.00 5.000% 1,750.00 11,750.00 - 05/15/2028 - - 1,500.00 1,500.00 - 06/30/2028 - - - - 13,250.00 11/15/2028 15,000.00 5.000% 1,500.00 16,500.00 - 05/15/2029 - - 1,125.00 1,125.00 - 06/30/2029 - - - - 17,625.00 11/15/2029 15,000.00 5.000% 1,125.00 16,125.00 - 05/15/2030 - - 750.00 750.00 - 06/30/2030 - - - - 16,875.00 11/15/2030 15,000.00 5.000% 750.00 15,750.00 - 05/15/2031 - - 375.00 375.00 - 06/30/2031 - - - - 16,125.00 11/15/2031 15,000.00 5.000% 375.00 15,375.00 - 06/30/2032 - - - - 15,375.00 Total $108,825.00 - $29,911.02 $138,736.02 - Yield Statistics Bond Year $598.22 Average 5.497 Years Average 4.9999999% Net Interest Cost 3.5194686% True Interest Cost 3.3297875% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.3297875% IRS Form 8038 Net Interest 3.2106577% Weighted Average 5.572 Years November 17 2022 I IT Life cycle Management I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 305 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $138,860 School Capital Repairs Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 28,860.00 5.000% 6,904.43 35,764.43 - 05/15/2024 - - 2,750.00 2,750.00 - 06/30/2024 - - - - 38,514.43 11/15/2024 35,000.00 5.000% 2,750.00 37,750.00 - 05/15/2025 - - 1,875.00 1,875.00 - 06/30/2025 - - - - 39,625.00 11/15/2025 35,000.00 5.000% 1,875.00 36,875.00 - 05/15/2026 - - 1,000.00 1,000.00 - 06/30/2026 - - - - 37,875.00 11/15/2026 40,000.00 5.000% 1,000.00 41,000.00 - 06/30/2027 - - - - 41,000.00 Total $138,860.00 - $18,154.43 $157,014.43 - Yield Statistics Bond Year $363.09 Average 2.615 Years Average 5.0000006% Net Interest Cost 3.3082067% True Interest Cost 3.1949022% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1949022% IRS Form 8038 Net Interest 3.1457350% Weighted Average 2.633 Years November 17 2022 I School Capital Repairs (I I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 306 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $74,966 School Building and Strategic Master Plan Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 14,966.00 5.000% 3,727.48 18,693.48 - 05/15/2024 - - 1,500.00 1,500.00 - 06/30/2024 - - - - 20,193.48 11/15/2024 20,000.00 5.000% 1,500.00 21,500.00 - 05/15/2025 - - 1,000.00 1,000.00 - 06/30/2025 - - - - 22,500.00 11/15/2025 20,000.00 5.000% 1,000.00 21,000.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 21,500.00 11/15/2026 20,000.00 5.000% 500.00 20,500.00 - 06/30/2027 - - - - 20,500.00 Total $74,966.00 - $9,727.48 $84,693.48 - Yield Statistics Bond Year $194.55 Average 2.595 Years Average 5.0000020% Net Interest Cost 3.3059655% True Interest Cost 3.1935037% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1935037% IRS Form 8038 Net Interest 3.1452381% Weighted Average 2.613 Years November 17 2022 I School Building and Strat I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 307 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $199,912 Salem High Bathroom renovations Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,912.00 5.000% 9,138.30 14,050.30 - 05/15/2024 - - 4,471.88 4,471.88 - 06/30/2024 - - - - 18,522.18 11/15/2024 5,000.00 5.000% 4,471.88 9,471.88 - 05/15/2025 - - 4,346.88 4,346.88 - 06/30/2025 - - - - 13,818.76 11/15/2025 5,000.00 5.000% 4,346.88 9,346.88 - 05/15/2026 - - 4,221.88 4,221.88 - 06/30/2026 - - - - 13,568.76 11/15/2026 5,000.00 5.000% 4,221.88 9,221.88 - 05/15/2027 - - 4,096.88 4,096.88 - 06/30/2027 - - - - 13,318.76 11/15/2027 5,000.00 5.000% 4,096.88 9,096.88 - 05/15/2028 - - 3,971.88 3,971.88 - 06/30/2028 - - - - 13,068.76 11/15/2028 10,000.00 5.000% 3,971.88 13,971.88 - 05/15/2029 - - 3,721.88 3,721.88 - 06/30/2029 - - - - 17,693.76 11/15/2029 10,000.00 5.000% 3,721.88 13,721.88 - 05/15/2030 - - 3,471.88 3,471.88 - 06/30/2030 - - - - 17,193.76 11/15/2030 10,000.00 5.000% 3,471.88 13,471.88 - 05/15/2031 - - 3,221.88 3,221.88 - 06/30/2031 - - - - 16,693.76 11/15/2031 10,000.00 5.000% 3,221.88 13,221.88 - 05/15/2032 - - 2,971.88 2,971.88 - 06/30/2032 - - - - 16,193.76 11/15/2032 10,000.00 5.000% 2,971.88 12,971.88 - 05/15/2033 - - 2,721.88 2,721.88 - 06/30/2033 - - - - 15,693.76 11/15/2033 10,000.00 5.000% 2,721.88 12,721.88 - 05/15/2034 - - 2,471.88 2,471.88 - 06/30/2034 - - - - 15,193.76 11/15/2034 10,000.00 5.000% 2,471.88 12,471.88 - 05/15/2035 - - 2,221.88 2,221.88 - 06/30/2035 - - - - 14,693.76 11/15/2035 10,000.00 4.000% 2,221.88 12,221.88 - 05/15/2036 - - 2,021.88 2,021.88 - 06/30/2036 - - - - 14,243.76 11/15/2036 10,000.00 4.000% 2,021.88 12,021.88 - 05/15/2037 - - 1,821.88 1,821.88 - 06/30/2037 - - - - 13,843.76 11/15/2037 10,000.00 4.000% 1,821.88 11,821.88 - 05/15/2038 - - 1,621.88 1,621.88 - 06/30/2038 - - - - 13,443.76 11/15/2038 15,000.00 4.125% 1,621.88 16,621.88 - 05/15/2039 - - 1,312.50 1,312.50 - 06/30/2039 - - - - 17,934.38 11/15/2039 15,000.00 4.250% 1,312.50 16,312.50 - 05/15/2040 - - 993.75 993.75 - 06/30/2040 - - - - 17,306.25 11/15/2040 15,000.00 4.375% 993.75 15,993.75 - 05/15/2041 - - 665.63 665.63 - 06/30/2041 - - - - 16,659.38 11/15/2041 15,000.00 4.375% 665.63 15,665.63 - 05/15/2042 - - 337.50 337.50 - 06/30/2042 - - - - 16,003.13 11/15/2042 15,000.00 4.500% 337.50 15,337.50 - 06/30/2043 - - - - 15,337.50 Total $199,912.00 - $110,513.46 $310,425.46 - Yield Statistics Bond Year $2,473.80 Average 12.374 Years Average 4.4673538% Net Interest Cost 4.1420722% True Interest Cost 4.0485353% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0485353% IRS Form 8038 Net Interest 4.0415613% Weighted Average 12.191 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 308 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $113,104 District Camera and Access Control Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 23,104.00 5.000% 5,623.78 28,727.78 - 05/15/2024 - - 2,250.00 2,250.00 - 06/30/2024 - - - - 30,977.78 11/15/2024 30,000.00 5.000% 2,250.00 32,250.00 - 05/15/2025 - - 1,500.00 1,500.00 - 06/30/2025 - - - - 33,750.00 11/15/2025 30,000.00 5.000% 1,500.00 31,500.00 - 05/15/2026 - - 750.00 750.00 - 06/30/2026 - - - - 32,250.00 11/15/2026 30,000.00 5.000% 750.00 30,750.00 - 06/30/2027 - - - - 30,750.00 Total $113,104.00 - $14,623.78 $127,727.78 - Yield Statistics Bond Year $292.48 Average 2.586 Years Average 4.9999992% Net Interest Cost 3.3057112% True Interest Cost 3.1933170% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1933170% IRS Form 8038 Net Interest 3.1452170% Weighted Average 2.604 Years November 17 2022 I District Camera and Acces I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 309 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $270,000 Collins Office Remodel Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 12,349.76 17,349.76 - 05/15/2024 - - 6,084.38 6,084.38 - 06/30/2024 - - - - 23,434.14 11/15/2024 10,000.00 5.000% 6,084.38 16,084.38 - 05/15/2025 - - 5,834.38 5,834.38 - 06/30/2025 - - - - 21,918.76 11/15/2025 10,000.00 5.000% 5,834.38 15,834.38 - 05/15/2026 - - 5,584.38 5,584.38 - 06/30/2026 - - - - 21,418.76 11/15/2026 10,000.00 5.000% 5,584.38 15,584.38 - 05/15/2027 - - 5,334.38 5,334.38 - 06/30/2027 - - - - 20,918.76 11/15/2027 10,000.00 5.000% 5,334.38 15,334.38 - 05/15/2028 - - 5,084.38 5,084.38 - 06/30/2028 - - - - 20,418.76 11/15/2028 10,000.00 5.000% 5,084.38 15,084.38 - 05/15/2029 - - 4,834.38 4,834.38 - 06/30/2029 - - - - 19,918.76 11/15/2029 10,000.00 5.000% 4,834.38 14,834.38 - 05/15/2030 - - 4,584.38 4,584.38 - 06/30/2030 - - - - 19,418.76 11/15/2030 10,000.00 5.000% 4,584.38 14,584.38 - 05/15/2031 - - 4,334.38 4,334.38 - 06/30/2031 - - - - 18,918.76 11/15/2031 10,000.00 5.000% 4,334.38 14,334.38 - 05/15/2032 - - 4,084.38 4,084.38 - 06/30/2032 - - - - 18,418.76 11/15/2032 15,000.00 5.000% 4,084.38 19,084.38 - 05/15/2033 - - 3,709.38 3,709.38 - 06/30/2033 - - - - 22,793.76 11/15/2033 15,000.00 5.000% 3,709.38 18,709.38 - 05/15/2034 - - 3,334.38 3,334.38 - 06/30/2034 - - - - 22,043.76 11/15/2034 15,000.00 5.000% 3,334.38 18,334.38 - 05/15/2035 - - 2,959.38 2,959.38 - 06/30/2035 - - - - 21,293.76 11/15/2035 15,000.00 4.000% 2,959.38 17,959.38 - 05/15/2036 - - 2,659.38 2,659.38 - 06/30/2036 - - - - 20,618.76 11/15/2036 15,000.00 4.000% 2,659.38 17,659.38 - 05/15/2037 - - 2,359.38 2,359.38 - 06/30/2037 - - - - 20,018.76 11/15/2037 15,000.00 4.000% 2,359.38 17,359.38 - 05/15/2038 - - 2,059.38 2,059.38 - 06/30/2038 - - - - 19,418.76 11/15/2038 15,000.00 4.125% 2,059.38 17,059.38 - 05/15/2039 - - 1,750.00 1,750.00 - 06/30/2039 - - - - 18,809.38 11/15/2039 20,000.00 4.250% 1,750.00 21,750.00 - 05/15/2040 - - 1,325.00 1,325.00 - 06/30/2040 - - - - 23,075.00 11/15/2040 20,000.00 4.375% 1,325.00 21,325.00 - 05/15/2041 - - 887.50 887.50 - 06/30/2041 - - - - 22,212.50 11/15/2041 20,000.00 4.375% 887.50 20,887.50 - 05/15/2042 - - 450.00 450.00 - 06/30/2042 - - - - 21,337.50 11/15/2042 20,000.00 4.500% 450.00 20,450.00 - 06/30/2043 - - - - 20,450.00 Total $270,000.00 - $146,856.16 $416,856.16 - Yield Statistics Bond Year $3,288.50 Average 12.180 Years Average 4.4657491% Net Interest Cost 4.1437224% True Interest Cost 4.0511990% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0511990% IRS Form 8038 Net Interest 4.0451233% Weighted Average 12.006 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 310 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $60,419 School Safety, MEP, Utility, Repairs, Study I Dated November 17, 202 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 15,419.00 5.000% 3,004.17 18,423.17 - 05/15/2024 - - 1,125.00 1,125.00 - 06/30/2024 - - - - 19,548.17 11/15/2024 15,000.00 5.000% 1,125.00 16,125.00 - 05/15/2025 - - 750.00 750.00 - 06/30/2025 - - - - 16,875.00 11/15/2025 15,000.00 5.000% 750.00 15,750.00 - 05/15/2026 - - 375.00 375.00 - 06/30/2026 - - - - 16,125.00 11/15/2026 15,000.00 5.000% 375.00 15,375.00 - 06/30/2027 - - - - 15,375.00 Total $60,419.00 - $7,504.17 $67,923.17 - Yield Statistics Bond Year $150.08 Average 2.484 Years Average 5.0000020% Net Interest Cost 3.3028250% True Interest Cost 3.1912072% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1912072% IRS Form 8038 Net Interest 3.1450055% Weighted Average 2.503 Years November 17 2022 I School Safety, MEP, Utili I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 311 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $43,347 School Safety, MEP, Utility, Repairs, Study II Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 8,347.00 5.000% 2,155.31 10,502.31 - 05/15/2024 - - 875.00 875.00 - 06/30/2024 - - - - 11,377.31 11/15/2024 5,000.00 5.000% 875.00 5,875.00 - 05/15/2025 - - 750.00 750.00 - 06/30/2025 - - - - 6,625.00 11/15/2025 10,000.00 5.000% 750.00 10,750.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 11,250.00 11/15/2026 10,000.00 5.000% 500.00 10,500.00 - 05/15/2027 - - 250.00 250.00 - 06/30/2027 - - - - 10,750.00 11/15/2027 10,000.00 5.000% 250.00 10,250.00 - 06/30/2028 - - - - 10,250.00 Total $43,347.00 - $6,905.31 $50,252.31 - Yield Statistics Bond Year $138.11 Average 3.186 Years Average 5.0000006% Net Interest Cost 3.3421458% True Interest Cost 3.2127723% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2127723% IRS Form 8038 Net Interest 3.1454260% Weighted Average 3.215 Years November 17 2022 I School Safety, MEP, Utili I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 312 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $35,400 Collins Roof/Masonry Study/Repair Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,400.00 5.000% 1,760.17 7,160.17 - 05/15/2024 - - 750.00 750.00 - 06/30/2024 - - - - 7,910.17 11/15/2024 5,000.00 5.000% 750.00 5,750.00 - 05/15/2025 - - 625.00 625.00 - 06/30/2025 - - - - 6,375.00 11/15/2025 5,000.00 5.000% 625.00 5,625.00 - 05/15/2026 - - 500.00 500.00 - 06/30/2026 - - - - 6,125.00 11/15/2026 5,000.00 5.000% 500.00 5,500.00 - 05/15/2027 - - 375.00 375.00 - 06/30/2027 - - - - 5,875.00 11/15/2027 5,000.00 5.000% 375.00 5,375.00 - 05/15/2028 - - 250.00 250.00 - 06/30/2028 - - - - 5,625.00 11/15/2028 5,000.00 5.000% 250.00 5,250.00 - 05/15/2029 - - 125.00 125.00 - 06/30/2029 - - - - 5,375.00 11/15/2029 5,000.00 5.000% 125.00 5,125.00 - 06/30/2030 - - - - 5,125.00 Total $35,400.00 - $7,010.17 $42,410.17 - Yield Statistics Bond Year $140.20 Average 3.961 Years Average 5.0000024% Net Interest Cost 3.4137419% True Interest Cost 3.2587660% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2587660% IRS Form 8038 Net Interest 3.1686931% Weighted Average 4.015 Years November 17 2022 I Collins Roof/Masonry Stud I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 313 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $137,249 District Camera and Access Control II Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 27,249.00 5.000% 6,824.33 34,073.33 - 05/15/2024 - - 2,750.00 2,750.00 - 06/30/2024 - - - - 36,823.33 11/15/2024 35,000.00 5.000% 2,750.00 37,750.00 - 05/15/2025 - - 1,875.00 1,875.00 - 06/30/2025 - - - - 39,625.00 11/15/2025 35,000.00 5.000% 1,875.00 36,875.00 - 05/15/2026 - - 1,000.00 1,000.00 - 06/30/2026 - - - - 37,875.00 11/15/2026 40,000.00 5.000% 1,000.00 41,000.00 - 06/30/2027 - - - - 41,000.00 Total $137,249.00 - $18,074.33 $155,323.33 - Yield Statistics Bond Year $361.49 Average 2.634 Years Average 5.0000013% Net Interest Cost 3.3087183% True Interest Cost 3.1952760% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1952760% IRS Form 8038 Net Interest 3.1457750% Weighted Average 2.652 Years November 17 2022 I District Camera and Acces I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 314 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $23,680 Energy/Water Upgrades and Audits Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,680.00 5.000% 1,177.42 4,857.42 - 05/15/2024 - - 500.00 500.00 - 06/30/2024 - - - - 5,357.42 11/15/2024 5,000.00 5.000% 500.00 5,500.00 - 05/15/2025 - - 375.00 375.00 - 06/30/2025 - - - - 5,875.00 11/15/2025 5,000.00 5.000% 375.00 5,375.00 - 05/15/2026 - - 250.00 250.00 - 06/30/2026 - - - - 5,625.00 11/15/2026 10,000.00 5.000% 250.00 10,250.00 - 06/30/2027 - - - - 10,250.00 Total $23,680.00 - $3,427.42 $27,107.42 - Yield Statistics Bond Year $68.55 Average 2.895 Years Average 4.9999968% Net Interest Cost 3.3223073% True Interest Cost 3.2042067% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.2042067% IRS Form 8038 Net Interest 3.1481846% Weighted Average 2.913 Years November 17 2022 I Energy/Water Upgrades and I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 315 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $36,204 Schools-ADA/Architectural/Interior repair study(I) Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,204.00 5.000% 1,800.14 8,004.14 - 05/15/2024 - - 750.00 750.00 - 06/30/2024 - - - - 8,754.14 11/15/2024 10,000.00 5.000% 750.00 10,750.00 - 05/15/2025 - - 500.00 500.00 - 06/30/2025 - - - - 11,250.00 11/15/2025 10,000.00 5.000% 500.00 10,500.00 - 05/15/2026 - - 250.00 250.00 - 06/30/2026 - - - - 10,750.00 11/15/2026 10,000.00 5.000% 250.00 10,250.00 - 06/30/2027 - - - - 10,250.00 Total $36,204.00 - $4,800.14 $41,004.14 - Yield Statistics Bond Year $96.00 Average 2.652 Years Average 4.9999965% Net Interest Cost 3.3074533% True Interest Cost 3.1945903% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1945903% IRS Form 8038 Net Interest 3.1453402% Weighted Average 2.669 Years November 17 2022 I Schools-ADA/Architectural I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 316 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $79,784 Chiller & Assoc. HVAC Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/1/2019 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,784.00 5.000% 3,774.36 8,558.36 - 05/15/2024 - - 1,778.13 1,778.13 - 06/30/2024 - - - - 10,336.49 11/15/2024 5,000.00 5.000% 1,778.13 6,778.13 - 05/15/2025 - - 1,653.13 1,653.13 - 06/30/2025 - - - - 8,431.26 11/15/2025 5,000.00 5.000% 1,653.13 6,653.13 - 05/15/2026 - - 1,528.13 1,528.13 - 06/30/2026 - - - - 8,181.26 11/15/2026 5,000.00 5.000% 1,528.13 6,528.13 - 05/15/2027 - - 1,403.13 1,403.13 - 06/30/2027 - - - - 7,931.26 11/15/2027 5,000.00 5.000% 1,403.13 6,403.13 - 05/15/2028 - - 1,278.13 1,278.13 - 06/30/2028 - - - - 7,681.26 11/15/2028 5,000.00 5.000% 1,278.13 6,278.13 - 05/15/2029 - - 1,153.13 1,153.13 - 06/30/2029 - - - - 7,431.26 11/15/2029 5,000.00 5.000% 1,153.13 6,153.13 - 05/15/2030 - - 1,028.13 1,028.13 - 06/30/2030 - - - - 7,181.26 11/15/2030 5,000.00 5.000% 1,028.13 6,028.13 - 05/15/2031 - - 903.13 903.13 - 06/30/2031 - - - - 6,931.26 11/15/2031 5,000.00 5.000% 903.13 5,903.13 - 05/15/2032 - - 778.13 778.13 - 06/30/2032 - - - - 6,681.26 11/15/2032 5,000.00 5.000% 778.13 5,778.13 - 05/15/2033 - - 653.13 653.13 - 06/30/2033 - - - - 6,431.26 11/15/2033 5,000.00 5.000% 653.13 5,653.13 - 05/15/2034 - - 528.13 528.13 - 06/30/2034 - - - - 6,181.26 11/15/2034 5,000.00 5.000% 528.13 5,528.13 - 05/15/2035 - - 403.13 403.13 - 06/30/2035 - - - - 5,931.26 11/15/2035 5,000.00 4.000% 403.13 5,403.13 - 05/15/2036 - - 303.13 303.13 - 06/30/2036 - - - - 5,706.26 11/15/2036 5,000.00 4.000% 303.13 5,303.13 - 05/15/2037 - - 203.13 203.13 - 06/30/2037 - - - - 5,506.26 11/15/2037 5,000.00 4.000% 203.13 5,203.13 - 05/15/2038 - - 103.13 103.13 - 06/30/2038 - - - - 5,306.26 11/15/2038 5,000.00 4.125% 103.13 5,103.13 - 06/30/2039 - - - - 5,103.13 Total $79,784.00 - $31,168.26 $110,952.26 - Yield Statistics Bond Year $679.34 Average 8.515 Years Average 4.5880156% Net Interest Cost 3.8806725% True Interest Cost 3.7405986% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.7405986% IRS Form 8038 Net Interest 3.6858851% Weighted Average 8.455 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 317 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $258,309 Heights Floor Replacement Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,309.00 5.000% 11,805.75 15,114.75 - 05/15/2024 - - 5,853.13 5,853.13 - 06/30/2024 - - - - 20,967.88 11/15/2024 10,000.00 5.000% 5,853.13 15,853.13 - 05/15/2025 - - 5,603.13 5,603.13 - 06/30/2025 - - - - 21,456.26 11/15/2025 10,000.00 5.000% 5,603.13 15,603.13 - 05/15/2026 - - 5,353.13 5,353.13 - 06/30/2026 - - - - 20,956.26 11/15/2026 10,000.00 5.000% 5,353.13 15,353.13 - 05/15/2027 - - 5,103.13 5,103.13 - 06/30/2027 - - - - 20,456.26 11/15/2027 10,000.00 5.000% 5,103.13 15,103.13 - 05/15/2028 - - 4,853.13 4,853.13 - 06/30/2028 - - - - 19,956.26 11/15/2028 10,000.00 5.000% 4,853.13 14,853.13 - 05/15/2029 - - 4,603.13 4,603.13 - 06/30/2029 - - - - 19,456.26 11/15/2029 10,000.00 5.000% 4,603.13 14,603.13 - 05/15/2030 - - 4,353.13 4,353.13 - 06/30/2030 - - - - 18,956.26 11/15/2030 10,000.00 5.000% 4,353.13 14,353.13 - 05/15/2031 - - 4,103.13 4,103.13 - 06/30/2031 - - - - 18,456.26 11/15/2031 10,000.00 5.000% 4,103.13 14,103.13 - 05/15/2032 - - 3,853.13 3,853.13 - 06/30/2032 - - - - 17,956.26 11/15/2032 10,000.00 5.000% 3,853.13 13,853.13 - 05/15/2033 - - 3,603.13 3,603.13 - 06/30/2033 - - - - 17,456.26 11/15/2033 15,000.00 5.000% 3,603.13 18,603.13 - 05/15/2034 - - 3,228.13 3,228.13 - 06/30/2034 - - - - 21,831.26 11/15/2034 15,000.00 5.000% 3,228.13 18,228.13 - 05/15/2035 - - 2,853.13 2,853.13 - 06/30/2035 - - - - 21,081.26 11/15/2035 15,000.00 4.000% 2,853.13 17,853.13 - 05/15/2036 - - 2,553.13 2,553.13 - 06/30/2036 - - - - 20,406.26 11/15/2036 15,000.00 4.000% 2,553.13 17,553.13 - 05/15/2037 - - 2,253.13 2,253.13 - 06/30/2037 - - - - 19,806.26 11/15/2037 15,000.00 4.000% 2,253.13 17,253.13 - 05/15/2038 - - 1,953.13 1,953.13 - 06/30/2038 - - - - 19,206.26 11/15/2038 15,000.00 4.125% 1,953.13 16,953.13 - 05/15/2039 - - 1,643.75 1,643.75 - 06/30/2039 - - - - 18,596.88 11/15/2039 15,000.00 4.250% 1,643.75 16,643.75 - 05/15/2040 - - 1,325.00 1,325.00 - 06/30/2040 - - - - 17,968.75 11/15/2040 20,000.00 4.375% 1,325.00 21,325.00 - 05/15/2041 - - 887.50 887.50 - 06/30/2041 - - - - 22,212.50 11/15/2041 20,000.00 4.375% 887.50 20,887.50 - 05/15/2042 - - 450.00 450.00 - 06/30/2042 - - - - 21,337.50 11/15/2042 20,000.00 4.500% 450.00 20,450.00 - 06/30/2043 - - - - 20,450.00 Total $258,309.00 - $140,662.15 $398,971.15 - Yield Statistics Bond Year $3,151.87 Average 12.202 Years Average 4.4628101% Net Interest Cost 4.1448038% True Interest Cost 4.0531974% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0531974% IRS Form 8038 Net Interest 4.0484992% Weighted Average 12.026 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 318 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $16,083 School Safety, MEP, Utility, Roof studies Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/27/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,083.00 5.000% 799.68 6,882.68 - 05/15/2024 - - 250.00 250.00 - 06/30/2024 - - - - 7,132.68 11/15/2024 5,000.00 5.000% 250.00 5,250.00 - 05/15/2025 - - 125.00 125.00 - 06/30/2025 - - - - 5,375.00 11/15/2025 5,000.00 5.000% 125.00 5,125.00 - 06/30/2026 - - - - 5,125.00 Total $16,083.00 - $1,549.68 $17,632.68 - Yield Statistics Bond Year $30.99 Average 1.927 Years Average 4.9999919% Net Interest Cost 3.2615391% True Interest Cost 3.1640501% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1640501% IRS Form 8038 Net Interest 3.1379866% Weighted Average 1.938 Years November 17 2022 I School Safety, MEP, Utili I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 319 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $14,073 Moffat Drainage Easement Improvements Dated November 17, 2022 Ch. 44, s. 7(1), auth. 7/3/2018 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,073.00 5.000% 699.74 4,772.74 - 05/15/2024 - - 250.00 250.00 - 06/30/2024 - - - - 5,022.74 11/15/2024 5,000.00 5.000% 250.00 5,250.00 - 05/15/2025 - - 125.00 125.00 - 06/30/2025 - - - - 5,375.00 11/15/2025 5,000.00 5.000% 125.00 5,125.00 - 06/30/2026 - - - - 5,125.00 Total $14,073.00 - $1,449.74 $15,522.74 - Yield Statistics Bond Year $28.99 Average 2.060 Years Average 4.9999971% Net Interest Cost 3.2662735% True Interest Cost 3.1676571% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1676571% IRS Form 8038 Net Interest 3.1380868% Weighted Average 2.071 Years November 17 2022 I Moffat Drainage Easement I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 320 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $144,161 Canal Street SSU Flood Mitigation Improvements Dated November 17, 2 Ch. 44, s. 8(14), auth. 7/3/2018 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,161.00 5.000% 6,534.05 10,695.05 - 05/15/2024 - - 3,181.25 3,181.25 - 06/30/2024 - - - - 13,876.30 11/15/2024 5,000.00 5.000% 3,181.25 8,181.25 - 05/15/2025 - - 3,056.25 3,056.25 - 06/30/2025 - - - - 11,237.50 11/15/2025 5,000.00 5.000% 3,056.25 8,056.25 - 05/15/2026 - - 2,931.25 2,931.25 - 06/30/2026 - - - - 10,987.50 11/15/2026 5,000.00 5.000% 2,931.25 7,931.25 - 05/15/2027 - - 2,806.25 2,806.25 - 06/30/2027 - - - - 10,737.50 11/15/2027 5,000.00 5.000% 2,806.25 7,806.25 - 05/15/2028 - - 2,681.25 2,681.25 - 06/30/2028 - - - - 10,487.50 11/15/2028 5,000.00 5.000% 2,681.25 7,681.25 - 05/15/2029 - - 2,556.25 2,556.25 - 06/30/2029 - - - - 10,237.50 11/15/2029 5,000.00 5.000% 2,556.25 7,556.25 - 05/15/2030 - - 2,431.25 2,431.25 - 06/30/2030 - - - - 9,987.50 11/15/2030 5,000.00 5.000% 2,431.25 7,431.25 - 05/15/2031 - - 2,306.25 2,306.25 - 06/30/2031 - - - - 9,737.50 11/15/2031 5,000.00 5.000% 2,306.25 7,306.25 - 05/15/2032 - - 2,181.25 2,181.25 - 06/30/2032 - - - - 9,487.50 11/15/2032 5,000.00 5.000% 2,181.25 7,181.25 - 05/15/2033 - - 2,056.25 2,056.25 - 06/30/2033 - - - - 9,237.50 11/15/2033 5,000.00 5.000% 2,056.25 7,056.25 - 05/15/2034 - - 1,931.25 1,931.25 - 06/30/2034 - - - - 8,987.50 11/15/2034 10,000.00 5.000% 1,931.25 11,931.25 - 05/15/2035 - - 1,681.25 1,681.25 - 06/30/2035 - - - - 13,612.50 11/15/2035 10,000.00 4.000% 1,681.25 11,681.25 - 05/15/2036 - - 1,481.25 1,481.25 - 06/30/2036 - - - - 13,162.50 11/15/2036 10,000.00 4.000% 1,481.25 11,481.25 - 05/15/2037 - - 1,281.25 1,281.25 - 06/30/2037 - - - - 12,762.50 11/15/2037 10,000.00 4.000% 1,281.25 11,281.25 - 05/15/2038 - - 1,081.25 1,081.25 - 06/30/2038 - - - - 12,362.50 11/15/2038 10,000.00 4.125% 1,081.25 11,081.25 - 05/15/2039 - - 875.00 875.00 - 06/30/2039 - - - - 11,956.25 11/15/2039 10,000.00 4.250% 875.00 10,875.00 - 05/15/2040 - - 662.50 662.50 - 06/30/2040 - - - - 11,537.50 11/15/2040 10,000.00 4.375% 662.50 10,662.50 - 05/15/2041 - - 443.75 443.75 - 06/30/2041 - - - - 11,106.25 11/15/2041 10,000.00 4.375% 443.75 10,443.75 - 05/15/2042 - - 225.00 225.00 - 06/30/2042 - - - - 10,668.75 11/15/2042 10,000.00 4.500% 225.00 10,225.00 - 06/30/2043 - - - - 10,225.00 Total $144,161.00 - $78,234.05 $222,395.05 - Yield Statistics Bond Year $1,768.36 Average 12.267 Years Average 4.4241017% Net Interest Cost 4.1434988% True Interest Cost 4.0620353% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0620353% IRS Form 8038 Net Interest 4.0599059% Weighted Average 12.103 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 321 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $102,241 SSES Report Implementation Dated November 17, 2022 Ch. 44, s. 8(14), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,241.00 5.000% 4,741.81 6,982.81 - 05/15/2024 - - 2,328.13 2,328.13 - 06/30/2024 - - - - 9,310.94 11/15/2024 5,000.00 5.000% 2,328.13 7,328.13 - 05/15/2025 - - 2,203.13 2,203.13 - 06/30/2025 - - - - 9,531.26 11/15/2025 5,000.00 5.000% 2,203.13 7,203.13 - 05/15/2026 - - 2,078.13 2,078.13 - 06/30/2026 - - - - 9,281.26 11/15/2026 5,000.00 5.000% 2,078.13 7,078.13 - 05/15/2027 - - 1,953.13 1,953.13 - 06/30/2027 - - - - 9,031.26 11/15/2027 5,000.00 5.000% 1,953.13 6,953.13 - 05/15/2028 - - 1,828.13 1,828.13 - 06/30/2028 - - - - 8,781.26 11/15/2028 5,000.00 5.000% 1,828.13 6,828.13 - 05/15/2029 - - 1,703.13 1,703.13 - 06/30/2029 - - - - 8,531.26 11/15/2029 5,000.00 5.000% 1,703.13 6,703.13 - 05/15/2030 - - 1,578.13 1,578.13 - 06/30/2030 - - - - 8,281.26 11/15/2030 5,000.00 5.000% 1,578.13 6,578.13 - 05/15/2031 - - 1,453.13 1,453.13 - 06/30/2031 - - - - 8,031.26 11/15/2031 5,000.00 5.000% 1,453.13 6,453.13 - 05/15/2032 - - 1,328.13 1,328.13 - 06/30/2032 - - - - 7,781.26 11/15/2032 5,000.00 5.000% 1,328.13 6,328.13 - 05/15/2033 - - 1,203.13 1,203.13 - 06/30/2033 - - - - 7,531.26 11/15/2033 5,000.00 5.000% 1,203.13 6,203.13 - 05/15/2034 - - 1,078.13 1,078.13 - 06/30/2034 - - - - 7,281.26 11/15/2034 5,000.00 5.000% 1,078.13 6,078.13 - 05/15/2035 - - 953.13 953.13 - 06/30/2035 - - - - 7,031.26 11/15/2035 5,000.00 4.000% 953.13 5,953.13 - 05/15/2036 - - 853.13 853.13 - 06/30/2036 - - - - 6,806.26 11/15/2036 5,000.00 4.000% 853.13 5,853.13 - 05/15/2037 - - 753.13 753.13 - 06/30/2037 - - - - 6,606.26 11/15/2037 5,000.00 4.000% 753.13 5,753.13 - 05/15/2038 - - 653.13 653.13 - 06/30/2038 - - - - 6,406.26 11/15/2038 5,000.00 4.125% 653.13 5,653.13 - 05/15/2039 - - 550.00 550.00 - 06/30/2039 - - - - 6,203.13 11/15/2039 5,000.00 4.250% 550.00 5,550.00 - 05/15/2040 - - 443.75 443.75 - 06/30/2040 - - - - 5,993.75 11/15/2040 5,000.00 4.375% 443.75 5,443.75 - 05/15/2041 - - 334.38 334.38 - 06/30/2041 - - - - 5,778.13 11/15/2041 5,000.00 4.375% 334.38 5,334.38 - 05/15/2042 - - 225.00 225.00 - 06/30/2042 - - - - 5,559.38 11/15/2042 10,000.00 4.500% 225.00 10,225.00 - 06/30/2043 - - - - 10,225.00 Total $102,241.00 - $51,741.97 $153,982.97 - Yield Statistics Bond Year $1,146.67 Average 11.215 Years Average 4.5123562% Net Interest Cost 4.1054076% True Interest Cost 3.9946812% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.9946812% IRS Form 8038 Net Interest 3.9866412% Weighted Average 11.045 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 322 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $50,000 Community Climate Change Model and Outreach Dated November 17, 2022 Ch. 44, s. 7(7), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 10,000.00 5.000% 2,486.11 12,486.11 - 05/15/2024 - - 1,000.00 1,000.00 - 06/30/2024 - - - - 13,486.11 11/15/2024 10,000.00 5.000% 1,000.00 11,000.00 - 05/15/2025 - - 750.00 750.00 - 06/30/2025 - - - - 11,750.00 11/15/2025 15,000.00 5.000% 750.00 15,750.00 - 05/15/2026 - - 375.00 375.00 - 06/30/2026 - - - - 16,125.00 11/15/2026 15,000.00 5.000% 375.00 15,375.00 - 06/30/2027 - - - - 15,375.00 Total $50,000.00 - $6,736.11 $56,736.11 - Yield Statistics Bond Year $134.72 Average 2.694 Years Average 4.9999992% Net Interest Cost 3.3111167% True Interest Cost 3.1966816% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1966816% IRS Form 8038 Net Interest 3.1456537% Weighted Average 2.713 Years November 17 2022 I Community Climate Change I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 323 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $1,450,000 Citywide Drain & Sewer Flushing, Pipes, GIS Dated November 17, 20 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 15,000.00 5.000% 66,248.65 81,248.65 - 05/15/2024 - - 32,934.38 32,934.38 - 06/30/2024 - - - - 114,183.03 11/15/2024 50,000.00 5.000% 32,934.38 82,934.38 - 05/15/2025 - - 31,684.38 31,684.38 - 06/30/2025 - - - - 114,618.76 11/15/2025 50,000.00 5.000% 31,684.38 81,684.38 - 05/15/2026 - - 30,434.38 30,434.38 - 06/30/2026 - - - - 112,118.76 11/15/2026 50,000.00 5.000% 30,434.38 80,434.38 - 05/15/2027 - - 29,184.38 29,184.38 - 06/30/2027 - - - - 109,618.76 11/15/2027 55,000.00 5.000% 29,184.38 84,184.38 - 05/15/2028 - - 27,809.38 27,809.38 - 06/30/2028 - - - - 111,993.76 11/15/2028 60,000.00 5.000% 27,809.38 87,809.38 - 05/15/2029 - - 26,309.38 26,309.38 - 06/30/2029 - - - - 114,118.76 11/15/2029 60,000.00 5.000% 26,309.38 86,309.38 - 05/15/2030 - - 24,809.38 24,809.38 - 06/30/2030 - - - - 111,118.76 11/15/2030 65,000.00 5.000% 24,809.38 89,809.38 - 05/15/2031 - - 23,184.38 23,184.38 - 06/30/2031 - - - - 112,993.76 11/15/2031 65,000.00 5.000% 23,184.38 88,184.38 - 05/15/2032 - - 21,559.38 21,559.38 - 06/30/2032 - - - - 109,743.76 11/15/2032 70,000.00 5.000% 21,559.38 91,559.38 - 05/15/2033 - - 19,809.38 19,809.38 - 06/30/2033 - - - - 111,368.76 11/15/2033 75,000.00 5.000% 19,809.38 94,809.38 - 05/15/2034 - - 17,934.38 17,934.38 - 06/30/2034 - - - - 112,743.76 11/15/2034 80,000.00 5.000% 17,934.38 97,934.38 - 05/15/2035 - - 15,934.38 15,934.38 - 06/30/2035 - - - - 113,868.76 11/15/2035 80,000.00 4.000% 15,934.38 95,934.38 - 05/15/2036 - - 14,334.38 14,334.38 - 06/30/2036 - - - - 110,268.76 11/15/2036 85,000.00 4.000% 14,334.38 99,334.38 - 05/15/2037 - - 12,634.38 12,634.38 - 06/30/2037 - - - - 111,968.76 11/15/2037 90,000.00 4.000% 12,634.38 102,634.38 - 05/15/2038 - - 10,834.38 10,834.38 - 06/30/2038 - - - - 113,468.76 11/15/2038 90,000.00 4.125% 10,834.38 100,834.38 - 05/15/2039 - - 8,978.13 8,978.13 - 06/30/2039 - - - - 109,812.51 11/15/2039 95,000.00 4.250% 8,978.13 103,978.13 - 05/15/2040 - - 6,959.38 6,959.38 - 06/30/2040 - - - - 110,937.51 11/15/2040 100,000.00 4.375% 6,959.38 106,959.38 - 05/15/2041 - - 4,771.88 4,771.88 - 06/30/2041 - - - - 111,731.26 11/15/2041 105,000.00 4.375% 4,771.88 109,771.88 - 05/15/2042 - - 2,475.00 2,475.00 - 06/30/2042 - - - - 112,246.88 11/15/2042 110,000.00 4.500% 2,475.00 112,475.00 - 06/30/2043 - - - - 112,475.00 Total $1,450,000.00 - $791,398.83 $2,241,398.83 - Yield Statistics Bond Year $17,731.94 Average 12.229 Years Average 4.4631249% Net Interest Cost 4.1351499% True Interest Cost 4.0416770% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0416770% IRS Form 8038 Net Interest 4.0351104% Weighted Average Maturity 12 049 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 324 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $105,000 Ocean Ave. Sewer Pump Station Design Dated November 17, 2022 Ch. 44, s. 7(7), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 25,000.00 5.000% 5,220.83 30,220.83 - 05/15/2024 - - 2,000.00 2,000.00 - 06/30/2024 - - - - 32,220.83 11/15/2024 25,000.00 5.000% 2,000.00 27,000.00 - 05/15/2025 - - 1,375.00 1,375.00 - 06/30/2025 - - - - 28,375.00 11/15/2025 25,000.00 5.000% 1,375.00 26,375.00 - 05/15/2026 - - 750.00 750.00 - 06/30/2026 - - - - 27,125.00 11/15/2026 30,000.00 5.000% 750.00 30,750.00 - 06/30/2027 - - - - 30,750.00 Total $105,000.00 - $13,470.83 $118,470.83 - Yield Statistics Bond Year $269.42 Average 2.566 Years Average 4.9999988% Net Interest Cost 3.3074717% True Interest Cost 3.1942790% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.1942790% IRS Form 8038 Net Interest 3.1457931% Weighted Average 2.585 Years November 17 2022 I Ocean Ave. Sewer Pump Sta I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 325 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $218,148 SSES Report Implementation (elimi I/I) Dated November 17, 2022 Ch. 44, s. 7(1), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 3,148.00 5.000% 9,945.59 13,093.59 - 05/15/2024 - - 4,921.88 4,921.88 - 06/30/2024 - - - - 18,015.47 11/15/2024 5,000.00 5.000% 4,921.88 9,921.88 - 05/15/2025 - - 4,796.88 4,796.88 - 06/30/2025 - - - - 14,718.76 11/15/2025 5,000.00 5.000% 4,796.88 9,796.88 - 05/15/2026 - - 4,671.88 4,671.88 - 06/30/2026 - - - - 14,468.76 11/15/2026 10,000.00 5.000% 4,671.88 14,671.88 - 05/15/2027 - - 4,421.88 4,421.88 - 06/30/2027 - - - - 19,093.76 11/15/2027 10,000.00 5.000% 4,421.88 14,421.88 - 05/15/2028 - - 4,171.88 4,171.88 - 06/30/2028 - - - - 18,593.76 11/15/2028 10,000.00 5.000% 4,171.88 14,171.88 - 05/15/2029 - - 3,921.88 3,921.88 - 06/30/2029 - - - - 18,093.76 11/15/2029 10,000.00 5.000% 3,921.88 13,921.88 - 05/15/2030 - - 3,671.88 3,671.88 - 06/30/2030 - - - - 17,593.76 11/15/2030 10,000.00 5.000% 3,671.88 13,671.88 - 05/15/2031 - - 3,421.88 3,421.88 - 06/30/2031 - - - - 17,093.76 11/15/2031 10,000.00 5.000% 3,421.88 13,421.88 - 05/15/2032 - - 3,171.88 3,171.88 - 06/30/2032 - - - - 16,593.76 11/15/2032 10,000.00 5.000% 3,171.88 13,171.88 - 05/15/2033 - - 2,921.88 2,921.88 - 06/30/2033 - - - - 16,093.76 11/15/2033 10,000.00 5.000% 2,921.88 12,921.88 - 05/15/2034 - - 2,671.88 2,671.88 - 06/30/2034 - - - - 15,593.76 11/15/2034 10,000.00 5.000% 2,671.88 12,671.88 - 05/15/2035 - - 2,421.88 2,421.88 - 06/30/2035 - - - - 15,093.76 11/15/2035 10,000.00 4.000% 2,421.88 12,421.88 - 05/15/2036 - - 2,221.88 2,221.88 - 06/30/2036 - - - - 14,643.76 11/15/2036 15,000.00 4.000% 2,221.88 17,221.88 - 05/15/2037 - - 1,921.88 1,921.88 - 06/30/2037 - - - - 19,143.76 11/15/2037 15,000.00 4.000% 1,921.88 16,921.88 - 05/15/2038 - - 1,621.88 1,621.88 - 06/30/2038 - - - - 18,543.76 11/15/2038 15,000.00 4.125% 1,621.88 16,621.88 - 05/15/2039 - - 1,312.50 1,312.50 - 06/30/2039 - - - - 17,934.38 11/15/2039 15,000.00 4.250% 1,312.50 16,312.50 - 05/15/2040 - - 993.75 993.75 - 06/30/2040 - - - - 17,306.25 11/15/2040 15,000.00 4.375% 993.75 15,993.75 - 05/15/2041 - - 665.63 665.63 - 06/30/2041 - - - - 16,659.38 11/15/2041 15,000.00 4.375% 665.63 15,665.63 - 05/15/2042 - - 337.50 337.50 - 06/30/2042 - - - - 16,003.13 11/15/2042 15,000.00 4.500% 337.50 15,337.50 - 06/30/2043 - - - - 15,337.50 Total $218,148.00 - $118,470.75 $336,618.75 - Yield Statistics Bond Year $2,661.94 Average 12.202 Years Average 4.4505483% Net Interest Cost 4.1242061% True Interest Cost 4.0324747% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0324747% IRS Form 8038 Net Interest 4.0274330% Weighted Average 12.017 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 326 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $282,499 Water Transmission Main System Improvements I Dated November 17, 20 Ch. 44, s. 8(5), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 2,499.00 5.000% 12,927.73 15,426.73 - 05/15/2024 - - 6,437.50 6,437.50 - 06/30/2024 - - - - 21,864.23 11/15/2024 10,000.00 5.000% 6,437.50 16,437.50 - 05/15/2025 - - 6,187.50 6,187.50 - 06/30/2025 - - - - 22,625.00 11/15/2025 10,000.00 5.000% 6,187.50 16,187.50 - 05/15/2026 - - 5,937.50 5,937.50 - 06/30/2026 - - - - 22,125.00 11/15/2026 10,000.00 5.000% 5,937.50 15,937.50 - 05/15/2027 - - 5,687.50 5,687.50 - 06/30/2027 - - - - 21,625.00 11/15/2027 10,000.00 5.000% 5,687.50 15,687.50 - 05/15/2028 - - 5,437.50 5,437.50 - 06/30/2028 - - - - 21,125.00 11/15/2028 10,000.00 5.000% 5,437.50 15,437.50 - 05/15/2029 - - 5,187.50 5,187.50 - 06/30/2029 - - - - 20,625.00 11/15/2029 10,000.00 5.000% 5,187.50 15,187.50 - 05/15/2030 - - 4,937.50 4,937.50 - 06/30/2030 - - - - 20,125.00 11/15/2030 15,000.00 5.000% 4,937.50 19,937.50 - 05/15/2031 - - 4,562.50 4,562.50 - 06/30/2031 - - - - 24,500.00 11/15/2031 15,000.00 5.000% 4,562.50 19,562.50 - 05/15/2032 - - 4,187.50 4,187.50 - 06/30/2032 - - - - 23,750.00 11/15/2032 15,000.00 5.000% 4,187.50 19,187.50 - 05/15/2033 - - 3,812.50 3,812.50 - 06/30/2033 - - - - 23,000.00 11/15/2033 15,000.00 5.000% 3,812.50 18,812.50 - 05/15/2034 - - 3,437.50 3,437.50 - 06/30/2034 - - - - 22,250.00 11/15/2034 15,000.00 5.000% 3,437.50 18,437.50 - 05/15/2035 - - 3,062.50 3,062.50 - 06/30/2035 - - - - 21,500.00 11/15/2035 15,000.00 4.000% 3,062.50 18,062.50 - 05/15/2036 - - 2,762.50 2,762.50 - 06/30/2036 - - - - 20,825.00 11/15/2036 15,000.00 4.000% 2,762.50 17,762.50 - 05/15/2037 - - 2,462.50 2,462.50 - 06/30/2037 - - - - 20,225.00 11/15/2037 15,000.00 4.000% 2,462.50 17,462.50 - 05/15/2038 - - 2,162.50 2,162.50 - 06/30/2038 - - - - 19,625.00 11/15/2038 20,000.00 4.125% 2,162.50 22,162.50 - 05/15/2039 - - 1,750.00 1,750.00 - 06/30/2039 - - - - 23,912.50 11/15/2039 20,000.00 4.250% 1,750.00 21,750.00 - 05/15/2040 - - 1,325.00 1,325.00 - 06/30/2040 - - - - 23,075.00 11/15/2040 20,000.00 4.375% 1,325.00 21,325.00 - 05/15/2041 - - 887.50 887.50 - 06/30/2041 - - - - 22,212.50 11/15/2041 20,000.00 4.375% 887.50 20,887.50 - 05/15/2042 - - 450.00 450.00 - 06/30/2042 - - - - 21,337.50 11/15/2042 20,000.00 4.500% 450.00 20,450.00 - 06/30/2043 - - - - 20,450.00 Total $282,499.00 - $154,277.73 $436,776.73 - Yield Statistics Bond Year $3,450.93 Average 12.216 Years Average 4.4706137% Net Interest Cost 4.1327436% True Interest Cost 4.0369597% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0369597% IRS Form 8038 Net Interest 4.0285304% Weighted Average 12.035 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 327 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $120,000 Highland Ave 16 inch Water Main Dated November 17, 2022 Ch. 44, s. 8(5), auth. 7/13/2020 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 5,525.38 10,525.38 - 05/15/2024 - - 2,653.13 2,653.13 - 06/30/2024 - - - - 13,178.51 11/15/2024 5,000.00 5.000% 2,653.13 7,653.13 - 05/15/2025 - - 2,528.13 2,528.13 - 06/30/2025 - - - - 10,181.26 11/15/2025 5,000.00 5.000% 2,528.13 7,528.13 - 05/15/2026 - - 2,403.13 2,403.13 - 06/30/2026 - - - - 9,931.26 11/15/2026 5,000.00 5.000% 2,403.13 7,403.13 - 05/15/2027 - - 2,278.13 2,278.13 - 06/30/2027 - - - - 9,681.26 11/15/2027 5,000.00 5.000% 2,278.13 7,278.13 - 05/15/2028 - - 2,153.13 2,153.13 - 06/30/2028 - - - - 9,431.26 11/15/2028 5,000.00 5.000% 2,153.13 7,153.13 - 05/15/2029 - - 2,028.13 2,028.13 - 06/30/2029 - - - - 9,181.26 11/15/2029 5,000.00 5.000% 2,028.13 7,028.13 - 05/15/2030 - - 1,903.13 1,903.13 - 06/30/2030 - - - - 8,931.26 11/15/2030 5,000.00 5.000% 1,903.13 6,903.13 - 05/15/2031 - - 1,778.13 1,778.13 - 06/30/2031 - - - - 8,681.26 11/15/2031 5,000.00 5.000% 1,778.13 6,778.13 - 05/15/2032 - - 1,653.13 1,653.13 - 06/30/2032 - - - - 8,431.26 11/15/2032 5,000.00 5.000% 1,653.13 6,653.13 - 05/15/2033 - - 1,528.13 1,528.13 - 06/30/2033 - - - - 8,181.26 11/15/2033 5,000.00 5.000% 1,528.13 6,528.13 - 05/15/2034 - - 1,403.13 1,403.13 - 06/30/2034 - - - - 7,931.26 11/15/2034 5,000.00 5.000% 1,403.13 6,403.13 - 05/15/2035 - - 1,278.13 1,278.13 - 06/30/2035 - - - - 7,681.26 11/15/2035 5,000.00 4.000% 1,278.13 6,278.13 - 05/15/2036 - - 1,178.13 1,178.13 - 06/30/2036 - - - - 7,456.26 11/15/2036 5,000.00 4.000% 1,178.13 6,178.13 - 05/15/2037 - - 1,078.13 1,078.13 - 06/30/2037 - - - - 7,256.26 11/15/2037 5,000.00 4.000% 1,078.13 6,078.13 - 05/15/2038 - - 978.13 978.13 - 06/30/2038 - - - - 7,056.26 11/15/2038 5,000.00 4.125% 978.13 5,978.13 - 05/15/2039 - - 875.00 875.00 - 06/30/2039 - - - - 6,853.13 11/15/2039 10,000.00 4.250% 875.00 10,875.00 - 05/15/2040 - - 662.50 662.50 - 06/30/2040 - - - - 11,537.50 11/15/2040 10,000.00 4.375% 662.50 10,662.50 - 05/15/2041 - - 443.75 443.75 - 06/30/2041 - - - - 11,106.25 11/15/2041 10,000.00 4.375% 443.75 10,443.75 - 05/15/2042 - - 225.00 225.00 - 06/30/2042 - - - - 10,668.75 11/15/2042 10,000.00 4.500% 225.00 10,225.00 - 06/30/2043 - - - - 10,225.00 Total $120,000.00 - $63,581.78 $183,581.78 - Yield Statistics Bond Year $1,419.33 Average 11.828 Years Average 4.4796933% Net Interest Cost 4.1539946% True Interest Cost 4.0598953% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0598953% IRS Form 8038 Net Interest 4.0609634% Weighted Average 11.650 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 328 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $400,000 Citywide Flushing, Valve Excise, Leak Detect Dated November 17, 202 Ch. 44, s. 8(5), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 5,000.00 5.000% 18,297.78 23,297.78 - 05/15/2024 - - 9,075.00 9,075.00 - 06/30/2024 - - - - 32,372.78 11/15/2024 15,000.00 5.000% 9,075.00 24,075.00 - 05/15/2025 - - 8,700.00 8,700.00 - 06/30/2025 - - - - 32,775.00 11/15/2025 15,000.00 5.000% 8,700.00 23,700.00 - 05/15/2026 - - 8,325.00 8,325.00 - 06/30/2026 - - - - 32,025.00 11/15/2026 15,000.00 5.000% 8,325.00 23,325.00 - 05/15/2027 - - 7,950.00 7,950.00 - 06/30/2027 - - - - 31,275.00 11/15/2027 15,000.00 5.000% 7,950.00 22,950.00 - 05/15/2028 - - 7,575.00 7,575.00 - 06/30/2028 - - - - 30,525.00 11/15/2028 15,000.00 5.000% 7,575.00 22,575.00 - 05/15/2029 - - 7,200.00 7,200.00 - 06/30/2029 - - - - 29,775.00 11/15/2029 15,000.00 5.000% 7,200.00 22,200.00 - 05/15/2030 - - 6,825.00 6,825.00 - 06/30/2030 - - - - 29,025.00 11/15/2030 20,000.00 5.000% 6,825.00 26,825.00 - 05/15/2031 - - 6,325.00 6,325.00 - 06/30/2031 - - - - 33,150.00 11/15/2031 20,000.00 5.000% 6,325.00 26,325.00 - 05/15/2032 - - 5,825.00 5,825.00 - 06/30/2032 - - - - 32,150.00 11/15/2032 20,000.00 5.000% 5,825.00 25,825.00 - 05/15/2033 - - 5,325.00 5,325.00 - 06/30/2033 - - - - 31,150.00 11/15/2033 20,000.00 5.000% 5,325.00 25,325.00 - 05/15/2034 - - 4,825.00 4,825.00 - 06/30/2034 - - - - 30,150.00 11/15/2034 20,000.00 5.000% 4,825.00 24,825.00 - 05/15/2035 - - 4,325.00 4,325.00 - 06/30/2035 - - - - 29,150.00 11/15/2035 20,000.00 4.000% 4,325.00 24,325.00 - 05/15/2036 - - 3,925.00 3,925.00 - 06/30/2036 - - - - 28,250.00 11/15/2036 25,000.00 4.000% 3,925.00 28,925.00 - 05/15/2037 - - 3,425.00 3,425.00 - 06/30/2037 - - - - 32,350.00 11/15/2037 25,000.00 4.000% 3,425.00 28,425.00 - 05/15/2038 - - 2,925.00 2,925.00 - 06/30/2038 - - - - 31,350.00 11/15/2038 25,000.00 4.125% 2,925.00 27,925.00 - 05/15/2039 - - 2,409.38 2,409.38 - 06/30/2039 - - - - 30,334.38 11/15/2039 25,000.00 4.250% 2,409.38 27,409.38 - 05/15/2040 - - 1,878.13 1,878.13 - 06/30/2040 - - - - 29,287.51 11/15/2040 25,000.00 4.375% 1,878.13 26,878.13 - 05/15/2041 - - 1,331.25 1,331.25 - 06/30/2041 - - - - 28,209.38 11/15/2041 30,000.00 4.375% 1,331.25 31,331.25 - 05/15/2042 - - 675.00 675.00 - 06/30/2042 - - - - 32,006.25 11/15/2042 30,000.00 4.500% 675.00 30,675.00 - 06/30/2043 - - - - 30,675.00 Total $400,000.00 - $215,985.30 $615,985.30 - Yield Statistics Bond Year $4,837.78 Average 12.094 Years Average 4.4645560% Net Interest Cost 4.1291283% True Interest Cost 4.0342426% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0342426% IRS Form 8038 Net Interest 4.0278088% Weighted Average 11.915 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 329 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $800,000 Water Distribution Main System Improvements I Dated November 17, 20 Ch. 44, s. 8(5), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 10,000.00 5.000% 36,527.19 46,527.19 - 05/15/2024 - - 18,115.63 18,115.63 - 06/30/2024 - - - - 64,642.82 11/15/2024 25,000.00 5.000% 18,115.63 43,115.63 - 05/15/2025 - - 17,490.63 17,490.63 - 06/30/2025 - - - - 60,606.26 11/15/2025 25,000.00 5.000% 17,490.63 42,490.63 - 05/15/2026 - - 16,865.63 16,865.63 - 06/30/2026 - - - - 59,356.26 11/15/2026 30,000.00 5.000% 16,865.63 46,865.63 - 05/15/2027 - - 16,115.63 16,115.63 - 06/30/2027 - - - - 62,981.26 11/15/2027 30,000.00 5.000% 16,115.63 46,115.63 - 05/15/2028 - - 15,365.63 15,365.63 - 06/30/2028 - - - - 61,481.26 11/15/2028 30,000.00 5.000% 15,365.63 45,365.63 - 05/15/2029 - - 14,615.63 14,615.63 - 06/30/2029 - - - - 59,981.26 11/15/2029 35,000.00 5.000% 14,615.63 49,615.63 - 05/15/2030 - - 13,740.63 13,740.63 - 06/30/2030 - - - - 63,356.26 11/15/2030 35,000.00 5.000% 13,740.63 48,740.63 - 05/15/2031 - - 12,865.63 12,865.63 - 06/30/2031 - - - - 61,606.26 11/15/2031 35,000.00 5.000% 12,865.63 47,865.63 - 05/15/2032 - - 11,990.63 11,990.63 - 06/30/2032 - - - - 59,856.26 11/15/2032 40,000.00 5.000% 11,990.63 51,990.63 - 05/15/2033 - - 10,990.63 10,990.63 - 06/30/2033 - - - - 62,981.26 11/15/2033 40,000.00 5.000% 10,990.63 50,990.63 - 05/15/2034 - - 9,990.63 9,990.63 - 06/30/2034 - - - - 60,981.26 11/15/2034 45,000.00 5.000% 9,990.63 54,990.63 - 05/15/2035 - - 8,865.63 8,865.63 - 06/30/2035 - - - - 63,856.26 11/15/2035 45,000.00 4.000% 8,865.63 53,865.63 - 05/15/2036 - - 7,965.63 7,965.63 - 06/30/2036 - - - - 61,831.26 11/15/2036 45,000.00 4.000% 7,965.63 52,965.63 - 05/15/2037 - - 7,065.63 7,065.63 - 06/30/2037 - - - - 60,031.26 11/15/2037 50,000.00 4.000% 7,065.63 57,065.63 - 05/15/2038 - - 6,065.63 6,065.63 - 06/30/2038 - - - - 63,131.26 11/15/2038 50,000.00 4.125% 6,065.63 56,065.63 - 05/15/2039 - - 5,034.38 5,034.38 - 06/30/2039 - - - - 61,100.01 11/15/2039 55,000.00 4.250% 5,034.38 60,034.38 - 05/15/2040 - - 3,865.63 3,865.63 - 06/30/2040 - - - - 63,900.01 11/15/2040 55,000.00 4.375% 3,865.63 58,865.63 - 05/15/2041 - - 2,662.50 2,662.50 - 06/30/2041 - - - - 61,528.13 11/15/2041 60,000.00 4.375% 2,662.50 62,662.50 - 05/15/2042 - - 1,350.00 1,350.00 - 06/30/2042 - - - - 64,012.50 11/15/2042 60,000.00 4.500% 1,350.00 61,350.00 - 06/30/2043 - - - - 61,350.00 Total $800,000.00 - $438,571.11 $1,238,571.11 - Yield Statistics Bond Year $9,830.56 Average 12.288 Years Average 4.4613054% Net Interest Cost 4.1379382% True Interest Cost 4.0454296% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0454296% IRS Form 8038 Net Interest 4.0390549% Weighted Average 12.108 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 330 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $161,042 Water Transmission Main System Improvements II Dated November 17, 2 Ch. 44, s. 8(5), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 6,042.00 5.000% 7,373.41 13,415.41 - 05/15/2024 - - 3,556.25 3,556.25 - 06/30/2024 - - - - 16,971.66 11/15/2024 5,000.00 5.000% 3,556.25 8,556.25 - 05/15/2025 - - 3,431.25 3,431.25 - 06/30/2025 - - - - 11,987.50 11/15/2025 5,000.00 5.000% 3,431.25 8,431.25 - 05/15/2026 - - 3,306.25 3,306.25 - 06/30/2026 - - - - 11,737.50 11/15/2026 5,000.00 5.000% 3,306.25 8,306.25 - 05/15/2027 - - 3,181.25 3,181.25 - 06/30/2027 - - - - 11,487.50 11/15/2027 5,000.00 5.000% 3,181.25 8,181.25 - 05/15/2028 - - 3,056.25 3,056.25 - 06/30/2028 - - - - 11,237.50 11/15/2028 5,000.00 5.000% 3,056.25 8,056.25 - 05/15/2029 - - 2,931.25 2,931.25 - 06/30/2029 - - - - 10,987.50 11/15/2029 5,000.00 5.000% 2,931.25 7,931.25 - 05/15/2030 - - 2,806.25 2,806.25 - 06/30/2030 - - - - 10,737.50 11/15/2030 5,000.00 5.000% 2,806.25 7,806.25 - 05/15/2031 - - 2,681.25 2,681.25 - 06/30/2031 - - - - 10,487.50 11/15/2031 10,000.00 5.000% 2,681.25 12,681.25 - 05/15/2032 - - 2,431.25 2,431.25 - 06/30/2032 - - - - 15,112.50 11/15/2032 10,000.00 5.000% 2,431.25 12,431.25 - 05/15/2033 - - 2,181.25 2,181.25 - 06/30/2033 - - - - 14,612.50 11/15/2033 10,000.00 5.000% 2,181.25 12,181.25 - 05/15/2034 - - 1,931.25 1,931.25 - 06/30/2034 - - - - 14,112.50 11/15/2034 10,000.00 5.000% 1,931.25 11,931.25 - 05/15/2035 - - 1,681.25 1,681.25 - 06/30/2035 - - - - 13,612.50 11/15/2035 10,000.00 4.000% 1,681.25 11,681.25 - 05/15/2036 - - 1,481.25 1,481.25 - 06/30/2036 - - - - 13,162.50 11/15/2036 10,000.00 4.000% 1,481.25 11,481.25 - 05/15/2037 - - 1,281.25 1,281.25 - 06/30/2037 - - - - 12,762.50 11/15/2037 10,000.00 4.000% 1,281.25 11,281.25 - 05/15/2038 - - 1,081.25 1,081.25 - 06/30/2038 - - - - 12,362.50 11/15/2038 10,000.00 4.125% 1,081.25 11,081.25 - 05/15/2039 - - 875.00 875.00 - 06/30/2039 - - - - 11,956.25 11/15/2039 10,000.00 4.250% 875.00 10,875.00 - 05/15/2040 - - 662.50 662.50 - 06/30/2040 - - - - 11,537.50 11/15/2040 10,000.00 4.375% 662.50 10,662.50 - 05/15/2041 - - 443.75 443.75 - 06/30/2041 - - - - 11,106.25 11/15/2041 10,000.00 4.375% 443.75 10,443.75 - 05/15/2042 - - 225.00 225.00 - 06/30/2042 - - - - 10,668.75 11/15/2042 10,000.00 4.500% 225.00 10,225.00 - 06/30/2043 - - - - 10,225.00 Total $161,042.00 - $85,823.41 $246,865.41 - Yield Statistics Bond Year $1,920.15 Average 11.923 Years Average 4.4696263% Net Interest Cost 4.1222275% True Interest Cost 4.0247634% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 4.0247634% IRS Form 8038 Net Interest 4.0112979% Weighted Average 11.766 Years ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 331 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $175,000 Loring Ave. 16-Inch Water Main Replacement Dated November 17, 2022 Ch. 44, s. 8(5), auth. 6/25/2021 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 10,000.00 5.000% 8,701.39 18,701.39 - 05/15/2024 - - 4,125.00 4,125.00 - 06/30/2024 - - - - 22,826.39 11/15/2024 15,000.00 5.000% 4,125.00 19,125.00 - 05/15/2025 - - 3,750.00 3,750.00 - 06/30/2025 - - - - 22,875.00 11/15/2025 20,000.00 5.000% 3,750.00 23,750.00 - 05/15/2026 - - 3,250.00 3,250.00 - 06/30/2026 - - - - 27,000.00 11/15/2026 20,000.00 5.000% 3,250.00 23,250.00 - 05/15/2027 - - 2,750.00 2,750.00 - 06/30/2027 - - - - 26,000.00 11/15/2027 20,000.00 5.000% 2,750.00 22,750.00 - 05/15/2028 - - 2,250.00 2,250.00 - 06/30/2028 - - - - 25,000.00 11/15/2028 20,000.00 5.000% 2,250.00 22,250.00 - 05/15/2029 - - 1,750.00 1,750.00 - 06/30/2029 - - - - 24,000.00 11/15/2029 20,000.00 5.000% 1,750.00 21,750.00 - 05/15/2030 - - 1,250.00 1,250.00 - 06/30/2030 - - - - 23,000.00 11/15/2030 25,000.00 5.000% 1,250.00 26,250.00 - 05/15/2031 - - 625.00 625.00 - 06/30/2031 - - - - 26,875.00 11/15/2031 25,000.00 5.000% 625.00 25,625.00 - 06/30/2032 - - - - 25,625.00 Total $175,000.00 - $48,201.39 $223,201.39 - Yield Statistics Bond Year $964.03 Average 5.509 Years Average 5.0000001% Net Interest Cost 3.5162514% True Interest Cost 3.3277185% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.3277185% IRS Form 8038 Net Interest 3.2096667% Weighted Average 5.579 Years November 17 2022 I Loring Ave. 16-Inch Water I 3/21/2023 I 10:14 AM ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies & Aggregate Debt Service FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 332 City of Salem, Massachusetts $14,345,000 General Obligation Municipal Purpose Loan of 2022 Bonds $89,955 Water Distribution Main System Improvements II Dated November 17, 20 Ch. 44, s. 8(5), auth. 6/27/2022 Debt Service Schedule Date Principal Coupon Interest Total P+I Fiscal Total 11/17/2022 - - - - - 11/15/2023 4,955.00 5.000% 4,211.72 9,166.72 - 05/15/2024 - - 1,993.75 1,993.75 - 06/30/2024 - - - - 11,160.47 11/15/2024 5,000.00 5.000% 1,993.75 6,993.75 - 05/15/2025 - - 1,868.75 1,868.75 - 06/30/2025 - - - - 8,862.50 11/15/2025 5,000.00 5.000% 1,868.75 6,868.75 - 05/15/2026 - - 1,743.75 1,743.75 - 06/30/2026 - - - - 8,612.50 11/15/2026 5,000.00 5.000% 1,743.75 6,743.75 - 05/15/2027 - - 1,618.75 1,618.75 - 06/30/2027 - - - - 8,362.50 11/15/2027 5,000.00 5.000% 1,618.75 6,618.75 - 05/15/2028 - - 1,493.75 1,493.75 - 06/30/2028 - - - - 8,112.50 11/15/2028 5,000.00 5.000% 1,493.75 6,493.75 - 05/15/2029 - - 1,368.75 1,368.75 - 06/30/2029 - - - - 7,862.50 11/15/2029 5,000.00 5.000% 1,368.75 6,368.75 - 05/15/2030 - - 1,243.75 1,243.75 - 06/30/2030 - - - - 7,612.50 11/15/2030 5,000.00 5.000% 1,243.75 6,243.75 - 05/15/2031 - - 1,118.75 1,118.75 - 06/30/2031 - - - - 7,362.50 11/15/2031 5,000.00 5.000% 1,118.75 6,118.75 - 05/15/2032 - - 993.75 993.75 - 06/30/2032 - - - - 7,112.50 11/15/2032 5,000.00 5.000% 993.75 5,993.75 - 05/15/2033 - - 868.75 868.75 - 06/30/2033 - - - - 6,862.50 11/15/2033 5,000.00 5.000% 868.75 5,868.75 - 05/15/2034 - - 743.75 743.75 - 06/30/2034 - - - - 6,612.50 11/15/2034 5,000.00 5.000% 743.75 5,743.75 - 05/15/2035 - - 618.75 618.75 - 06/30/2035 - - - - 6,362.50 11/15/2035 5,000.00 4.000% 618.75 5,618.75 - 05/15/2036 - - 518.75 518.75 - 06/30/2036 - - - - 6,137.50 11/15/2036 5,000.00 4.000% 518.75 5,518.75 - 05/15/2037 - - 418.75 418.75 - 06/30/2037 - - - - 5,937.50 11/15/2037 5,000.00 4.000% 418.75 5,418.75 - 05/15/2038 - - 318.75 318.75 - 06/30/2038 - - - - 5,737.50 11/15/2038 5,000.00 4.125% 318.75 5,318.75 - 05/15/2039 - - 215.63 215.63 - 06/30/2039 - - - - 5,534.38 11/15/2039 5,000.00 4.250% 215.63 5,215.63 - 05/15/2040 - - 109.38 109.38 - 06/30/2040 - - - - 5,325.01 11/15/2040 5,000.00 4.375% 109.38 5,109.38 - 06/30/2041 - - - - 5,109.38 Total $89,955.00 - $38,724.24 $128,679.24 - Yield Statistics Bond Year $854.46 Average 9.499 Years Average 4.5320384% Net Interest Cost 3.9746142% True Interest Cost 3.8498550% Bond Yield for Arbitrage 3.9117641% All Inclusive Cost 3.8498550% IRS Form 8038 Net Interest 3.8177109% Weighted Average 9.392 Years N b 17 2022 I W t Di t ib ti M i S I 3/21/2023 I 10 14 AM ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Financial Reserve Policies & Graphs Stabilization Fund A stabilization fund is a fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose (MGL Ch. 40 ß5B). Communities may establish one or more stabilization funds for different purposes and may appropriate into them in any year an amount not to exceed ten percent of the prior year’s tax levy. The total of all stabilization fund balances shall not exceed ten percent of the community’s equalized value, and any interest shall be added to and become a part of the funds. A two-thirds vote of the city council is required to establish, amend the purpose of, or appropriate money from the stabilization fund. The City has set a target level for minimum Stabilization fund of 5% of the City’s current general fund operating budget. The stabilization fund shall be funded by appropriations from free cash, operating budget appropriations when available, and other one-time non-recurring revenues that become available for appropriation per M.G.L. Any draw down of the stabilization fund from the prior fiscal year should be allocated from the certified free cash if available. Ten percent of any free cash available after funding #1 above will be allo- cated from free cash to the stabilization fund, up to the proposed reserve balance of the stabilization fund of operating budget). The stabilization fund should only be used for the following circumstances: When net State Aid (receipts less assessments) is reduced by an amount less than the average of the prior two years. When Local Receipts projected are below a three per cent increase of the prior two year’s actual receipts as reported on page three of the Tax Rate Recapitulation as certified by the Director of the Bureau of Accounts (excluding non-recurring receipts). When there is a catastrophic or emergency event(s) that cannot be sup- ported by current general fund appropriations. Stabilization Fund Retirement Stabilization Fund (Budgeted) The Retirement Stabilization Fund was created in FY 2008 to fund all 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. The fund is limited to 10% of the prior year’s tax levy. All interest earned in the Retirement Stabilization Fund will stay with the Fund. $10,000,000 $0 $10,000,000 $20,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $2 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 334 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 2023 we may transfer some free cash into this fund to cover remaining FY 2023 retirements. In FY 2024 we are budgeting 600,000 to be transferred to this fund. Retirement Stabilization Fund (Budgeted) Other Post-Employment Benefits (OPEB) Fund The City is mandated by the Governmental Accounting Standards Board (GASB) to start accounting for Other Post Employment Benefit (OPEB) as outlined in statement 45. In FY 2011 the City Council voted to establish an OPEB Stabilization Fund. We anticipate funding this account through annual appropriation from certified free cash (10%) as we do for our Capital Project and our Stabilization fund. In FY 2015 the Mayor modified the policy to move 5% of free cash to OPEB and 5% of free cash to the Retirement Board to help offset the pension liability. Five percent of free cash certified will be allocated to the OPEB Reserve Fund for the future liability of current worker’s post-employment benefits (other than retirement pension). This includes the cost of health, life, and dental benefits. The amount to be funded for GASB 45 is to be determined by an actuarial study that is to be performed by an actuary that the City chooses (perhaps in conjunction with actuarial studies done by the Salem Contributory Retirement System). Other Post-Employment Benefits (OPEB) Fund $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 $10,000,000 $0 $10,000,000 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $1 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 335 Capital Project Fund - Short Term The City of Salem uses a capital project fund to supplement the short-term capital needs of the City. Thirty percent of any free cash available after funding #1 above will be allo- cated from free cash to the Capital Improvement Program (CIP) Fund. These funds are used during the fiscal year for to supplement the Capital Improvement Plan (Section 7) for unanticipated or emergency equipment or repairs as needed, or for those items that don’t meet the CIP criteria (value > $25,000 and a life expectancy of 5 or more years). Capital Project Fund - Short Term Free Cash Free cash is the remaining, unrestricted funds from operations of the previous fiscal year including unexpended free cash from the previous year, actual receipts in excess of revenue estimates shown on the tax rate recapitulation sheet, and unspent amounts in budget line-items. Unpaid property taxes and certain deficits reduce the amount that can be certified as free cash. The 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. $10,000,000 $0 $10,000,000 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $1 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 336 Free Cash Water-Sewer Retained Earnings Retained Earnings is the portion of Net Assets Unrestricted that is certified by the Department of Revenue as available for appropriation. Certification requires submission of a June 30 balance sheet accompanied by all 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 $10,000,000 $0 $10,000,000 $20,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ 0, $2 $2,000,000 $0 $5,000,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $5 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Financial Reserve Policies & Graphs FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 337 Trash Retained Earnings The Trash Enterprise fund is not a fully self-supporting fund but has generated retained earnings. Trash Retained Earnings $1,000,000 $0 $1,000,000 $500,000 L FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 $ ,0 $1 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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. 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 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Investment Policies FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 339 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% ---PAGE BREAK--- Financial Forecasts, Policies and Debt Investment Policies FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 340 Eighteen months: 75% Two years: 100% CAPITAL EXPENDITURES DEBT OTHER THAN CONSTRUCTION PROJ- ECTS First six months: 15% First year: 60% Eighteen months: 100% ALL OTHER MUNICIPAL PURPOSE DEBT First six months: 100% Trust Funds Trust Funds may be co-mingled and invested in any instruments allowed by the Legal List issued by the Banking Commissioner each July. Each trust fund must be accounted for separately. Stabilization Funds The Stabilization Fund shall not exceed ten per cent of the equalized valuation of the city or town, and any interest shall be added to and become a part of the fund. The treasurer may invest the proceeds in the following: National Banks Savings Banks Cooperative banks or trust companies organized under Massachusetts laws Securities legal for savings banks ( i.e. those on the Legal List described above) Federal Savings and Loan Associations situated in the Commonwealth Massachusetts Municipal Depository Trust Reporting Requirements On a regular basis (quarterly, semi-annually, or annually), a report containing the following information will be prepared by the Treasurer and distributed to the Chief Executive Officer, Town Manager, and/or Finance Committee, as appropriate. The quarterly report will include the following information, as a minimum requirement: A listing of the individual accounts and individual securities held at the end of the reporting period. A listing of the short-term investment portfolio by security type and maturity to ensure compliance with the diversification and maturity guidelines established in the “Diversification“ section of this Invest- ment Policy. A summary of the income earned on a basis and year to date basis shall be reported. The municipal treasurer shall include in the report a brief statement of general market and economic conditions and other factors that may affect the City’s cash position. The report should demonstrate the degree of compliance with the tenets set forth in the Investment Policy. ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 FY23 Tax Rate Recapitulation Sheet - $210,761,148.15 this limit would be $10,583,057. 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. 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 ---PAGE BREAK--- Financial Forecasts, Policies and Debt Debt Policies FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 342 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--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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. Upon conclusion of the investigation, the results will be reported to the Mayor and others as determined necessary. The City Solicitor will pursue every reasonable effort, including court ordered restitution, to obtain recovery of the City’s losses from the offender, or other appropriate source. ---PAGE BREAK--- Financial Forecasts, Policies and Debt Anti-Fraud Policies FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 344 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 – FY2024 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. FY2024 Capital Improvement Program (CIP) – highlights of proposed CIP and FY2024 Capital Budget For FY2024, 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 FY2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FY 2024 CIP Executive Summary Project/Description Amount Proposed funding list for the CIP budget is as follows: Loan Order (General Fund) 4,400,000.00 $ Loan Order (Enterprise Fund) 18,982,000.00 $ Capital Improvement Fund (Fund 2000) 3,904,152.00 $ Retained Earnings 610,000.00 $ ARPA 2,015,797.00 $ Grants 5,337,000.00 $ Receipts Reserved 95,000.00 $ Community Preservation Act Funds 250,000.00 $ Capital Leases - $ Bond Premium 368,000.00 $ Revolving 78,943.00 $ Other 1,664,370.00 $ The total proposed list of CIP 37,705,262.00 $ Engineering (General Fund) Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $1,300,000.00 Engineering (Enterprise Fund) Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction $400,000.00 Ocean Ave Stormwater Pump Station $10,500,000.00 Rosie's Pond Flood Protection & Drainage System Improvements - $3,820,000.00 SSES Report Implementation (eliminate I/I sources citywide) $600,000.00 Water and Sewer Pump Station Improvements /Replacement $1,650,000.00 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS $400,000.00 Water Distribution Main System Improvements $800,000.00 Water Transmission Main System Improvements $812,000.00 Total Engineering $20,282,000.00 FY 2024 CIP OVERVIEW FY 2024 Routine Debt 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 FY2024 that is routine in nature would be as follows: 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 financing. ---PAGE BREAK--- Capital Improvement Program FY 2024 CIP Executive Summary FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 349 Project/Description Amount FY 2024 CIP OVERVIEW Willows Pier 400,000.00 $ Total Park and Recreation 400,000.00 $ Parking Fort Ave/Columbus Ave Intersection Re-Design Project 1,100,000.00 $ South Harbor Garage Storm Water Drain & Air Exchange Upgrades 440,000.00 $ Total Parking 1,540,000.00 $ Planning Palmer Cove Park Phase 2 Renovation 475,000.00 $ Total Planning 475,000.00 $ General Fund Total $4,400,000.00 Enterprise Fund Total $18,982,000.00 GRAND TOTAL $23,382,000.00 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Five-Year Capital Plan - All Funds Capital Requests Previously Approved FY24 Funding Source Department Request FY24 Future Need FY 2025 FY 2026 FY 2027 FY 2028 Assessor EV Hybrid Vehicle for the Assessors’ Daily Inspections $0 Other $57,000 $0 $0 $0 $0 $0 Assessor Total $0 $57,000 $0 $0 $0 $0 $0 Building ADA Compliance and Associated Improvements $0 Fund 2000 $30,000 $0 $0 $0 $0 $0 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $0 Fund 2000 $20,000 $5,000 $0 $0 $0 $0 City Hall Camera and Keycard Access $0 Fund 2000, Grant $30,000 $83,624 $0 $0 $0 $0 Building Total $0 $80,000 $88,624 $0 $0 $0 $0 Clerk Repair Council Furniture $18,795 Fund 2000 $15,000 $80,000 $20,000 $20,000 $20,000 $20,000 Clerk Total $18,795 $15,000 $80,000 $20,000 $20,000 $20,000 $20,000 Electrical ADA walk signal buttons $0 Fund 2000 $10,000 $115,000 $0 $0 $0 $0 Ford F650 $0 Fund 2000 $44,000 $0 $0 $0 $0 $0 SMART SIGNALIZATION EXPANSION Phase 3 $0 $0 $0 $350,000 $0 $0 $0 Traffic Signal Maintenance $0 Fund 2000 $20,000 $0 $0 $0 $0 $0 Electrical Total $0 $74,000 $115,000 $350,000 $0 $0 $0 Engineering Municipal Boston Street Complete Upgrade - Design $0 Fund 2000 $300,000 $13,700,000 $0 $0 $0 $0 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $3,800,000 GF Bond $1,300,000 $3,900,000 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Derby Street Complete Street Phase 3 - $1,742,400 Fund 2000 $200,000 $1,057,600 $0 $0 $0 $0 Engineering Municipal Total $5,542,400 $1,800,000 $18,657,600 $1,300,000 $1,300,000 $1,300,000 $1,300,000 Engineering Sewer Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction $1,950,000 Sewer Bond $400,000 $5,900,000 $400,000 $400,000 $400,000 $0 Loring/Cedar Drain Improvements $0 Retained Earnings $250,000 $0 $0 $0 $0 $0 Ocean Ave Stormwater Pump Station $0 $10,500,000 $0 $0 $0 $0 $0 Rosie’s Pond Flood Protection & Drainage System Improvements - $1,000,000 Sewer Bond, Other $4,000,000 $400,000 $0 $0 $0 $0 SSES Report Implementation (eliminate I/I sources citywide) $1,500,000 Sewer Bond $600,000 $3,400,000 $600,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 351 Water and Sewer Pump Station Improvements /Replacement $0 Sewer Bond $1,650,000 $1,550,000 $0 $0 $0 $0 Engineering Sewer Total $4,450,000 $17,400,000 $11,250,000 $1,000,000 $400,000 $400,000 $0 Engineering Water Citywide Flushing, Valve Repair/ Maintenance, Leak detection, GIS $800,000 Water Bond $400,000 $1,600,000 $400,000 $400,000 $400,000 $400,000 Water Distribution Main System Improvements $1,200,000 Water Bond $800,000 $3,200,000 $800,000 $800,000 $800,000 $800,000 Water Meter Replacement Program $0 Retained Earnings $200,000 $0 $0 $0 $0 $0 Water Transmission Main System Improvements $1,000,000 Water Bond, Other $1,000,000 $4,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 Watts Gate Turning Trailer $0 $0 $0 $100,000 $0 $0 $0 Engineering Water Total $3,000,000 $2,400,000 $8,800,000 $2,300,000 $2,200,000 $2,200,000 $2,200,000 Fire Annual Repairs and Upgrades $0 Fund 2000 $30,000 $0 $0 $0 $0 $0 Build Women’s Locker Room add ADA Bathroom $0 Fund 2000 $173,000 $0 $0 $0 $0 $0 New Fire Department Light Rescue Truck $0 Fund 2000 $8,727 $0 $0 $0 $0 $0 New Fire Pump $0 GF Bond $685,000 $0 $0 $0 $0 $0 Replace Front line response vehicle #2 Deputy Chiefs Car $0 Other $55,000 $0 $0 $0 $0 $0 Fire Total $0 $951,727 $0 $0 $0 $0 $0 Harbor Master Harbormaster Office $0 Revolving Fund $10,000 $0 $90,000 $0 $0 $0 HM230 Propulsion $0 Grant $27,000 $0 $0 $0 $0 $0 Kernwood Accessibility and Improvement Project $0 ARPA $106,300 $0 $0 $0 $0 $0 Harbor Master Total $0 $143,300 $0 $90,000 $0 $0 $0 Health Health Department Vehicle $0 Other $56,670 $0 $0 $0 $0 $0 Mack Park Community Farm Phase 2 $0 $0 $0 $0 $0 $0 $0 Health Total $0 $56,670 $0 $0 $0 $0 $0 IT Digitization $225,000 $0 $425,000 $105,000 $105,000 $105,000 $105,000 Capital Requests Previously Approved FY24 Funding Source Department Request FY24 Future Need FY 2025 FY 2026 FY 2027 FY 2028 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 352 Replacement of essential network systems, city-wide, including: data center, core network, telephony and SPS wireless. $0 Fund 2000 $225,000 $900,000 $225,000 $225,000 $225,000 $225,000 IT Total $225,000 $225,000 $1,325,000 $330,000 $330,000 $330,000 $330,000 Library ADA Improvements and Associated Repairs at Library $10,000 Fund 2000 $20,000 $10,000 $20,000 $0 $0 $0 Furniture Upgrades $0 Fund 2000 $32,240 $0 $0 $0 $0 $0 Glass Door Replacement $0 Fund 2000 $30,000 $0 $0 $0 $0 $0 Outdoor ADA Accessible Book Drop $0 $0 $13,006 $0 $0 $0 $0 Roof Envelope Leak Improvements $0 $0 $0 $36,000 $0 $0 $0 Window Replacement $0 $0 $0 $240,000 $0 $0 $0 Library Total $10,000 $82,240 $23,006 $296,000 $0 $0 $0 Park & Recreation Clubhouse Maintenance $0 Receipts Reserved for Appropriati on $35,000 $0 $0 $0 $0 $0 Electric Charging Stations at the Golf Course $0 Fund 2000 $150,000 $0 $0 $0 $0 $0 Greens Mower $0 Receipts Reserved for Appropriati on $60,000 $0 $0 $0 $0 $0 Park and Recreation ADA Compliance and Related Repairs $140,000 Fund 2000 $50,000 $10,000 $50,000 $50,000 $50,000 $50,000 Willows Pier $0 ARPA, GF Bond $1,013,797 $566,203 $0 $0 $0 $0 Park & Recreation Total $140,000 $1,308,797 $576,203 $50,000 $50,000 $50,000 $50,000 Parking Bicycle Infrastructure Design, Implementation & Repairs/Improvements $325,500 Fund 2000 $50,000 $885,000 $215,000 $220,000 $225,000 $225,000 Fort Ave/Columbus Ave Intersection Re- Design Project $0 GF Bond, Grant $1,600,000 $0 $0 $0 $0 $0 Garage Improvements - Annual Repairs & ADA Compliance $300,000 Fund 2000 $100,000 $400,000 $100,000 $100,000 $100,000 $100,000 License Plate Readers $0 Fund 2000 $60,000 $0 $0 $0 $0 $0 Museum Place Garage Restoration Phase 3 $0 Fund 2000 $150,000 $1,750,000 $0 $0 $0 $0 Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance $125,000 Fund 2000 $150,000 $262,000 $52,000 $55,000 $58,000 $58,000 Capital Requests Previously Approved FY24 Funding Source Department Request FY24 Future Need FY 2025 FY 2026 FY 2027 FY 2028 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 353 Resident Permit Parking Platform $0 Fund 2000 $40,000 $0 $0 $0 $0 $0 South Harbor Garage Storm Water Drain & Air Exchange Upgrades $0 GF Bond $440,000 $0 $0 $0 $0 $0 Traffic Calming Capital Improvements $196,500 Fund 2000 $200,000 $515,000 $110,000 $115,000 $120,000 $120,000 Parking Total $947,000 $2,790,000 $3,812,000 $477,000 $490,000 $503,000 $503,000 Planning Charlotte Forten Memorial Project $0 Fund 2000 $70,000 $0 $0 $0 $0 $0 Dickson Chapel Exterior Restoration Phases 2-4 $0 $0 $150,000 $350,000 $0 $0 $0 Ferry Terminal Building $0 Other, Grant $5,700,000 $0 $0 $0 $0 $0 Five-Year Consolidated Plan $0 Fund 2000 $50,000 $0 $0 $0 $0 $0 Forten Park Programming, Management, Maintenance $0 $0 $40,000 $10,000 $10,000 $10,000 $10,000 On Point Center Renovations $0 ARPA $395,700 $200,100 $0 $0 $0 $0 Palmer Cove Park Phase 2 Renovation $0 ARPA, GF Bond, Other $1,325,000 $100,108 $0 $0 $0 $0 Salem Common Fence Restoration Phase 6 $0 $0 $400,000 $365,000 $0 $0 $0 Salem Wharf Deep Water Berth $0 $0 $0 $0 $0 $588,000 $0 Planning Total $0 $7,540,700 $890,208 $725,000 $10,000 $598,000 $10,000 Police Body Worn Cameras / Evidence.com / Taser Lease Progrms $0 Fund 2000 $105,999 $0 $0 $0 $0 $0 Equipment purchase $0 Fund 2000 $35,000 $0 $0 $0 $0 $0 Evidence Room $0 Fund 2000 $150,000 $0 $0 $0 $0 $0 Variable-Air-Volume (VAV) Rooftop Units $0 Fund 2000 $150,000 $0 $0 $0 $0 $0 Vehicle Replacement Plan - Patrol and Non Patrol $0 Fund 2000 $385,687 $0 $0 $0 $0 $0 Workspace Solutions & Upgrades $0 Fund 2000 $28,000 $0 $0 $0 $0 $0 Police Total $0 $854,686 $0 $0 $0 $0 $0 Public Services ADA Improvements and Associated Repairs- DPS & Cemeteries $0 Fund 2000 $20,000 $80,000 $20,000 $20,000 $20,000 $20,000 Annual Small Repairs, DPS Building Studies - DPS & Cemeteries $100,000 Fund 2000 $20,000 $15,000 $25,000 $30,000 $30,000 $30,000 Greening gateways city grant $0 Fund 2000 $99,999 $0 $0 $0 $0 $0 Park Department Foreman Truck $0 $0 $0 $0 $48,000 $0 $0 Trailer Mounted Leaf Vacuum/Loader $0 Fund 2000 $170,000 $0 $0 $0 $0 $0 Capital Requests Previously Approved FY24 Funding Source Department Request FY24 Future Need FY 2025 FY 2026 FY 2027 FY 2028 ---PAGE BREAK--- Capital Improvement Program Five-Year Capital Plan - All Funds FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 354 Trash Truck $0 Retained Earnings $160,000 $0 $0 $0 $0 $0 Tyler Time and Attendance SOftware $0 Fund 2000 $16,500 $0 $0 $0 $0 $0 Public Services Total $100,000 $486,499 $95,000 $45,000 $98,000 $50,000 $50,000 School ADA repairs, districtwide $0 Fund 2000 $100,000 $150,000 $0 $0 $0 $0 Generator Replacements $0 $0 $0 $0 $0 $165,000 $0 MEP & life safety (district) $0 Fund 2000 $150,000 $150,000 $0 $0 $0 $0 MSBA design costs $0 GF Bond $2,000,000 $0 $0 $0 $0 $0 Playground $0 ARPA, Fund 2000, Other $700,000 $100,000 $0 $0 $0 $0 School Total $0 $2,950,000 $400,000 $0 $0 $165,000 $0 Sustainability Electric vehicle charging stations $0 Revolving Fund $68,943 $0 $0 $0 $0 $0 Sustainability Total $0 $68,943 $0 $0 $0 $0 $0 Veterans' Services Transportation vehicle for Veteran Services $0 Other $25,000 $0 $0 $0 $0 $0 Veterans’ Services Total $0 $25,000 $0 $0 $0 $0 $0 Department Total $14,433,195 $39,309,562 $46,112,641 $6,983,000 $4,898,000 $5,616,000 $4,463,000 Capital Requests Previously Approved FY24 Funding Source Department Request FY24 Future Need FY 2025 FY 2026 FY 2027 FY 2028 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Capital Plan by Department Department Project ID Project Description Amount Assessor Other 23051 EV Hybrid Vehicle for the Assessors’ Daily Inspections $57,000 Assessor Total $57,000 Building Fund 2000 24002 ADA Compliance and Associated Improvements $30,000 Fund 2000 24003 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements $20,000 Fund 2000, Grant 24001 City Hall Camera and Keycard Access $30,000 Building Total $80,000 Clerk Fund 2000 23001 Repair Council Furniture $15,000 Clerk Total $15,000 Electrical Fund 2000 21236A ADA walk signal buttons $10,000 Fund 2000 24006 Ford F650 $44,000 Fund 2000 24007 Traffic Signal Maintenance $20,000 Electrical Total $74,000 Engineering Municipal Fund 2000 17078 Boston Street Complete Upgrade - Design $300,000 Fund 2000 23573-P Derby Street Complete Street Phase 3 $200,000 GF Bond 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) $1,300,000 Engineering Municipal Total $1,800,000 Engineering Sewer Retained Earnings 22011P Loring/Cedar Drain Improvements $250,000 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 21034P Ocean Ave Stormwater Pump Station $10,500,000 Sewer Bond 24008 Water and Sewer Pump Station Improvements /Replacement $1,650,000 Sewer Bond, Other 18088 Rosie’s Pond Flood Protection & Drainage System Improvements $4,000,000 Engineering Sewer Total $17,400,000 Engineering Water Retained Earnings 24009 Water Meter Replacement Program $200,000 Water Bond 10026 Water Distribution Main System Improvements $800,000 Water Bond 20083 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS $400,000 Water Bond, Other 20085 Water Transmission Main System Improvements $1,000,000 Engineering Water Total $2,400,000 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 356 Fire Fund 2000 24010 Build Women’s Locker Room add ADA Bathroom $173,000 Fund 2000 24012 Annual Repairs and Upgrades $30,000 Fund 2000 24014 New Fire Department Light Rescue Truck $8,727 GF Bond 24011 New Fire Pump $685,000 Other 23057 Replace Front line response vehicle #2 Deputy Chiefs Car $55,000 Fire Total $951,727 Harbor Master ARPA 24056 Kernwood Accessibility and Improvement Project $106,300 Grant 24015 HM230 Propulsion $27,000 Revolving Fund 23010 Harbormaster Office $10,000 Harbor Master Total $143,300 Health Other 24016 Health Department Vehicle $56,670 Health Total $56,670 IT Fund 2000 23068 Replacement of Essential Network Systems, City-wide, including: data center, core network, telephony and SPS wireless $225,000 IT Total $225,000 Library Fund 2000 23012 Glass Door Replacement $30,000 Fund 2000 23012A ADA Improvements and Associated Repairs at Library $20,000 Fund 2000 24017 Furniture Upgrades $32,240 Library Total $82,240 Park & Recreation ARPA, GF Bond 22028P Willows Pier $1,013,797 Fund 2000 21231A Park and Recreation ADA Compliance and Related Repairs $50,000 Fund 2000 24021 Electric Charging Stations at the Golf Course $150,000 Receipts Reserved for Appropriation 24019 Greens Mower $60,000 Receipts Reserved for Appropriation 24020 Clubhouse Maintenance $35,000 Park & Recreation Total $1,308,797 Parking Fund 2000 10018 Garage Improvements - Annual Repairs & ADA Compliance $100,000 Fund 2000 10228 Traffic Calming Capital Improvements $200,000 Fund 2000 20067 Bicycle Infrastructure Design, Implementation & Repairs/Improvements $50,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 357 Fund 2000 22063A Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance $150,000 Fund 2000 23019 Museum Place Garage Restoration Phase 3 $150,000 Fund 2000 24025 Resident Permit Parking Platform $40,000 Fund 2000 24026 License Plate Readers $60,000 GF Bond 24024 South Harbor Garage Storm Water Drain & Air Exchange Upgrades $440,000 GF Bond, Grant 23018 Fort Ave/Columbus Ave Intersection Re-Design Project $1,600,000 Parking Total $2,790,000 Planning ARPA 23581-P On Point Center Renovations $395,700 ARPA, GF Bond, Other 24027 Palmer Cove Park Phase 2 Renovation $1,325,000 Fund 2000 24030 Charlotte Forten Memorial Project $70,000 Fund 2000 24031 Five-Year Consolidated Plan $50,000 Other, Grant 23023 Ferry Terminal Building $5,700,000 Planning Total $7,540,700 Police Fund 2000 20038 Vehicle Replacement Plan - Patrol and Non Patrol $385,687 Fund 2000 22300E Body Worn Cameras / Evidence.com / Taser Lease Progrms $105,999 Fund 2000 23032 Evidence Room $150,000 Fund 2000 24032 Workspace Solutions & Upgrades $28,000 Fund 2000 24036 Variable-Air-Volume (VAV) Rooftop Units $150,000 Fund 2000 24037 Equipment purchase $35,000 Police Total $854,686 Public Services Fund 2000 21234A Annual Small Repairs, DPS Building Studies - DPS & Cemeteries $20,000 Fund 2000 23234A ADA Improvements and Associated Repairs- DPS & Cemeteries $20,000 Fund 2000 23578-E Trailer Mounted Leaf Vacuum/Loader $170,000 Fund 2000 24043 Greening Gateways City Grant $99,999 Fund 2000 24045 Tyler Time and Attendance Software $16,500 Retained Earnings 24039 Trash Truck $160,000 Public Services Total $486,499 School ARPA, Fund 2000, Other 24046 Playground $700,000 Fund 2000 24049 MEP & Life Safety (district) $150,000 Fund 2000 24050 ADA Repairs, Districtwide $100,000 GF Bond 24047 MSBA Design Costs $2,000,000 School Total $2,950,000 Department Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 358 Sustainability Revolving Fund 24054 Electric Vehicle Charging Stations $68,943 Sustainability Total $68,943 Veterans' Services Other 24055 Transportation Vehicle for Veteran Services $25,000 Veterans’ Services Total $25,000 Department Total $39,309,562 Department Project ID Project Description Amount ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Capital Plan by Funding Source Funding Source Project ID Project Description Amount ARPA Fund 2000 Other Harbor Master 24056 Kernwood Accessibility and Improvement Project 106,300 School 24046 Playground 225,000 Planning 24027 Palmer Cove Park Phase 2 Renovation 350,000 School 24046 Playground 75,000 Park & Recreation 22028P Willows Pier 613,797 Planning 23581-P On Point Center Renovations 395,700 Planning 24027 Palmer Cove Park Phase 2 Renovation 500,000 School 24046 Playground 400,000 ARPA Total 2,015,797 GF Bond Park & Recreation 22028P Willows Pier 400,000 Planning 24027 Palmer Cove Park Phase 2 Renovation 475,000 Grant Building 24001 City Hall Camera and Keycard Access 10,000 Parking 23018 Fort Ave/Columbus Ave Intersection Re-Design Project 500,000 Planning 23023 Ferry Terminal Building 4,800,000 Fund 2000 Building 24001 City Hall Camera and Keycard Access 20,000 Building 24002 ADA Compliance and Associated Improvements 30,000 Building 24003 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements 20,000 Clerk 23001 Repair Council Furniture 15,000 Electrical 21236A ADA walk signal buttons 10,000 Electrical 24006 Ford F650 44,000 Electrical 24007 Traffic Signal Maintenance 20,000 Engineering Municipal 17078 Boston Street Complete Upgrade - Design 300,000 Engineering Municipal 23573-P Derby Street Complete Street Phase 3 200,000 Fire 24010 Build Women’s Locker Room add ADA Bathroom 173,000 Fire 24012 Annual Repairs and Upgrades 30,000 Fire 24014 New Fire Department Light Rescue Truck 8,727 IT 23068 Replacement of Essential Network Systems, City-wide, including: data center, core network, telephony and SPS wireless 225,000 Library 23012 Glass Door Replacement 30,000 Library 23012A ADA Improvements and Associated Repairs at Library 20,000 Library 24017 Furniture Upgrades 32,240 ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 360 Park & Recreation 21231A Park and Recreation ADA Compliance and Related Repairs 50,000 Park & Recreation 24021 Electric Charging Stations at the Golf Course 150,000 Parking 10018 Garage Improvements - Annual Repairs & ADA Compliance 100,000 Parking 10228 Traffic Calming Capital Improvements 200,000 Parking 20067 Bicycle Infrastructure Design, Implementation & Repairs/Improvements 50,000 Parking 22063A Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance 150,000 Parking 23019 Museum Place Garage Restoration Phase 3 150,000 Parking 24025 Resident Permit Parking Platform 40,000 Parking 24026 License Plate Readers 60,000 Planning 24030 Charlotte Forten Memorial Project 70,000 Planning 24031 Five-Year Consolidated Plan 50,000 Police 20038 Vehicle Replacement Plan - Patrol and Non Patrol 385,687 Police 22300E Body Worn Cameras / Evidence.com / Taser Lease Progrms 105,999 Police 23032 Evidence Room 150,000 Police 24032 Workspace Solutions & Upgrades 28,000 Police 24036 Variable-Air-Volume (VAV) Rooftop Units 150,000 Police 24037 Equipment purchase 35,000 Public Services 21234A Annual Small Repairs, DPS Building Studies - DPS & Cemeteries 20,000 Public Services 23234A ADA Improvements and Associated Repairs- DPS & Cemeteries 20,000 Public Services 23578-E Trailer Mounted Leaf Vacuum/Loader 170,000 Public Services 24043 Greening Gateways City Grant 99,999 Public Services 24045 Tyler Time and Attendance Software 16,500 School 24049 MEP & Life Safety (district) 150,000 School 24050 ADA Repairs, Districtwide 100,000 Fund 2000 Total 3,904,152 Other Engineering Sewer 18088 Rosie’s Pond Flood Protection & Drainage System Improvements 180,000 Engineering Water 20085 Water Transmission Main System Improvements 188,000 GF Bond Engineering Municipal 20105 Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) 1,300,000 Fire 24011 New Fire Pump 685,000 Parking 23018 Fort Ave/Columbus Ave Intersection Re-Design Project 1,100,000 Parking 24024 South Harbor Garage Storm Water Drain & Air Exchange Upgrades 440,000 School 24047 MSBA Design Costs 2,000,000 GF Bond Total 6,400,000 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 361 Grant Harbor Master 24015 HM230 Propulsion 27,000 Grant Total 5,337,000 Other Assessor 23051 EV Hybrid Vehicle for the Assessors’ Daily Inspections 57,000 Fire 23057 Replace Front line response vehicle #2 Deputy Chiefs Car 55,000 Health 24016 Health Department Vehicle 56,670 Planning 23023 Ferry Terminal Building 900,000 Veterans’ Services 24055 Transportation Vehicle for Veteran Services 25,000 Other Total 1,886,670 Receipts Reserved for Appropriation Park & Recreation 24019 Greens Mower 60,000 Park & Recreation 24020 Clubhouse Maintenance 35,000 Receipts Reserved for Appropriation Total 95,000 Retained Earnings Engineering Sewer 22011P Loring/Cedar Drain Improvements 250,000 Engineering Water 24009 Water Meter Replacement Program 200,000 Public Services 24039 Trash Truck 160,000 Retained Earnings Total 610,000 Revolving Fund Harbor Master 23010 Harbormaster Office 10,000 Sustainability 24054 Electric Vehicle Charging Stations 68,943 Revolving Fund Total 78,943 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 18088 Rosie’s Pond Flood Protection & Drainage System Improvements 3,820,000 Engineering Sewer 21034P Ocean Ave Stormwater Pump Station 10,500,000 Engineering Sewer 24008 Water and Sewer Pump Station Improvements /Replacement 1,650,000 Sewer Bond Total 16,970,000 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Plan by Funding Source FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 362 Water Bond Engineering Water 10026 Water Distribution Main System Improvements 800,000 Engineering Water 20083 Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS 400,000 Engineering Water 20085 Water Transmission Main System Improvements 812,000 Water Bond Total 2,012,000 Department Total 39,309,562 Funding Source Project ID Project Description Amount ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Assessor Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 363 Capi tal I mprovement Proj ects Assessor EV Hybrid Vehicle for the Assessors’ daily inspections Department Assessor Project Number 23051 Division Gov’t/Finance/IT Location Downtown Street or Building 93 Washington St. Strategic Goals Sustainability Improved Transportation Increased Safety Description Shared EV Hybrid for 3 Assessors doing daily inspections. Currently the stipends paid back to staff don’t factor in millage, vehicle wear and tear and parking tickets. Parking can be difficult with tourists & garage renovations. A clearly marked City vehicle would alos build trust with the public. This only department that performs inspections without a vehicle. Request Type New Asset Condition Does Not Exist Category Transportation Useful Life 15+ Phase 1 - Concept Total Cost $57,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $57,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 364 Bui l di ng City Hall Camera and Keycard Access Department Building Project Number 24001 Division Gov’t/Finance/IT Location Downtown Street or Building 93 Washington Street Strategic Goals Increased Safety Description Security upgrades at City Hall and City Hall annex, including cameras in public areas and and keycard access system for employees. Request Type New Asset Condition Does Not Exist Category Building Project Useful Life 5+ Total Cost 113,623.81 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $30,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 365 ADA Compliance and Associated Improvements Department Building Project Number 24002 Division Public Services /Infrastructure Location Downtown Street or Building 93 Washington Street Strategic Goals Accessibility For All Ages Increased Safety Description ADA Compliance and Associated Improvements Request Type Repair/Maintenance Category Annual Maintenance Useful Life 5+ Total Cost $30,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $30,000 $30,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Building Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 366 Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Department Building Project Number 24003 Division Public Services /Infrastructure Location Downtown Street or Building 93 Washington Street Strategic Goals Improved Maintenance Description Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Request Type Repair/Maintenance Category Annual Maintenance Useful Life 5+ Total Cost $25,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $20,000 $20,000 $20,000 $20,000 $20,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Clerk Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 367 Cl erk Repair Council Furniture Department Clerk Project Number 23001 Division Gov’t/Finance/IT Location Ward 2 Street or Building City Hall Strategic Goals Improved Maintenance Historic Preservation For All Ages Increased Safety Description To continue to restore the furniture in the Council Chambers back to its historic period and for the public to use during meetings. Request Type Repair/Maintenance Asset Condition Fair Category Other Useful Life 5+ Phase 8 - Hold Total Cost $110,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $18,795 $15,000 $20,000 $20,000 $20,000 $20,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Electrical Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 368 El ectri cal Traffic Signal Maintenance Department Electrical Project Number 24007 Division Public Services /Infrastructure Location Citywide Street or Building City Wide Strategic Goals Improved Maintenance Description Annual funds for basic traffic signal maintenance Request Type Repair/Maintenance Category Annual Maintenance Useful Life 5+ Total Cost $20,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $20,000 $20,000 $20,000 $20,000 $20,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Electrical Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 369 Ford F650 Department Electrical Project Number 24006 Division Public Services /Infrastructure Location Citywide Street or Building 44 LAFAYETTE STREET ELECTRICAL DEPARTMENT GARAGE Strategic Goals Increased Safety Description This is an addition to what was approved in FY23 for the purchase of a Ford F650 Bucket Truck. Due to timing of purchase and inflation the cost for this vehicle has icnreased significantly. Request Type Replacement Asset Condition Poor Category Transportation Useful Life 15+ Total Cost $219,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $175,000 $44,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Electrical Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 370 ADA walk signal buttons Department Electrical Project Number 21236A Street or Building Various Description This is an annual appropriation to support the installation of ADA Walk signals at various locations around the City. Phase Annual Total Cost $125,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $10,000 $10,000 $10,000 $10,000 $10,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 371 Engi neeri ng Muni ci pal Derby Street Complete Street Phase 3 Department Engineering Municipal Project Number 23573-P Division Public Services /Infrastructure Location Ward 1 Street or Building Derby Street Strategic Goals Sustainability Improved Transportation Increased Safety Description This would fund the 3rd phase of Derby Street renovation. The final scope and timing of Phase 3 is dependant upon ensuring coordiantion with other projects, and avoiding major congestion times. Design is sis being finalized. Request Type Major Renovation Asset Condition Fair Category Transportation Useful Life 15+ Total Cost $3,000,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $1,742,400 $200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 372 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 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $842,000 $300,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Municipal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 373 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $2,300,000 $1,300,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 374 Engi neeri ng Sewer Rosie’s Pond Flood Protection & Drainage System Improvements Department Engineering Sewer Project Number 18088 Division Public Services /Infrastructure Location Ward 3 Street or Building Brook Street Strategic Goals Improved Maintenance Resiliency Affordable Housing Description This project would provide protection to the Brooks Streets neighborhood off Jefferson Ave. The area is in a flood plain. The project would create berms, walls, and other structures to protect about 30 homes from flooding. Request Type Major Renovation Asset Condition Failed Category Water/Sewer Useful Life 20+ Phase 8 - Hold Total Cost $5,400,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $1,000,000 $4,000,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 375 Loring/Cedar Drain Improvements Department Engineering Sewer Project Number 22011P Location Ward 7 Street or Building Loring Ave and Cedar Strategic Goals Improved Maintenance Resiliency Description The project will extend the existing drainage system in Loring Ave to the intersection of Cedar and Loring to eliminate stormwater ponding at that intersection and at the intersection of Loring Ave and Paradise Road. Request Type Repair Asset Condition Poor Category Water/Sewer Useful Life 30+ Phase 6 - Implementation Total Cost $250,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $250,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 376 Water and Sewer Pump Station Improvements /Replacement Department Engineering Sewer Project Number 24008 Division Public Services /Infrastructure Location Citywide Street or Building various Strategic Goals Improved Maintenance Sustainability Resiliency Economic Development Description The city has eight sewer, one storm water and two water pumping stations. each station has been evaluated and a cost estimate has been created to make critical repairs, ranging from equipment replacement to complete station replacement. The total cost for these improvements is $3.2 million. Request Type Replacement Asset Condition Poor Category Water/Sewer Useful Life 30+ Total Cost $3,200,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $1,650,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 377 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 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 wastewater. 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $900,000 $600,000 $600,000 $600,000 $600,000 $600,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Sewer Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 378 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 379 Ocean Ave Stormwater Pump Station Department Engineering Sewer Project Number 21034P Division Public Services /Infrastructure 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. Previous appropriations funded the design and this amount will fund the construction. Request Type Major Renovation Asset Condition Poor Category Water/Sewer Useful Life 30+ Total Cost $11,020,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $10,500,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 380 Engi neeri ng Water Water Meter Replacement Program Department Engineering Water Project Number 24009 Division Public Services /Infrastructure Location Citywide Street or Building city-wide Strategic Goals Sustainability Description A city-wide meter replacement project was completed over 10 years ago. We are starting to see issues in unaccounted for water, as the meters are aging. We are currently testing and calibrating the larger (greater than 3-inch) water meters and have found a large amount are not reading accurately and should be replaced. Request Type Replacement Asset Condition Poor Category Water/Sewer Useful Life 10+ Total Cost $200,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $200,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Engineering Water Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 381 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 fund sometimes supplements other projects. This includes studies, project 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 382 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 383 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 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: Fire Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 384 Fi re New Fire Department Light Rescue Truck Department Fire Project Number 24014 Division Public Safety Location Downtown Street or Building 48 Lafayette Street Strategic Goals Increased Safety Description Salem Fire has applied for a REMA Assistance to Firefighter Grant for a new Light Rescue Vehicle and Utility Cap to be used to hold all the water rescue gear and tow the 27’ rescue boat and the 14’ quick deploy Zodiac boat. This request is for the cities match amount of the Grant - total grant amount $96,000 City of Salem share is $8,727.27. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 15+ Total Cost 8,727.27 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $8,727 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 385 Annual Repairs and Upgrades Department Fire Project Number 24012 Division Public Safety Location Citywide Street or Building various Strategic Goals Accessibility Improved Maintenance Sustainability Resiliency Increased Safety Description Funds for small annual repairs and upgrades at stations citywide. Request Type Repair/Maintenance Category Annual Maintenance Useful Life 15+ Total Cost $29,999 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $30,000 $30,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 386 New Fire Pump Department Fire Project Number 24011 Division Public Safety Location Citywide Street or Building 48 Lafayette St., Fire Headquarters Strategic Goals Improved Maintenance Resiliency Increased Safety Description Purchase new fire pump to replace Engine 4. Engine 4 is 16 years old and has been experiencing problems due to its age. This is the 2nd busiest pump in the city and it must be reliable. NFPA recommends pumps older than 15 years should be used as reserves only. Manufacturers are now requiring 18 to 24 months to build a fire pump, for this reason It would be best to order a pump ASAP. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 10+ Total Cost $684,999 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $685,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 387 Build Women’s Locker Room and ADA Bathroom Department Fire Project Number 24010 Division Public Safety Location Downtown Street or Building 48 Lafayette St., Fire Headquarters Strategic Goals Accessibility Description Replace the 1st floor bathroom in Fire HQ admin wing to make it ADA compliant. Expand existing 2nd floor female bathroom to create a women’s locker room with bath, showers, etc. Request Type New Asset Condition Does Not Exist Category Building Project Useful Life 30+ Total Cost $203,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $173,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Fire Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 388 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $55,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 389 Harbor Master Harbormaster Office Department Harbor Master Project Number 23010 Division Public Safety Location Ward 1 Street or Building Harbormaster Office Strategic Goals Accessibility Sustainability Description This would be a phased project to evaluate feasibility to renovate and expand the Harbormaster Office at Winter Island by adding an upper level. Also, reconfigure the entrance for better accessibility. At its current size, The heating and electrical system for this space needs to be updated for efficiency and current needs. Request Type Major Renovation Asset Condition Fair Category Building Project Useful Life 20+ Total Cost $100,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $10,000 $90,000 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 390 HM230 Propulsion Department Harbor Master Project Number 24015 Division Public Safety Location Citywide Street or Building Salem Harbot Strategic Goals Increased Safety Description The new propulsion unit will be procured to eventually replace a four year old unit that is in primary service. The existing engine manufacturer warranty has recently expired. Request Type Replacement Asset Condition Fair Category Equipment Useful Life 5+ Total Cost $27,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $27,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Harbor Master Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 391 Kernwood Accessibility and Improvement Project Department Harbor Master Project Number 24056 Division Park/Recreation /Community Service Location Ward 6 Street or Building Kernwood Boat Ramp Strategic Goals Accessibility_x000D_ For All Ages_x000D_ Recreation Description Fabricate and install new floating docks, ADA compliant gangway, and new floats to make Kernwood Boat Ramp ADA compliant. Request Type New Asset Condition Does Not Exist Category Park & Recreation Useful Life 20+ Total Cost $106,300.00 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $106,300 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Health Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 392 Heal th Health Department Vehicle Department Health Project Number 24016 Division Public Safety Location Citywide Street or Building 98 Washington Street Strategic Goals Improved Maintenance Sustainability Improved Transportation Increased Safety Description The health department vehicle is 12 years old and has needed significant, costly repairs over the last 3 years. Request Type Replacement Asset Condition Poor Category Transportation Useful Life 10+ Total Cost $56,670 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $56,670 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: IT Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 393 IT Replacement of Essential Network Systems, City-wide, including: data center, core network, telephony and SPS wireless Department IT Project Number 23068 Division Gov’t/Finance/IT Location Citywide Street or Building N/A Strategic Goals Resiliency Education Description Replacement of essential network components that drive Salem’s access to data, systems and enterprise operations. In SPS replacement of the wireless network will continue the tremendous strides and investments that have been made around the use of technology and integration of 1:1 computing. It is suggested this project be funded evenly, FY24-27 ($225,000/yr). Request Type Replacement Asset Condition Poor Category IT Useful Life 5+ Total Cost $1,400,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $225,000 $225,000 $225,000 $225,000 $225,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 394 Li brary Glass Door Replacement Department Library Project Number 23012 Division Park/Recreation /Community Service Location Ward 2 Street or Building Library Strategic Goals Accessibility Improved Maintenance Historic Preservation Sustainability Increased Safety Description Study for replacement of glass doors at main ground level entrance, and to courtyard. Request Type Replacement Asset Condition Poor Category Building Project Useful Life 20+ Total Cost $29,115 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $30,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 395 Furniture Upgrades Department Library Project Number 24017 Division Park/Recreation /Community Service Location Ward 2 Street or Building Library Strategic Goals Accessibility Art/Culture Increased Safety Description Library furniture has not been purchased since the renovation in 1989 and our visitors tend to crowd around the edges of the rooms where there is access to power outlets. We plan to redesign the Reference area space with wooden tables with outlets that will allow people to spread out into the space and upgrade the seating on the main floor and second floor. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 30+ Total Cost 32,240.23 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $32,240 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Library Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 396 ADA Improvements and Associated Repairs at Library Department Library Project Number 23012A Division Park/Recreation /Community Service Location Ward 2 Street or Building Salem Public Library Strategic Goals Accessibility For All Ages Description This should address all remaining smaller items. It includes a new book drop. Approximately $50-60k remaining work to address. Request Type Repair Asset Condition Poor Category Other Useful Life 20+ Phase Annual Total Cost $60,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 397 Park & Recreati on Park and Recreation ADA Compliance and Related Repairs Department Park & Recreation Project Number 21231A Division Park/Recreation /Community Service Location Citywide Street or Building N/A Strategic Goals Accessibility Improved Maintenance For All Ages Recreation Description New or existing conditions that are requested to improve ADA accessibility in the IHCD report. Existing projects underway, none needed currently. FY24-7 plan to fund approximately $80-100k per year. Request Type New Asset Condition Does Not Exist Category Park & Recreation Useful Life 15+ Phase Annual Total Cost $400,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $140,000 $50,000 $50,000 $50,000 $50,000 $50,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 398 Electric Charging Stations at the Golf Course Department Park & Recreation Project Number 24021 Division Park/Recreation /Community Service Location Ward 3 Street or Building Golf Course Strategic Goals Accessibility Sustainability For All Ages Recreation Description Transition to Electric Golf cart charging station for electric golf carts in line with eco friendly initiatives. Currently our staff is still filling up containers of gas cans and transporting them to the golf course. Request Type New Asset Condition Does Not Exist Category Park & Recreation Useful Life 20+ Total Cost $150,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 399 Clubhouse Maintenance Department Park & Recreation Project Number 24020 Division Park/Recreation /Community Service Location Ward 3 Street or Building 75 Wilson St Strategic Goals Improved Maintenance Sustainability Resiliency Recreation Description Pressure washing and staining the golf clubhouse and replacing interior flooring Request Type Repair/Maintenance Asset Condition Poor Category Annual Maintenance Useful Life 10+ Total Cost $35,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $35,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 400 Greens Mower Department Park & Recreation Project Number 24019 Division Park/Recreation /Community Service Location Ward 3 Street or Building 75 Wilson St Strategic Goals Improved Maintenance Recreation Description Purchase of a new greens mower for golf course maintenance Request Type Replacement Asset Condition Poor Category Equipment Useful Life 10+ Total Cost $60,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Park & Recreation Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 401 Willows Pier Department Park & Recreation Project Number 22028P Division Park/Recreation /Community Service Location Ward 1 Street or Building Salem Willows Strategic Goals Accessibility Resiliency Recreation Description Design and construction of a new pier in the same location. The new structure will be higher in elevation and built from materials to mitigate damage from adverse weather and sea conditions. The work will include the replacement of approximately 60’ of seawall, surface drain repairs, and grading to meet the planned phase II Willows Parks improvement project. Request Type Major Renovation Asset Condition Failed Category Park & Recreation Phase 6 - Implementation Total Cost $5,400,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $1,013,797 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 402 Parki ng Museum Place Garage Restoration Phase 3 Department Parking Project Number 23019 Division Public Services /Infrastructure Location Ward 2 Street or Building Museum Place Garage Strategic Goals Accessibility Improved Maintenance Economic Development Increased Safety Description Funds will address drainage and structural issues on 2nd and 3rd level of the garage as well as pedestrian access on New Liberty Street and upgrades to the Parking Office. Request Type Repair/Maintenance Asset Condition Poor Category Building Project Useful Life 15+ Total Cost $1,900,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 403 License Plate Readers Department Parking Project Number 24026 Division Public Services /Infrastructure Location Citywide Street or Building City Wide Strategic Goals Improved Maintenance Description Purchase of license plate readers for enforcement vehicles Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Total Cost $60,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $60,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 404 Resident Permit Parking Platform Department Parking Project Number 24025 Division Gov’t/Finance/IT Location Citywide Street or Building City Wide Strategic Goals Improved Maintenance Description Purchase of new resident permit parking software platform Request Type New Asset Condition Does Not Exist Category Other Useful Life 5+ Total Cost $40,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $40,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 405 South Harbor Garage Storm Water Drain & Air Exchange Upgrades Department Parking Project Number 24024 Division Public Services /Infrastructure Location Ward 1 Street or Building South Harbor Garage Strategic Goals Improved Maintenance Increased Safety Description Removal and replacement of existing, deteriorated storm water piping as well as removal of existing air exchange/exhaust duct work. Request Type Repair/Maintenance Asset Condition Poor Category Building Project Useful Life 20+ Total Cost $440,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $440,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 406 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 projects 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $200,000 $100,000 $100,000 $100,000 $100,000 $100,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 407 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 implement traffic improvements to improve safety and accessibility as part of the City’s Traffic Calming Program. 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $120,000 $200,000 $110,000 $115,000 $120,000 $120,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 408 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 accommodations 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $300,000 $50,000 $215,000 $220,000 $225,000 $225,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 409 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 Seeking funds to repave and stripe Crombie and Salem Green Lots which may involve installation of charging stations as well as sustainability/drainage improvements. 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $75,000 $150,000 $52,000 $55,000 $58,000 $58,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 410 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 accessibility 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+ Total Cost $1,600,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $1,600,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 411 Pl anni ng On Point Center Renovations Department Planning Project Number 23581-P Division Park/Recreation /Community Service Location Ward 5 Street or Building Palmer Cove Park Strategic Goals Accessibility Improved Maintenance Education Description This project would renovate the On Point building to provide services for school parents and other functions. Existing funding is CDBG and Salem is seeking state grant funding for remaining work. Request Type Major Renovation Asset Condition Fair Category Building Project Useful Life 15+ Total Cost $650,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $395,700 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 412 Ferry Terminal Building Department Planning Project Number 23023 Division Public Services /Infrastructure Location Ward 1 Street or Building Salem Wharf Strategic Goals Resiliency Improved Transportation Economic Development Description Seeking 20% match funding to leverage for state and federal grants to construct a new terminal building. Existing building is nearing the end of it’s design life. Estimated overall cost of $6m developed in coordination with GEI based on Lynn cost estimates and prior Salem design. Lynn cost estimate was for $4.2M, from 2013, and did not include soft costs. Request Type New Asset Condition Poor Category Building Project Useful Life 30+ Total Cost $6,000,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $5,700,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 413 Five-Year Consolidated Plan Department Planning Project Number 24031 Division Gov’t/Finance/IT Location Citywide Street or Building Citywide Strategic Goals Accessibility Complete Streets Art/Culture Sustainability Resiliency Improved Transportation Economic Development Affordable Housing Recreation Education Access to Food Increased Safety Description Every five years, the City must develop a Five-Year Consolidated Plan in order to be eligible for the CDBG program. It is an extensive process over the course of a year that involves data collection and analysis, community engagement, developing goals, drafting the plan, and submitting it for approval by HUD. Request Type New Asset Condition Does Not Exist Category Study Only Useful Life 5+ Total Cost $50,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $50,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 414 Charlotte Forten Memorial Project Department Planning Project Number 24030 Division Park/Recreation /Community Service Location Downtown Street or Building Charlotte Forten Park Strategic Goals Art/Culture For All Ages Education Description Using input gather from the community during multiple engagements and survives, this project aims to commission a bronze figurative statue as a memorial to Charlotte Forten in her namesake park. The project will build on previous community engagement efforts to develop an accessible & engaging public space that welcomes diverse communities in Salem, particularly those who live in socioeconomically & linguistically underserved and isolated neighborhoods as well as strengthen and lifting up local communities through the sharing of Charlotte’s Legacy to a broad audience. Request Type New Asset Condition Does Not Exist Category Art, Culture, Historic Preservation Useful Life 30+ Total Cost $150,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $70,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Planning Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 415 Palmer Cove Park Phase 2 Renovation Department Planning Project Number 24027 Division Park/Recreation /Community Service Location Ward 5 Street or Building Palmer Cove Park Strategic Goals Improved Maintenance Art/Culture Sustainability Resiliency Improved Transportation For All Ages Recreation Description Second phase of construction of the Palmer Cove Park Master Plan. Includes second basketball court, new play area, adult exercise equipment, conversation of baseball field to multiuse field, completion of path network, new trees, lighting, park furnishings, and drainage upgrades. Request Type Major Renovation Asset Condition Poor Category Park & Recreation Useful Life 30+ Total Cost $2,493,321 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $975,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 416 Pol i ce Evidence Room Department Police Project Number 23032 Division Public Safety Location Ward 3 Street or Building Salem Police Department Headquarters Strategic Goals Increased Safety Description The Evidence Room has not been modified in over 30 years since the construction of the Police Headquarters in 1992. Property and evidence control and tracking are always an enormous concern for police departments. Upgrading the system would allow for enhanced storage capabilities, and the ability to add complete chain of custody custom software tracking and reporting capabilities providing full accountability as well as a time savings for officers. Request Type New Asset Condition Fair Category Building Project Useful Life 15+ Total Cost $150,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 417 Equipment Purchase Department Police Project Number 24037 Division Public Safety Location Citywide Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Increased Safety Description $10,000 for drones and $25,000 for license plate reader Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Total Cost $0 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $35,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 418 Variable-Air-Volume (VAV) Rooftop Units Department Police Project Number 24036 Division Public Safety Location Ward 3 Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Improved Maintenance Sustainability Description Replace 2 variable-air-volume (VAV) rooftop units. The current units are having significant component failures due to age and constant usage. The existing units use the phased-out R22 refrigerant and related components. R22 refrigerant has been deemed harmful and at the direction of the Environmental Protection Agency (EPA), it is being phased out. Estimate attached for furnishing and installation of 2 rooftop units. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 20+ Total Cost $150,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 419 Workspace Solutions & Upgrades Department Police Project Number 24032 Division Public Safety Location Ward 3 Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Accessibility Description Robert M. St.Pierre Police Headquarters was first occupied by the Salem Police Department in February of 1992. It was the premiere modern facility of its time. Thirty-one years later, the divisions and units that the building first housed have re-organized and expanded and workspace and office functionality have become impaired. The department and its personnel are still using original furniture that was procured 32 years ago. While still useable, it is not ergonomically correct, nor is it practical for the space and number of personnel that it now needs to serve. Request Type Replacement Asset Condition Fair Category Other Useful Life 30+ Total Cost $28,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $28,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 420 Vehicle Replacement Plan - Patrol and Non Patrol Department Police Project Number 20038 Division Public Safety Location Citywide Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Increased Safety Description Purchase three new Ford Interceptor HYBRID SUVs to replace units 21, 25 and 26. Purchase one Ford E-Transit 350LR van to replace unit 31. Purchase a new fully electric vehicle (Mach-E) for our comfort dog. Purchase five mobile radios and modems for new vehicles. Request Type Replacement Asset Condition Poor Category Equipment Useful Life 10+ Total Cost $385,687 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $385,687 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Police Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 421 Body Worn Cameras Department Police Project Number 22300E Division Public Safety Location Citywide Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Increased Safety Description We need to increase the number of body worn cameras from 80 to 100. An additional 20 BWCs was required and the state grant was submitted & approved in FY2023. The additional 20 BWCs are on order. The federal grant covered approximately 50% of the cloud storage, license fees, warranties, & additional software for 80 BWCs. I anticipate submitting an additional federal grant application in May 2023 for the 20 BWC storage, licenses, warranties, & software. I am requesting additional City funds to cover this increase. Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Total Cost $105,999 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $105,999 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 422 Publ i c Servi ces Trailer Mounted Leaf Vacuum/Loader Department Public Services Project Number 23578-E Division Public Services /Infrastructure Location Citywide Street or Building Dps Bulding Strategic Goals Complete Streets Improved Maintenance Description New equipment that will allow for additiona leaf pick up in the fall. Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 15+ Total Cost $170,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $170,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 423 Tyler Time and Attendance Software Department Public Services Project Number 24045 Division Public Services /Infrastructure Location Ward 3 Street or Building Dps Bulding Strategic Goals Improved Maintenance Description Purchase of Tyler Tie and Attendance Software Request Type New Asset Condition Does Not Exist Category Equipment Useful Life 5+ Total Cost $16,500 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $16,500 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 424 Greening Gateways City Grant Department Public Services Project Number 24043 Division Public Services /Infrastructure Location Citywide Street or Building District Wide Strategic Goals Complete Streets Sustainability Resiliency Economic Development Description Greening the Gateway Cities Grant FY2024. Statewide grant program forincreased tree planting in Gateway Cities. Request Type New Asset Condition Does Not Exist Category Other Useful Life 30+ Total Cost $99,999 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $99,999 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 425 Trash Truck Department Public Services Project Number 24039 Division Public Safety Location Citywide Street or Building 5 Jefferson Ave Strategic Goals Improved Maintenance Sustainability Resiliency Recreation Description Existing truck is a 2016 and runs 7 days a week in season 16 hours per day. Truck is needing more costly repairs to keep in service. Requesting second truck to lessen load on one truck bringing Maintenace cost in line with service being provided. Request Type New Asset Condition Poor Category Equipment Useful Life 15+ Total Cost $160,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $160,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 426 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 FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $100,000 $20,000 $25,000 $30,000 $30,000 $30,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Public Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 427 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. There is estimated $40k remaining is improvements needed. Request Type Repair Asset Condition Poor Category Annual Maintenance Useful Life 10+ Phase Annual Total Cost $40,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $20,000 $20,000 $20,000 $20,000 $20,000 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 428 School ADA Repairs, Districtwide Department School Project Number 24050 Street or Building All Schools Description Districtwide repairs for accessibility for all sites, including playgrounds and building interiors (based on facilities master plan & playground audit.) Phase 1 - Concept Total Cost $250,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $100,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 429 MEP & Life Safety (District) Department School Project Number 24049 Street or Building All Schools Description Preventative maintenance measures for district buildings that include repairs to electrical, mechanical, plumbing and life safety issues. Estimate is based on prior year expenses, planned upgrades, and increased costs. Phase 1 - Concept Total Cost $300,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $150,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 430 MSBA Design Costs Department School Project Number 24047 Street or Building Salem High School Description As part of the high school rebuild process, SPS will be required to fund a design of the building and will need to appropriate the funds by January 2024. Salem is expected to need up to $2.5 million for the design phase. Phase 1 - Concept Total Cost $2,000,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $2,000,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: School Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 431 Playground Department School Project Number 24046 Street or Building Heights Elementary School Description Replace existing playground to make the space ADA compliant, more accessible, and safer for all students. This was identified as the highest priority in the Playground Audit. Phase 1 - Concept Total Cost $800,000 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $625,000 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Sustainability Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 432 Sustai nabi l i ty Electric Vehicle Charging Stations Department Sustainability Project Number 24054 Division Public Services /Infrastructure Location Ward 3 Street or Building 95 Margin Street Salem Police Headquarters Strategic Goals Accessibility Sustainability Resiliency Improved Transportation Description A standard station includes a ChargePoint level 2 dual output with locking holsters, each port supplying up to 7.2 kW. With this standard connector, the station can charge any electric vehicle. The Stations are 8’ tall with 18’ cord, bollard mounted for easy installation. Request Type New Asset Condition Does Not Exist Category Other Useful Life 30+ Total Cost 33,942.5 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $68,943 $0 $0 $0 $0 ---PAGE BREAK--- Capital Improvement Program Capital Improvement Projects: Veterans’ Services Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 433 Veterans’ Servi ces Transportation Vehicle for Veteran Services Department Veterans’ Services Project Number 24055 Division Public Services /Infrastructure Location Citywide Street or Building Community Life Center Strategic Goals Improved Transportation Description A new transportation vehicle is needed to transport veterans to and from required Veterans Administration medical appointments in and around the Boston area. Request Type Replacement Asset Condition Poor Category Transportation Useful Life 5+ Total Cost $0 Five Year Capital Plan Previously Approved FY24 Requested FY25 Projected FY26 Projected FY27 Projected FY28 Projected $0 $25,000 $0 $0 $0 $0 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Impact of Capital Improvement Plan on Operating Budget Department Description Funding Cost Impact Assessor EV Hybrid Vehicle for the Assessors' Daily Inspections Other $57,000 Increased Efficiency New Investment for Economic Growth Building City Hall Camera and Keycard Access Fund 2000, Gant $30,000 No Impact Building ADA Compliance and Associated Improvements Fund 2000 $30,000 No Impact Building Annual Priority Small Repairs, Upgrades, FF&E & Associated Improvements Fund 2000 $20,000 No Impact Clerk Repair Council Furniture Fund 2000 $15,000 Increases Operational Costs Electrical Ford F650 Fund 2000 $44,000 Increased Efficiency Electrical Traffic Signal Maintenance Fund 2000 $20,000 No Impact Electrical ADA walk signal buttons Fund 2000 $10,000 Engineering Municipal Boston Street Complete Upgrade - Design Fund 2000 $300,000 Increased Efficiency Improves Safety of Asset Asset Preservation Engineering Municipal Citywide Roads, Sidewalks, and Crosswalk Improvements (Non-Chapter 90) GF Bond $1,300,000 Decreased Maintenance Asset Preservation Engineering Municipal Derby Street Complete Street Phase 3 - Fund 2000 $200,000 Increased Efficiency Improves Safety of Asset Asset Preservation Engineering Sewer SSES Report Implementation (eliminate I/I sources citywide) Sewer Bond $600,000 Increased Efficiency Decreased Maintenance Engineering Sewer Citywide Drain & Sewer cleaning, inspection, replacement, engineering, GIS, construction Sewer Bond $400,000 Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Sewer Rosie's Pond Flood Protection & Drainage System Improvements - Sewer Bond, Other $4,000,000 Improves Safety of Asset Asset Preservation Engineering Sewer Water and Sewer Pump Station Improvements /Replacement Sewer Bond $1,650,000 Increased Efficiency Decreased Maintenance Improves Safety of Asset New Investment for Economic Growth Engineering Sewer Ocean Ave Stormwater Pump Station Sewer Bond $10,500,000 Increases Operational or Maintenance Costs Engineering Sewer Loring/Cedar Drain Improvements Retained Earnings $250,000 No Impact Engineering Water Water Distribution Main System Improvements Water Bond $800,000 Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Water Citywide Flushing, Valve Repair/Maintenance, Leak detection, GIS Water Bond $400,000 Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Water Water Transmission Main System Improvements Water Bond, Other $1,000,000 Increased Efficiency Decreased Maintenance Preventative Maintenance Engineering Water Water Meter Replacement Program Retained Earnings $200,000 Increased Efficiency Decreased Maintenance Asset Preservation/Maintenance Fire Replace Front line response vehicle #2 Deputy Chiefs Car Other $55,000 Increased Efficiency Decreased Maintenance Asset Preservation/Maintenance Improves Safety of Asset Fire Build Women's Locker Room add ADA Bathroom Fund 2000 $173,000 No Impact Fire New Fire Pump GF Bond $684,999 Increased Efficiency Decreased Maintenance Improves Safety of Asset Fire Annual Repairs and Upgrades Fund 2000 $30,000 Decreased Maintenance Fire New Fire Department Light Rescue Truck Fund 2000 $8,727 No Impact Harbor Master Harbormaster Office Revolving Fund $10,000 No Impact Harbor Master HM230 Propulsion Grant $27,000 No Impact Harbor Master Kernwood Accessibility and Improvement Project ARPA $106,300.00 No Impact Health Health Department Vehicle Other $56,670 Increased Efficiency Decreased Maintenance Asset Preservation/Maintenance Improves Safety of Asset IT Replacement of essential network systems, city-wide, including: data center, core network, telephony and SPS wireless. Fund 2000 $225,000 No Impact Library Glass Door Replacement Fund 2000 $30,000 Increased Efficiency Improves Safety of Asset Library Furniture Upgrades Fund 2000 $32,240 Asset Preservation/Maintenance Improves Safety of Asset Library ADA Improvements and Associated Repairs at Library Fund 2000 $20,000 No Impact Decreased Maintenance Code Compliance Park & Recreation Greens Mower Receipts Reserved for Appropriation $60,000 Increased Efficiency Decreased Maintenance Asset Preservation/Maintenance Increases Revenue Park & Recreation Clubhouse Maintenance Receipts Reserved for Appropriation $35,000 Asset Preservation/Maintenance Park & Recreation Electric Charging Stations at the Golf Course Fund 2000 $150,000 Increased Efficiency Decreased Maintenance Code Compliance Decreased Maintenance ---PAGE BREAK--- Capital Improvement Program Impact of Capital Improvement Plan on Operating Budget FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 435 Department Description Funding Cost Impact Parking Bicycle Infrastructure Design, Implementation & Repairs/Improvements Fund 2000 $50,000 Increases Operational or Maintenance Costs Improves Safety of Asset New Investment for Economic Growth Parking Fort Ave/Columbus Ave Intersection Re-Design Project GF Bond, Grant $1,600,000 No Impact Parking Museum Place Garage Restoration Phase 3 Fund 2000 $150,000 Decreased Maintenance Parking South Harbor Garage Storm Water Drain & Air Exchange Upgrades GF Bond $440,000 Decreased Maintenance Improves Safety of Asset Parking Resident Permit Parking Platform Fund 2000 $40,000 No Impact Parking License Plate Readers Fund 2000 $60,000 No Impact Increased Efficiency Parking Parking Infrastructure Improvements, EV, and Equipment Install/Maintenance Fund 2000 $150,000 Increased Efficiency Increases Revenue Planning Ferry Terminal Building Other, Grant $5,700,000 Increases Operational or Maintenance Costs Planning Palmer Cove Park Phase 2 Renovation ARPA, GF Bond, Other $1,325,000 Asset Preservation/Maintenance Planning Charlotte Forten Memorial Project Fund 2000 $70,000 No Impact Planning Five-Year Consolidated Plan Fund 2000 $50,000 Increases Revenue Planning On Point Center Renovations ARPA $395,700 Increases Operational or Maintenance Costs Police Vehicle Replacement Plan - Patrol and Non Patrol Fund 2000 $385,687 Decreased Maintenance Police Evidence Room Fund 2000 $150,000 No Impact Police Workspace Solutions & Upgrades Fund 2000 $28,000 Increased Efficiency Decreased Maintenance Police Variable-Air-Volume (VAV) Rooftop Units Fund 2000 $150,000 Increases Operational or Maintenance Costs Police Equipment purchase Fund 2000 $35,000 No Impact Police Body Worn Cameras / Evidence.com / Taser Lease Progrms Fund 2000 $105,999 No Impact Public Services Trash Truck Retained Earnings $160,000 Increased Efficiency Improves Safety of Asset Public Services Greening gateways city grant Fund 2000 $99,999 Asset Preservation/Maintenance Public Services Tyler Time and Attendance SOftware Fund 2000 $16,500 Increased Efficiency Public Services Annual Small Repairs, DPS Building Studies - DPS & Cemeteries Fund 2000 $20,000 Decreased Maintenance Code Compliance Asset Preservation Public Services ADA Improvements and Associated Repairs- DPS & Cemeteries Fund 2000 $20,000 Decreased Maintenance Code Compliance Asset Preservation Public Services Trailer Mounted Leaf Vacuum/Loader Fund 2000 $170,000 Increased Efficiency Decreased Maintenance School Playground ARPA, Fund 2000, Other $700,000 No Impact Code Compliance School MSBA design costs GF Bond $2,000,000 No Impact School MEP & life safety (district) Fund 2000 $150,000 No Impact School ADA repairs, districtwide Fund 2000 $100,000 No Impact Code Compliance Sustainability Electric vehicle charging stations Revolving Fund $68,943 Increased Efficiency Veterans' Services Transportation vehicle for Veteran Services Other $25,000 No Impact ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Mayor Mayor Mission Statement Why We Exist The Mayor is the Chief Executive Officer and administrative head of the City of Salem. In that capacity, he appointments department staff and board members, submits the annual budget to the City Council, approves all 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 he is responsible for the operations of City government in carrying out the people’s work and ensuring the City’s overall welfare. The Mayor 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 Continue oversight of concurrent and planned public and private capital projects Continue to offer the highest quality customer/constituent services and responsiveness How FY 2024 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 is actively involved in the implementation of performance measure- ment and evaluation programs, transparency and resident engagement, and other improvement initiatives. Communication and transparency are also achieved through the Neighborhood Improvement Advisory Council (NIAC) and the Salem State University Neighborhood Advisory Council (SSUNAC), which are made up of residents and are chaired by the Chief of Staff. It is also met through the deployment of innovative platforms and tools, such as SeeClickFix and the BuildingSalem public information initiative. The Mayor’s Office includes the City’s Latino Affairs Coordinator and LGBT Liaison, and over- sees the Salem Mass in Motion health and wellness program, Safe Routes to School, the Problem Properties Task Force, the Salem Food Policy Council, the Salem for All Ages initiative, the Mayor’s Homelessness Task Force, the Schol- arship and Education Committee, and the Youth Commission. The Mayor’s Office develops the Mayor’s annual budget and seeks to annually develop, in partnership with the Finance Department, an on-time, balanced budget and five-year capital plan that meet the GFOA’s highest standards. The Mayor and his staff are deeply engaged in advancing the City’s housing and economic growth goals, implementation of all City plans, and the devel- opment of new policies and projects to advance housing affordability goals to ensure Salem remains livable and welcoming to all. The Mayor and his team are very involved in the planning and execution of special events, including July 4th celebration, Heritage Days, Haunted Happenings, and other commu- nity events that positively impact the local economy and build civic pride and engagement. Finally, the Mayor takes an active role in ensuring public infra- structure 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 2024 None. Recent Accomplishments Constituent Services Advanced the City’s efforts to become a Certified Welcoming Community through the completion of an audit. Started the first session of the Salem City Academy. Has maintained “Wednesday Walks”, regular physical outreach to Salem’s most disadvantaged neighborhood, The Point. Provided daily in person Spanish language interpretation. Translated no less than 50 documents. ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 440 No less than 927 Constituent contacts Continuously conducted outreach at the Community Life Center with office hours. Flag raising policy revised. Including the creation of an application process. No less than 66 documents notarized for members of the public. Assisted the Sustainability & Resiliency Department. Consulted and pro- vided outreach assistance for the Resilient Together: El Punto project. Over 30 CodeRED alerts. More CodeRED messages translated to Spanish. Provided Case management to victims of 29 Hancock Street fire victims. Collected and distributed over. LGBT Liaison began regular attendance of nAGLY meetings. Hired Neighborhood Stability Coordinator (NSC). NSC has driven policy development alongside Planning Dept. A “Right of first Refusal”. NSC has reached at least 202 constituents. Attended several events which returned after COVID-19 absence, including First Muster at the Salem Commons, (as pictured below) Finances Completed Comprehensive Annual Financial Report (CAFR) in accordance with GFOA standards Held City spending to 0.3% growth Continued historically low change in average tax bills Received eleventh Distinguished Budget Presentation Award Continuation of City’s 5-year financial forecast Continuation of comprehensive Capital Improvement Plan Reconfirmation of bond rating upgrade by Standard & Poor’s to AA, the highest level on record for the City Improving Government Continuation of Salem State University Neighborhood Advisory Committee, Neighborhood Improvement Advisory Council, and Scholarship and Educa- tion Committee Established the Race Equity Task Force and served as a member Continued support and promotion of the Salem Tree Fund, Salem Athletics Fund, and the Salem Relief Fund for residents facing economic distress after disasters, including from the pandemic. Continued the work of the Salem Affordable Housing Trust Fund Board on affordable housing policies and projects Continued participation in joint Salem/Beverly Homelessness Task Force and Salem’s local Homelessness Task Force Continued internal Problem Properties Working Group and participation in the Attorney General’s Abandoned Housing Initiative Continued work with the Innovation Field Lab of Harvard’s Kennedy School to improve response to problem properties Continuation of the Salem for All Ages Task Force and Leadership Council, which completed Year 4 implementation of the Salem for All Ages action plan Continued Salem for All Ages website, social media presence, and updated resource guide Continued regular mailing of Salem For All Ages resource guide to new 65- year-old residents Continued the Building Salem public information initiative Updated New Resident Guide in English and Spanish and continued regular mailing to new Salem homeowners Continued transparency initiative of posting of board and committee vacancies weekly on the City website, in English and Spanish Continued transparency initiative of posting Mayor’s filings with the City Council on website before every regular City Council meeting and the online tracking tool for major items before the City Council Continued annual online Resident Survey in English and Spanish and com- piled/analyzed results Continued the FYI Salem newsletter of City updates and information Continued the FYI Salem podcast and launched new FYI Salem Snapshot mini-news announcements. ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 441 Encouraged broader civic engagement through appointments to City boards and commissions Began development of a relaunch to the Salem Stat program to collect and analyze performance measures in various departments Continued planning for Municipal Diversity Index and participated again in the Human Rights Campaign’s Municipal Equality Index, scoring 100 for another year in a row Continued planning for achieving Welcoming City status Continued new tools for capital planning and facility maintenance and launched a similar tool for tracking accessibility work Continued and grew official City of Salem accounts on Facebook, Twitter, LinkedIn, and Instagram Continued implementation of SeeClickFix work order and CRM tool for City workers Continued service for 3-1-1 services across City teams Updated online Snow Emergency webpage with maps, guides, contact information, and other resources Continued Imagine Salem visioning initiative in anticipation of the 400th Anniversary in 2026 and adopted Signature Parks initiative Public Improvement Initiatives Continued advocacy for South Salem MBTA commuter rail station Working with community stakeholders developed next round of City CPA applications Oversaw disposition of vacant state court buildings to ensure historic pres- ervation and productive reuse for the community Launched on-demand “Salem Skipper” City shuttle service and community car pilot program Oversaw repaving of multiple City streets Continued study on future options related to the DPW building and the Transfer Station site Continued work on improvements to Bertram Field, Forest River Park and Salem Willows Finished first phase of improvements to Gallows Hill Park and began plan- ning for Mansell Field remediation Launched complete streets project to improve Bridge Street/Boston Street area and finalized plans for Essex Street project Continued design phase for Boston Street Roadway Improvement Project Worked with MassDOT on design phase of upgrades to Route 107/Highland Avenue Continued neighborhood traffic calming program Cleaning of storm water/sewer siphons, completion of planned leak detec- tion and valve exercising to address water infrastructure challenges Continued planning for second phase of Canal Street flood control project and associated impacts Continued planning and installation of bicycle infrastructure and for the launch of Blue Bikes Salem Continued Salem PowerChoice electrical aggregation program, saving Salem residents on their electric bills and reducing the community’s carbon footprint Other Accomplishments Continued to advance the licensure of recreational cannabis establish- ments in Salem in a fair, transparent, and objective process Supported job creation and retention through private business expansion and job readiness programs Continued implementation of the Point Vision and Action Plan, Salem for All Ages Plan, Historic Preservation Plan, Public Art Master Plan, and Open Space and Recreation Plan Co-chaired participation in the By All Means education initiative through Harvard’s Graduate School of Education and continued the Our Salem, Our Kids initiative Continued chairing the Salem Children’s Cabinet Continued Mayors for Equality to combat discrimination against individuals Continued efforts to support and grow Mack Park Food Farm and other food security, urban agriculture, and healthy eating initiatives Continued Salem Safe Routes to Schools initiative with project supporting the Bates Elementary School community Continued Innovation North technology consortium and initiative Worked with Salem Chamber of Commerce and Main Streets to organize and promote the Salem Farmers Market and other community and busi- ness events Managed safe and successful Haunted Happenings Kicked off the harbor planning process and convened Harbor Plan Commit- tee Continued preservation planning around Broad Street Cemetery and com- pleted preservation project at Charter Street Cemetery, including launch- ing new Charter Street Cemetery Welcome Center in partnership with PEM Received numerous grants for programs, public safety, recreation, parks and playgrounds, transportation and infrastructure needs, historic preser- vation, planning, energy initiatives, and more Worked with City Clerk to promote complete count efforts for the 2020 Census ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 442 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Submit balanced City budget on schedule Yes Yes Yes Yes Yes Total constituent contacts to office 1,839 1,855 2,123 1,723 1,855 Average business days to respond to constituent contact 0.25 0.35 0.33 0.25 0.35 Percentage of constituent contacts acknowledged on same business day 90% 90% 89% 91% 90% Average business days to close constituent contact 0.32 0.66 0.54 0.4 0.5 SeeClickFix: ìOtherî issues closed out 663 634 782 687 634 Board vacancies at end of FY 5 4 32 11 11 Board appointments and re-appointments 75 66 84 64 66 News and announcements subscribers 9,229 9,400 9,569 9,622 9,700 All salem.com subscribers 41,731 41,800 42,100 42,175 42,200 CodeRED registered phone numbers 39,270 40,000 41,125 41,130 41,150 CodeRED registered email addresses/texts 11,256 11,300 11,350 11,355 11,400 Mayorís social media followers 24,335 25,544 25,670 - - City of Salem Twitter followers 2,596 2,700 2,720 2,890 2,900 City of Salem Facebook page followers 5,363 5,400 6,900 10,241 10,250 City of Salem Instagram followers 3,072 3,100 3,225 3,230 3,240 New Resident Guides sent out 614 593 593 Salem for All Ages Task Force meetings 12 11 11 12 12 NIAC meetings 12 12 12 10 12 SSUNAC meetings 2 2 2 2 2 Youth Commission meetings 12 12 2 2 12 Contracted Services 17.42% Dues And Sub 2.60% Salaries-Full Time 78.32% Other 1.66% ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 443 Scholarship & Education Committee meetings 11 11 10 9 11 Trust Fund Commissioners Board meetings 12 11 11 12 12 Harbor Port Authority meetings 12 12 12 12 12 Constable appointments processed 6 8 6 8 8 Banner applications processed 32 40 32 38 40 Notarizations completed 40+__ 42 44 44 44 Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 444 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Mayor - Personnel 11211 5111 Salaries-Full Time 382,688 407,302 447,477 454,903 455,487 449,498 449,498 2,021 0.45 11211 5113 Salaries-Part Time 39,297 0 0 0 0 0 0 0 0.00 421,985 407,302 447,477 454,903 455,487 449,498 449,498 2,021 0.45 Mayor - Expenditures 11212 5305 Accounting And Audit 55,800 23,000 71,800 132,220 0 0 0 (71,800) (100.00) 11212 5320 Consult/Contracted Services 61,079 72,854 100,000 70,690 100,000 100,000 100,000 0 0.00 11212 5381 Printing And Binding 26 1,412 1,500 2,130 1,500 1,500 1,500 0 0.00 11212 5421 Office Supplies (Gen 1,516 4,527 5,000 4,370 5,000 5,000 5,000 0 0.00 11212 5710 In State Travel/Meetings 1,246 1,205 3,000 3,000 3,000 3,000 3,000 0 0.00 11212 5730 Dues And Sub 14,040 11,082 14,900 19,900 14,900 14,900 14,900 0 0.00 11212 5780A A Other Expenses Covid 19 24,279 8,764 0 0 0 0 0 0 0.00 157,986 122,845 196,200 232,310 124,400 124,400 124,400 (71,800) (36.60) Department Total 579,971 530,147 643,677 687,213 579,887 573,898 573,898 (69,779) (10.84) ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 445 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 MOTA JULIO Constituent Serv/ Latino Coord 12/13/2022 68,938.97 1,320.67 1.00 1 100% 68,675 68,675 68,675 PANGALLO DOMINICK Mayor 1/1/2006 150,577.16 2,023.57 1.00 1 100% 150,000 150,000 150,000 Chief of Staff 3/18/2013 105,630.51 - 1.00 1 100% 105,631 105,631 105,631 Executive Secretary 1/1/2006 75,002.00 1,508.66 1.00 1 100% 77,864 77,864 77,864 Constituent Serv/Sp Proj Asst 10/19/2016 47,328.38 - 1.00 35 100% 47,328 47,328 47,328 11211-5111 447,477.02 5.00 Total Full Time 449,498 449,498 449,498 447,477.02 5.00 Department Total 449,498 449,498 449,498 General Fund FTE Full-Time Equivalent Employees: FY2022 5.00 FY2023 5.00 FY2024 5.00 Variance FY 24 v. FY23 0.00 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount Cherol Virginia Mayor’s Office Salem 400th Salem 400th Coordinator Hr 35/hour Stewart Lorelee Mayor’s Office ARPA Neighborhood Stability Coordinator 1.00 70,000.00 ---PAGE BREAK--- Departmental Budgets Mayor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 446 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11212 Mayor-Expenses 5305 Accounting And Audit Annual City audit (AFCR, Retirement System, and federal Single Audit) 61,800 0 0 0 Comprehensive Annual Financial Report filing fees 5,000 0 0 0 Retirement Board Audit 5,000 0 0 0 5305 Accounting And Audit Total 71,800 0 0 0 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 5,000 5,000 5,000 5,000 5421 Office Supplies (Gen Total 5,000 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 3,500 3,500 3,500 3,500 Welcoming America membership dues 1,500 1,500 1,500 1,500 5730 Dues And Sub Total 14,900 14,900 14,900 14,900 11212 Mayor-Expenses Total 196,200 124,400 124,400 124,400 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 City Council City Council Mission Statement Why We Exist As Clerk of the City Council attends all regular, special, emergency, executive sessions and public hearing meetings. Serves as the parliamentarian. Provides quality administrative support to the Council. Prepares agendas and backup documentation for the Council and the public by posting all documents online. Records the action taken by the City Council at meetings, records roll call votes. Processes all actions taken the following day by backing the inside and outside of Council matters following through on actions needed such as the adver- tising of all ordinances as required by City Charter, preparing all documents necessary to be sent to the Mayor for their signature, forwarding the appro- priate documents to proper departments and agencies. Takes notes at the meeting, then prepares and post minutes online as well as hard copies in our minutes books. Indexes all minutes. Schedules all Council Subcommittee meetings, sends invitation to invitees, and post meetings in accordance with the Open Meeting Law. Prepares the paperwork for the subcommittees and post minutes online . Goals and Objectives Continue to work with Civic Plus to learn their agenda software and then put into practice To research ways for the City Council meetings to be translated into Spanish at real-time Review ordinances pertaining to licenses/permits/applications to see if any need updating to reflect current times, changes and to speed up the licens- ing time frame. Continue to work with IT and SATV to tweak issues regarding hybrid meet- ings To continue to restore and repair Council Furniture. Second Life has submit- ted a proposal to restore additional chairs and tables in the Council Cham- bers used by the public. To preserve older Council Books by having them rebound and re-stitched if necessary. Researching the ability to add the City Council sub-committee meetings audio recordings to the website. Continue to send all Ordinances to Municipal Code as they are passed so the website reflects the most up to date information. Keeping up to date on all Council Meeting Minutes. How FY 2024 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. Embrace Technology and professionalize city services. To have the ability for City Council meetings to be translated/spoken in Spanish in real time reflects our commitment to value diversity To shorten length of time to grant licenses will improve the time involved with processing them and will allow the petitioner to receive their license sooner. This will professionalize our City Services. To be able to tweak issues pertaining to hybrid meetings will allow us to continue embracing technology and upholding professional and ethical standards. To restore the antique furniture in the Council Chambers will bring back the splendor of this room. And will keep the public safe from injuries. Maintaining and Archiving Council Records will preserve them for the future. Adding audio recording of Council & Subcommittee Meetings to our web- site will allow the public to acquire audio own their own. By improving this technology will improve citizen access to information more efficiently and effectively and it embraces technology and professionalizes city services. By continuing to send all ordinances to Municode as they pass, the public and department heads do not have to wait for the hard copies that are only sent once a year. By keeping up to date with posting Council Meetings will allow the public to access the actions taken by Council sooner than later and meets the sun- shine ordinance requirement. This is up holding professional and ethic standards. Significant Budget & Staffing Changes For FY 2024 No significant budget changes. Councillor Megan Stott elected as Council Pres- ident for the year 2023. Councillor Robert K. McCarthy was elected as Acting Mayor on January 4, 2023 until the final election is certified (mid May 2023). The chairpersons of the following standard subcommittees are: Councillor McClain, Administration and Finance, Councillor Hapworth, Community and Economic Development, Councillor Prosniewski, Government Services, Coun- cillor Morsillo, Ordinances, Licenses and Legal Affairs, Councillor Varela, Public Health, Safety and Environment. Recent Accomplishments First time Reorganizational Meeting had additional subject matters and orders on the agenda due to Mayor Driscoll resigning, Councillors electing an Acting Mayor, the Acting Mayor being sworn in and giving a short speech. Without having past agendas to work off of this, created my own and was told that the meeting went very well and the flow of the meeting was seamless. Swore in Councillor Robert McCarthy as Acting Mayor by giving him the oath. Sign-up to speak for Council Meetings now have a link to go to a form on- line to sign up in addition to signing the roster. Each Councillor now has their own iPad for city business Obtained another laptop to be used solely for the podium to run Council and Subcommittee hybrid meetings without a Councillor having to remember to bring their laptop. Acquired our own Zoom Account so there will be no more issues with find- ing availability on Zoom ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 448 Gave training to all committee chairs on the technical side on how to run a hybrid meeting using the equipment Reorganized Council Records in the upstairs and downstairs vault for easier accessibility. All tracking forms and council matters referred to committee are in the shared drive Up to date on all Council Meeting Minutes Up to date on sending SATV the zoom subcommittee videos to put on their YouTube page. ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 449 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Public Guide 153 165 185 170 175 Second Hand Valuable 11 13 10 6 6 Secondhand Clothing 3 4 3 2 3 Taxi Operators 86 119 100 90 95 Taxi-Cab Licenses of cars) 39 50 3 Limousine License (#of Companies) 3 6 48 50 55 Vehicle for Hire 8 15 6 6 6 Vehicle for Hire Operators 14 17 14 39 40 Drain layer/Contract Operator 45 43 40 43 44 Junk Dealer 1 1 2 1 1 Pawnbroker 1 1 1 1 1 Sea worm License 4 8 7 2 3 COUNCIL RECORDS PROCESSED 551 770 765 780 700 # of Meetings 29 28 33 29 26 Ordinances adopted 10 14 18 17 20 Zoning Ordinances 0 5 1 2 3 Traffic Ordinances 38 40 25 30 32 Advertising 14.79% Printing And Binding 8.46% Salaries-Full Time 70.46% Software Support/Enhancements 4.81% Other 1.48% ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 450 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change City Council - Personnel 11111 5111 Salaries-Full Time 160,278 167,300 170,700 170,700 178,700 178,700 178,700 8,000 4.69 11111 5150 Fringe/Stipends 0 0 0 4,000 0 0 0 0 0.00 160,278 167,300 170,700 174,700 178,700 178,700 178,700 8,000 4.69 City Council - Expenditures 11112 5306 Advertising 31,144 68,681 27,500 34,674 37,500 37,500 37,500 10,000 36.36 11112 5381 Printing And Binding 12,067 20,196 19,400 19,400 21,457 21,457 21,457 2,057 10.60 11112 5421 Office Supplies (Gen 3,515 189 250 261 250 250 250 0 0.00 11112 5520 Software Support/ Enhancements 0 12,630 12,200 22,607 12,200 12,200 12,200 0 0.00 11112 5710 In State Travel/Meetings/ Train 0 0 1,000 1,000 2,500 2,500 2,500 1,500 150.00 11112 5730 Dues And Sub 420 987 500 513 500 500 500 0 0.00 11112 5783 Midterm/Inaugural 70 0 500 500 500 500 500 0 0.00 11112 5846 Renovation & Repairs 0 18,480 0 0 0 0 0 0 0.00 47,215 121,163 61,350 78,955 74,907 74,907 74,907 13,557 22.10 Department Total 207,494 288,463 232,050 253,655 253,607 253,607 253,607 21,557 9.29 ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 451 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 DOMINGUEZ DOMINGO J COUNCILLOR 1/1/2018 15,000.00 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 HAPWORTH TY COUNCILLOR 1/1/2020 15,000.00 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 PROSNIEWSKI CONRAD J COUNCILLOR 1/1/2020 15,000.00 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 MERKL ALICE COUNCILLOR 1/1/2022 15,000.00 288.46 1 AT LARGE 15,000.00 15,000.00 15,000.00 MCCARTHY ROBERT K COUNCILLOR (Acting Mayor) 1/1/2018 15,000.00 288.46 1 WARD 1 15,000.00 15,000.00 15,000.00 WATSON-FELT CAROLINE COUNCILLOR 1/1/2022 15,000.00 288.46 1 WARD 2 15,000.00 15,000.00 15,000.00 MORSILLO PATRICIA COUNCILLOR 1/1/2020 15,500.00 288.46 1 WARD 3 15,000.00 15,000.00 15,000.00 MCCLAIN LEVEILLE COUNCILLOR 1/1/2022 15,000.00 288.46 1 WARD 4 15,000.00 15,000.00 15,000.00 COHEN JEFREY COUNCILLOR 1/1/2022 15,000.00 288.46 1 WARD 5 15,000.00 15,000.00 15,000.00 STOTT MEGAN COUNCILLOR - President 1/1/2020 15,000.00 298.08 Presiden t 1 WARD 6 15,500.00 15,500.00 15,500.00 VARELA ANDREW COUNCILLOR 1/1/2022 15,000.00 288.46 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 - - B 12 4,000.00 4,000.00 4,000.00 SACCO EILEEN BUDGET CLERK 700.00 700.00 B 1 700.00 700.00 700.00 SPORT ROCHELLE NEW - MINUTE TAKER 4,000.00 4,000.00 4,000.00 4,000.00 11111-5111 170,700.00 0.00 Total Full Time 178,700.00 178,700.00 178,700.00 170,700.00 0.00 Department Total 178,700.00 178,700.00 178,700.00 General Fund FTE Full-Time Equivalent Employees: FY2022 0.00 FY2023 0.00 FY2024 0.00 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 452 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 0 0 0 Salem Evening News - Charter and M.G.L. mandated ordinance and joint public hearing advertising. Expense unpredictable due to adoption of all traffic, zoning and general code of ordinances and Bond Orders. Have no control over ordinances brought in by other departments 0 37,500 37,500 37,500 5306 Advertising Total 27,500 37,500 37,500 37,500 5381 Printing And Binding Annual fee of ordinances and online hosting 0 17,057 17,057 17,057 Bond paper for minutes, binders, binding of minutes ($1,000) 0 1,000 1,000 1,000 City Manual printing costs $3,000.00 Government cards (printed in-house) minimal cost for cardstock. 0 2,000 2,000 2,000 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 0 0 0 Government cards (printed in-house) minimal cost for cardstock. Printing City Manuals ($2,000 for 300 or $3,000 for 500) 2,000 0 0 0 last year’s fees for supplements, online download and online maintenance $14,000) 15,000 0 0 0 Stationery and envelopes ($1,000). Municipal Code Ordinances - hardcopy and online download* Municipal Code Zoning Ordinances - hard copy and online download* Municipal Code Traffic Ordinances - hard copy and online download* * Due to increase in MuniCode pricing and Increase in Ordinances amended/created. 1,000 1,000 1,000 1,000 5381 Printing And Binding Total 19,400 21,457 21,457 21,457 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) 12,200 12,200 12,200 12,200 5520 Software Support/Enhancements Total 12,200 12,200 12,200 12,200 5710 In State Travel/Meetings/Train 1,000 2,500 2,500 2,500 5710 In State Travel/Meetings/Train Total 1,000 2,500 2,500 2,500 ---PAGE BREAK--- Departmental Budgets City Council FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 453 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 [PHONE REDACTED] Midterm/Inaugural Programs, flowers, etc. 500 500 [PHONE REDACTED] Midterm/Inaugural Total 500 500 500 500 11112 City Council-Expenses Total 61,350 74,907 74,907 74,907 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 and knowledge of state and local laws. The City Clerk holds department head status, and serves as the custodian and keeper of the City Seal and city records. The City Clerk is the official supervisor of the recording and reporting of vital records, including births, deaths and marriages. These records are processed, indexed, preserved, corrected, certified, and administered by the City Clerk’s Office. The City Clerk’s Office issues all permits and licenses in accordance with State Laws and Ordi- nances, such as marriage intentions, marriage licenses, certified birth, death and marriage certificates. dog licenses, business certificates, yard sale permits and inflammables. The City Clerk administers the oath of office to elected and appointed City officials for all City Departments, Boards and Commissions and attests all official documents of the City with the City Seal. In addition, other duties and responsibilities under the City Clerk include disseminating the annual conflict of interest law and on-line ethics training, maintaining and processing non-criminal citations, and time- stamping and posting meeting notices from all departments on the bulletin board. Other responsibilities include filing city contracts, Planning Board and Zoning Board of Appeals peti- tions, decisions and notices of appeals. The City Clerk’s office provides profes- sional and courteous customer service either by phone, email or in person. Goals and Objectives To allow more payments for permits, licenses and non-criminal fines to be made on-line in order to offer alternative methods of payment. To translate more forms into Spanish. Encourage my staff to take advan- tage of the Spanish classes offered by the city. And to have a Virtual Trans- lator available when needed To encourage residents to register their dog by using the new on-line pro- gram to increase the number of dogs to get registered For staff and myself to attend City Clerk meetings, conferences and webi- nars in order to keep up with state changes, learn best practices, and to network with other city and town clerks. To learn how to use all the features on the new State Ethic’s Commission on-line program Continue to advocate for repairs to City Clerk’s offices i.e., painting, rugs, ceilings, walls, etc. Purging of additional records per MA retention laws To continue to update our website with information and forms. Continue to provide courteous and accurate information to customers. How FY 2024 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals By adding more on-line payments to our city page i.e. non-criminal fines and other permits and licenses will allow the public to pay at their conve- nience by not having to come downtown and park or if they work the same hours as we are open. This will allow us to modernize and embrace tech- nology and continue to offer professional city services. By translating more forms into Spanish will allow customers to fill out paperwork easier and on their own. This reflects our commitment to our diversified community. Taking Spanish classes will allow my employees to assist and communicate with customers who do not speak or understand English. Having a virtual translator available for the office to use when nec- essary . This reflects our commitment to our diversified community and make customers more comfortable to visit City hall. At the same time this will embrace technology and provide professional services. By implementing the new dog friendly licensing software, residents will be able to register their dog on their own time, as well as reducing the time the staff will have to spend in inputting the information manually. A resi- dent may also come to our office and use our kiosk or if unable to we will still have the ability to register the dog for them. The goal by promoting and using this the new software is to increase the number of dogs that will be registered in our community. The Dog Officer will also have the ability to access the program and to look up names and addresses to see if dogs are registered. Since birth and death records are issued from the State’s Virtual Informa- tion Processing System, we must keep up with any changes in order to implement them. Having fellow colleagues to call when the State is not available, is very helpful. Attending workshops regarding vitals, inflamma- bles and even first amendment audits are valuable. This will allow us to continue our professionalized services to customers and uphold ethical standards. The new online program will allow for easier individuals to check on their status and will allow me to send email reminders and to view who has not completed their training which is required by State Law. Since this pro- ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 456 grams is available in 4 languages it values are inclusive and diversified work force and also allows us to embrace technology and uphold profes- sional and ethical standards. By repairing, painting and upgrading the offices will make the rooms healthier and safer for the employees. It will also improve their morale which in turns will increase their productivity. It will also reflect on our pro- fessional city services when customers come into our office. Many custom- ers have commented on the poor condition of our rooms. Purging of materials no longer needed will increase space needed. Increasing accessible information on the website will allow the public to search and obtain information quicker. This will uphold professional city services and embrace technology. Continuing to provide excellent customer service will allow us to serve the public quickly and efficiently while providing correct information which will continue to professionalize city services. Significant Budget & Staffing Changes For FY 2024 No significant budget and staffing changes Recent Accomplishments Signed up in a timely matter to became the Local Administrator to the New State Ethic’s Commission On-Line Program for the Annual Conflict of Inter- est Summary Law and on-line ethics training. Currently those cities and towns that have not signed up will to wait. The City Clerk’s Office launched a new easy to use on-line dog software pro- gram. This system will allow for residents to license their dogs and pay on- line with ease. This new program will reduce the time my staff will need to process and mail the dog licenses. Having one of our pipes and plaster on the wall fixed after decades of dete- rioration ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 457 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Copies of vital records 8000 9000 9500 9800 9600 Birth records recorded 1418 1550 1272 1225 1250 Death records recorded 663 550 660 625 650 Marriage Licenses 427 340 435 430 440 Affidavits of vital records 90 95 105 107 110 LICENSES Dog Licenses 2500 3000 2100 2200 2250 Business Certificates 283 320 287 300 310 Yard Sale permits 50 100 107 111 115 Salaries-Full Time 95.09% Other 4.91% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 458 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change City Clerk - Personnel 11611 5111 Salaries-Full Time 295,053 311,772 329,054 330,058 346,249 346,249 346,249 17,195 5.23 11611 5131 Overtime (General) 3,640 3,915 4,000 4,000 4,000 4,000 4,000 0 0.00 298,693 315,688 333,054 334,058 350,249 350,249 350,249 17,195 5.16 City Clerk - Expenditures 11612 5242 Office Equipment Rep 750 0 750 750 750 750 750 0 0.00 11612 5381 Printing And Binding 2,397 5,893 3,400 5,442 3,400 3,400 3,400 0 0.00 11612 5421 Office Supplies (Gen 2,773 1,302 1,500 1,502 1,500 1,500 1,500 0 0.00 11612 5450 Archival Supp & Equi 1,581 2,883 4,500 4,500 4,500 4,500 4,500 0 0.00 11612 5509 Dog Licenses 615 609 1,000 1,000 3,420 3,420 3,420 2,420 242.00 11612 5730 Dues And Sub 0 300 300 300 300 300 300 0 0.00 8,117 10,988 11,450 13,494 13,870 13,870 13,870 2,420 21.14 Department Total 306,810 326,676 344,504 347,552 364,119 364,119 364,119 19,615 5.69 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 459 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 FISHER MAUREEN ASST CITY CLERK 9/21/2012 64,563.25 1,281.19 1.00 1 100% 66,622 66,622 66,622 SIMONS ILENE CITY CLERK 9/5/2000 110,200.10 2,114.43 1.00 1 100% 109,950 109,950 109,950 AFSCME 154,290.31 3.00 Total AFSCME 1818 169,677 169,677 169,677 11611-5111 329,053.66 5.00 Total Full Time 346,249 346,249 346,249 OVERTIME 4,000.00 4,000.00 4,000 4,000 4,000 11611-5131 4,000.00 Total Overtime 4,000 4,000 4,000 PART-TIME $17.00/HR 0.50 19 - 333,053.66 5.00 Department Total 350,249 350,249 350,249 General Fund FTE Full-Time Equivalent Employees: FY2022 5.00 FY2023 5.00 FY2024 5.00 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New SACCO KRISTEN ASST REGISTRAR 6/1/ 2021 2 51,294.93 1.00 1,088.56 56,605.12 3 6/1/ 2023 56,605.12 56,605.12 56,605.12 TEJEDA LILLIBETH ASST REGISTRAR I/II 5/14/18 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 LAPOINTE AIMEE ASST REGISTRAR I 7/12/ 2021 2 49,971.14 1.00 1,027.27 53,418.04 2 7/12/ 2022 2.00 50.20 56,466.42 56,466.42 56,466.42 154,290.31 3.00 166,628.28 169,676.66 169,676.66 169,676.66 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 460 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 0 0 0 Marriage Software = $2,000.00 Book Binding (Index/Birth/Death/Marriage), Marriage Return Envelopes, City Clerk Envelopes, City Clerk Stationary, dog license inserts for census mailing ($1,400.00) 0 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 3,000 dog tags = $1,000.00 Dog Software = $2,420.00 0 3,420 3,420 3,420 National Band and Tag for dog tags (3000 tags), Maintenance for Dog Software 1,000 0 0 0 5509 Dog Licenses Total 1,000 3,420 3,420 3,420 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 11,450 13,870 13,870 13,870 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 461 Elections & Registrations Mission Statement Why We Exist The City Clerk serves as the Chief Election Official for the City of Salem and also serves as a member of the Board of Registrars of Voters. The City Clerk is dedi- cated to protecting the integrity of the electoral process in accordance with federal, state and local laws and to conduct secure elections. The Elections Department prepares all materials necessary to run an election including printing voter lists, appropriate rosters for inactive voters, paperwork and supplies for provisional ballots, legal notices that must be posted and providing write-in and hand count tally sheets for the end of the night. Conducts yearly training for poll workers to refresh their memory and to update them on any changes in laws or procedures. The Election’s Office main- tains accurate voter registration records, by registering new voters, changing voter’s address or party affiliation, deleting voters when permitted, and inacti- vating others when necessary. Also organizes the set-up of precincts and maintains handicapped accessibility of all voting locations. We are also responsible for the mass mailing of the annual city census and notifying non- respondents with voter confirmation cards. The Election’s Department issues nominations papers to local candidates, certifies signatures of voters signing nomination papers and initiative petitions for ballot questions. Goals and Objectives To 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 newest equipment were held. Working on an RFP with the Procurement Manager for publication soon. This is to uphold Professional and Ethical Standards and Embrace Technology. To purchase end of night software and to lease a high-speed scanner to use for Early Deposit and on Election Day to tabulate mail in ballots, especially since Vote by Mail became permanent. This is to Professionalize City Ser- vices and embrace technology ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 462 To add one additional full-time employee to the Election’s Office. This is needed to continue professional city services, uphold our professional standards and to value diversity. Continue recruiting new poll workers including bilingual and student age groups by working with the Supt. of Schools, Youth Build, and other organizations. This is to Value Diversity and to maximize professional ser- vices to the city. Continue Training for poll workers by using various scenarios to keep their interest i.e. mock elections, separate trainings for Wardens/Clerks/Asst. and Inspectors/Translators. To eventually produce a poll worker training videotape. This is done to uphold Professional and Ethical Standards. Continue to meet with the following organizations: LLC, WLV, SSU Civic Engagement and Commission on Disabilities and to continue meeting and improving on ADA compliance, diversity, and non-English speaking resi- dents and voters. To value diversity and uphold our professional city ser- vices. To conduct additional voter training & education, as well as, holding voter registration drives at the high school and other locations. this will continue to professionalize city services and to value diversity To make our voter database as accurate as possible by finding ways to increase the return of City’s Annual census forms, by more advertising, and possible doing a second mailing if budget allows. This is to uphold profes- sional and ethical standards. To attend more Naturalization Ceremonies in person when they occur in Salem. This shows how much we value diversity and professionalize our city services. Continue to purge certain documentation per retention schedule. By fol- lowing the retention schedule we are upholding ethical standards. How FY 2024 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 almost 30 years old and which are no longer being produced. Purchasing new reporting software will allow for the City’s results to be generated faster and upgrade the way they are presented to the public. To lease a high speed scanner will be beneficial to process vote by mail ballots quicker and would not have to be sent to each precinct. Since the new voting laws which include vote by mail ballots, the volume of work has increased exponentially. By adding an employee will allow more work to be done in house and will be more cost effective than hiring seasonal employees. Working collaboratively with outside organizations to recruit and mentor student aged poll workers will help foster relations in the hopes this age group stays for future elections and become our future Wardens and Clerks. Producing online poll worker training documents and/or video will free up time for me and my staff to not have to organize a date and to run a train- ing course and it will allow poll workers to access the training when conve- nient to them. Positive Working Relationships with outside organizations will lead to bet- ter communication, feeling of inclusivity, less tensions, and to learn how to better realize and accommodate the needs of people with disabilities. The objective to hold voter education and registration drives outside of the office is to increase voter turnout, teach the voters the process of voting and why things are done a certain way, and to also give a face and positive image to the Election’s Office. By increasing the number of census forms returned will keep our voter database as accurate as possible. A blank census form has been placed on- line in case a household has not received theirs. Continue to attend the Naturalization Ceremonies at the Settlement House. First, it’s an amazing ceremony to be part of and you get to help brand new US citizens register to vote. Purging paper, documents, forms, etc. will give us much needed space to retain the increased paperwork due to VBM and other documents that are required to be retain. Significant Budget & Staffing Changes For FY 2024 Seeking one full-time Assistant Registrar - Step 1 Recent Accomplishments The State Primary and General Elections were held on September 4, 2022 and November 7, 2022 without incident. Many of the temporary election law provisions passed in July of 2020 became permanent on DATE including Vote By Mail Ballots. The Election’s Office mailed 4,777 ballots for the September 2022 Primary and 7,461 bal- lots for the November 2022 Election. In-Person Ealy Voting is another permanent change for State Elections. We held seven days straight of In-Person Early Voting for the September Primary from Saturday, August 27, 2022 through Friday September 2, 2022. During this time 660 voters came in person to vote early. The four- teen (14) days straight of In Person Early Voting tor the November 7, 2022 Election was held from Saturday, October 22, 2022 through Friday, Novem- ber 4, 2022. During this time 1,228 voters voted early. The In-Person Early Voting was held in the large conference room at the City Hall Annex, 98 Washington Street. Since Salem is unique when it comes to October, I also set up a second in-person early voting location at the Salem High School during the last weekend in October due to Halloween in Salem. 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. Since the DOJ designated Salem to provide Election Related Material in Spanish including ballots, signs, and forms, the transition was made easily due to having most material already in Spanish. However new signs had to be ordered to match the English signs we place at the polling locations. Took part in a zoom meeting with DOJ for more clarity. DOJ visited all 14 precincts during the November 2022 election. While at Ward 5, the DOJ represented came in for their visit and I was able to demonstrate to them how our new virtual poll worker program works. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 463 Once of the Spanish speaking DOJ representative spoke Spanish to one of the third party translators. These State Elections were the first time having dual language ballots, which are printed by the State. The State Final Election was the first time Salem had a ballot consisting of 2 cards. I added a note on bright paper with each ballot mailed (in English and Spanish) to inform the voter there were 2 cards and each were double sided and to return both cards when mailing back. With this note along with notifications on the website, robo- calls sent , emails, texts to voters regarding the 2 cards most voters returned both cards and the precinct workers handled depositing 2 cards without difficulty. Worked with the Supt. of Schools and bilingual teachers to start a mentor- ing program with bilingual students to work on election day to provide translation if necessary and to learn the election process. Five students were recruited for this and al 5 want to work in 2023. Worked on a Home Rule Petition with the City Solicitor to change Ch. 445 of the Acts of 1960 as well as Sec. 59A of the Charter due to the fact that Mayor Driscoll was running for Lt. Governor of the State of Massachusetts Since Mayor Driscoll was elected Lt. Governor, a Special Election by Charter has to take place. First a Home Rule Petition had to be created and approved by Council and the State to make some needed changes. Working with our Solicitor and KP Law the HRP was approved on Governor Bakers’ last day of office. Two dates for a Special Election, to fill the vacancy of the Mayor for the remainder of her term, had to be determined. These dates are March 28, 2023 for the Special Preliminary Election and May 16, 2023 for the Special Final Election. ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 464 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 ELECTIONS (based on month of Nov.) # Registered Voters 30,691 32,498 33,217 32,500 33,210 # of Voters who voted 8,116 24,500 16702 19,000 24,000 % of Voters who voted 26% 74% 50% 58% 73% CENSUS Census forms mailed out and processed # of New Registered Voters 3695 2730 2475 2500 # of Absentee Ballots Processed 534 831 121 200 550 # VBM Ballots Mailed 16092 2114 7461 8000 16500 # of In-Person Early Voting 5338 868 1228 900 5500 Voter Confirmation Cards Sent 6548 8875 8500 8000 Overtime (General) 2.30% Printing And Binding 9.20% Salaries-Full Time 58.67% Seasonal Labor 20.44% Voting Machine Servi 8.27% Other 1.12% ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 465 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Elections & Registrations - Personnel 11621 5111 Salaries-Full Time 113,680 119,564 122,698 122,698 178,856 178,856 178,856 56,158 45.77 11621 5113 Salaries-Part Time 6,893 6,751 16,861 16,861 24,700 0 0 (16,861) (100.00) 11621 5118 Seasonal Labor 0 41,649 62,320 128,206 94,000 62,320 62,320 0 0.00 11621 5131 Overtime (General) 5,000 8,164 7,000 24,428 14,000 7,000 7,000 0 0.00 125,573 176,128 208,879 292,192 311,556 248,176 248,176 39,297 18.81 Elections & Registrations - Expenditures 11622 5242 Office Equipment Rep 405 280 500 500 500 500 500 0 0.00 11622 5280 Polling Place Rent 0 0 300 0 300 300 300 0 0.00 11622 5306 Advertising 0 1,300 1,600 0 1,600 1,600 1,600 0 0.00 11622 5309 Pollworkers 44,353 0 0 0 0 0 0 0 0.00 11622 5381 Printing And Binding 7,050 21,325 20,000 48,100 41,300 28,050 28,050 8,050 40.25 11622 5386 Voting Machine Servi 21,581 23,214 20,400 20,400 25,200 25,200 25,200 4,800 23.53 11622 5421 Office Supplies (Gen 947 745 1,000 1,300 1,000 1,000 1,000 0 0.00 74,336 46,864 43,800 70,300 69,900 56,650 56,650 12,850 29.34 Department Total 199,909 222,991 252,679 362,492 381,456 304,826 304,826 52,147 20.64 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 466 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 BARTON CHARLES BD REGISTRAR CHAIRMAN 9/17/2008 700.00 750.00 B 4 700 700 700 BATES DONALD BD REGISTRAR MEMBER 3/22/00 750.00 700.00 B 4 750 750 750 SIMONS ILENE CLERK OF BOARD 9/5/2000 1,600.00 1,600.00 B 12 1,600 1,600 1,600 SIMONS ILENE BD REGISTRAR MEMBER 9/5/2000 700.00 700.00 B 12 700 700 700 PINEROS SHIELDS ALEXANDRA BD REGISTRAR MEMBER 11/19/2020 700.00 700.00 B 4 700 700 700 SPORT ROCHELLE ASSISTANT CITY CLERK 9/26/2000 65,223.70 1,274.49 1.00 1 100% 66,273 66,273 66,273 AFSCME 53,024.24 2.00 Total AFSCME 1818 108,132 108,132 108,132 11621-5111 122,697.94 3.00 Total Full Time 178,856 178,856 178,856 VACANT PT Election Clerk 8/6/18 16,860.60 323.00 P 19 100% 24,700 - - 11621-5113 16,860.60 0.00 Total Part Time 24,700 - - OVERTIME 7,000.00 14,000 7,000 7,000 11621-5131 7,000.00 3.00 Total Overtime 14,000 7,000 7,000 Seasonal Poll Workers 62,320.00 94,000 62,320 62,320 Training 140 p/w @$50 In-Person EV for 2 Weeks - non reimbursable 3 Scheduled Elections Sept & Nov ’23 and March ’24 avg of $25K/election 11621-5118 62,320.00 Total Overtime 94,000 62,320 62,320 208,878.54 3.00 Department Total 311,556 248,176 248,176 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 467 General Fund FTE Full-Time Equivalent Employees: FY2022 2.50 FY2023 2.50 FY2024 3.00 Variance FY 24 v. FY23 0.50 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New AYUBE ALEXANDER ASST REGISTRAR 2/19/ 2019 2 53,024.24 1.00 1,015.79 56,604.64 3 56,604.64 56,604.64 56,604.64 NEW ASST REGISTRAR 7/1/ 2023 1.00 51,527.84 51527 .8 51,527.84 51,527.84 51,527.84 53,024.24 2.00 108,132.48 108,132.48 108,132.48 108,132.48 ---PAGE BREAK--- Departmental Budgets City Clerk FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 468 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 1,600 1,600 1,600 1,600 5306 Advertising Total 1,600 1,600 1,600 1,600 5381 Printing And Binding Printing of Annual Census Forms - $9,300 Annual VCC cards - $3,000 Annual Poll Books - $2,500 printing of ballots for 2 city elections Early Voting Ballots - $13,250 Official Ballots - $13,250 0 41,300 28,050 28,050 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 20,000 0 0 0 5381 Printing And Binding Total 20,000 41,300 28,050 28,050 5386 Voting Machine Servi Poll Pad Maintenance - $4,200 Tabulator Maintenance - $4,800 Coding/programming for 16 tabulators and 14 Automarks - $5,600 Translation Services - $1,800 Election day coverage - $2,800/election X 3 elections for FY24 = $8,400 Election Supplies- special ribbons, ink, electrical cords, adapters, paper rolls, Toner for State Printer, paper for voting lists - $400 0 25,200 25,200 25,200 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 20,400 0 0 0 5386 Voting Machine Servi Total 20,400 25,200 25,200 25,200 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 43,800 69,900 56,650 56,650 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Assessor Assessors Mission Statement Why We Exist The duties and responsibilities of the Assessing Department remain essentially the same from year to year. The Assessors are required by Massachusetts General Law to value all real and personal property as well as prepare tax- billing commitments for both motor vehicle and boat excise tax. The Assessing Department team assists with customer inquiries when they call, email or come into the office as well as with our daily routine onsite inspections for the purposes of the state mandated cyclical inspections, building permit inspec- tions and sales verification inspections to name a few. The Assessing Depart- ment also receives and processes a few hundred exemption and tax abatement applications. The office is open to the public and the staff is required to maintain the extensive databases needed to accomplish its mission. Goals and Objectives To establish tax assessed values for Fiscal year 2024 on all Real and Per- sonal Property that meet or exceed the standards of uniformity and equity established by the Commissioner of Revenue. Ensure that every effort is made to make taxpayer’s dealings with the Assessing Department pleasant and efficient. To enhance the Assessors’ portion of the City of Salem website with more online information available to the public. Continue to utilize the new software which indicates growth used in the calculations during the tax rate hearing. Continue our close working relationship with the Council on Aging to enhance the awareness of the Work Off program and existing exemptions available to our senior and low income population. To have our FY2024 valuations certified by the end of September and be prepared to have our classification hearing by November. How FY 2024 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Assessing Department continues to work closely with the Council on Aging and other departments to spread the awareness of all tax exemp- tions and programs geared toward helping the elderly and low-income population. The Assessors seek to continue providing updated information to the public via our enhanced section of the Salem website. Producing high quality work and implementing and conducting an aggres- sive database maintenance program remain our principal tasks. Since these elements are essential in maintaining the level of professionalism expected by Department of Revenue, the City and the public at large, it is the primary objective and continuous goal of the Department to achieve both. The Assessing Department plans to digitalize maps, documents, applica- tions and forms as to keep up with modern means of accessing and retain- ing nonpublic and public requests and entries in accordance with the Public Record Laws. Foreseeable use of cutting-edge software and online databases will help utilize the staff more efficiently and will provide the City with a return on investment in the form of growth and transparency. Significant Budget & Staffing Changes For FY 2024 With the staff changes last year, the Assessing Department continues to evolve in our skills and productivity with a budget increase request in the In State Travel/Meetings expenditure for the newly hired Assistant Assessor to pursue his mandatory Massachusetts Association of Assessors designation by attending workshops, courses and meetings. Also, we moved the two programs that were granted to the Assessing Depart- ment from the FY23 CIP funds to our contracted services . Those are: Pushpin parcel change detection software and Nearmap aerial imagery program which in conjunction, helps to collect new growth (new additions and renovations) used in the formulation of the tax rate set at the end of the year. ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 470 Recent Accomplishments With the aforementioned Pushpin and Nearmap programs only, we have managed to collect $22,194.08 in new growth tax dollars so far as of 2/15/ 23. A smooth certification process and classification hearing was completed in December of 2022 for Fiscal Year 2023. We have implemented an annual re-inspection plan to inspect approxi- mately 1,400 properties per year beyond the annual sales verification and building permit inspection already in place in preparation for Department of Revenue 10-year inspection cycle. We are well on our way to accom- plishing this goal with the staff coordination and the inspection process managed by the entire office staff. Our return rate on the Personal Property Form of Lists and the Commercial/ Industrial/Mixed Use property Income and Expense Forms continue to climb with continued outreach by our staff. Online website renovation with additional and thoroughly detailed infor- mation which helps the public with understanding, transparency and trust in the department. ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 471 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Real Estate Billing - Bills done quarterly 13131 13163 13209 13350 *13484 Personal Property Bills- Billing done quarterly 837 798 793 842 *860 Auto Excise (Calendar Year) 35919 36465 35316 *35500 *35855 Boat Excise 1142 1105 1096 1323 *1340 Exemptions 270 344 317 *300 *300 Abatements received 90 67 50 78 *78 Personal Property inventory forms (required by law for abatements) 1000 1000 1000 1000 1000 ABC Forms - Tax exempts (required by law to qualify for status) 80 75 76 78 *78 Income & Expense Statements 1225 1225 1268 1261 *1261 *Estimates Appraisal Services 14.27% Salaries-Full Time 83.20% Other 2.52% ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 472 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Assessors - Personnel 11411 5111 Salaries-Full Time 296,242 265,391 345,052 346,925 363,547 363,547 363,547 18,495 5.36 11411 5150 Fringe/Stipends 5,833 5,187 6,000 6,000 5,000 2,500 2,500 (3,500) (58.33) 302,075 270,579 351,052 352,925 368,547 366,047 366,047 14,995 4.27 Assessors - Expenditures 11412 5308 Contracted Services 54,313 52,909 49,715 49,720 62,365 62,365 62,365 12,650 25.45 11412 5381 Printing And Binding 559 825 2,700 2,448 2,700 2,700 2,700 0 0.00 11412 5421 Office Supplies (Gen 2,113 1,967 2,500 2,778 2,500 2,500 2,500 0 0.00 11412 5710 In State Travel/Meetings 1,355 1,948 2,500 2,500 3,320 3,320 3,320 820 32.80 58,340 57,648 57,415 57,446 70,885 70,885 70,885 13,470 23.46 Department Total 360,415 328,227 408,467 410,371 439,432 436,932 436,932 28,465 6.97 ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 473 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 BOND JAMES ASST ASSESSOR 9/19/2011 68,261.54 1,333.84 1.00 1 100% 70,040 70,040 70,040 HALL JAMES ASST ASSESSOR 65,000.00 1,250.00 1.00 1 100% 65,000 65,000 65,000 DELLORFANO DELINDA BOARD CLERK 4/1/2012 1,500.00 375.00 B 4 1,500 1,500 1,500 JAGOLTA RICHARD BOARD MEMBER 11/5/1998 3,000.00 750.00 B 4 3,000 3,000 3,000 ZELANO CATHERINA BOARD MEMBER 10/24/2019 3,000.00 750.00 B 4 3,000 3,000 3,000 MILLERICK ROBERT BOARD MEMBER 4/1/2014 3,000.00 750.00 B 4 3,000 3,000 3,000 CORTES STEPHEN DIR ASSESSING 10/10/12 98,226.35 2,015.33 1.00 1 100% 104,797 104,797 104,797 AFSCME 106,048.48 2.00 Total AFSCME 1818 113,210 113,210 113,210 11411-5111 348,036.36 5.00 Total Full Time 363,547 363,547 363,547 Certified Assessor Stipends 3,000.00 3,000.00 1 2,000 2,000 2,000 Mileage Reimbursement - Assessors 3,000.00 3,000.00 1 3,000 500 500 11411-5150 6,000.00 - Total Fringe 5,000 2,500 2,500 354,036.36 5.00 Department Total 368,547 366,047 366,047 General Fund FTE Full-Time Equivalent Employees: FY2022 5.00 FY2023 5.00 FY2024 5.00 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New DELLORFAN O DELINDA PRINCIPAL CLERK 12/17/ 2012 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 FELIX GLORIA PRINCIPAL CLERK 03/22/ 1993 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 106,048.48 2.00 113,210.24 113,210.24 113,210.24 113,210.24 ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 474 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11412 Assessors-Expenses 5308 Contracted Services Annual GIS Enhancement contract addition 1,500 0 0 0 Contract assistance with tax bill processing and review of condo sales analysis and evaluation for FY24 0 10,000 10,000 10,000 Contract assistance with tax bill processing and review of condo sales analysis and evaluation for the FY23 9,000 0 0 0 Legal services with ATB cases, representation and appraisal fees. 4,000 0 0 0 Legal services, professional opinions and representation with ATB cases and with TIF/PILOT agreements. 0 3,000 3,000 3,000 Maintenance fee for Patriot Property AssessPro, our CAMA software provider 20,165 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 Posting of Form of List and 3ABC charitable information to the public for local business’ 50 0 0 0 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. 15,000 0 0 0 Software subscriptions to: MLS for the review of sales data, Nearmap Imagery for areal images taken during plane flyovers of the entire city and PushPin software which detects changes in parcels utilizing nearmaps images. 0 9,700 9,700 9,700 Work-plan review by our provider (Patriot) for analysis and valuation with commercial and industrial properties. Start sales analysis and valuation in spring of 2023 for Dept of Revenue five year certification in affect Required for certification. Also 3 DOR mandated appraisals (Muddy River Advisors, LLC) for Salem’s Utility companies: Mass Electric Nationalgrid and New England Power Company. 0 19,450 19,450 19,450 5308 Contracted Services Total 49,715 62,365 62,365 62,365 5381 Printing And Binding Used to pay for binding and printing of tax commitment books, envelopes, assessing forms, letter head and business cards. Budget to pay for the printing of our tax maps = $20 x 52 maps x 2 (two sets), along with additional Street maps, Neighborhood maps, zoning maps. 0 2,700 2,700 2,700 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. 2,700 0 0 0 5381 Printing And Binding Total 2,700 2,700 2,700 2,700 ---PAGE BREAK--- Departmental Budgets Assessor FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 475 5421 Office Supplies (Gen General office supplies as needed. Water, toner and paper. Additional cost Assessors’ inspection equipment. 0 2,500 2,500 2,500 General office supplies as needed. Water, toner and paper. Additional cost for new employee equipment and office reconfiguration 2,500 0 0 0 5421 Office Supplies (Gen Total 2,500 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. 2,500 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, USPAP (uniform standards of appraisal practice), and Assessing Clerk’s meetings. Also additional cost for the MAAO and ECAA dues. 0 3,320 3,320 3,320 5710 In State Travel/Meetings Total 2,500 3,320 3,320 3,320 11412 Assessors-Expenses Total 57,415 70,885 70,885 70,885 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Collector Collector Mission Statement Why We Exist The Collector’s Office serves as the portal for all revenues billed and received by the City of Salem . All bills for Real Estate & Personal Property Taxes, Motor Vehicle Excise Taxes, Personal Property Taxes, Boat Excise Tax, Water and Sewer Bills, Trash fees, City Ordinance tickets, and all other receivables committed by the Board of Assessors are the responsibility of the Collector. Parking tickets are also paid at the Collector’s Office. Upon receipt of a written request and the applicable payment, the Collector’s office will research and produce a Municipal Lien Certificate (MLC). The Collector’s Office also processes Passport Applications. Goals and Objectives Maintain high collection rate. Continue to promote online payment system and continue to provide pub- lic education to increase usage of the system and encourage the e-billing option. Maintain quality service. Continue educating members of the Collector’s Office. Significant Budget & Staffing Changes for FY 2024 The Collector’s office anticipates no significant changes for FY 2024. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 478 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Passports processed 169 307 310 310 310 Municipal Lien Certificates processed 1,780 1,408 930 930 930 Parking Tickets Collected 23,648 35,650 30,000 30,000 30,000 Online Payments Real Estate 7,595 8028 8500 8500 8500 Personal Property 709 625 650 650 650 Water Sewer 16,267 17580 18,000 18,000 18,000 Trash 6,007 6,232 6,500 6,500 6,500 Boat Excise Tax 312 482 500 500 500 Motor Vehicle Excise Tax 15,165 15,552 15,000 15,000 15,000 Printing And Binding 1.54% Salaries-Full Time 95.95% Other 2.51% ---PAGE BREAK--- Departmental Budgets Collector FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 479 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Collector - Personnel 11461 5111 Salaries-Full Time 237,803 248,101 250,791 259,464 267,674 267,674 267,674 16,883 6.73 11461 5131 Overtime (General) 0 789 1,000 1,000 1,000 1,000 1,000 0 0.00 11461 5150 Fringe/Stipends 5,250 3,750 2,000 2,000 2,000 2,000 2,000 0 0.00 243,052 252,640 253,791 262,464 270,674 270,674 270,674 16,883 6.65 Collector - Expenditures 11462 5317 Educational Training 400 664 1,000 1,336 1,000 1,000 1,000 0 0.00 11462 5381 Printing And Binding 3,609 3,594 4,300 4,713 4,300 4,300 4,300 0 0.00 11462 5421 Office Supplies (Gen 2,630 1,836 3,000 3,581 3,000 3,000 3,000 0 0.00 6,639 6,094 8,300 9,630 8,300 8,300 8,300 0 0.00 Department Total 249,692 258,734 262,091 272,093 278,974 278,974 278,974 16,883 6.44 ---PAGE BREAK--- Departmental Budgets Collector FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 480 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CELI BONNIE CITY COLLECTOR 2/01/2004 85,753.80 1,759.43 1.00 1 100% 91,490 91,490 91,490 AFSCME 165,037.61 3.00 Total AFSCME 1818 176,183 176,183 176,183 11461-5111 250,791.41 4.00 Total Full Time 267,674 267,674 267,674 Certified Collector Stipends 2,000.00 2,000.00 2,000 2,000 2,000 RES Parking Sticker Stipend - - - - - Hearing Officer Admin - - - - - 11461-5150 2,000.00 Total Fringe 2,000 2,000 2,000 OVERTIME 1,000.00 1,000.00 1,000 1,000 1,000 11461-5131 1,000.00 Total Overtime 1,000 1,000 1,000 253,791.41 4.00 Department Total 270,674 270,674 270,674 General Fund FTE Full-Time Equivalent Employees: FY2022 4.00 FY2023 4.00 FY2024 4.00 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New MEJIA ARACELIS PRINCIPAL CLERK 4/3/17 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 WIZDA JONAS PRINCIPAL CLERK 10/30/ 18 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 SOSNOWSKI SARAH ASSISTANT COLLECTOR 11/08/ 2004 2 58,989.13 1.00 1,211.02 62,973.04 3 62,973.04 62,973.04 62,973.04 165,037.61 3.00 176,183.28 176,183.28 176,183.28 176,183.28 ---PAGE BREAK--- Departmental Budgets Collector FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 481 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 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. Significant Budget & Staffing Changes For FY 2024 The Finance Department is currently fully staffed for the first time in several years and expects to be fully staffed in FY2024. The department welcomed a Deputy Finance Director at the end of FY2022. Additionally, federal ARPA funds have been used to support two temporary department positions: Director of Recovery Strategy and Initiatives and Federal Funds Manager. ---PAGE BREAK--- Departmental Budgets Finance FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 484 These positions are noted as grant funded below. The Federal Funds Manager recently took on additional responsibilities as Capital Planning and Federal Funds Manager so the department is requesting to begin phasing in that posi- tion’s salary onto the General Fund to reflect its expanded role. The Capital Planning responsibilities were previously funded only via capital projects and the role was fulfilled by an individual in another department. This effort is part of an organizational realignment regarding those capital responsibilities. 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 $16 million dollars through sound fiscal policy. Collaborated to improve the Capital Improvement Project reporting, sched- uling, and budgeting process. Worked with the School Business Manager to improve financial procedures as they related to internal controls and adherence to M.G.L. Reviewed and made suggestions in identifying areas to increase Revenues 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 485 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Free Cash certified 6,000,000 8,951,313 17,444,553 9,000,000 8,500,000 Capital Improvement Project Fund End of Year Balance) 2,494,371 3,476,793 6,265,899 4,000,000 4,500,000 Stabilization Fund Balance (End of Year Balance) 9,111,337 10,043,960 14,196,557 15,000,000 16,500,000 OPEB Liability Fund (End of Year Balance) 3,511,488 4,914,890 5,184,191 5,500,000 5,750,000 Contracted Services 23.79% Salaries-Full Time 71.63% Salaries-Part Time 2.30% Other 2.28% ---PAGE BREAK--- Departmental Budgets Finance FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 486 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Finance - Personnel 11351 5111 Salaries-Full Time 286,358 240,705 351,562 351,562 375,766 374,270 374,270 22,708 6.46 11351 5113 Salaries-Part Time 24,346 7,877 15,000 15,000 12,000 12,000 12,000 (3,000) (20.00) 11351 5131 Overtime (General) 117 0 200 200 200 200 200 0 0.00 11351 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 2,000 0 0.00 310,821 248,582 368,762 368,762 389,966 388,470 388,470 19,708 5.34 Finance - Expenditures 11352 5320 Contracted Services 499 153,348 49,500 101,596 124,300 124,300 124,300 74,800 151.11 11352 5421 Office Supplies (Gen 3,442 806 2,500 2,500 2,500 2,500 2,500 0 0.00 11352 5423 Budget Preparation 0 2,060 2,400 575 2,400 2,400 2,400 0 0.00 11352 5710 In State Travel/Meetings 0 0 3,000 1,400 3,000 3,000 3,000 0 0.00 11352 5730 Dues And Sub 340 835 1,815 260 1,815 1,815 1,815 0 0.00 4,281 157,049 59,215 106,331 134,015 134,015 134,015 74,800 126.32 Department Total 315,102 405,631 427,977 475,093 523,981 522,485 522,485 94,508 22.08 ---PAGE BREAK--- Departmental Budgets Finance FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 487 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 FREEDMAN ANNA Finance Director/ Auditor 5/4/2021 135,707.45 2,837.39 1.00 147,544 147,544 147,544 MACCUTCHEON JUSTIN Deputy Finance Director 98,041.66 1,922.30 1.00 99,960 99,960 99,960 SMITH ELIZABETH Assistant Accountant/Budget Analyst 12/02/19 68,887.69 1,346.08 1.00 1 100% 73,496 72,000 72,000 AFSCME 48,926.28 1.00 Total AFSCME 1818 54,766 54,766 54,766 11351-5111 351,563.08 4.00 Total Full Time 375,766 374,270 374,270 TEMP PT STAFF/ INTERNS 15,000.00 15,000.00 P 12,000 12,000 12,000 11351-5113 15,000.00 0.00 Total Part Time 12,000 12,000 12,000 Stipend/Senior Part time suppport staff 2,000.00 2,000.00 2,000 2,000 2,000 11351-5150 2,000.00 Total Fringe 2,000 2,000 2,000 Overtime 200.00 200.00 200 200 200 11351-5131 200.00 Total Overtime 200 200 200 368,763.08 4.00 Department Total 389,966 388,470 388,470 General Fund FTE Full-Time Equivalent Employees: FY2022 4.00 FY2023 4.00 FY2024 4.00 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New WALSH MICHAEL PRINC ACCT CLERK 1/26/ 2022 2 48,926.28 1.00 1,027.27 54,766.20 2 1/26/ 2024 1,088.5 5 30 22.0 54,766.20 54,766.20 54,766.20 48,926.28 54,766.20 54,766.20 54,766.20 ---PAGE BREAK--- Departmental Budgets Finance FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 488 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount DOWNING NICHOLAS ARPA 25513-5111 Capital Planning and Federal Funds Manager 1.00 92,947.50 RODRIGUES DAVID ARPA 25513-5111 Director of Recovery Strategies and Initiatives 1.00 102,000.00 ---PAGE BREAK--- Departmental Budgets Finance FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 489 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11352 Finance-Expenses 5320 Contracted Services Annual City Audit (ACFR, Retirement System, and federal Single Audit). (Line item moved from Mayor’s Office Audit & Accounting line in FY24) 0 61,800 61,800 61,800 Comprehensive Annual Financial Report filing fees. (Line item moved from Mayor’s Office Audit & Accounting in FY24). 0 5,000 5,000 5,000 Contract Services Special Projects 12,000 5,000 5,000 5,000 Fraud Risk Audits per Management Letter 12,500 7,500 7,500 7,500 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 25,000 25,000 25,000 25,000 Budget Platform Tool 0 15,000 15,000 15,000 Retirement Board Audit. (Line item moved from Mayor’s Office Audit & Accounting line in FY24). 0 5,000 5,000 5,000 5320 Contracted Services Total 49,500 124,300 124,300 124,300 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 5423 Budget Preparation Binders For Budget, Dividers/Cover Papers/File 2,400 2,400 2,400 2,400 5423 Budget Preparation Total 2,400 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. 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 Eastern Massachusetts Municipal Auditors/Accountants Assoc 105 105 105 105 GFOA Membership 610 610 610 610 MAPPO Membership 175 175 175 175 MMAAA membership 700 700 700 700 Publications - Financial, GASB, GAO, MMA, MGFOA, etc. 225 225 [PHONE REDACTED] Dues And Sub Total 1,815 1,815 1,815 1,815 11352 Finance-Expenses Total 59,215 134,015 134,015 134,015 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Purchasing Purchasing - General Administration Mission Statement Why We Exist The Purchasing Department is responsible for ensuring compliance with federal, state, and local law in the procurement and disposition of all goods, services, and real property. The Department helps other departments achieve their goals by procuring goods and services for the best value to the City. The Department also drafts and administers City contracts, oversees vendors, reports to state and federal authorities, and approves requisitions for goods, services, and construction-related activities. Goals and Objectives Assist the Finance Office in reviewing City’s property, casualty, and auto- motive insurance policies and schedules by October 31, 2023. With IT, implement vendor self service and electronic funds transfers for vendor payments and employee reimbursements by December 31, 2023. Create a database of bids, contracts, and leases by December 31, 2023. With Legal Department, develop supplier diversity standards and program for all projects by December 31, 2023. Conduct training for local businesses on taking advantage of supplier diversity opportunities with the City and State by March 30, 2024. Update Department website to provide more information, including bid results and current contracts, by June 30, 2024. How FY2024 Departmental Goals Related to City’s Overall Long- & Short-term Goals Maintain a high level of accessibility to and responsiveness for City Depart- ments. Continue to make improvements to the layout and contents of the website making information more accessible. Notify vendors and constituents electronically of bidding opportunities and will maintain a page of bid results and current contract available for view- ing via the Department website. Maintain an online registration form for procurement solicitations which populates an automated plan holder list. Deliver City services more efficiently and effectively through the use of technology. Through maintaining electronic procurement files, efficiently share infor- mation among departments and with the public. Expand the use of electronic purchase orders. Implement regionalized services where applicable to better utilize tax dol- lars. The Department has engaged in, and will continue to seek, collective pur- chasing options with other communities and/or purchasing groups, includ- ing state and federal contracts. Significant Budget & Staffing Changes For FY 2024 New Assistant Procurement Officer: Eva Roldan-Allocca Recent Accomplishments Achieved MCPPO certification for Assistant Procurement Officer and Pur- chasing Assistant. With IT department, updated requisition and purchase order workflows for greater efficiency. Conducted Citywide training on new Munis software features, new pro- curement rules, 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. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 492 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Invitations for Bid and Requests for Proposals 45 42 60 65 65 Purchase Orders 8,103 8780 8450 8500 8500 Disadvantaged business vendors identified - - - 100 100 Vendors signed up for VSS/EFT - - 39 150 150 Advertising 7.17% Office Supplies (Gen 1.91% Salaries-Full Time 75.46% Salaries-Part Time 12.40% Other 3.06% ---PAGE BREAK--- Departmental Budgets Purchasing FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 493 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Purchasing - General Administration - Personnel 11381 5111 Salaries-Full Time 143,091 138,381 150,931 150,931 159,738 157,813 157,813 6,882 4.56 11381 5113 Salaries-Part Time 0 13,097 25,415 25,415 25,928 25,928 25,928 513 2.02 11381 5150 Fringe/Stipends 0 500 0 0 0 0 0 0 0.00 143,091 151,978 176,346 176,346 185,666 183,741 183,741 7,395 4.19 Purchasing - General Administration - Expenditures 11382 5306 Advertising 12,058 9,356 15,000 15,951 15,000 15,000 15,000 0 0.00 11382 5320 Contracted Services 0 0 2,639 2,639 2,771 2,771 2,771 132 5.00 11382 5421 Office Supplies (Gen 617 2,976 4,000 4,000 4,000 4,000 4,000 0 0.00 11382 5710 In State Travel/Meetings 825 0 2,700 2,700 2,700 2,700 2,700 0 0.00 11382 5730 Dues And Sub 525 1,516 925 925 925 925 925 0 0.00 14,026 13,847 25,264 26,215 25,396 25,396 25,396 132 0.52 Department Total 157,117 165,825 201,610 202,561 211,062 209,137 209,137 7,527 3.73 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 494 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 DELANEY ANTHONY PURCHASING AGENT 8/23/2021 95,124.46 1,895.92 1.00 100% 98,588 98,588 98,588 ROLDAN- ALLOCCA EVA ASST PURCHASING AGENT 10/27/2022 1,127.89 1.00 100% 61,150 59,225 59,225 11381-5111 95,124.46 2.00 Total Full Time 159,738 157,813 157,813 THERIAULT PT ADMIN ASSISTANT 12/20/2021 27,328.60 25,828.89 0.50 19 hours per wk 25,928 25,928 25,928 11381-5113 27,328.60 0.50 Total PartTime 25,928 25,928 25,928 122,453.06 2.50 Department Total 185,666 183,741 183,741 General Fund FTE Full-Time Equivalent Employees: FY2022 2.00 FY2023 2.50 FY2024 2.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 495 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 2,639 2,771 2,771 2,771 5320 Contracted Services Total 2,639 2,771 2,771 2,771 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 and Re-certification Courses 0 2,000 2,000 2,000 MCPPO Certification Courses 2,000 0 0 0 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 25,264 25,396 25,396 25,396 ---PAGE BREAK--- Departmental Budgets Purchasing FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 496 Purchasing - Fixed Costs Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Purchasing - Fixed Costs - Expenditures 11392 5341 Telephone-Wireless 40,128 45,585 0 5,843 0 0 0 0 0.00 11392 5422 Copiers & Supplies 32,638 35,054 39,181 42,003 39,181 39,181 39,181 0 0.00 72,766 80,639 39,181 47,845 39,181 39,181 39,181 0 0.00 Department Total 72,766 80,639 39,181 47,845 39,181 39,181 39,181 0 0.00 Photocopy Machine Su 100.00% ---PAGE BREAK--- Departmental Budgets Purchasing FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 497 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11392 Purchasing-Fixed Costs 5422 Copiers & Supplies Assessor/Collector 1,596 1,596 1,596 1,596 Clerk 1 3,096 3,096 3,096 3,096 Clerk 2 2,548 2,548 2,548 2,548 Finance 3,071 3,071 3,071 3,071 Health 1,980 1,980 1,980 1,980 Inspectional Services 2,351 2,351 2,351 2,351 Mayor 2,088 2,088 2,088 2,088 Planning 2,419 2,419 2,419 2,419 Purchasing/Legal 1,915 1,915 1,915 1,915 Supplies (Toner, Staples, Copy Paper) 3,000 3,000 3,000 3,000 Treasurer 1,915 1,915 1,915 1,915 Usage and Overage Charges 13,200 13,200 13,200 13,200 5422 Copiers & Supplies Total 39,181 39,181 39,181 39,181 11392 Purchasing-Fixed Costs Total 39,181 39,181 39,181 39,181 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Treasurer Treasurer - General Admin Mission Statement Why We Exist The primary function of the Treasurer’s Office is to preserve, protect and manage the financial resources of the City. The Treasurer is responsible for the receipt, deposit and disbursement of City funds, the accurate accounting and prudent investment of City funds in order to maximize yields while 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 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 to identify possible foreclosures to generate addi- tional revenue for the City. Discussions with Finance Director to consider the adoption of MGL Ch. 60 s 15B to create a tax title revolving fund. Address gaps in the process to best utilize staff expertise and contribute to sustaining positive staff morale and productivity. Work in conjunction with IT to implement Vendor Self Service and elec- tronic check processing. Update policies and procedures to comply with current laws and regula- tions. Upgrade cash management software and conversion of past data to streamline and simplify the cash reconciliation process and ensure preser- vation of historical data. Update how-to manuals to provide step-by-step instruction for all depart- mental functions. How FY 2024 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 2024 Appointment of new Treasurer in late FY23 Anticipated replacement of Deputy Treasurer Expected retirement of Principal Account Clerk 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. ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 500 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - General Admin - Personnel 11451 5111 Salaries-Full Time 255,452 253,965 276,271 276,271 286,908 286,908 286,908 10,637 3.85 11451 5150 Fringe/Stipends 1,000 1,000 1,000 1,000 1,000 1,000 1,000 0 0.00 256,452 254,965 277,271 277,271 287,908 287,908 287,908 10,637 3.84 Treasurer - General Admin - Expenditures 11452 5317 Educational Training 160 594 1,170 541 1,170 1,170 1,170 0 0.00 11452 5320 Contracted Services 0 832 850 23,406 1,428 1,426 1,426 576 67.76 11452 5388 Tax Foreclosure Serv 7,347 7,184 7,200 7,200 7,200 0 0 (7,200) (100.00) 11452 5421 Office Supplies (Gen 1,884 1,522 1,500 2,390 1,500 1,500 1,500 0 0.00 11452 5425 Checks/Forms 2,646 2,645 2,660 2,399 2,660 2,660 2,660 0 0.00 11452 5709 Credit Card/Eft Fees 90,066 110,914 159,948 137,392 159,948 120,000 120,000 (39,948) (24.98) 11452 5730 Dues And Sub 305 280 345 345 345 345 345 0 0.00 102,408 123,971 173,673 173,673 174,251 127,101 127,101 (46,572) (26.82) Department Total 358,861 378,936 450,944 450,944 462,159 415,009 415,009 (35,935) (7.97) Credit Card Fees 28.92% Salaries-Full Time 69.13% Other 1.95% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 501 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CAROLINE NYE Payroll Coordinator 59,000.00 1,157.31 1.00 1 100% 65,180 65,180 65,180 MCMAHON KATHLEEN (RETIRED) Treasurer 12/27/2010 95,406.69 - 1 100% - - - VACANT Assistant Treasurer 4/5/21 68,839.96 - 1.00 1 100% 70,840 70,840 70,840 LINDBERG KRISTEN Treasurer 3/1/2023 1,843.85 1.00 94,000 94,000 94,000 AFSCME 53,024.24 1.00 Total AFSCME 1818 56,887 56,887 56,887 11451-5111 276,270.89 4.00 Total Full Time 286,908 286,908 286,908 Certified Treasurer’s Stipend 1,000.00 1,000.00 1 1,000 1,000 1,000 11451-5150 1,000.00 Total Fringe 1,000 1,000 1,000 277,270.89 4.00 Department Total 287,908 287,908 287,908 General Fund FTE Full-Time Equivalent Employees: FY2022 4.00 FY2023 4.00 FY2024 4.00 Variance 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New COOK ELAINE PRINCIPAL CLERK 3/11/96 2 53,024.24 1.00 1,093.99 56,887.48 3 56,887.48 56,887.48 56,887.48 53,024.24 1.00 56,887.48 56,887.48 56,887.48 56,887.48 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 502 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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. @ 130.00 850 850 850 850 QuickBooks Upgrade ($27.50 x 3 months plus $55.00 x 9 months) 0 578 [PHONE REDACTED] Contracted Services Total 850 1,428 1,426 1,426 5388 Tax Foreclosure Serv Cost of Required Advertising 7,200 7,200 0 0 5388 Tax Foreclosure Serv Total 7,200 7,200 0 0 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 122,828 122,828 100,000 100,000 Transaction Fees 0 37,120 20,000 20,000 Transaction Fees 464000 x .08 37,120 0 0 0 5709 Credit Card/Eft Fees Total 159,948 159,948 120,000 120,000 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 173,673 174,251 127,101 127,101 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 503 Treasurer - 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 24 the City’s total long-term debt service is $8,560,828. This includes principal payments of $5,473,491 and interest payments of $3,087,337. The debt service is broken down as follows: Water Enterprise Fund principal $1,725,054 - Water Enterprise interest $608,113 Sewer Enterprise Fund principal $933,513 - Sewer Enterprise Fund interest $789,078 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 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 504 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Long Term Debt Service - Expenditures 17102 5908H 16-High School-Prin (07) 320,000 320,000 315,000 315,000 0 0 0 (315,000) (100.00) 17102 5908I (14 Ref) 95,000 95,000 90,000 90,000 0 0 0 (90,000) (100.00) 17102 5908K Bowditch-Prin (14 Ref) 80,000 80,000 80,000 80,000 0 0 0 (80,000) (100.00) 17102 5908L Carlton-Prin (14 Ref) 60,000 60,000 60,000 60,000 0 0 0 (60,000) (100.00) 17102 5908M Carlton-Prin (14 Ref) 25,000 25,000 25,000 25,000 0 0 0 (25,000) (100.00) 17102 5910 Debt Principal 0 0 647,828 647,828 5,473,491 5,473,491 5,473,491 4,825,663 744.90 17102 5915 Long-Term Interest 0 0 708,280 708,280 3,087,336 3,087,337 3,087,337 2,379,057 335.89 17102 5918 18-Ferry-Prin (07) 50,000 0 0 0 0 0 0 0 0.00 17102 5919F Saltonstall Prin (2013) 160,000 170,000 185,000 185,000 0 0 0 (185,000) (100.00) 17102 5919G Collins Prin (2013) 340,000 350,000 375,000 375,000 0 0 0 (375,000) (100.00) 17102 5919H Mcgrath Prin (2013) 35,000 40,000 40,000 40,000 0 0 0 (40,000) (100.00) 17102 5938 18-Ferry-Int (07) 1,000 0 0 0 0 0 0 0 0.00 17102 5948H 16-High School-Int (07) 93,680 80,880 68,180 68,180 0 0 0 (68,180) (100.00) 17102 5948N Saltonstall Int (2013) 146,181 139,581 134,881 134,881 0 0 0 (134,881) (100.00) 17102 5948O Collins Int (2013) 302,506 288,706 274,206 274,206 0 0 0 (274,206) (100.00) 17102 5948P Mcgrath Int (2013) 37,888 36,388 34,788 34,788 0 0 0 (34,788) (100.00) 17102 5948Q (14 Ref) 15,556 11,756 8,056 8,056 0 0 0 (8,056) (100.00) 17102 5948S Bowditch-Int (14 Ref) 8,200 4,900 1,600 1,600 0 0 0 (1,600) (100.00) 17102 5948T Carlton-Int (14 Ref) 6,000 3,600 3,325 3,325 0 0 0 (3,325) (100.00) 17102 5948U Carlton-Int (14 Ref) 4,125 3,125 0 0 0 0 0 0 0.00 17102 5949A Cip 2009-Int (11) 8,600 5,400 16,925 16,925 0 0 0 (16,925) (100.00) Debt Principal 63.94% Long-Term Interest 36.06% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 505 17102 5949B Cip 2010-Int (11) 23,200 17,500 0 0 0 0 0 0 0.00 17102 5949C Cip 2009-Prin (12) 130,000 30,000 45,000 45,000 0 0 0 (45,000) (100.00) 17102 5949D Cip 2010-Prin (12) 165,000 130,000 0 0 0 0 0 0 0.00 17102 5949E Cip 2011 Int 9,700 7,900 0 0 0 0 0 0 0.00 17102 5949F Cip 2011-Prin 40,000 40,000 0 0 0 0 0 0 0.00 17102 5949G Cip 2012-Prin 105,000 97,000 140,000 140,000 0 0 0 (140,000) (100.00) 17102 5949H Cip 2012-Int 71,769 14,287 69,594 69,594 0 0 0 (69,594) (100.00) 17102 5949I Cip 2013-Prin 135,000 150,000 150,000 150,000 0 0 0 (150,000) (100.00) 17102 5949J Cip 2013-Int 36,444 30,744 38,616 38,616 0 0 0 (38,616) (100.00) 17102 5949K Cip 2014-Prin 85,000 85,000 390,000 390,000 0 0 0 (390,000) (100.00) 17102 5949L Cip 2014-Int 40,213 34,078 75,725 75,725 0 0 0 (75,725) (100.00) 17102 5949M Cip 2015-Prin 195,000 185,000 175,000 175,000 0 0 0 (175,000) (100.00) 17102 5949N Cip 2015-Int 59,469 49,969 41,094 41,094 0 0 0 (41,094) (100.00) 17102 5949O Cip 2016-Prin 635,000 345,000 289,827 289,827 0 0 0 (289,827) (100.00) 17102 5949P Cip 2016-Int 127,275 106,925 83,108 83,108 0 0 0 (83,108) (100.00) 17102 5949Q Cip-Bertram-Prin 110,000 105,000 0 0 0 0 0 0 0.00 17102 5949R Cip-Bertram-Int 30,813 26,512 0 0 0 0 0 0 0.00 17102 5949S Cip-Roadways 2014-Prin 200,000 200,000 0 0 0 0 0 0 0.00 17102 5949T Cip-Roadways 2014-Int 36,000 28,000 0 0 0 0 0 0 0.00 17102 5949U Cip 2017 Prin 590,000 615,174 385,000 385,000 0 0 0 (385,000) (100.00) 17102 5949V Cip 2017 Int 149,125 127,812 233,673 233,673 0 0 0 (233,673) (100.00) 17102 5949W Cip 2018 Prin 305,000 325,000 402,593 402,593 0 0 0 (402,593) (100.00) 17102 5949X Cip 2018 Int 104,450 104,324 244,579 244,579 0 0 0 (244,579) (100.00) 17102 5949Y Cip-289 Derby St-Prin 45,000 45,000 45,000 45,000 0 0 0 (45,000) (100.00) 17102 5949Z Cip-289 Derby St-Int 24,381 22,131 19,881 19,881 0 0 0 (19,881) (100.00) 17102 5949ZA Cip 2019-Prin 581,798 645,000 705,894 705,894 0 0 0 (705,894) (100.00) 17102 5949ZB Cip 2019-Int 349,545 425,618 363,537 363,537 0 0 0 (363,537) (100.00) 17102 5949ZC Cip-Clc-Prin 94,136 95,000 100,000 100,000 0 0 0 (100,000) (100.00) 17102 5949ZD Cip-Clc-Int 175,353 170,625 165,750 165,750 0 0 0 (165,750) (100.00) 17102 5949ZG Museum Pl Garage Prin 0 4,000 0 0 0 0 0 0 0.00 17102 5949ZH Museum Pl Garage Int 0 34,581 0 0 0 0 0 0 0.00 17102 5949ZI Cip 2020 Prin 0 140,826 303,035 303,035 0 0 0 (303,035) (100.00) 17102 5949ZJ Cip 2020 Interest 0 239,472 209,582 209,582 0 0 0 (209,582) (100.00) 6,442,405 6,391,814 7,744,556 7,744,556 8,560,827 8,560,828 8,560,828 816,272 10.54 Department Total 6,442,405 6,391,814 7,744,556 7,744,556 8,560,827 8,560,828 8,560,828 816,272 10.54 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 506 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 17102 Debt Service-Expenses 5908H 16-High School-Prin (07) 16-HIGH SCHOOL-PRIN (07) 315,000 0 0 0 5908H 16-High School-Prin (07) Total 315,000 0 0 0 5908I (14 Ref) (14 REF) 90,000 0 0 0 5908I (14 Ref) Total 90,000 0 0 0 5908K Bowditch-Prin (14 Ref) BOWDITCH-PRIN (14 REF) 80,000 0 0 0 5908K Bowditch-Prin (14 Ref) Total 80,000 0 0 0 5908L Carlton-Prin (14 Ref) CARLTON-PRIN (14 REF) 60,000 0 0 0 5908L Carlton-Prin (14 Ref) Total 60,000 0 0 0 5908M Carlton-Prin (14 Ref) CARLTON-PRIN (14 REF) 25,000 0 0 0 5908M Carlton-Prin (14 Ref) Total 25,000 0 0 0 5910 Debt Principal FY23 long-term debt service principal 647,828 0 0 0 General Fund long-term debt service principal 0 5,473,491 5,473,491 5,473,491 5910 Debt Principal Total 647,828 5,473,491 5,473,491 5,473,491 5915 Long-Term Interest FY23 long-term debt service interest 708,280 0 0 0 General Fund long-term debt service interest 0 3,087,336 3,087,337 3,087,337 5915 Long-Term Interest Total 708,280 3,087,336 3,087,337 3,087,337 5919F Saltonstall Prin (2013) SALTONSTALL PRIN (2013) 185,000 0 0 0 5919F Saltonstall Prin (2013) Total 185,000 0 0 0 5919G Collins Prin (2013) COLLINS PRIN (2013) 375,000 0 0 0 5919G Collins Prin (2013) Total 375,000 0 0 0 5919H Mcgrath Prin (2013) MCGRATH PRIN (2013) 40,000 0 0 0 5919H Mcgrath Prin (2013) Total 40,000 0 0 0 5948H 16-High School-Int (07) 16-HIGH SCHOOL-INT (07) 68,180 0 0 0 5948H 16-High School-Int (07) Total 68,180 0 0 0 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 507 5948N Saltonstall Int (2013) SALTONSTALL INT (2013) 134,881 0 0 0 5948N Saltonstall Int (2013) Total 134,881 0 0 0 5948O Collins Int (2013) COLLINS INT (2013) 274,206 0 0 0 5948O Collins Int (2013) Total 274,206 0 0 0 5948P Mcgrath Int (2013) MCGRATH INT (2013) 34,788 0 0 0 5948P Mcgrath Int (2013) Total 34,788 0 0 0 5948Q (14 Ref) (14 REF) 8,056 0 0 0 5948Q (14 Ref) Total 8,056 0 0 0 5948S Bowditch-Int (14 Ref) BOWDITCH-INT (14 REF) 1,600 0 0 0 5948S Bowditch-Int (14 Ref) Total 1,600 0 0 0 5948T Carlton-Int (14 Ref) CARLTON-INT (14 REF) 3,325 0 0 0 5948T Carlton-Int (14 Ref) Total 3,325 0 0 0 5949A Cip 2009-Int (11) CIP 2009-INT (11) 16,925 0 0 0 5949A Cip 2009-Int (11) Total 16,925 0 0 0 5949C Cip 2009-Prin (12) CIP 2009-PRIN (12) 45,000 0 0 0 5949C Cip 2009-Prin (12) Total 45,000 0 0 0 5949G Cip 2012-Prin CIP 2012-PRIN 140,000 0 0 0 5949G Cip 2012-Prin Total 140,000 0 0 0 5949H Cip 2012-Int CIP 2012-INT 69,594 0 0 0 5949H Cip 2012-Int Total 69,594 0 0 0 5949I Cip 2013-Prin CIP 2013-PRIN 150,000 0 0 0 5949I Cip 2013-Prin Total 150,000 0 0 0 5949J Cip 2013-Int CIP 2013-INT 38,616 0 0 0 5949J Cip 2013-Int Total 38,616 0 0 0 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 508 5949K Cip 2014-Prin CIP 2014-PRIN 390,000 0 0 0 5949K Cip 2014-Prin Total 390,000 0 0 0 5949L Cip 2014-Int CIP 2014-INT 75,725 0 0 0 5949L Cip 2014-Int Total 75,725 0 0 0 5949M Cip 2015-Prin CIP 2015-PRIN 175,000 0 0 0 5949M Cip 2015-Prin Total 175,000 0 0 0 5949N Cip 2015-Int CIP 2015-INT 41,094 0 0 0 5949N Cip 2015-Int Total 41,094 0 0 0 5949O Cip 2016-Prin CIP 2016-PRIN 289,827 0 0 0 5949O Cip 2016-Prin Total 289,827 0 0 0 5949P Cip 2016-Int CIP 2016-INT 83,108 0 0 0 5949P Cip 2016-Int Total 83,108 0 0 0 5949U Cip 2017 Prin CIP 2017 PRIN 385,000 0 0 0 5949U Cip 2017 Prin Total 385,000 0 0 0 5949V Cip 2017 Int CIP 2017 INT 233,673 0 0 0 5949V Cip 2017 Int Total 233,673 0 0 0 5949W Cip 2018 Prin CIP 2018 PRIN 402,593 0 0 0 5949W Cip 2018 Prin Total 402,593 0 0 0 5949X Cip 2018 Int CIP 2018 INT 244,579 0 0 0 5949X Cip 2018 Int Total 244,579 0 0 0 5949Y Cip-289 Derby St-Prin CIP-289 DERBY ST-PRIN 45,000 0 0 0 5949Y Cip-289 Derby St-Prin Total 45,000 0 0 0 5949Z Cip-289 Derby St-Int CIP-289 DERBY ST-INT 19,881 0 0 0 5949Z Cip-289 Derby St-Int Total 19,881 0 0 0 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 509 5949ZA Cip 2019-Prin CIP 2019 PRIN 705,894 0 0 0 5949ZA Cip 2019-Prin Total 705,894 0 0 0 5949ZB Cip 2019-Int CIP 2019-INT 363,537 0 0 0 5949ZB Cip 2019-Int Total 363,537 0 0 0 5949ZC Cip-Clc-Prin CIP-CLC-PRIN 100,000 0 0 0 5949ZC Cip-Clc-Prin Total 100,000 0 0 0 5949ZD Cip-Clc-Int CIP-CLC-INT 165,750 0 0 0 5949ZD Cip-Clc-Int Total 165,750 0 0 0 5949ZI Cip 2020 Prin CIP 2020 PRIN 303,035 0 0 0 5949ZI Cip 2020 Prin Total 303,035 0 0 0 5949ZJ Cip 2020 Interest CIP 2020-INT 209,582 0 0 0 5949ZJ Cip 2020 Interest Total 209,582 0 0 0 17102 Debt Service-Expenses Total 7,744,556 8,560,827 8,560,828 8,560,828 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 510 Treasurer - Short Term Debt Service Mission Statement Treasurer – Short Term Debt Service The expenditure covers the cost of the City’s Short-term borrowing, including principal and interest on any Bond Anticipation Notes, Tax Anticipation Notes, Revenue Anticipation Notes, Grant Anticipation Notes and State Aid 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Short Term Debt Service - Expenditures 17522 5270 Lease Payments 784,122 606,853 374,501 374,501 13,010 13,010 13,010 (361,491) (96.53) 17522 5304 Prof Services/Fees (82,190) 2,500 13,500 13,500 13,500 13,500 13,500 0 0.00 17522 5925 Interest On Bans 115,985 106,878 160,113 160,113 253,493 253,493 253,493 93,380 58.32 17522 5927 Interest On Leases 28,748 29,705 8,988 8,988 500 500 500 (8,488) (94.44) 846,666 745,936 557,103 557,103 280,503 280,503 280,503 (276,600) (49.65) Department Total 846,666 745,936 557,103 557,103 280,503 280,503 280,503 (276,600) (49.65) Interest On Notes 90.37% Professional Serv/Fees 4.81% Rental & Lease 4.64% Other 0.18% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 511 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 17522 Short Term Debt Int-Expense 5270 Lease Payments CIP FY 2020 $595,346 Lease - Principal Payment 1 of 3 200,116 0 0 0 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 5 of 7 174,385 0 0 0 Police department - 2 0 13,010 13,010 13,010 5270 Lease Payments Total 374,501 13,010 13,010 13,010 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*.0.04 160,113 0 0 0 Interest on BAN 0 253,493 253,493 253,493 5925 Interest On Bans Total 160,113 253,493 253,493 253,493 5927 Interest On Leases CIP FY 2020 $595,346 Lease - Interest Payment Year 1 of 3 6,145 0 0 0 LED Street Light Conversion $1,180,101 Lease - Principal Payment Year 4 of 7 2,843 0 0 0 PD 0 500 [PHONE REDACTED] Interest On Leases Total 8,988 500 500 500 17522 Short Term Debt Int-Expense Total 557,103 280,503 280,503 280,503 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 512 Essex Tech & Voc Assessment Mission Statement Treasurer - Essex North Shore Agricultural & Technical School District A portion (23%) of the funding for the ENSTAD comes from the State through Chapter 70 School Aid and Regional Transportation Reimbursement. The majority (77%) is made up by assessments from each of the 17 member communities in the school district. The amount of a community’s assessment is determined by the size of its enrollment. As of October 2021, Salem had 190 students in the regional system. There will be debt service principal and interest payment in FY23 included in the assessment. Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Essex Tech & Voc Assessment - Expenditures 18202 5641 Essex Tech & Voc Assessment 2,367,453 2,597,484 2,599,910 2,599,910 2,565,518 2,565,518 2,565,518 (34,392) (1.32) 2,367,453 2,597,484 2,599,910 2,599,910 2,565,518 2,565,518 2,565,518 (34,392) (1.32) Department Total 2,367,453 2,597,484 2,599,910 2,599,910 2,565,518 2,565,518 2,565,518 (34,392) (1.32) Assess Nsrs 100.00% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 513 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 18202 School Assessments 5641 Essex Tech & Voc Assessment Essex Aggie & Technical School 2,599,910 2,565,518 2,565,518 2,565,518 5641 Essex Tech & Voc Assessment Total 2,599,910 2,565,518 2,565,518 2,565,518 18202 School Assessments Total 2,599,910 2,565,518 2,565,518 2,565,518 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 514 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change State Assessments (Cherry Sheet) - Expenditures 18302 5630 Mbta 975,651 978,993 1,027,143 1,027,143 1,087,014 1,087,014 1,087,014 59,871 5.83 18302 5631 Special Education 31,762 7,419 7,865 7,865 242 242 242 (7,623) (96.92) 18302 5637 Air Pollution Contr 12,840 13,547 13,956 13,956 14,733 14,733 14,733 777 5.57 18302 5638 Met Area Planning Co 23,382 23,814 24,843 24,843 25,974 25,974 25,974 1,131 4.55 18302 5640 Rmv Nonrenewal Sur 132,400 118,480 118,480 118,480 137,160 137,160 137,160 18,680 15.77 18302 5643 School Choice 563,363 601,049 596,626 636,016 685,602 685,602 685,602 88,976 14.91 18302 5644 Charter Schools 7,476,793 7,694,316 7,906,278 7,906,278 8,345,022 8,345,022 8,345,022 438,744 5.55 18302 5646 Ne Mass Mosquito Con 49,440 52,670 54,265 54,265 56,255 56,255 56,255 1,990 3.67 9,265,631 9,490,288 9,749,456 9,788,846 10,352,002 10,352,002 10,352,002 602,546 6.18 Department Total 9,265,631 9,490,288 9,749,456 9,788,846 10,352,002 10,352,002 10,352,002 602,546 6.18 Charter Schools 80.61% Mbta 10.50% School Choice 6.62% Other 2.26% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 515 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 18302 State Assessments-Expenses 5630 Mbta State Assessment amounts are derived from Massachusetts Department of Revenue 1,027,143 1,087,014 1,087,014 1,087,014 5630 Mbta Total 1,027,143 1,087,014 1,087,014 1,087,014 5631 Special Education State Assessment amounts are derived from Massachusetts Department of Revenue 7,865 242 [PHONE REDACTED] Special Education Total 7,865 242 [PHONE REDACTED] Air Pollution Contr State Assessment amounts are derived from Massachusetts Department of Revenue 13,956 14,733 14,733 14,733 5637 Air Pollution Contr Total 13,956 14,733 14,733 14,733 5638 Met Area Planning Co State Assessment amounts are derived from Massachusetts Department of Revenue 24,843 25,974 25,974 25,974 5638 Met Area Planning Co Total 24,843 25,974 25,974 25,974 5640 Rmv Nonrenewal Sur State Assessment amounts are derived from Massachusetts Department of Revenue 118,480 137,160 137,160 137,160 5640 Rmv Nonrenewal Sur Total 118,480 137,160 137,160 137,160 5643 School Choice State Assessment amounts are derived from Massachusetts Department of Revenue 596,626 685,602 685,602 685,602 5643 School Choice Total 596,626 685,602 685,602 685,602 5644 Charter Schools State Assessment amounts are derived from Massachusetts Department of Revenue 7,906,278 8,345,022 8,345,022 8,345,022 5644 Charter Schools Total 7,906,278 8,345,022 8,345,022 8,345,022 5646 Ne Mass Mosquito Con State Assessment amounts are derived from Massachusetts Department of Revenue 54,265 56,255 56,255 56,255 5646 Ne Mass Mosquito Con Total 54,265 56,255 56,255 56,255 18302 State Assessments-Expenses Total 9,749,456 10,352,002 10,352,002 10,352,002 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 516 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Contributory Retirement - Expenditures 19101 5178 Pension Asses (Contr 12,798,253 13,458,711 14,429,326 14,429,326 14,980,794 14,930,794 14,930,794 501,468 3.48 12,798,253 13,458,711 14,429,326 14,429,326 14,980,794 14,930,794 14,930,794 501,468 3.48 Department Total 12,798,253 13,458,711 14,429,326 14,429,326 14,980,794 14,930,794 14,930,794 501,468 3.48 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 19101 Contrib Retirement - Personnel 5178 Pension Asses (Contr City Contributory Retirement. Less Fringe ($200K) from grants. 0 14,980,794 14,930,794 14,930,794 City Contributory Retirement. Less Fringe from grants. 14,429,326 0 0 0 5178 Pension Asses (Contr Total 14,429,326 14,980,794 14,930,794 14,930,794 19101 Contrib Retirement - Personnel Total 14,429,326 14,980,794 14,930,794 14,930,794 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 517 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Non-Contributory Pensions - Expenditures 19111 5176 Pensions-Non Contrib 9,530 9,530 10,625 10,625 10,944 10,625 10,625 0 0.00 9,530 9,530 10,625 10,625 10,944 10,625 10,625 0 0.00 Department Total 9,530 9,530 10,625 10,625 10,944 10,625 10,625 0 0.00 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 19111 Non-Contrib Retire-Personnel 5176 Pensions-Non Contrib City Non-Contributory Retirement based on current payments annualized. Weekly $192.59 X 52 weeks 1 pensioners. 0 10,944 10,625 10,625 City Non-Contributory Retirement based on current payments annualized. Weekly $192.59 X 52.1 weeks 1 pensioners. 10,625 0 0 0 5176 Pensions-Non Contrib Total 10,625 10,944 10,625 10,625 19111 Non-Contrib Retire-Personnel Total 10,625 10,944 10,625 10,625 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 518 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Medicare - Expenditures 19191 5177 Medicare 1,229,912 1,310,135 1,304,315 1,304,315 1,382,574 1,382,574 1,382,574 78,259 6.00 1,229,912 1,310,135 1,304,315 1,304,315 1,382,574 1,382,574 1,382,574 78,259 6.00 Department Total 1,229,912 1,310,135 1,304,315 1,304,315 1,382,574 1,382,574 1,382,574 78,259 6.00 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 1,304,315 0 0 0 The Medicare budget is based on the number of employees and there is no indication that there will be enough of a change in the employment level for FY24. There will be retro wages for settled contracts, thus FY 24 is funded based on the prior year amount budgeted plus 0 1,382,574 1,382,574 1,382,574 5177 Medicare Total 1,304,315 1,382,574 1,382,574 1,382,574 19191 Medicare-Personnel Total 1,304,315 1,382,574 1,382,574 1,382,574 ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 519 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Municipal Insurance - Expenditures 19452 5740 Insurance Premiums 290,357 384,080 368,500 368,500 384,750 315,397 315,397 (53,103) (14.41) 19452 5740A Insurance Deductibles 54 3,880 5,000 5,000 25,000 20,000 20,000 15,000 300.00 290,412 387,960 373,500 373,500 409,750 335,397 335,397 (38,103) (10.20) Department Total 290,412 387,960 373,500 373,500 409,750 335,397 335,397 (38,103) (10.20) Insurance Deductibles 5.96% Insurance Premiums 94.04% ---PAGE BREAK--- Departmental Budgets Treasurer FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 520 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 19452 Municipal Insurance-Expense 5740 Insurance Premiums Additional Participation Credits (14,000) (14,000) (15,000) (15,000) Annual municipal insurance costs Property & Casualty 500,000 0 0 0 Annual municipal insurance costs Property & Casualty and Professional Liability. 2.5% increase per rate guarantee letter. 0 512,500 712,897 712,897 Annual professional liability insurance costs 150,000 0 0 0 Coverage for 6 Ford Escapes 50,000 50,000 0 0 Less 2.5% Early Pay 0 (17,500) (17,500) (17,500) Less 3% Early Pay (17,500) 0 0 0 Less School Portion (300,000) (300,000) (320,000) (320,000) Rewards Credits 0 0 (45,000) (45,000) 5740 Insurance Premiums Total 368,500 231,000 315,397 315,397 5740A Insurance Deductibles Deductibles - estimated 5,000 25,000 20,000 20,000 5740A Insurance Deductibles Total 5,000 25,000 20,000 20,000 19452 Municipal Insurance-Expense Total 373,500 256,000 335,397 335,397 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 oversees the Salem Skipper, a city-wide on-demand rideshare service, introduced and expanded a bike share program as part of the Blue- Bikes regional program and launched 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. Evaluate utilization of community car share program. Continue implementation of items identified in Bicycle Master Plan. Continue to implement items identified in the city’s ADA Transition Plan. Support efforts to maintain BlueBikes bike share program and explore opportunities to introduce e-bikes. Continue to implement complete streets measures when roads are recon- structed or repaved through coordination with the Engineering Depart- ment. Parking Goals & Objectives Survey Sewall St lot to begin effort to improve circulation and drainage as well as replace older parking meters with multi-space payment kiosks. Complete activities to repave Crombie St and Salem Green parking lots which may involve the addition of electric charging stations and improved drainage systems. Finalize contract to provide license plate recognition software to assist with administration and enforcement of resident permit parking. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 522 How FY 2024 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. 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 2024 There were some vacancies in the Department over FY23 due to shifts in personnel either filling openings within the Department or moving to work in other City Departments. The FY24 budget seeks to increase salaries for the garage supervisors as well as for a vacant full time supervisor to cover shifts at the South Harbor Garage. This position was funded in FY23 but it has been challenging to attract good candidates at the current salary. The FY24 budget also reflects a salary increase and promotion of the Mobility Coordinator to a Transportation Data Analyst. 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 Summer/Fall 2022 as well as funds to support the operations of the mobility programs as well as investing in new technology to migrate the City’s Resident ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 523 Permit Parking Program to a license plate-based system that improves admin and enforcement capabilities. Additional funds for the operations budget are related to taking over payments of cellular communication fees associated with smartphones and parking lot kiosks. Recent Accomplishments Awarded a $200,000 Federal Highway Association Safe Streets and Roads for All grant to help Department and City develop a Vision Zero Action Plan. Assisted the Commission on Disabilities to be awarded a $71,712 Municipal Americans with Disabilities Act (ADA) Improvement grant to construct accessibility improvements at Mary Jane Lee Park. Awarded a $95,000 MassDOT Shared Streets and Spaces grant to construct the North Street for All Safety Enhancement project which introduced pro- tected on-street bicycle lanes, formalized parking spaces, and traffic calm- ing elements from the Peabody town line to the North Street bridge. Awarded a $50,000 MassDOT Shared Streets and Spaces grant to assist DPS in purchasing equipment dedicated to removing snow and cleaning debris from bicycle lanes. Implemented the North Street for All Safety Enhancement project in fall 2022 and posted educational signs as well as helpful information on the Public Input webpage regarding the reallocation of roadway space for all users. Additional upgrades to traffic signals as well as installation of cross- walks and ADA bus landing work is to be completed in spring/summer 2023. Worked collaboratively with the Parks and Recreation, Health, and Engi- neering Departments to create accessibility, pedestrian, and parking improvements at the Mack Park entrance on Grove Street adjacent to the Community Farm. Installed traffic calming elements along 10 streets throughout the City as well as the first series of 16 permanent speed humps in North Salem on Buffum Street, Barr Street, Barstow Street, and Dunlap Street. Created a revised traffic calming prioritization tool that incorporates vari- ous criteria, including demographics, proximity to certain land uses, crash data, and vehicle speed and volume (count) data to generate scores. These scores are one of several factors that will be considered when determining how the Department allocates funding through the Program. Installed eight BlueBikes stations in Salem, bringing the City to a total of 15 BlueBikes stations. Awarded a Boston Region MPO Community Connections grant for $89,000 to purchase and install three additional BlueBike stations in spring 2023. Distributed free BlueBike memberships during the month of October for Salem residents. Expanded and oversaw the Satellite Shuttle Services during all five week- ends in October. The Salem Skipper broke several ride records this year as the service contin- ues to be increasingly utilized by Salem residents and visitors. Since launching in December 2020 the service has provided over 120,000 rides. In December 2022, Salem along with Peabody and Danvers were awarded a $2.3M grant to expand the service as part of the Federal Omnibus Spend- ing Bill. Finalized the implementation of a Community Car Share Program in Fall 2022 which offers residents an opportunity to rent vehicles, owned by the city, at an affordable hourly rate. Completed improvements to South Harbor Garage which include replace- ment of both stairwells, installation of security cameras, construction of public bathrooms and the new Destination Salem Visitor Center. Completed ADA, drainage, and structural improvements to the roof of the Museum Place Garage as well as installing security cameras throughout the facility and upgraded electrical equipment and lighting. ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 524 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Parking Fines collected $887,302.51 $846,053.50 $1,198,465.67 $1,200,000.00 $1,300,00.00 Parking Garage revenue $1,271,339.79 $1,087,162.49 $1,685,578.20 $1,700,000.00 $1,800,000.00 Parking Lot / Meter revenue $1,641,033.03 $1,549,781.99 $1,851,120.38 $1,900,000.00 $2,000,000.00 Parking citations issued 25,493 27,072 43,999 45,000 47,000 Parking citation dollar value $651,085.00 $705,395.00 $1,166,485.00 $1,200,000.00 $1,250,000.00 Building/Equip Maint 11.02% Contracted Services 7.70% Electricity 6.74% Salaries-Full Time 66.99% Salaries-Part Time 3.79% Other 3.76% ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 525 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Traffic & Parking Department - Personnel 14811 5111 Salaries-Full Time 781,505 901,000 1,020,960 1,020,960 1,088,366 1,078,932 1,078,932 57,972 5.68 14811 5113 Salaries-Part Time 49,605 45,324 60,520 60,520 61,072 61,072 61,072 552 0.91 14811 5131 Overtime (General) 13,345 23,558 10,000 10,000 25,000 17,500 17,500 7,500 75.00 14811 5150 Fringe/Stipends 1,417 4,000 8,000 8,000 8,000 8,000 8,000 0 0.00 845,872 973,881 1,099,480 1,099,480 1,182,437 1,165,504 1,165,504 66,024 6.01 Traffic & Parking Department - Expenditures 14812 5211 Electricity 87,750 84,102 108,500 101,684 108,500 108,500 108,500 0 0.00 14812 5255 Building/Equip Maint 131,675 162,408 172,535 185,989 182,535 177,535 177,535 5,000 2.90 14812 5320 Contracted Services 162,307 169,154 160,000 180,839 200,000 124,000 124,000 (36,000) (22.50) 14812 5341 Telephone 9,816 10,929 7,600 8,602 19,500 19,500 19,500 11,900 156.58 14812 5381 Printing And Binding 5,500 6,942 7,000 7,000 8,000 8,000 8,000 1,000 14.29 14812 5421 Office Supplies (Gen 2,500 3,000 3,000 3,000 3,000 3,000 3,000 0 0.00 14812 5710 In State Travel/Meetings 0 0 1,500 154 1,500 1,500 1,500 0 0.00 14812 5860 Equipment 1,877 3,123 3,000 3,000 3,000 3,000 3,000 0 0.00 401,425 439,658 463,135 490,267 526,035 445,035 445,035 (18,100) (3.91) Department Total 1,247,297 1,413,540 1,562,615 1,589,747 1,708,472 1,610,539 1,610,539 47,924 3.07 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 526 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 FINDLEY RUSSELL TRANSPORTATION DATA ANALYST 07/16/2019 51,265.10 1,001.73 1.00 100% 55,215 52,601 52,601 GAGNE GEORGE SHIFT SUPERVISOR 11/21/2018 38,751.84 757.22 1.00 100% 44,181 42,965 42,965 KUCHARSKY DAVID DIR OF PARKING & TRAFFIC 12/6/2018 103,702.12 2,087.15 1.00 1 100% 108,532 108,532 108,532 NELSON MARJORIE SHIFT SUPERVISOR 2/17/2014 47,008.15 918.55 1.00 100% 51,628 50,645 50,645 ISLAM MOHAMMAD SHIFT SUPERVISOR 09/22/2019 38,751.84 842.08 1.00 100% 44,181 42,965 42,965 ROMEO MARISSA SHIFT SUPERVISOR 3/1/2021 46,438.77 907.42 1.00 100% 51,002 50,031 50,031 SULLAWAY ALAN ASST PARKING DIRECTOR 7/22/2003 62,939.55 1,229.85 1.00 1 100% 63,952 63,952 63,952 SUMMIT TIMOTHY SHIFT SUPERVISOR 1/3/2019 38,751.84 757.22 1.00 100% 44,181 42,965 42,965 HODGE CHRISTINA ASST. TRANSP DIRECTOR 11/08/2021 77,170.91 1,507.94 1.00 100% 78,413 78,413 78,413 LINARD BRENDAN TRANSP PLANNER 01/03/2022 60,230.97 1,176.93 1.00 100% 61,200 61,200 61,200 VACANT SHIFT SUPERVISOR (SOUTH HARBOR) 37,623.15 44,181 42,965 42,965 9% Night Shift Differential & .50 Weekend - 3 Shift Supervisors 13,990.58 4 100% 13,991 13,991 13,991 AFSCME 404,334.55 8.00 Total AFSCME 1818 427,706 427,706 427,706 1,020,959.40 18.00 Total Full Time - 5111 1,088,366 1,078,932 1,078,932 Wks # Pos Hours WONG MICHAEL SEASONAL WORKER 12,903.84 12,903.84 P 52 1 16 12,854 12,854 12,854 MERRILL GLORIA PT METER CONTROL 16,129.80 16,129.80 P 52 1 20 16,068 16,068 16,068 DARCY GERALD SECURITY & SUPPORT 15,323.31 15,323.31 P 52 1 19 15,265 15,265 15,265 WYDE DARRELL SECURITY 15,323.31 15,323.31 P 52 1 19 15,265 15,265 15,265 PINTO JONATHAN BOARD CLERK 10/16/2019 840.00 840.00 B 12 1,620 1,620 1,620 PT SHIFT SUPERVISOR - - - - 14811-5113 60,520.26 Total Part Time 61,072 61,072 61,072 OVERTIME 10,000.00 10,000.00 25,000 17,500 17,500 14811-5131 10,000.00 Total Overtime 25,000 17,500 10,000 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 527 RES PARKING STICKER Stipend 3,000.00 3,000.00 12 3,000 3,000 3,000 AICP CERTIFICATION Stipend 2,000.00 2,000.00 2,000 2,000 2,000 Parking Ticket Hearing Officer Stipend 3,000.00 3,000.00 3,000 3,000 3,000 14811-5150 8,000.00 Total Fringe 8,000 8,000 8,000 1,099,479.66 18.00 Department Total 1,182,437 1,165,504 1,165,504 General Fund FTE Full-Time Equivalent Employees: FY2022 15.00 FY2023 18.00 FY2024 18.00 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New CONERLY MARILYN METER CONTROL I/II 11/6/ 2018 1 50,201.26 1.00 1,030.60 53,591.20 3 53,591.20 53,591.20 53,591.20 RICKLEFS MARK METER REPAIR 3/6/ 2023 1 52,968.91 1.00 1,011.56 52,600.78 1 3/6/ 2024 1,011.5 4 35 17.0 52,600.78 52,600.78 52,600.78 MANDEVILL E RICHARD METER REPAIR I/II 01/02/ 2019 1 52,968.91 1.00 1,087.42 56,545.84 3 56,545.84 56,545.84 56,545.84 MERCED PEDRO PK GARAGE MAINT 01/03/ 2019 1 47,891.93 1.00 983.20 51,126.40 3 51,126.40 51,126.40 51,126.40 RAMSDELL DAWNE METER CONTROL 08/27/ 2001 1 50,201.26 1.00 1,030.60 53,591.20 3 53,591.20 53,591.20 53,591.20 TOBICHUK MICHAEL METER CONTROL I/II 2/21/ 2023 1 50,201.26 1.00 959.02 49,868.66 1 2/21/ 2024 959.00 33.0 19.0 49,868.66 49,868.66 49,868.66 EMELIAN OLIVIA METER CONTROL I/II 08/04/ 2021 48,166.87 1.00 994.11 53,407.34 2 08/ 04/ 2023 1,030.5 7 5.0 47.0 53,407.34 53,407.34 53,407.34 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 528 COLLINS TIMOTHY METER CONTROL I/II 08/04/ 2021 48,166.87 1.00 994.11 53,407.34 2 08/ 04/ 2023 1,030.5 7 5.0 47.0 53,407.34 53,407.34 53,407.34 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 2,947.28 404,334.55 8.00 427,706.04 427,706.04 427,706.04 427,706.04 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 529 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 14812 Parking Department-Expenses 5211 Electricity Church St, Sewall St, Charter & Crombie 18,000 18,000 18,000 18,000 Museum Place 55,500 55,500 55,500 55,500 South Harbor Garage 35,000 35,000 35,000 35,000 5211 Electricity Total 108,500 108,500 108,500 108,500 5255 Building/Equip Maint Amano McGann Garage Systems Maintenance Service 25,524 25,524 25,524 25,524 Elevator Contract 10,011 10,011 10,011 10,011 Garage repairs 25,000 30,000 30,000 30,000 General building maintenance & custodial supplies. Increase related to improving striping of each facility on an annual basis. 60,000 0 0 0 General building maintenance & custodial supplies. Striping parking stalls, flushing storm pipes on an annual basis. 0 60,000 55,000 55,000 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. 40,000 0 0 0 High pressure water jet to clean facility. 0 45,000 45,000 45,000 Parking lot kiosk communication/data fees 12,000 12,000 12,000 12,000 5255 Building/Equip Maint Total 172,535 182,535 177,535 177,535 5320 Contracted Services Transportation & Parking Operations 160,000 200,000 124,000 124,000 5320 Contracted Services Total 160,000 200,000 124,000 124,000 5341 Telephone 2 Modems 1,200 0 0 0 At&T$200.00 2,400 0 0 0 Communication Fees 0 3,300 3,300 3,300 Credit Card Transaction Communication Fees 0 3,900 3,900 3,900 credit cards 1,900 0 0 0 Verizon Kiosk Fees 0 7,300 7,300 7,300 T-Mobile Smart Phones 0 5,000 5,000 5,000 Telephone Repairs (Responsible for dept. phone repairs) 500 0 0 0 Verizon 1,600 0 0 0 5341 Telephone Total 7,600 19,500 19,500 19,500 5381 Printing And Binding Garage & Lot Tickets, & parking stamps 7,000 8,000 8,000 8,000 5381 Printing And Binding Total 7,000 8,000 8,000 8,000 ---PAGE BREAK--- Departmental Budgets Traffic & Parking Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 530 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 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 463,135 526,035 445,035 445,035 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Information Technology Services & GIS IT - General Admin Mission Statement Why We Exist The Office of Information Technology provides and supports the resources which facilitate the flow of information within and between departments and expands the reach and usefulness of technology to staff, residents, and the public schools. This includes the enterprise network, telephone system and wireless access across 28 city & school sites, as well as all essential business systems and hardware. Goals and Objectives Reassess operations dashboard by September 2023. Deploy internal network monitoring solution by October 2023. Complete Windows 11 upgrade by October 2023. Develop plan for upgrade of SPS wireless and switch infrastructure by November 2023. Assess migration to laptop-only for non-union staff by November 2023. Finalize municipal device inventory by November 2023. Expand use of Laserfiche system to include Assessing & Police by December 2023. Upgrade phone system backend infrastructure by March 2024. Expand online permitting system with 25 additional record types by April 2024. Consolidate backup solutions by June 2024. Replace aging network switches by June 2024. How FY 2024 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 The transfer of mobile device management from Purchasing was successfully completed early in the year. Also, a successful partnership was launched with MassHire – Workforce Board to combine technology support with the City. Additionally, the department reorganized to streamline service delivery, supported Deputy CIO Gansenberg’s attendance at the MMA Supervi- sory Leadership Development Program, and established a consistent presence in the City Hall Annex to support daily operations. Recent Accomplishments Expanded self-service time off requests to senior staff and Finance, Human Resources, Mayor’s Office, Solicitor, and Treasurer department staff. Implemented Laserfiche forms in City Clerk, Health, Building, DPCD, Facili- ties, and Fire Prevention. Added .gov address space for website and email. Led upgrade of the Munis financial system. Completed implementation of the Vendor Self-Service platform. Upgraded municipal, school and public safety firewall systems. Continued replacement of network equipment across the city and schools. Strengthened our cybersecurity posture by expanding employee training, and implementing continuous monitoring. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 532 Upgraded telephone service to improve availability, scalability and busi- ness services. Expanded remote work capacity by extending the internal phone system to work off-premises and migrating user and shared departmental data to the cloud. Successfully transitioned mobile device management from Purchasing. Continued migration to Windows 11. Completed transition of school laptop support to Instructional Technology. Expanded hybrid meeting capacity to include the CLC great room. Conducted Zoom room trainings across the city. Partnered with SFD to expand access to the NexGen CAD system. Significantly improved network and Internet at the golf course; upgraded POS system. Successfully implemented partnership with MassHire/NSWIB leadership. Completed migration of financial system access permissions to role-based access. Partnered with Finance to transition GL account maintenance to the their team. Implemented regular updates of the reverse 911 system (Code Red) with staff data. Led upgrade of the financial system. Partnered with the Treasurer’s office to implement vendor EFT payments, reducing paper checks. Partnered with Purchasing to design and implement a workflow-based PO change system. Implemented identity management (Okta), enhancing financial system security. Expanded online permitting system with 23 new applications. Fully implemented Tableau business intelligence platform and aligned with SalemStat across multiple departments. Selected and deployed Udemy training platform for on-going IT staff development. Implemented daily integration of permitting system documents with Laserfiche repository. Partnered with Engineering to support GIS operations. Secured access to “push” updates to Waze and other navigation apps regarding street construction, closures, and other alerts. ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 533 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Help Desk Tickets Received and Resolved 4,271 3,152 2,596 2,515 2,500 Website Hits 1,982,157 3,620,284 3,460,897 2,540,000 2,000,000 Website Sessions 687,113 1,309,141 1,291,368 890,000 700,000 Website Subscribers 37,764 42,037 43,317 47,000 50,000 Salaries-Full Time 98.32% Other 1.68% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 534 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change IT - General Admin - Personnel 11551 5111 Salaries-Full Time 694,303 720,828 858,007 858,007 918,240 879,546 879,546 21,539 2.51 11551 5113 Salaries-Part Time 0 0 2,500 2,500 9,000 2,500 2,500 0 0.00 694,303 720,828 860,507 860,507 927,240 882,046 882,046 21,539 2.50 IT - General Admin - Expenditures 11552 5317 Educational Training 4,315 6,000 6,500 6,500 6,500 6,500 6,500 0 0.00 11552 5421 Office Supplies (Gen 235 1,331 1,000 1,218 1,000 1,000 1,000 0 0.00 11552 5520 Software Support/ Enhancements 3,500 3,500 3,500 3,500 0 0 0 (3,500) (100.00) 11552 5582 Data Processing Supp 0 0 3,000 3,000 3,000 3,000 3,000 0 0.00 11552 5710 In State Travel/Meetings 73 1,514 1,500 1,500 1,500 1,500 1,500 0 0.00 11552 5730 Dues And Sub 0 500 500 500 500 500 500 0 0.00 8,123 12,845 16,000 16,218 12,500 12,500 12,500 (3,500) (21.88) Department Total 702,426 733,673 876,507 876,725 939,740 894,546 894,546 18,039 2.06 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 535 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ANKIEWICZ JOHN NETWORK ADMINISTRATOR 10/29/2018 62,225.78 1,215.90 1.00 1 100% 63,227 63,227 63,227 BANKS ROBERT BUSINESS SYSTEMS ANALYST 9/24/2018 72,728.28 1,421.13 1.00 1 100% 77,594 73,899 73,899 BEDELL JUDY TECHNOLOGY MANAGER 8/22/2016 81,886.19 1,600.07 1.00 1 100% 83,204 83,204 83,204 DUIJVESTEIJN OLLE TECHNOLOGY MANAGER 10/12/2010 82,523.97 1,612.54 1.00 1 100% 83,852 83,852 83,852 GANSENBERG ROBERTA TECHNOLOGY MANAGER 8/15/1998 91,250.10 1,783.05 1.00 1 100% 92,719 92,719 92,719 GARCIA CARLOS Technical Support Analyst 12/12/16 52,640.89 1,137.69 1.00 1 100% 59,160 59,160 59,160 HO HUNG NETWORK ADMINISTRATOR 8/2/16 62,658.10 1,224.36 1.00 1 100% 63,667 63,667 63,667 KILLEN MATTHEW CHIEF INFO OFFICER 1/20/2015 129,048.18 2,572.06 1.00 1 100% 133,747 133,747 133,747 MULLINS LISA SUPPORT DESK ANALYST 9/19/2011 61,126.25 1,194.42 1.00 1 100% 62,110 62,110 62,110 TALBOT STUART Technical Support Analyst 12/13/2021 56,951.79 1,112.85 1.00 1 100% 57,868 57,868 57,868 KELSO BRANDON BUSINESS SYSTEMS ANALYST 5/2/2022 69,967.84 1,367.19 1.00 1 100% 71,094 71,094 71,094 NEW REQUEST MICROSOFT 365 ADMINISTRATOR 35,000.00 1.00 1 100% 70,000 35,000 35,000 11551-5111 858,007.38 12.00 Total Full Time 918,240 879,546 879,546 Interns 2,500.00 2,500.00 P 9,000 2,500 2,500 Innovation Team (stipends) - - 11551-5113 2,500.00 Total Part Time 9,000 2,500 2,500 860,507.38 12.00 Department Total 927,240 882,046 882,046 General Fund FTE Full-Time Equivalent Employees: FY2022 11.00 FY2023 12.00 FY2024 12.00 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 536 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11552 IT/GIS-Expenses 5317 Educational Training Technology Training & Certification 6,500 6,500 6,500 6,500 5317 Educational Training Total 6,500 6,500 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 0 0 0 DELL/ASAP State Contract Misc. network software and licensing fees 1,000 0 0 0 5520 Software Support/Enhancements Total 3,500 0 0 0 5582 Data Processing Supp Plotter supplies 3,000 3,000 3,000 3,000 5582 Data Processing Supp Total 3,000 3,000 3,000 3,000 5710 In State Travel/Meetings IT/GIS Meetings & Conferences; Registration, Travel & Gas 1,500 1,500 1,500 1,500 5710 In State Travel/Meetings Total 1,500 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 16,000 12,500 12,500 12,500 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 537 IT - Fixed Costs Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change IT - Fixed Costs - Expenditures 11562 5243 It/Gis Maintenance 426,840 894,559 773,600 815,104 866,450 764,950 764,950 (8,650) (1.12) 11562 5341 Phone/Dsl/ Communications 32,715 36,873 95,800 100,031 95,800 95,800 95,800 0 0.00 459,555 931,432 869,400 915,136 962,250 860,750 860,750 (8,650) (0.99) Department Total 459,555 931,432 869,400 915,136 962,250 860,750 860,750 (8,650) (0.99) It Maintenance $764,950 88.87% Telephone $95,800 11.13% ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 538 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11562 IT/GIS-Fixed Costs 5243 It/Gis Maintenance Adobe Pro licensing - all departments 0 5,500 5,500 5,500 Alloy Software Help Desk and Inventory 7,000 0 0 0 Annual Microsoft software licensing 100,000 0 0 0 Annual Microsoft software licensing - Workstation/Server/Database 5,000 0 0 0 Antivirus for City & Public Schools 18,000 0 0 0 Antivirus, email security and response 0 20,000 20,000 20,000 Backup and disaster recovery services 0 13,000 13,000 13,000 City and PD website hosting and support 0 9,500 9,500 9,500 Cybersecurity, possible to fund via ARPA 0 101,500 0 0 Dashboard software 2,000 0 0 0 Dashboard software licensing and support 0 2,500 2,500 2,500 Data center A/C maintenance 0 1,000 1,000 1,000 Domain registration for various domains, such as salem.com, buildingsalem.com, salemferry.com, salemfilmoffice, ci.salem.ma.us 250 0 0 0 Domain registration services 0 250 250 250 Electronic document management system licensing, support and public portal 0 21,000 21,000 21,000 ESRI ArcEnterprise portal 25,000 0 0 0 ESRI ArcGIS Desktop Extensions license Annual Maintenance 3,000 0 0 0 ESRI ArcGIS Engine without Extension Maintenance 200 0 0 0 ESRI ArcGIS for Desktop Advanced (ArcInfo) Concurrent Use Annual Maintenance 6,000 0 0 0 ESRI ArcGIS for Desktop Basic (ArcView) Single Use Primary Annual Maintenance 400 0 0 0 ESRI ArcGIS for Server Workgroup Advanced (ArcInfo) Annual Maintenance 2,500 0 0 0 ESRI ArcGIS Network Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 0 0 0 ESRI ArcGIS Spatial Analyst for Desktop Concurrent Use Primary Annual Maintenance 500 0 0 0 ESRI ArcPad Annual Maintenance 250 0 0 0 ESRI desktop licensing - Engineering, IT, Parking, and Planning - consolidated FY24 0 12,000 12,000 12,000 ESRI server licensing 0 11,500 11,500 11,500 Essex Craftsman - data center A/V maintenance 1,000 0 0 0 Facilities work order and DPS mobile 311 system 0 41,000 41,000 41,000 Help Desk and inventory system 0 7,000 7,000 7,000 Microsoft software licensing 0 104,000 104,000 104,000 ---PAGE BREAK--- Departmental Budgets Information Technology Services & GIS FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 539 Munis licenses 10,000 0 0 0 MyCivic Citizen Engagement 8,000 8,500 8,500 8,500 Network systems maintenance, licensing and support 95,000 65,000 65,000 65,000 Online meeting software and video conferencing 0 10,000 10,000 10,000 Permitting system licensing and maintenance 0 55,000 55,000 55,000 Remote Computer Assistance & Administration 0 2,200 2,200 2,200 Remote Computer Assistance & Administration Software Maintenance 3,000 0 0 0 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 8,000 0 0 0 Smartsheet and data uploader module 25,500 25,500 25,500 25,500 SPD - hosting On Duty/Extra Duty 2,500 0 0 0 SPD - surveillance camera maint. & support 49,500 60,000 60,000 60,000 Technology Equipment Repair 3,000 3,000 3,000 3,000 Tyler Technologies - Munis ASP Annual Fee includes OSDBA , Disaster Recovery Support, PACE program 278,000 0 0 0 Tyler Technologies - Munis licensing and application services 0 280,000 280,000 280,000 Veterans - federal records document imaging system 0 500 500 500 View Permit Annual Software License, Maintenance & Hosting 53,000 0 0 0 Virtual Town Hall Annual - City website 10,500 0 0 0 WebGIS - Annual application and hosting 9,500 0 0 0 Website chatbot AI 0 7,000 7,000 7,000 Work order and Mobile 311 systems 38,500 0 0 0 Zoom online meetings and hybrid meeting rooms 8,000 0 0 0 5243 It/Gis Maintenance Total 773,600 866,450 764,950 764,950 5341 Phone/Dsl/Communications Cellular phone service - Cemetery, City Clerk, Electrical, Engineer, Finance, Health, Legal, Mayor, Park, Parking, Planning, Public Property, Public Services, Veterans 0 40,000 40,000 40,000 Internet/Network: Internet services, City & Schools 14,000 14,000 14,000 14,000 Internet/Phone/PBX: City-wide telephone services 34,000 34,000 34,000 34,000 Mobile device data services - 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) 40,000 0 0 0 Tablets (Moving from Purchasing) (ITS, Public Property, Electrical, DPW, Park) 7,500 0 0 0 TV: Digital Transport Adaptors for city buildings 300 300 [PHONE REDACTED] Phone/Dsl/Communications Total 95,800 95,800 95,800 95,800 11562 IT/GIS-Fixed Costs Total 869,400 962,250 860,750 860,750 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Goal: Successfully defend claims against city and its officers Objective: Maximize resources, including insurance coverage to defend claims as needed Goal: Revise existing ordinances to address any inefficiencies Objective: Conduct quarterly review of Ordinance with Department Heads Goal: Address local needs/neighborhood concerns Objective: Create or amend Ordinances to provide tools to address needs/ concerns as needed Goal: Maximize MIIA rewards programs Objective: Assign staff to attend programs Goal: Assist Licensing Board in regulating licenses Objective: Create specific regulations for the board by end of calendar year Goal: Improve vendor management and offerings Objective: Work as part of a team to improve quality of vendors each Octo- ber Goal: Ensure all liquor licenses are fully utilized Objective: Work with Boards, businesses and Chamber of Commerce annu- ally Goal: Redevelop Transfer Station Site Objective: Develop DEP approved plan to see site is remediated by 2024 Goal: Redevelop municipally controlled properties Objective: Assist in redevelopment of properties as they become available Goal: Have an inclusive workplace, prevent discrimination suits and address complaints Objective: Continue to oversee DEI Director training and address complaints Goal: Improve process for identifying and reducing the number of problem properties Objective: Work with team to step up enforcement, collect data and take legal action when necessary Goal: Conduct performance appraisals for union staff Objective: Negotiate/implement inclusion of performance reviews with unions Goal: Ensure success of new Diversity, Equity and Inclusion office Objective: Work with new DEI director to ensure annual training and change in policy to increase equity and diversity How FY 2024 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals The Legal Department’s goals include several of the short and long-term goals of the City. These shared goals include: 1. Encouraging responsible private development and new growth opportuni- ties; 2. Continuing to improve upon management of Haunted Happenings and other community events; 3. Maintaining a high level of accessibility to and responsiveness to the pub- lic; 4. Overseeing successful disposition and remediation of the transfer station site, 5 Broad St., and other sites; and 5. Strengthen city’s reputation as a welcoming, accessible, and inclusive com- munity through work of new DEI role and Licensing Board policy and regu- lation. Significant Budget & Staffing Changes For FY 2024 Salary adjustments made to reflect survey results and added responsibilities Salary for a Clerk to take minutes for the newly formed Race Equity Commis- sion was included The hours of the Asst. Solicitor, previously 28 hours, was increased to 35 hours ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 542 Recent Accomplishments Prepared multiple amendments to the City’s Ordinances Prepared multiple Zoning Ordinance amendments Advised various boards and commissions regarding state and local laws as well as case law Prepared contracts, license agreements and mutual aid agreements Prepared Opinions for boards and commissions Managed claims against city Defended lawsuits against the city and its Boards Worked with various departments on solicitations for bids and requests for proposals Served as part of team to interview prospective senior staff Advised HR and department heads on various personnel matters Advised School Department on various personnel and policy matters Investigated and advised departments on personnel infractions and pre- pared disciplinary documents Drafted various easements and rights of entry agreements Prepared legal documents for disposition of city property Prepared deed restrictions for CPA-funded projects Prepared various home rule petitions Assisted the Licensing Board in conducting hearings and establishing pol- icy Worked with DEI Director and HR Director to implement new employee policies, complete an internal equity audit and DEI Report Secured two grants for the completion of an external equity audit and diverse workforce program development Launched new Race Equity Commission Participating on team of city officials from five communities to develop a Commonwealth model for increasing diversity in development ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 543 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 % MIAA REWARDS ACHIEVED 88% 90% 92% 100% 100% MIIA REWARD SAVINGS $48,000 $50,700 $53,200 $56,000 $57,000 Legal Services 12.24% Salaries-Full Time 84.47% Other 3.29% ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 544 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Solicitor & Licensing Board - Personnel 11511 5111 Salaries-Full Time 300,361 354,029 460,540 460,540 484,786 483,087 483,087 22,547 4.90 11511 5131 Overtime (General) 2,648 2,682 3,000 3,000 3,000 3,000 3,000 0 0.00 11511 5150 Fringe/Stipends 1,500 2,000 3,500 3,500 4,700 4,700 4,700 1,200 34.29 304,509 358,711 467,040 467,040 492,486 490,787 490,787 23,747 5.08 Solicitor & Licensing Board - Expenditures 11512 5303 Legal Services 42,363 65,247 70,000 84,118 70,000 70,000 70,000 0 0.00 11512 5306 Advertising 0 0 200 200 200 200 200 0 0.00 11512 5381 Printing And Binding 0 0 100 100 100 100 100 0 0.00 11512 5421 Office Supplies (Gen 474 500 750 750 2,250 2,250 2,250 1,500 200.00 11512 5730 Dues And Sub 3,255 3,804 4,550 4,550 4,550 4,550 4,550 0 0.00 11512 5760 Judgments 3,047 4,071 4,000 4,000 4,000 4,000 4,000 0 0.00 49,139 73,622 79,600 93,718 81,100 81,100 81,100 1,500 1.88 Department Total 353,648 432,333 546,640 560,758 573,586 571,887 571,887 25,247 4.62 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 545 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 RENNARD ELIZABETH SOLICITOR 4/1/2004 123,979.69 2,543.72 1.00 1 100% 132,273 132,273 132,273 ROOMEY JOANNE PARALEGAL 6/28/06 56,126.87 1,096.73 1.00 1 100% 58,708 58,708 58,708 VACANT ASSISTANT SOLICITOR 3/24/14 84,784.68 - 1.00 1 100% 105,000 105,000 105,000 ZARAGOZA REGINA DIRECTOR OF DIVERSITY, EQUITY, AND INCLUSION 86,389.66 1,717.33 1.00 1 100% 91,000 89,301 89,301 VACANT ASSISTANT SOLICITOR 9/6/2021 46,534.47 - 0.30 30% 31,500 31,500 31,500 SANTO GARY BOARD MEMBER 2,100.00 B 4 2,100 2,100 2,100 PAGLIARO MELISSA CLERK OF BOARD 3,000.00 B 4 3,000 3,000 3,000 BARRETT GARY BOARD CHAIRMAN 2,500.00 B 4 2,500 2,500 2,500 GREEL DEBORA BOARD MEMBER 2,100.00 B 4 2,100 2,100 2,100 12 - - - 53,024.24 1.00 Total AFSCME 1818 56,605 56,605 56,605 11511-5111 460,539.61 5.30 Total Full Time 484,786 483,087 483,087 Overtime 3,000.00 3,000.00 3,000 3,000 3,000 11511-5131 3,000.00 Total Overtime 3,000 3,000 3,000 Public Records Officer Stipend 3,500.00 3,500.00 1 3,500 3,500 3,500 CLERK OF RACE EQUITY COMMISSION 1,200 1,200 11511-5150 3,500.00 Total Fringe 4,700 4,700 3,500 467,039.61 5.30 Department Total 492,486 490,787 489,587 General Fund FTE Full-Time Equivalent Employees: FY2022 3.80 FY2023 5.30 FY2024 5.30 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 546 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New MOJICA MELISSA PRINCIPAL CLERK 6/19/06 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 53,024.24 1.00 56,605.12 56,605.12 56,605.12 56,605.12 ---PAGE BREAK--- Departmental Budgets Legal Department FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 547 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 750 1,500 1,500 1,500 Training Refreshments and Materials 0 750 [PHONE REDACTED] Office Supplies (Gen Total 750 2,250 2,250 2,250 5730 Dues And Sub Bar membership/ dues 1,050 1,050 1,050 1,050 Lexis service 2,500 2,500 2,500 2,500 Subscriptions & publications; Cont. legal ed. 1,000 1,000 1,000 1,000 5730 Dues And Sub Total 4,550 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 79,600 81,100 81,100 81,100 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Human Resources HR - General Admin Mission Statement Why We Exist The City of Salem Human Resources Department (HR) is a department of four full-time employees. Along with myself, we have an Office Manager/Assistant, Alicia Brady, a Personnel Aide, Amy O’Keefe, and a Benefits Manager, Jim Tali- adoros. The part-time switchboard operator, Joe Freitas also falls under our Department, and our Department coordinates the remaining hours at the switchboard with volunteers to have full coverage. HR is responsible for posting vacant positions, scheduling and conducting interviews, hiring full/part-time/temporary/seasonal employees, partici- pating in negotiations and administering various collective bargaining agree- ments (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 on many matters and occasions. We work very closely with our Finance Department and our Treasurer’s Office to ensure new and existing employees are processed timely, paid accurately and have correct deductions taken from their payroll. We consult with our Legal Department when needed to ensure personnel actions are done in accordance with applicable laws, poli- cies, and collective bargaining agreements. We monitor and administer our Workers’ Compensation Insurance, and utiliza- tion for the City and the Salem Public School Department. HR monitors and administers 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 training 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 2024 Continue working on streamlining our recruitment process and add in a streamlined process for our onboarding. We still experience hiring difficul- ties, yet not to the degree we saw during the pandemic. We need to have had to think outside the box to recruit to attract talent to our team, and we’ll try (as budget allows) to keep our salaries competitive. A streamlined onboarding process (paperwork etc.) would be more efficient for new hires and staff. Work with DEI Director to ensure our practices are in compliance. We are excited that the City was awarded a grant to assist us in its DEI efforts as they relate to HR. Continue to offer conversational Spanish classes to employees, with an opportunity for a “Spanish II” module. We’d like to expand our Spanish classes to our employees at the Department of Public Services, as well. Implement a pathway for employees to obtain their CDL licenses. 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. Partner with our EAP provider to offer options for wellness and work-bal- ance trainings and activities. Post-COVID, the need for wellness has never been stronger. Any assistance we can offer (free!) is always valuable. Continue to maintain salary schedule for non-union and union employees current on an annual and as-needed basis; we don’t want to lose good employees to other communities that offer higher salaries. We want to attract the most talented 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 are in compliance with the statute allowing the Commission to utilize these funds. Work with our MIIA Risk Manager and seek out trainings through MIIA to assist us in earning rewards towards our Workers’ Compensation Insurance Premium. Establish a Risk Committee to ensure we are doing all we can to minimize our financial risks with regards to Workers’ Compensation, and our Property and Casualty premiums. Review our City policies, revise as necessary for compliance, and negotiate implementation as required. Prepare a Departmental Procedure Manual, for this Department. Update and implement an Employee Evaluation Process/Assessment with our bargaining units and non-union staff and follow up with training for management staff in conducting performance appraisals. Seek out and encourage training for various topics, departments, and posi- tions. Continue to focus on employee relations and good will, which will include quarterly gatherings and check-in with new staff. 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 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals July 1, 2023 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’24 and beyond. After our due diligence we deter- mined and recommended the City remain with the GIC for another two years. Our PEC is dedicated to the memberships they represent; while we may not always agree, we are all committed to providing affordable and quality healthcare to our employees and retirees. I would like to put out an RFP for our voluntary benefits as well. This may be a long and involved process. Many options are available to employees, and things can just get too confusing, resulting in people not enrolling in ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 550 voluntary plans that may be of value to them. One provider would stream- line that process and offer quality benefits to our employees. We will again be looking to offer more in-house training this coming year, from training geared to front line staff as well as department heads. The City is very supportive of staff development, and as such, we will be taking advantage of opportunities to ensure all staff members are as effective as they can be in the City. Some of these training will require additional fund- ing, 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 City is committed to strong employee relations and partnerships, and as such, this goal is directly related to the City’s long and short-term goals. Significant Budget & Staffing Changes for FY 2024 Budget increases this year for HR are seen in the same line we see increases in every fiscal year: health insurance and workers’ compensation insurance. There are also increases in staff salary lines. From office supplies to job post- ings, 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 sufficient. Another area I see important for a budget line to remain intact is within the education line. This fiscal year we brought back our conversational Spanish classes. Twelve employees participated in an eight week session with two classes per week in the Annex building. Taught by a retired Spanish Teacher, Victoria Shams, these classes provided the students (employees) with the ability and the confidence to interact with our non-English speaking constitu- ents. Recent Accomplishments: Our Department assisted in the notification for, coordination of, and sched- uling for the mandatory DEI training for all City employees. All City employees participated in this important and valuable training hosted by our DEI Director. These trainings were held twice a week, and each group was comprised of employees from all of our departments. Conducted weekly and biweekly staff meetings in HR to keep up to date on retire- ments, new hires and daily operations. After the last couple of years, we have all learned that communication is important. Drafted and implemented two new policies: a Remote Work Policy and a Flexible Workweek/Compressed Workweek Policy. Post COVID we realized that not only would these Policies benefit current staff, but also potential new hires. These Policies were well received and have been implemented in some of our Departments. Successfully produced our 1095Cs and submitted verification of the same without errors to the IRS for calendar year 2022. Successfully defended an IRS 1095 audit and absolved the City of a $10K plus penalty. Provided several informational sessions for GIC Health Insurance Open Enrollment. We went onsite to the Salem Public Schools, our Fire Depart- ment Headquarters, our Police Department, and invited employees to our Annex. These sessions were set up to explain the insurance plan changes for July 1, 2023. These sessions are very important for our employees, and assisted by our consultant and benefit staff, we were able to answer employees’ and retirees’ questions. We routinely promoted our Employee Assistance Program from MIIA, a completely free and confidential program for all employees. 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, and biweekly meetings with the SPS to discuss employees retiring from the school department who will become our insureds. Implemented a phone screening/interview process for applicants. We con- ducted numerous interviews this past year, and in some areas, we have been unable to fill certain positions. However, in other areas we have been successful, specifically: Since July 1, 2022 we have interviewed, processed, hired and onboarded hired 42 full time employees: Engineering: Waste Reduction Coordinator Building: Local Inspector, Plumbing/Gas Inspector, Principal Clerk Park/Recreation/CLC: Signature Parks Manager, Receptionist, Event Man- ager/Recreation Assistant Purchasing: Assistant Purchasing Officer Police: Ten Patrol Officers, Dispatcher Public Services: General Foreperson, Principal Clerk, Laborer, Heavy Motor Equipment Operator Golf Course: Golf Course Mechanic/Grounds Traffic and Parking: Parking Garage Supervisor, Meter Control Treasurer: City Treasurer Mayor: Neighborhood Stability Coordinator Health: Director, Tobacco Control Electrical: Wire Inspector Fire: Eight Fire Fighters, Fire Alarm Operator IT: Tech Support Analyst Sustainability & Resiliency: Director Library: Staff Librarian II We are interviewing for an Assistant Treasurer, and we have Conditional Offers of Employment in process for a Recreation Coordinator and the Off- shore Wind Project Manager Role. With summer approaching, we will be processing additional seasonal employees in the next few weeks, and since July 1, 2023, we have processed over sixty part time employees. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 551 Our partnership with MassHire Career Center causes us to be involved in their hirings; since July 1, 2022, eight employees were processed by HR. Conducted several exit interviews as employees left the City for either retire- ment or to pursue other opportunities. This process allows us to have a mean- ingful dialog with a departing employee to not only wish him or her well, but also learn of any matters relative to the department we may not have been aware of or receive suggestions and critique for investigations and improve- ment. Maintained our practice of performative exercises as part of the interview process to ensure we hire the most qualified candidates for our open positions. These exercises are a valuable tool in our evaluation of candidates for employ- ment. Depending upon the position, we can determine the candidate’s ability to either drive our vehicles and trucks or examine an AP batch for accuracy. Facilitated the purchase of accessible picnic tables using the Handicap Viola- tion Fund to provide accessible outdoor seating at the Mack Park Food Farm. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 552 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 CORI checks - 300 300 155 250 Labor Service Applications processed - 45 50 23 45 Resumes rec'd/processed for FT vacancies - 350 400 485 so far 500 Retirements processed; City - - - 9 12 Retirements processed; SPS - - - 10 12 NEW HIRES Part time - 167 200 60 80 Full Time - 65 50 42 20 Full time Conditional Offers in place - - - 2 - AUDIT PREPARATION Accrual compilation - 1, all city employees 1; all city employees 1, all city employees 1; all city employees GASB 45 compilation - 1, all city employees 1; all city employees 1, all city employees 1; all city employees Insurance enrollment and full census for actuary - 1 1 1 1 WORKERS' COMPENSATION Workers' Compensation cases open (pre-miiia) - 5 5 5 5 Workers' Compensation salaries - 170600 200000 202460 214000 Medicals on tail claims - 4000 5000 CLAIMS Educational Training 2.55% Purchase Of Services 2.04% Salaries-Full Time 49.37% Salaries-Part Time 2.67% Salary/Cb Reserve 42.55% Other 0.82% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 553 Salem Public Schools - - - 59 so far 65 City - - - 25 so far 25 TRAINING SESSIONS MIIA rewards - 5 10 4 8 DEI (organized) - - - 25 6 Emergency Preparedness - - - 4 8 OPEN ENROLLMENTS PEC meetings - 6 6 6 6 Dental (includes email to City and SPS) - 4 2 3 3 Cafeteria Plan (includes email to City and SPS) - - - 4 4 Health Insurance (includes email to City and SPS) - - - 11 5 Life Insurance (Includes email to City and SPS) - - - 10 5 UNEMPLOYMENT INSURANCE City (percentge of budget) - - - 10% 10% Salem Public Schools (percentage of budget) - - - 90% 90% Fraudulent Claims City - - - 10 15 Salem Public Schools - - - 15 25 Random, non-City or Salem Public School employee - - - 1 3 Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 554 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change HR - General Admin - Personnel 11521 5111 Salaries-Full Time 237,882 259,379 273,184 275,122 290,103 290,103 290,103 16,919 6.19 11521 5113 Salaries-Part Time 13,485 14,593 15,710 15,710 15,710 15,710 15,710 0 0.00 11521 5161 Retroactive Wages 210,488 783,722 0 429,912 0 0 0 0 0.00 11521 5171A Salary/Cb Reserve 0 0 250,000 48,831 250,000 250,000 250,000 0 0.00 461,856 1,057,694 538,894 769,576 555,813 555,813 555,813 16,919 3.14 HR - General Admin - Expenditures 11522 5300 Purchase Of Services 8,586 12,000 12,000 12,023 12,000 12,000 12,000 0 0.00 11522 5303 Legal Services/Abritration 75 50 1,000 500 1,000 1,000 1,000 0 0.00 11522 5306 Advertising 1,300 1,605 2,000 2,225 2,000 2,000 2,000 0 0.00 11522 5317 Educational Training 1,321 2,763 15,000 15,000 15,000 15,000 15,000 0 0.00 11522 5320 Contracted Services 10,275 0 0 0 0 0 0 0 0.00 11522 5421 Office Supplies (Gen 1,490 1,701 1,700 2,489 1,700 1,700 1,700 0 0.00 11522 5710 In State Travel/Meetings 57 0 100 0 100 100 100 0 0.00 23,104 18,120 31,800 32,236 31,800 31,800 31,800 0 0.00 Department Total 484,960 1,075,813 570,694 801,812 587,613 587,613 587,613 16,919 2.96 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 555 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 BRADY ALICIA OFFICE MANAGER 8/7/2007 58,543.03 1,161.11 1.00 1 100% 62,153 62,153 62,153 CAMMARATA LISA PERSONNEL DIRECTOR 3/5/07 107,793.04 2,148.43 1.00 1 100% 111,718 111,718 111,718 TALIADOROS JAMES BENEFITS MANAGER 12/02/19 58,289.65 1,184.56 1.00 1 100% 63,408 63,408 63,408 OKEEFE AMY PERSONNEL AIDE/ ASST 8/29/16 48,558.53 986.80 1.00 28 100% 52,823 52,823 52,823 11521-5111 273,184.25 4.00 Total Full Time 290,103 290,103 290,103 FREITAS JOSEPH PT SWITCHBOARD 7/16/13 15,710.11 300.96 P 0.54 19 Hrs/wk 15,710 15,710 15,710 11521-5113 15,710.11 0.54 Total Part Time 15,710 15,710 15,710 Salary/Collective Bargaining Reserve 250,000.00 250,000 250,000 250,000 11521-5171A 250,000.00 Other Total 250,000 250,000 250,000 538,894.36 4.54 Department Total 555,813 555,813 555,813 General Fund FTE Full-Time Equivalent Employees: FY2022 4.54 FY2023 4.54 FY2024 4.54 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 556 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11522 Human Resources-Expenses 5300 Purchase Of Services Custom Drug Testing, random CDL license holder testing, 4x per year $350.00- $550.00 per event. Pre-employment physicals for all new employees. Shredding services with Heritage Industries. 12,000 12,000 12,000 12,000 5300 Purchase Of Services Total 12,000 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 2,000 2,000 2,000 2,000 5306 Advertising Total 2,000 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 15,000 15,000 15,000 15,000 5317 Educational Training Total 15,000 15,000 15,000 15,000 5421 Office Supplies (Gen Paper, toner cartridges, envelopes 1,700 1,700 1,700 1,700 5421 Office Supplies (Gen Total 1,700 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 31,800 31,800 31,800 31,800 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 557 Workers Comp Mission Statement – Overview 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 interests 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 representative from MIIA on a regular basis and have numerous discussions over the phone to monitor the progress of our injured employees. We encourage MIIA to pursue all claims aggressively to assist our employees in returning to work in a timely manner. Goals and Objectives 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 prior to the start of the new school year this Fall to promote training to prevent on the job injuries that ultimately affect our premium rates. Promote the MIIA 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. Continue to work with Department Heads to offer and implement light duty restrictions for employees returning to work after an injury. Allowing an employee to return to work just makes sense as we budget for salary, and indemnity costs will affect our premiums. Significant Budget Changes for FY 2024 Our Workers’ Compensation premium is a big number in our budget every year. It’s based on estimate payrolls, risk codes assigned to each position, and our experience. As such, the premium is the most significant change for this year; however, we’ll do our due diligence in our MUNIS system to make sure that all positions are assigned the correct risk code. We are audited every year, and it’s during this process that our estimated payrolls are reviewed for comparison to actuals. We were fortunate this year that our audited payroll from the prior year resulted in a credit and not an amount owed. This is due to accurate records and risk codes. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 558 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Workers Comp - Expenditures 19121 5111 Salaries-Full Time 167,263 179,848 202,460 202,460 212,460 212,460 212,460 10,000 4.94 19121 5172 Workmens’ Comp-Medic 4,041 3,312 5,000 5,525 5,000 5,000 5,000 0 0.00 19121 5179 Workers Comp-Miia Premium 314,705 315,103 332,270 332,270 383,721 339,200 339,200 6,930 2.09 486,008 498,263 539,730 540,255 601,181 556,660 556,660 16,930 3.14 Department Total 486,008 498,263 539,730 540,255 601,181 556,660 556,660 16,930 3.14 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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. 202,460 0 0 0 Wages paid to former employees of the City and School Department who were injured on the job. These are pre-MIIA Workers’ Compensation coverage. COLA increase 10/1/2023 anticipated, weekly payroll increase. 0 212,460 212,460 212,460 5111 Salaries-Full Time Total 202,460 212,460 212,460 212,460 Salaries-Full Time 38.17% Workers Comp-Miia-City 60.93% Other 0.90% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 559 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 5179 Workers Comp-Miia Premium FY23 Premium actual 706,958 0 0 0 FY24 Premium Estimate from MIIA 0 760,000 760,000 760,000 Less 2.5% Early Pay 0 (22,800) (18,000) (18,000) Less 3% Early Pay (21,209) 0 0 0 School Workers Comp in School Budget 53% . Claims - School 80% City 20% (353,479) (353,479) (402,800) (402,800) 5179 Workers Comp-Miia Premium Total 332,270 383,721 339,200 339,200 19121 Workmens’ Comp-Personnel Total 539,730 601,181 556,660 556,660 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 560 Unemployment Compensation Goals and Objectives 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. Significant Budget & Staffing Changes For FY 2024 Overview and Recent Accomplishments We have seen an uptick in fraudulent unemployment claims. They had ceased for about a year, and as soon as we received one, we realized they were starting up again. We got ahead of the wave and notified all employees (City and Salem Public Schools) of the resurgence, with instructions on what to do if they fall victim to a fraudulent claim. The fraudulent claims have no discre- tion, and we are vigilant, as we are notified of every claim. We monitor our bill every month for accuracy, and make sure that erroneous charges drop off completely. We still review every claim for legitimacy, and we gather any and all information from either City Departments or the School Department to answer the claim. An unanswered claim results in an approved claim. We still protest claims we believe are meritless. Our diligence out of the gate with accurate information lends to our success in that area. Furthermore, with a potential maximum weekly benefit of $1015.00 (up $41.00 from last year plus dependent allowances of $25.00 each) it is in our best interest to review every claim. Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Unemployment Compensation - Expenditures 19131 5173 Unemployment Compens 319,948 133,196 250,000 256,212 250,000 200,000 200,000 (50,000) (20.00) 319,948 133,196 250,000 256,212 250,000 200,000 200,000 (50,000) (20.00) Department Total 319,948 133,196 250,000 256,212 250,000 200,000 200,000 (50,000) (20.00) ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 561 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 250,000 250,000 200,000 200,000 5173 Unemployment Compens Total 250,000 250,000 200,000 200,000 19131 Unemployment Comp-Personnel Total 250,000 250,000 200,000 200,000 ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 562 Employee Insurance Benefits Mission Statement Goals and Objectives July 1, 2023 marks the start of our two-year renewal with the GIC. We have been with the GIC since July 2012, and since then, the analysis has shown that GIC coverage offers our employees, retirees and survivors the most diverse and affordable health care options. Our most recent analysis of our utilization proved that it was cost-prohibitive to seek an alternate provider. Our PEC was not in favor of our decision; however, we were not able to demonstrate savings to warrant such move out of the GIC. Over the next several months and the next year, we’ll continue to work work with our PEC to review costs, and plan for the future. July 2025 will be here before we know it, and we will continue to explore ways to minimize health care costs, as we’ll need to again review our utilization and offer out an RFP to other carriers. Questions come up all the time, whether they be about mail order prescrip- tions, bills, deductibles, or how to get reimbursed for a co-pay, there are always ways to assist our employees with rising health care costs. We’ll continue to do emails to all employees about a health care topic. Whether it is a reminder to submit for a fitness reimbursement or to be more aware of an ’Explanation of Benefits’ form to ensure employees are paying only for services they are responsible for, we think it is important to have consis- tent communication with employees about their health care benefit. Significant Budget & Staffing Changes For FY 2024 As of April 30, 2023, the City of Salem had 1855 enrollees in our health insur- ance plans. All but 572 of those enrollees are administered in the HR depart- ment. As noted above, 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, even with plan consolidation at the GIC this year. Additionally, we have been able to project an accurate budget for FY24, based on actual enrollment, post Open Enrollment. Knowing that rate increases are tied to utilization, we encourage wellness and carrier sponsored programs to 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. Last July we moved all active employees to a new dental plan, Altus Dental, which has been well received, by currently 312 total subscribers enrolled in either individual or other familial plans. This plan, with a lower rate at the time of the move, along with the $2,000.00 annual maximum and a rate guar- antee has proven to be a move for not only the employees, but also the City. Retirees, our own and from the Salem Public Schools are insured with Altus as well, and as of April 2023, 127 City retiree subscribers were enrolled in various plans, and 122 Salem Public School retirees were enrolled in various plans. We are in our second year of a rate hold with Boston Mutual, our life insurance carrier. As of this date, we cover 349 city employees with basic life insurance, and 611 (396 City and 315 Salem Public Schools) retirees with basic life insur- ance. ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 563 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Employee Insurance Benefits - Expenditures 19141 5174 Medical Insurance 13,728,369 14,490,947 16,274,273 16,274,273 16,756,561 16,756,561 16,756,561 482,288 2.96 19141 5181 Dental Insurance 45,797 41,431 48,000 48,000 48,000 48,000 48,000 0 0.00 19141 5182 Life Insurance 107,376 101,720 120,000 120,000 120,000 120,000 120,000 0 0.00 19141 5186 Opt Out Program 11,750 18,100 40,000 40,000 40,000 25,000 25,000 (15,000) (37.50) 13,893,291 14,652,198 16,482,273 16,482,273 16,964,561 16,949,561 16,949,561 467,288 2.84 Department Total 13,893,291 14,652,198 16,482,273 16,482,273 16,964,561 16,949,561 16,949,561 467,288 2.84 Medical Insurance 98.86% Other 1.14% ---PAGE BREAK--- Departmental Budgets Human Resources FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 564 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 19141 Group Insurance-Personnel 5174 Medical Insurance City share of health insurance costs for City and School employees and Retirees. Estimate for FY 2023 16,439,273 0 0 0 City share of health insurance costs for City and School employees and Retirees. Estimate for FY 2024. (School active/retiree costs approximately 60% of appropriation. Estimate for school-related costs in FY24 is $9,814,505) 0 16,921,561 16,921,561 16,921,561 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 16,274,273 16,756,561 16,756,561 16,756,561 5181 Dental Insurance City share of dental insurance costs for City and School employees 48,000 48,000 48,000 48,000 5181 Dental Insurance Total 48,000 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 25,000 25,000 5186 Opt Out Program Total 40,000 40,000 25,000 25,000 19141 Group Insurance-Personnel Total 16,482,273 16,964,561 16,949,561 16,949,561 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 FireFire Mission Statement The primary mission of the Salem Fire Department is to provide a range of programs designed to protect the lives and property of the citizens of Salem from the adverse effects of fire, sudden medical emergencies, or exposure to dangerous conditions created by either man or nature. The Salem Fire Department operates out of five fire stations manning four engines and two ladder companies. The department employs 89 firefighters, 5 full-time dispatchers, and one office department manager. The department responds to 7500 calls for service annually. The department also operates a Fire Prevention division, the Salem Emergency Management division, and oversees the private ambulance contractor for the city. 80 department members are EMTs and 2 are paramedics; fire companies have all the capabili- ties of a BLS ambulance unit without the transport function, and respond to all priority medical calls in the city. Due to the strategic positioning of the fire stations throughout the city, firefighters are well-situated to respond to all types of calls for service The Salem Fire Department is one of the oldest in the nation steep in history – its ranks consist of true professionals who are always ready to serve and very proud of what they do. Goals and Objectives Fire Prevention: The Fire Prevention Division is an integral part of the Salem Fire Department. The goal of this division is to ensure fire codes are strictly enforced and to educate the public on the importance of good code enforcement and fire safety. Objectives Code enforcement: code enforcement and inspections are a critical part of any modern fire department and are the most important functions within the fire prevention division. The division not only completes inspections daily but also oversees inspections within the fire compa- nies and assigns inspections to be completed daily. The fire department strives to complete 1200 – 1300 inspections annually Education: Community education has always been a priority for the fire prevention division and the department - education will continue to be an integral part of the department’s operation – fire education within the elderly community includes multiple residential locations and dif- ferent housing developments – a special focus on educating the youth of the community in the schools, at afterschool programs, camps and other organizations and events for children will be continued and expanded wherever possible. New Construction: growth in our community is still increasing and it is the responsibility of the fire department to work with the building department to make sure builders comply with today’s engineering standards ensuring the best fire protection available. As always, exist- ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 566 ing buildings will be routinely checked by our firefighters to ensure reg- ulations are followed and all buildings are safe. Emergency Medical Services: Modern-day emergency medical services are one of the most important parts of the Salem Fire Department’s mission. Firefighters in Salem responded to 4043 medical calls in 2022 – 90% of all firefighters in Salem are EMTs – many with more than 20 years of experience in the emergency medical field. The goal of the department is to continue expanding the medical services in the community and to expand access to life-saving equipment. Some of the objectives already underway include continued advanced medical training for all department personnel and modernizing the cache of medical equipment used by the department. “Other” funding sources have allowed the department to purchase advanced CPR machines for the department fire apparatus. These devices are game changers for persons suffering cardiac arrest and have proven to be invaluable to the emergency medical service nationwide. See online “ LUCAS 3 chest compression system” for more information. In addition to the LUCAS system the department has purchased 12 new advanced technology LIFEPAK Automatic External Defibrillators (AEDs). The new AEDs work in conjunction with the LUCUS CPR device to pro- long life and correct cardiac associated with cardiac arrest. See online LIFEPAK 1000 Defibrillator” for more information Lastly, through “other” funding sources, the department has ordered 60 fully automatic external defibrillators for use by the public. This sum- mer, these devices will be placed throughout the community in private & public settings and will be available for immediate use by a layperson in the event of sudden cardiac arrest. As part of an objective to advance the expansion of AEDs in the commu- nity; the department will strive to establish and operate free training for the public to teach basic CPR and the use of an AED. Special Operations: Firefighters are called on to respond to so much more than just fires and medical calls – every department member is trained to fill many roles including vehicle extrication, electrical emergencies, alarm system troubleshooting, forcible entry, and elevator rescues, just to name a few. On occasion, department members are called to perform very spe- cialized tasks to affect a rescue or mitigate a challenging scene – The ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 567 Salem Fire Department Special Operation Team expands on the depart- ment’s ability by training for high-risk, low-frequent emergency inci- dents. These might include but are not limited to confined space rescues and high and low-angle rescues. 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 com- munity 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. This year the goal for the special operation team is to add more department mem- bers to the team and expand the training programs available to the division.  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’s primary goal is to continue to make repairs as needed to keep all 5 stations operational and work to mod- ernize the buildings whenever possible. Last year saw a substantial amount of completed projects. Fire Headquarters: The entire apparatus garage space was repainted, all man doors were replaced, 7 overhead door opener machines were mod- ernized, laundry facilities for the firefighters were expanded, security and video surveillance on the exterior of all stations was installed, the apparatus floor was patched, administrative offices were re-carpeted and painted, air conditioning and heating was added to the watch desk/OD areas, the entire exterior of the building was landscaped, new building signage was installed. This year a new ADA bathroom and ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 568 female locker room will be built along with additional exterior painting and landscaping on the Klop Alley side of the building. Station 2 North Salem: Exterior painting was completed, some interior painting, a new gym was built and equipped entirely by the firefighters, a faulty apparatus floor drain was cut out and replaced along with drain piping in the basement, new laundry facilities were installed and roof repairs were completed. Station 4 Essex Street: The entire interior of the building was repainted by the firefighters, major repairs were made to the slate roof, the gut- ters were repaired, the snow fence and the entire building exterior were repainted, new building signage was added and the entire front ramp was excavated and replaced. . Plans are underway to add exterior light- ing to three sides of the building, replace three exterior man doors and begin replacing 38 windows over three years.  Station 5 Loring Ave: The interior of the building was painted in some areas, and plans are underway for a major exterior renovation which will be half-funded by a CDBC Grant. This project will commence this June – the entire front ramp, rear driveway & sidewalk will be exca- vated and replaced, ADA access will be added, two apparatus overhead doors will be replaced & three man doors will be replaced, and exterior lighting will be added to the entire building and signage installed. Sustainability Goals: Increase cost efficiency for all five department buildings to reduce utility expenses and increase building usability, for years to come. The objectives to meet the department’s sustainability goals are part of a city-wide initiative to upgrade all building infrastructure and fund the modernization with savings achieved over 15 to 20 years of efficient operation. This initiative includes modernizing heating and air condi- tioning, installing new electrical services, insulating buildings, new windows if needed, replacing lighting, and installing modern controls for all building services. The city has contracted with a private vendor and they have completed the survey portion of the plan and are now designing systems for all five fire department stations. This undertaking along with the major renovations which should be completed within the next three years will finalize the modernization of 5 fire stations and ensure the guaranteed use and reliability of these buildings for the foreseeable future. Firefighters take great pride in the department and have worked tire- lessly to complete many projects in the stations, without the generous efforts of the firefighters, many of these projects would not be possible. Funding and Grant Writing: Grants are a major source of funding for the Salem Fire Department. This year the department was very successful and awarded significant grant funding: Mass Emergency Management Grant of $21,150 for two light towers for use by the fire department, emergency management, and DPW. Mass SAFE Education and Prevention Grant $6000 for the education of the children in the schools and afterschool programs. FEMA SAFER Equipment Grant for $25,000 to replace some of the department LDH supply line hose, purchase master stream fire fighting equipment, and purchase 5 rescue air packs for the apparatus. 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 – Police, Fire & Ambulance – Procurement and implementation began in 2022 – the project will move to completion in the summer of 2023. Since its inception as anticipated, there has been a significant decrease in the amount of time it takes to receive/record emergency calls and dispatch the fire companies. In some instances, there has been a 3-4 minute reduction in time to ensure the quickest emergency response possible. CDBG: $150,000 funding the exterior remodel of Station 5 on Loring Ave as described above. Apparatus and Equipment: The department has established a goal in the form of a 20-year capital plan to better anticipate the replacement of the department apparatus and vehicles. The city presently operates 5 fire pumps, 2 ladder trucks, 3 inspection vehicles, 2 heavy-duty pickup trucks, 3 frontline response command vehicles, two UTV all-terrain vehicles, and 2 boats. This plan ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 569 anticipates the year that a truck or department vehicle will need to be replaced and works to spread these purchases over years to avoid pur- chasing multiple vehicles in the same year. The objectives of the plan will involve close monitoring of all department vehicle assets and adjusting the plan accordingly as needed. The plan will be provided to the city finance director and integrated with other city departments to ensure efficient management of vehicle replacement costs over a pro- longed period of time. In June Salem Fire will take delivery of a new 2023 Ferrara Fire Pumper – due to severe supply chain issues, this truck has been delayed but is finally slated for delivery. This truck will be the third truck purchased from Ferrara Apparatus Inc. it replaces an aging truck in our fleet and will be assigned to Fire Headquarters and run as Salem Engine 1 – the new pump will be identical to our existing Engine 2 and Engine 5. There are many advantages to keeping the trucks all the same – significantly reducing the time for repairs – every effort will be made to keep an inventory of parts for these specific trucks to reduce downtime – fire- fighters will be accustomed to one type of apparatus increasing safety and performance. In October of 2022, the department’s second ladder - ladder 1 was retired due to major issues related to its age. The city has moved to pur- chase a stock aerial ladder from the Pierce MFG company and if supply chain issues do not interfere, the new ladder will be delivered in the fall of 2023 Engine 4 is due to be replaced and plans are underway to design another engine identical to the three others in the department fleet.  Communications: Major changes have been completed at the Fire Department dispatch center to modernize call-taking and synergize the dispatch effort with Police and private ambulance. Goals moving forward include refining the department’s city-wide property database including “persons to notify” (PTNs), property access data, and better national reporting. With the recent implementation of a computer-aided dispatch system, (CAD) this information is now available to both police and fire instead of both maintaining their own system Salem Fire and Police have completed the design phase of a project to replace the radio dispatch infrastructure for the entire city. Six 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 micro- wave transmitters and fiber optics. Police and Fire will maintain sepa- rate frequencies, but will no longer have independent radio repeaters and networks – instead, both will share one system allowing for better reliability and significant savings. This project is now in the implemen- tation phase and will move to completion by the end of this year.  Staffing: Over the past three years, Salem Fire has seen a sizable shift in its work- force. There have been many retirements and some resignations. For the first time in many years, the Salem Fire Department is fully staffed. This full staffing is instrumental in providing the best service to the community while significantly reducing overtime costs. Presently the department is now maintaining a reserve hiring list – candidates will be completely vetted and assigned to an unpaid reserve list in anticipa- tion of position openings. When a position becomes available, the reserve candidate will be hired immediately eliminating peri- ods with open positions. It is the Goal of the department to maintain a reserve list and eliminate delays in hiring through better planning. By maintaining an effective reserve list there will be no delays in filling positions. The present group of firefighters and officers working for the depart- ment are well-trained and very well-suited to provide emergency ser- vices to the community – the future continues to look bright. ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 570 FY 2024 Departmental Goals Relating to City’s Overall Long- & Short- Term Goals: The Fire Department will continue to work towards modernizing every- where possible: better technology will streamline operations, save money, and further the capabilities of the department which will have a direct benefit for the community. In emergency services time is every- thing – technology saves time. A red and blue initiative between police and fire over the past two years has shown how much more can be accomplished when agencies com- bine their efforts. Better communication between dispatch is inevitable with the new equipment and technology installed – better-combined training between both agencies will increase performance and safety – a spirit of teamwork between police and fire will help to create a better public safety work experience for all. The department is now looking to replace Engine 4 which is 17 years old. Front-line fire pumps cannot be relied on for good performance in an urban setting like Salem for more than 15 years. It takes two years to design, purchase, and manufacture a pump. Sustainability is an important goal for the city: The fire department is part of a design study to replace antiquated heating, lighting, windows, overhead doors, etc. – this will have a major impact on buildings’ effi- ciency and significantly reduce cost. Two 23-year-old vehicles used by our inspection services have been replaced and modernized, significantly reducing downtime, and repair, & fuel cost. Community involvement and partnerships have been an integral part of the department’s 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 outside funding from community partners for special operations teams, special vehicles, and equipment - we will continue to foster the relations necessary for their continued support. Community partnership is a two-way street; our department will continue 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 and technology are essential to a modern-day fire- fighting/EMS force. With the recent purchase of new AEDs, CPR machines, new dispatch equipment & software along with a soon to be delivered fire pump and ladder truck, the Salem Fire Department is well-positioned to successfully complete its mission and provide the highest level of service to the community for many years to come. ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 571 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Fires 170 118 137 Emergency Medical Calls 2614 3780 4043 Hazrdous Condition Calls 280 364 344 Service/Assistance Calls 640 792 802 Investigations 382 328 476 Alarm Activations/Investigat Alarm 1432 1667 1545 Weather Related Calls 22 10 12 Other 2 4 4 Hazardous Materials Calls 48 84 99 Structure Fires 58 31 35 Vehicle Fires 8 7 8 Vegitation Fires 62 36 89 Motor Vehicle Accidents 212 197 257 Automobile Extrications 12 19 21 Rescues Other Types 48 48 82 Receive Mutual Aid 26 37 44 Provide Mutual Aid 31 41 32 Fringe/Stipends 2.85% Holidays 5.27% Nights 4.09% Overtime (General) 10.96% Salaries-Full Time 67.58% Other 9.25% ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 572 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Fire - Personnel 12201 5111 Salaries-Full Time 6,103,740 6,205,135 6,561,192 6,561,192 7,094,026 7,094,026 7,094,026 532,834 8.12 12201 5113 Salaries-Part Time 55,022 37,486 70,684 70,684 75,684 65,684 65,684 (5,000) (7.07) 12201 5131 Overtime (General) 1,289,059 1,479,017 1,056,611 1,056,611 1,163,774 1,150,874 1,150,874 94,263 8.92 12201 5133 Emt 41,178 39,106 48,600 48,600 50,400 50,400 50,400 1,800 3.70 12201 5136 Holidays 472,044 468,248 491,844 491,844 553,438 553,438 553,438 61,594 12.52 12201 5138 Out Of Grade 89,342 75,367 80,000 80,000 80,000 80,000 80,000 0 0.00 12201 5139 Nights 397,298 390,198 429,701 429,701 429,701 429,701 429,701 0 0.00 12201 5141 Longevity 140,913 134,096 146,260 146,260 155,450 155,450 155,450 9,190 6.28 12201 5143 Firefighter Rank Stipend 27,000 20,800 29,000 29,000 29,000 29,000 29,000 0 0.00 12201 5145 Education Incentive 96,257 69,444 113,852 113,852 60,000 60,000 60,000 (53,852) (47.30) 12201 5150 Fringe/Stipends 306,373 287,377 290,000 290,000 298,850 298,850 298,850 8,850 3.05 12201 5154 Specialty Stipend 6,000 6,000 9,600 9,600 8,000 8,000 8,000 (1,600) (16.67) 9,024,226 9,212,274 9,327,343 9,327,343 9,998,323 9,975,423 9,975,423 648,080 6.95 Fire - Expenditures 12202 5211 Electricity 40,253 38,619 42,869 55,494 42,869 42,869 42,869 0 0.00 12202 5215 Natural Gas 18,157 21,261 28,000 28,010 28,000 28,000 28,000 0 0.00 12202 5216 Oil Heat 10,589 19,711 15,000 22,000 15,000 15,000 15,000 0 0.00 12202 5241 Building Maintenance 29,945 35,981 35,000 35,000 35,000 35,000 35,000 0 0.00 12202 5258 Fire Equipment Repai 26,308 46,092 52,000 66,422 52,000 52,000 52,000 0 0.00 12202 5277 Photocopy Machine Le 3,405 4,444 5,520 5,120 6,000 6,000 6,000 480 8.70 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 47,700 35,198 47,700 77,202 79,200 47,700 47,700 0 0.00 12202 5300 Purchase Of Services 38,418 20,091 36,200 32,643 36,200 36,200 36,200 0 0.00 12202 5317 Educational Training 40,843 27,161 42,187 16,187 42,187 42,187 42,187 0 0.00 12202 5318 Dental/Medical Servi 20,257 42,779 17,600 29,600 17,600 17,600 17,600 0 0.00 12202 5318R Dental/Medical Servi 3,405 3,161 25,000 8,787 25,000 25,000 25,000 0 0.00 12202 5320 Contracted Services 0 0 4,436 0 5,216 5,216 5,216 780 17.58 12202 5341 Telephone 19,309 19,567 23,028 24,159 23,028 23,028 23,028 0 0.00 12202 5421 Office Supplies (Gen 2,342 5,021 6,500 6,500 7,500 6,500 6,500 0 0.00 12202 5451 Custodial Supplies 8,662 9,207 9,000 9,000 9,500 9,500 9,500 500 5.56 12202 5510 Fire Prevention 4,263 8,319 14,500 9,500 14,500 14,500 14,500 0 0.00 12202 5513 Emergency Management 600 562 1,000 1,000 1,000 1,000 1,000 0 0.00 12202 5586 Fire Suppression Sup 9,281 28,255 23,730 23,730 24,930 24,930 24,930 1,200 5.06 12202 5730 Dues And Sub 1,900 2,000 2,000 2,000 2,000 2,000 2,000 0 0.00 413,608 455,402 519,243 540,328 554,703 522,203 522,203 2,960 0.57 Department Total 9,437,834 9,667,675 9,846,586 9,867,671 10,553,025 10,497,626 10,497,626 651,040 6.61 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 573 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 DIONNE ALAN CHIEF 164,480.93 3,151.27 1.00 40 100% 167,963 167,963 167,963 DEPUTY CHIEFS 394,909.70 9,456.65 5.00 5 100% 630,867 630,867 630,867 CAPTAINS 772,506.23 14,798.97 9.00 9 100% 850,912 850,912 850,912 LIEUTENANTS 1,194,427.87 22,881.76 16.00 16 100% 1,290,093 1,290,093 1,290,093 FIRE FIGHTERS-4 2,662,120.66 59,386.04 49.00 49 100% 3,343,660 3,343,660 3,343,660 FIRE FIGHTERS-3 664,475.72 - 0.00 0 100% (181,221) (181,221) (181,221) FIRE FIGHTERS-2 277,461.27 - 8.00 8 100% 478,563 478,563 478,563 FIRE FIGHTERS-1 0.00 957.97 1.00 1 100% 53,906 53,906 53,906 - - - ADDISON JOHN MECHANIC 1/1/2014 72,751.14 1,464.35 1.00 40 100% 76,289 76,289 76,289 SULLIVAN ASHLEY OFFICE MANAGER 9/2021 62,472.35 1,101.44 1.00 35 100% 62,472 62,472 62,472 STEP INCREASES (ADDED TO BASE ABOVE) - - - - - FIRE PREVENTION 7,500.00 3.00 7,500 7,500 7,500 Adjust for & Rounding - - - - FAO Salary AFSCME 288,086.04 5.00 Total AFSCME 1818 313,021 313,021 313,021 12201-5111 6,561,191.93 99.00 Total Full Time 7,094,026 7,094,026 7,094,026 C. Dichirico EVENING AP CLERK 23,744.74 454.88 P 1.00 16 100% 8,745 8,745 8,745 Part-Time FAO’s FAO’s - PART TIME 19,999.91 383.14 19 100% 30,000 25,000 25,000 Capt. Darisse EMERGENCY MGMT CLERK 26,939.38 64.51 1.00 8 36,939 31,939 31,939 12201-5113 70,684.02 Total Part Time 75,684 65,684 65,684 OT FF CONTRACTUAL- 88 & MECHANIC 914,964.43 891,424.42 88 1,000,000 1,000,000 1,000,000 OT - FAO’S 37,772.97 37,772.97 5 45,000 45,000 45,000 OT - FF NON- CONTRACTUAL 60,000.00 60,000.00 60,000 60,000 60,000 OT - HAUNTED HAPENINGS 17,100.00 7,100.00 30,000 17,100 17,100 OT - COMMUNITY EVENTS 6,300.00 6,300.00 6,300 6,300 6,300 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 574 5 Recruits, 14hrs/wk x 10 wks OT - RECRUITS TO ACADEMY 20,473.60 7,000.00 22,474 22,474 22,474 12201-5131 1,056,611.00 Total Overtime 1,163,774 1,150,874 1,150,874 EMT 48,600.00 600.00 73.00 50,400 50,400 50,400 HOLIDAYS FF 491,843.70 Varies 553,438 553,438 553,438 OUT OF GRADE 80,000.00 Varies 80,000 80,000 80,000 NIGHTS FIREFIGHTERS 429,700.58 Varies 429,701 429,701 429,701 LONGEVITY - FF & Mechanic 146,259.92 Varies 155,450 155,450 155,450 "FF NEW" FF RANK DUTY RECOGNITION 29,000.00 500.00 58 29,000 29,000 29,000 21 Bachelor’s, 14 Associates EDUCATION INCENTIVE STIPEND 113,852.20 Varies 60,000 60,000 60,000 SMV SENIOR/MASTER/ VETERAN 290,000.00 Varies 298,850 298,850 298,850 Colorguard, EMT, Training, Car seat SPECIALTY PAY 9,600.00 Varies 8,000 8,000 8,000 1,638,856.40 Total All Other 1,664,839 1,664,839 1,664,839 9,327,343.35 99.00 Department Total 9,998,323 9,975,423 9,975,423 General Fund FTE Full-Time Equivalent Employees: FY2022 95.00 FY2023 98.00 FY2024 99.00 Variance FY 24 v. FY23 1.00 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 575 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New LERNER SHAWN FIRE ALARM OP SUPERV 11/11/ 1994 2 60,081.16 1.00 1,265.62 65,812.18 3 65,812.18 65,812.18 65,812.18 LERNER - Shift Differential 1,498.66 8.00 416.00 416.00 416.00 416.00 TREFREY MARGARET FIRE ALARM OPERATOR 5/22/ 2021 2 53,395.38 1.00 1,098.22 57,107.22 2/3 5/22/ 2023 59,116.72 59,116.72 59,116.72 TREFREY - Shift Differenti al 5,223.13 100.06 5,223.13 5,736.64 5,736.64 5,736.64 WHITMORE JONATHON FIRE ALARM OPERATOR 3/20/ 2010 2 55,375.85 1.00 1,136.86 59,116.72 3 59,116.72 59,116.72 59,116.72 WHITMORE - Shift Differential 4,984.05 102.32 5,320.64 3 5,320.64 5,320.64 5,320.64 VACANT FIRE ALARM OPERATOR 2 51,492.69 1.00 - 57,001.88 1/2 57,001.88 57,001.88 57,001.88 VACANT SHIFT DIFFERENTI AL 2,271.22 39.52 2,055.04 2,055.04 2,055.04 2,055.04 - - - VACANT FIRE ALARM OPERATOR 51,492.69 1.00 - 57,001.88 1/2 57,001.88 57,001.88 57,001.88 VACANT SHIFT DIFFERENTI AL 2,271.22 27.76 1,443.52 1,443.52 1,443.52 1,443.52 - - - 288,086.04 5.00 310,498.20 313,021.21 313,021.21 313,021.21 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 576 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 12202 Fire-Expenses 5211 Electricity Electric service for five stations. 42,869 42,869 42,869 42,869 5211 Electricity Total 42,869 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) 5,520 6,000 6,000 6,000 5277 Photocopy Machine Le Total 5,520 6,000 6,000 6,000 5284 Equipment Lease Lease payment 4 of 7 for Station 5 Pump Truck 87,973 0 0 0 Lease payment 5 of 7 for Station 5 Pump Truck 0 87,973 87,973 87,973 5284 Equipment Lease Total 87,973 87,973 87,973 87,973 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 577 5294 Fire Prot Clothing Badges, PBI hoods, rubber & leather boots, suspenders, gloves 7,000 7,000 7,000 7,000 helmets.. 27,000 27,000 27,000 27,000 Hi-Vis Jackets to reduce turnout gear wear time. 0 31,500 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 79,200 47,700 47,700 5300 Purchase Of Services Call back/detail program: CrewSense 5,200 5,200 5,200 5,200 Computer upgrades, hardware, servers 5,500 5,500 5,500 5,500 First Due NIFIRs reporting Software 16,000 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 0 Radio service- consoles, mobiles, portables, repeaters, batteries 9,500 9,500 9,500 9,500 5300 Purchase Of Services Total 36,200 36,200 36,200 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 Provides for medical expenses for active personnel - job-related medical expenses. 17,600 17,600 17,600 17,600 5318 Dental/Medical Servi Total 17,600 17,600 17,600 17,600 5318R Dental/Medical Servi Provides for medical expenses incurred by retired personnel who were retired on a line of duty medical disability. 25,000 25,000 25,000 25,000 5318R Dental/Medical Servi Total 25,000 25,000 25,000 25,000 5320 Contracted Services Cleaning Service For the Fire Department Administrative wing. 4,436 5,216 5,216 5,216 5320 Contracted Services Total 4,436 5,216 5,216 5,216 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Fire FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 578 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 6,500 7,500 6,500 6,500 5421 Office Supplies (Gen Total 6,500 7,500 6,500 6,500 5451 Custodial Supplies General Custodial Supplies as needed 9,000 9,500 9,500 9,500 5451 Custodial Supplies Total 9,000 9,500 9,500 9,500 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 3,200 3,200 3,200 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 24,930 24,930 24,930 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 519,243 554,703 522,203 522,203 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Police Police Mission Statement Why We Exist To protect the people of Salem and its visitors and to fairly uphold the law. Goals and Objectives Maintain a high level of public safety: Police and Fire Objectives 1. The Massachusetts Peace Officers Standards and Training (POST) Commis- sion was established in 2020 and charged with creating a mandatory certi- fication process for police officers, as well as processes for decertification, suspension of certification, or reprimand in the event of certain miscon- duct. 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 infor- mation to POST. The Department met all POST reporting requirements for FY23 and all current Salem Police officers were certified by POST in calen- dar year 2023. 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 October, 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 includes $47,549.06 for training fees. In addition to man- dated training requirements for currently serving officers, this line item includes training and associated fees for two recruits to attend basic police academy training during FY24 and the training of two new K9 han- dlers. 4. The Department has received funding ($20,000.00) for two Community Development Block Grants (CDBG) focused on community-policing activi- ties through FY24. These grants place an emphasis on engagement (through directed patrols and community-building activities) in the Point Neighborhood and other low and moderate income (LMI) areas through- out the city. Activities covered under these grants include directed patrol coverage, bike and walking patrols, hosting community-engagement events, the maintenance of a Duty Captain program to oversee weekend activities and target engagement activities by our School Resource Officers, Community Impact Unit and Special Police Officers etc. 5. The Department has been awarded a federally funded grant, administered through the Essex County Community Foundation (ECCF), to fund 1.4 full time employees (FTE) who are certified mental health clinicians. The clini- cians are embedded with the Community Impact Unit (CIU) to respond with officers to mental health-related calls as well as conduct follow-up with all mental health related calls that occur during off hours. As part of this grant, ten officers will be trained in Crisis Intervention Team (CIT) for response to calls involving mental health issues. 6. In an ongoing effort to enhance police-community relations and to provide comfort to victims of crime, in March 2022 the Department procured a Community Resource Dog (CRD), “Derby.” Derby works alongside a spe- cially trained officer to act as a comforting, calming resource for commu- nity members who are experiencing, or have experienced crisis or trauma, Derby had deployed to schools, nursing homes, community events and responded to crime scenes to provide comfort to those in need and has become a well-known ambassador for the Department. Derby and his han- ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 580 dler are members of the NEMLEC Crisis Incident Stress Management (CISM) Team. 7. In FY24, the Department will reconstitute its police K9 program, which had been dormant since the 2021 retirement of K9 Officer Jonathan Bedard. We will procure and train one explosive detection dog through a program administered by the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) and one narcotics detection dog through City funding and public donations made to the Department’s K9 fund. K9 officers have been selected and will undergo training during FY23/FY24. We are awaiting pro- curement of the dogs and expect to be fully operational by the end of FY24. 8. In a continuing effort to document the Department’s history and tell its story, in May 2022 we dedicated the SPD Fallen Officers Memorial and in November 2022, McCarthy Square was dedicated by the City to 1LT Philip A. McCarthy, U.S. Army, a Salem patrol officer who was killed in action during World War Two. 9. Staffing improved significantly during FY23 and we have achieved our authorized personnel complement of one chief, 27 superior officers and 69 patrol officers (62 currently on board, 7 in the academy). We are anticipat- ing two possible retirements in FY24 and have plans in place to hire replacements. Improve traffic and parking enforcement Objectives 1. Motor vehicle traffic stops have remained fairly consistent over the past three calendar years (5,866 in CY20, 5,907 in CY21 and 5,364 in CY22). Selective enforcement operations are a tool utilized by both the Patrol and Traffic Divisions to address residents’ concerns and identified traffic safety issues. 2. The Department currently maintains six traffic data collection units that are deployed on City streets in response to residents’ complaints and in support of road improvement projects. These units collect data such as speed and time-of-day traffic counts, etc. and analysis of data enables the Department, working in coordination with the Traffic and Parking Commis- sion, to address issues and design solutions to address traffic problems. Since mid-2019, the data collection units have been deployed to 255 loca- tions throughout the City. 3. To assist in traffic management and improve public awareness, particularly during major City events such as Haunted Happenings and during critical incidents, the Department received funding for one message board / speed detection unit in FY22. The unit has been received and it is being deployed, as needed, for traffic, event, and incident management messaging. ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 581 4. E-ticket modules have been installed in front line Patrol Division and Traffic Division cruisers. The E-ticket system enables patrol officers to issue motor vehicle citations electronically, negating the need to handwrite the citation and to immediately file the citation with the Registry of Motor Vehicles (RMV) and the Massachusetts Department of Transportation (DOT). A total of 5,508 citations were issued in CY22, 64% (3,249) were E-ticket citations and 36% (1,809) were paper tickets. Our goal for FY24 is 80% E-tickets and 20% paper tickets. 5. 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. In January 2023 we added one patrol officer and anticipate assigning another patrol officer by the end of FY23. 6. In FY23 the Department received a $59,000.00 Municipal Road Safety Grant which will fund additional selective enforcement operations, pedes- trian and bicycle safety education events and the distribution of safety materials to pedestrians and cyclists. 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 accountabil- ity, transparency, and legitimacy. Department leadership and City stake- holders recognized the use of body-worn cameras (BWC) as being vital to 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 FY23 we developed policies and procedures for BWCs and conducted extensive field testing of the devices. Through City funding (approximately $66,000.00), state grant funding (approximately $72,000.00 and federal grant matching funds (approximately $53,000.00) we have outfitted all Salem police offi- cers with BWCs and the program is now fully operational. 2. In FY23 we implemented a digital evidence management system to store, review, redact and transmit to authorized users, the digital data recorded from body cameras. Digital evidence management is under the direction of a superior officer, assisted by Records Department personnel and two part- time special police officers working on special assignment. As part of this program, superior officers randomly view patrol officers’ body camera foot- age to ensure compliance with policies and procedures. 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 Dis- patch Center allows for three personnel to handle incoming calls, monitor the City camera system and perform the myriad of dispatching functions. Based on current and anticipated public safety needs, in FY23 the Depart- ment received approval from the Massachusetts State 911 program for a fourth 9-1-1 answering position. The necessary equipment has been received and will be installed in FY24. 4. The Department began procuring hybrid cruisers in FY21 and they have proven satisfactory for both patrol and administrative use. We currently operate six hybrid vehicles (five in Patrol and one administrative use vehi- cle) and in FY23 we took possession of an all-electric pickup truck for use in the Traffic Division. It is interesting to note that the Department received its first all-electric vehicle in 1912, over 110 years ago. By the end of FY23 we anticipate taking delivery of one additional fully electric vehicle for admin- istrative use. The FY24 budget contains a request ($90,000.00) to procure one fully electric prisoner transport van. We aim to reduce fuel costs by selectively phasing out gasoline fueled vehicles and replacing them with hybrids and/or electric vehicles. ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 582 5. Expansion of the city-wide community camera program continued in FY23 with the installation of one camera at Collins Cove Park and cameras per- manently mounted outside four fire stations to provide coverage of ballot drop boxes. City cameras are monitored by the Dispatch Center and aid in crime prevention, investigation of vandalism and other criminal acts, traf- fic monitoring and assists in public safety planning and response during large-scale public events and criminal incidents. The FY24 budget contains a request ($45,000.00) to upgrade and expand the existing camera system. If approved, new cameras will be installed at various locations throughout the City and will include repair and maintenance costs. 6. Over the past decade the Department has been experiencing a continuing 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 to refine require- ments and identify locations throughout he City for placement of antenna arrays and microwave repeaters to ensure optimum coverage. The engi- neering study has been completed and the City has awarded a contract (approximately $2.5m) for installation of a new Citywide radio network which will be utilized by Police, Fire and other City departments. Work is scheduled to begin in early 2023 and will be completed in FY24. Significant Budget & Staffing Changes For FY 2024 Personnel Chief: 1 (Lucas Miller) Superior Officers: 27 Patrol Officers: 69 (62 onboard, 7 in academy) FY23 Retirements Patrol Officer Victor Ruiz FY23 Resignations Patrol Officer Corey Boulay FY23 Promotions Sergeants (effective 09 April 2022): James Bedard, Matthew Fisher, Kevin McDonnell, Robert Monk and Michael Vangelist FY23 Academy Graduates Patrol Officers Francis Santos, Jennifer Galvin, Nathan Rumson, Ricardo Villan- ueva, Luis Colon Castro, Jenna Crippss and Liam Hickey FY23 Police Academy Cadets Cadets Fernando Cabrera, James Dean, Sara Hosman, Vincent Lento, Cameron Mirra, Alexander Santos, Ryan Tierney FY23 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, Phillias Verrette and Jonathan Bedard. With the departure of officers through normal attrition, the Department antic- ipates hiring two patrol officers during FY24. FY22 saw a 10% increase in calls for service from FY21. This increase is primarily attributable to the lifting of pandemic health restrictions that were enacted in early 2020. Motor vehicle accidents saw a 19% increase from FY21 to FY22. This is most likely due to an increase in traffic with the easing of COVID-19 pandemic health restrictions (such as work-from-home, cancellation of activities etc.). The issuance of citations was down approximately 4% from FY21 to FY22 primarily due to limited staffing in the Traffic Division. Crimes against persons include, for examples, offenses such as murder/ non-negligent manslaughter, negligent manslaughter, kidnapping/abduc- tion, forcible rape, aggravated and simple assaults, etc. Crimes against property include burglary/breaking and entering, destruc- tion/damage/vandalism of property, fraud, shoplifting, thefts from buildings and motor vehicles and other larcenies. Crimes against society include drug and narcotic offenses, prostitution, weapon law violations, etc. The number of overdoses responded to by the police in calendar year 2022 saw a 8.43% decrease from calendar year 2021, continuing the downward trend seen since the high point in calendar year 2017. ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 583 The number of overdose fatalities decreased 19.04 % from 21 in calendar year 2021 to 17 in calendar year 2022. ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 584 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 585 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Calls for Service 33,910 32,221 35,547 NA NA Arrests (Court Action Taken)/PC 1,988 1,579 1,848 NA NA Robberies 20 15 10 NA NA Breaking and Entering 76 50 75 NA NA Sexual Assualts 26 26 19 NA NA MV Thefts 44 31 38 NA NA Larceny 696 519 568 NA NA Assaults 590 545 567 NA NA MV Accidents 1,545 1,443 1,730 NA NA MV Citation Volations 5,784 5,415 5,204 5,300 Neighborhood Meetings 36 18 37 Education Incentive 7.05% Holidays 4.84% Overtime (General) 10.37% Salaries-Full Time 61.57% Salaries-Part Time 1.86% Senior/Master/Vet Stipend 2.08% Shift Differential 2.93% Other 9.29% ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 586 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Police - Personnel 12101 5111 Salaries-Full Time 6,753,987 6,673,557 7,268,563 7,648,117 7,952,085 7,883,223 7,883,223 614,660 8.46 12101 5113 Salaries-Part Time 155,647 204,523 285,094 285,094 270,451 238,417 238,417 (46,677) (16.37) 12101 5131 Overtime (General) 763,876 1,069,288 1,328,242 1,328,242 1,393,405 1,328,242 1,328,242 0.00 12101 5136 Holidays 532,875 544,219 550,946 550,946 619,873 619,873 619,873 68,927 12.51 12101 5138 Out Of Grade 37,922 11,129 15,000 15,000 15,000 15,000 15,000 0 0.00 12101 5141 Longevity 76,300 78,000 74,900 74,900 80,100 80,100 80,100 5,200 6.94 12101 5142 Elections 25,936 19,211 23,000 45,202 23,000 23,000 23,000 0 0.00 12101 5145 Education Incentive 687,264 577,454 609,543 609,543 902,046 902,046 902,046 292,503 47.99 12101 5151 Wellness 5,250 4,250 6,500 6,500 6,750 0 0 (6,500) (100.00) 12101 5153 Senior/Master/Vet Stipend 255,000 259,025 257,700 257,700 266,450 266,450 266,450 8,750 3.40 12101 5154 Specialty Stipend 67,590 75,325 77,650 77,650 114,750 114,750 114,750 37,100 47.78 12101 5156 Shift Differential 393,948 333,056 381,487 381,487 375,032 375,032 375,032 (6,455) (1.69) 9,755,596 9,849,035 10,878,626 11,280,382 12,018,942 11,846,133 11,846,133 967,507 8.89 Police - Expenditures 12102 5211 Electricity 74,814 84,631 83,000 88,500 87,000 85,300 85,300 2,300 2.77 12102 5215 Natural Gas 18,692 20,293 30,200 30,200 30,200 29,325 29,325 (875) (2.90) 12102 5253 Radio & Vehicle Maint 95,129 357,692 103,632 120,758 118,735 118,735 118,735 15,103 14.57 12102 5272 Technology 85,159 92,451 108,575 112,825 128,773 128,774 128,774 20,199 18.60 12102 5284 Equipment Lease 6,451 6,451 6,500 6,500 21,500 6,500 6,500 0 0.00 12102 5300 Building Maint & Services 54,648 81,545 81,250 134,946 89,500 89,500 89,500 8,250 10.15 12102 5317 Training And Education 46,124 59,493 55,700 74,424 47,549 47,549 47,549 (8,151) (14.63) 12102 5318 Medical - Active 52,618 51,789 57,000 64,731 43,000 43,000 43,000 (14,000) (24.56) 12102 5319 Dental/Medical - Retirees 0 0 0 0 7,000 7,000 7,000 7,000 0.00 12102 5320 Contracted Services 42,244 28,304 30,000 4,200 40,000 35,000 35,000 5,000 16.67 12102 5326 Dive Team Expenses 505 8,468 6,000 6,000 6,000 6,000 6,000 0 0.00 12102 5341 Telephone & Communications 70,954 79,714 97,064 83,596 91,038 90,588 90,588 (6,476) (6.67) 12102 5381 Printing And Binding 4,178 8,910 8,750 8,750 8,750 8,750 8,750 0 0.00 12102 5384 Animal Care & Control 1,403 7,202 7,000 7,000 13,000 7,000 7,000 0 0.00 12102 5421 Office Supplies (Gen 20,923 29,437 32,000 32,907 34,000 32,000 32,000 0 0.00 12102 5585 Arms And Ammunition 18,815 7,686 35,000 57,479 35,000 35,000 35,000 0 0.00 12102 5710 In State Travel/Meetings 139 317 1,000 1,379 1,000 1,000 1,000 0 0.00 12102 5720 Out Of State Travel 64 345 5,000 5,000 7,000 5,000 5,000 0 0.00 12102 5730 Dues And Sub 16,023 13,027 18,700 19,135 18,700 18,700 18,700 0 0.00 12102 5775 Community Events 46,529 64,366 82,400 65,028 76,400 72,400 72,400 (10,000) (12.14) 12102 5862 Police Equipment 39,720 47,102 84,949 116,164 124,978 89,978 89,978 5,029 5.92 695,132 1,049,223 933,720 1,039,522 1,029,124 957,099 957,099 23,379 2.50 Department Total 10,450,728 10,898,258 11,812,346 12,319,904 13,048,066 12,803,232 12,803,232 990,886 8.39 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 587 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 MILLER LUCAS CHIEF 169,569.69 3,191.32 1.00 1 200,000 200,000 200,000 CAPTAINS 415,112.31 7,952.34 4.00 4 438,801 438,801 438,801 LIEUTENANTS 716,818.75 13,732.16 8.00 8 757,724 757,724 757,724 SERGEANTS 1,083,345.93 22,236.16 15.00 15 1,226,966 1,226,966 1,226,966 PATROLMEN STEP 5 3,026,619.32 57,981.21 47.00 47 3,268,886 3,268,886 3,268,886 PATROLMEN STEP 4 458,703.19 8,787.42 1.00 1 69,312 69,312 69,312 PATROLMEN STEP 3 64,848.98 1,242.32 6.00 6 409,284 409,284 409,284 PATROLMEN STEP 2 374,639.45 7,177.00 5.00 5 331,758 331,758 331,758 PATROLMEN STEP 1 61,230.65 1,173.00 10.00 10 648,998 648,998 648,998 Recruits to Academy Academy - full year 237,679.49 - 0.00 4 Full Year - - - Academy - 9 months 89,129.81 - 0.00 1.5 9 months - - - Academy - 6 months 59,419.87 0.00 1 6 months - - - Academy - 3 months 14,854.97 0.00 0.5 3 months - - - Anticipated Retirees (65,417.36) - (68,862) (68,862) CONNORS JAYNE ADMIN ASSISTANT 12/06/2010 54,270.05 1,039.66 54,062.3 2 1.00 1 100% 56,558 56,558 56,558 GREENER FREDERICK ADMIN ASSISTANT 51,531.76 987.20 51,334.4 0 1.00 1 100% 54,730 54,928 54,928 MULLIGAN ROBERT OFFICE MANAGER 6/12/17 64,650.74 1,263.29 65,691.0 8 1.00 1 100% 65,691 65,691 65,691 GERMAN INDHIRA JR CLERK 10/23/2017 43,332.26 830.12 43,166.2 4 1.00 1 100% 45,159 45,159 45,159 - - - - AFSCME 348,223.41 6.20 Total AFSCME 1818 377,394 377,394 377,394 - - - - 12101-5111 7,268,563.27 107.20 Total Full Time 7,951,261 7,883,223 7,883,223 VACANT JR CLERK 12/24/92 15,033.60 - 0.46 16 15,034 - - FAMICO DONALD ANIMAL CONTROL 3/1/76 20,917.06 389.11 0.54 19 20,917 20,917 20,917 GAUTHIER JAMES FINGERPRINT EXPERT 10/17/06 31,328.35 600.24 0.46 16 31,328 31,328 31,328 PER DIEM DISPATCHERS Avg/P/wk. 40,000.00 55,000.00 Varies 0.23 40x1.5 hrs. per wk. 40,000 40,000 40,000 Civilians - O’Donnell/ Makros/Ruiz 91,271.85 Varies 114,972 114,972 114,972 Sharyn Lubas 45,173.08 0.00 17.5 - - - CIU - Vaillancourt 17,017.20 0.25 8 17,000 - - PT Custodian 17,852.40 0.50 19 24,700 24,700 24,700 Custodian - seasonal 6,500.00 6,500 6,500 6,500 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 588 12101-5113 285,093.54 2.21 Total Part Time 270,451 238,417 238,417 OVERTIME 690,000.00 690,000.00 724,500 690,000 690,000 TRAINING 132,000.00 132,000.00 138,600 132,000 132,000 OT COURT 132,000.00 132,000.00 138,600 132,000 132,000 OT-EVENTS 52,000.00 52,000.00 54,600 52,000 52,000 OT HH 297,242.47 297,242.47 312,105 297,242 297,242 OT - DISPATCHERS 25,000.00 25,000.00 25,000 25,000 25,000 12101-5131 1,328,242.47 Total Overtime 1,393,405 1,328,242 1,328,242 HOLIDAYS Oficers & Dispatch 550,946.41 550,946.41 619,873 619,873 619,873 OUT OF GRADE 15,000.00 15,000.00 15,000 15,000 15,000 LONGEVITY 74,900.00 74,900.00 80,100 80,100 80,100 ELECTIONS 23,000.00 23,000.00 23,000 23,000 23,000 WELLNESS 6,500.00 6,500.00 27 250 6,750 - - SENIOR/MASTER/ VETERAN 257,700.00 257,700.00 266,450 266,450 266,450 SPECIALTY STIPEND 73,150.00 73,150.00 91,825 110,250 110,250 OIC - SPECIALTY STIPEND 4,500.00 4,500.00 OIC - 900 per year X 5 = 4,500 4,500 4,500 4,500 1,005,696.41 Total Other 1,107,498 1,119,173 1,119,173 EDUCATION INCENTIVE-Old QUINN 374,543.39 374,543.39 387,546 387,546 387,546 EDUCATION INCENTIVE-New Hires 235,000.00 235,000.00 495,000 514,500 514,500 12101-5145 609,543.39 Total Edu Incentive 882,546 902,046 902,046 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 589 SHIFT DIFFERENTIAL 381,486.56 381,486.56 375,032 375,032 375,032 Night/Weekend Differential- Dispatchers - Included in AFSCME FT Amount - - - 12101-5156 381,486.56 Total Shift/ Night Diff 375,032 375,032 375,032 10,878,625.6 5 109.41 Department Total 11,980,193 11,846,135 11,846,135 General Fund FTE Full-Time Equivalent Employees: FY2022 113.46 FY2023 111.71 FY2024 109.41 Variance FY 24 v. FY23 (2.30) Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New CHRISTY GEORGE Sr. Building Manager 02/18/ 20 58,257.80 1.00 1,108.30 57,853.35 3 57,526.19 57,526.19 57,526.19 CRAWLEY JACK Police Dispatcher 11/29/ 2021 2 20,715.66 0.70 1,060.84 55,375.85 1 21 16,113.94 16,113.94 16,113.94 CRAWLEY Shift Differential Base Rate X 9% 1,871.55 1,450.25 1,450.25 1,450.25 CRAWLEY JACK Police Dispatcher 2 31,832.17 11/ 29/ 2023 31.0 24,669.38 24,669.38 24,669.38 CRAWLEY Shift Differential Base Rate X 9% 4,805.53 2,220.25 2,220.25 2,220.25 GREENE ANNMARIE PRIN CLERK 3/10/ 2016 53,023.72 1.00 1,088.56 53,023.72 3 56,605.13 56,605.13 56,605.13 PROSNIEWS KI MICHAEL Police Dispatcher 10/3/ 2015 2 57,895.54 0.70 1,136.84 59,342.93 3 41,380.89 41,380.89 41,380.89 PROSNIEWS KI Shift Differential Base Rate X 9% - - - - - - ROMEOS SARAH Police Dispatcher 2/2/ 2019 2 57,895.54 0.70 1,136.84 59,342.93 3 41,380.89 41,380.89 41,380.89 ROMEOS Shift Differential Base Rate X 9% 4,984.06 - - 3,724.28 3,724.28 3,724.28 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 590 SARAIVA MELISSA Police Dispatch Supervisor 9/26/ 2010 2 64,453.95 0.70 1,265.62 66,065.30 3 46,068.53 46,068.53 46,068.53 ZIRIN KATELYN Police Dispatcher 11/11/ 2019 2 57,895.54 0.70 1,136.84 59,342.93 3 41,380.89 41,380.89 41,380.89 ZIRIN Shift Differential Base Rate X 9% 4,984.06 - - (0.00) (0.00) (0.00) VACANT Police Dispatcher 2 51,493.21 - - - - Weekend Differential - Friday C Shift through Monday A Shift .50 X 52 X 60 - - 1,560.00 1,560.00 1,560.00 470,108.33 6.20 410,347.01 377,394.02 377,394.02 377,394.02 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount Six Dispatchers Police 911 Support Grant 25343-5111 0.30 112,158.30 Six Dispatchers Police Budget 12101-5111 0.70 261,702.71 CIU - Vaillancourt CIU Opioid Stabilization 17,017.20 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 591 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 12102 Police-Expenses 5211 Electricity Costs for OnPoint Building shifting to School 0 0 (1,700) (1,700) National Grid (95 Margin Street/50 Leavitt Street) Electric 83,000 87,000 87,000 87,000 5211 Electricity Total 83,000 87,000 85,300 85,300 5215 Natural Gas Costs for OnPoint Building shifting to Schools 0 0 (875) (875) National Grid Gas for 95 Margin Street and 50 Leavitt Street - Direct Energy for 95 Margin Street and 50 Leavitt Street 30,200 30,200 30,200 30,200 5215 Natural Gas Total 30,200 30,200 29,325 29,325 5253 Radio & Vehicle Maint All Comm contract maintenance & repair radios 29,697 34,800 34,800 34,800 All Comm repair of portable, mobile and base radios 4,000 4,000 4,000 4,000 Car washes for a fleet of over 50 vehicles 500 500 500 500 ELSAG SELEX License Plate Reader software 4,435 4,435 4,435 4,435 Normal maintenance of 50+ vehicles and deductibles 0 75,000 75,000 75,000 Normal maintenance of fleet & deductibles 65,000 0 0 0 5253 Radio & Vehicle Maint Total 103,632 118,735 118,735 118,735 5272 Technology ADOBE PRO 0 2,752 2,752 2,752 AFFIX Technologies (Fingerprint) 6,383 6,383 6,383 6,383 AKAMI/LINODE (Website Yearly Contract) 0 480 480 480 Cellebrite (Cell phone extraction) 4,300 4,300 4,300 4,300 Community cameras maintenance contract (Bridgewave) 39,500 50,000 50,000 50,000 Flock (License Plate Reader) 10,000 15,000 15,000 15,000 GiM Security maintenance/support fee 2,500 2,500 2,500 2,500 Idemia Morpho Trust (Live Scan) 4,771 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 0 0 0 NexGen (CAD/RMS) 23,184 23,996 23,997 23,997 NexGen (Licenses) PLUS - Net motion Maintenance and Appeon Maintenance 4,182 4,182 4,182 4,182 PMAM 1,500 5,504 5,504 5,504 Transcor GPS (Trackstar Software) 3,975 3,975 3,975 3,975 TransUnion - Identity verification capabilities 3,700 4,200 4,200 4,200 5272 Technology Total 108,575 128,773 128,774 128,774 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 592 5284 Equipment Lease Lease 2 Copiers ( 1color/ 1Blk & White plus copies) 6,500 0 0 0 Seacoast Lease 0 15,000 0 0 XEROX - Lease 2 Copiers ( color/black) OIC and Muster Room 0 6,500 6,500 6,500 5284 Equipment Lease Total 6,500 21,500 6,500 6,500 5300 Building Maint & Services Action Target - Range clean up 8,950 0 0 0 Bldg. Services & maintenance not covered by contract 0 22,000 22,000 22,000 Bldg. Services & maintenance not covered by contract (estimated) 22,000 0 0 0 Custodial Supplies *Coast, Winer, Hayden, 17,000 0 0 0 Custodial Supplies - Home Depot, Coast, Winer, Hayden, 0 20,000 20,000 20,000 Falite (maintenance) 17,000 30,000 30,000 30,000 General Inspections and services ( Boiler, Elevator and Cells- Sprinklers etc.) 12,100 0 0 0 General Inspections and services (Boiler, Elevator and Cells- Sprinklers etc.) 0 12,100 12,100 12,100 Outdoor Equip./Grounds Maint./Landscaping-Lawn mower, snowblower, sprinklers 3,000 4,000 4,000 4,000 Terminix 1,200 0 0 0 Terminix (pest control) 0 1,400 1,400 1,400 5300 Building Maint & Services Total 81,250 89,500 89,500 89,500 5317 Training And Education Academy Training for 2 new recruits Tuition 0 8,000 8,000 8,000 Academy Training for 6 new recruits Tuition 24,000 0 0 0 Apple computers/Books for 2 New Recruits 0 600 600 600 Apple computers/Books for 6 New Recruits 1,800 0 0 0 FUJI MATS 0 4,149 4,149 4,149 Inservice training 7,500 0 0 0 Leadership and Supervisory Training 13,500 13,500 13,500 13,500 MA Police Accreditation 2,400 3,300 3,300 3,300 Mandated Training & Supplemental (Legal Updates/K-9 In-service Training) 0 5,000 5,000 5,000 Mandated Training & Supplemental (Legal Updates/K-9 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 MPI In-service training 0 7,500 7,500 7,500 5317 Training And Education Total 55,700 47,549 47,549 47,549 5318 Medical - Active consults, medical costs and drug screens-Active 0 43,000 43,000 43,000 consults, medical costs and drug screens-Active / Retirees 57,000 0 0 0 5318 Medical - Active Total 57,000 43,000 43,000 43,000 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 593 5319 Dental/Medical - Retirees RETIRED OFFICERS MEDICAL EXPENSES 0 7,000 7,000 7,000 5319 Dental/Medical - Retirees Total 0 7,000 7,000 7,000 5320 Contracted Services Outreach Specialist 30,000 0 0 0 Outreach Specialist/Language Specialist 0 30,000 30,000 30,000 SJ Contractor/David Shea - Snow/Ice removal/general cleaning 0 10,000 5,000 5,000 5320 Contracted Services Total 30,000 40,000 35,000 35,000 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 588 588 588 588 Code Red Yearly maintenance 18,076 19,000 19,000 19,000 Comcast Internet Services / Cable / DCJIS Access - 95 Margin Street and 50 Leavitt Street 6,000 7,000 7,000 7,000 On Point Building Alarm Services (Instant Alarm) 400 450 0 0 Verizon Wireless & AT&T Mobility 58,000 50,000 50,000 50,000 Verizon/ AT&T - avg 14,000 14,000 14,000 14,000 5341 Telephone & Communications Total 97,064 91,038 90,588 90,588 5381 Printing And Binding Bus. cards, Detail Slips, Warnings, Prop. Tags, Taxi Medallions, Public Safety Campaigns Taxi/Constable card maker system 8,500 0 0 0 Bus. cards, Detail Slips, Warnings, Property Tags, Taxi Medallions, Public Safety Campaigns Taxi/Constable card maker system, Overtime cards, etc. 0 8,500 8,500 8,500 Oversize document printing - uptown charge 250 250 [PHONE REDACTED] Printing And Binding Total 8,750 8,750 8,750 8,750 5384 Animal Care & Control K9 supplies, food, training, vet costs as needed 0 6,000 0 0 Temporary housing for stray/dangerous animals & transportation- City of Salem 7,000 7,000 7,000 7,000 5384 Animal Care & Control Total 7,000 13,000 7,000 7,000 5421 Office Supplies (Gen General Office supplies as needed 32,000 34,000 32,000 32,000 5421 Office Supplies (Gen Total 32,000 34,000 32,000 32,000 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 594 5585 Arms And Ammunition Ammo for mandatory state qualification and training of all officers/ new recruits 35,000 35,000 35,000 35,000 5585 Arms And Ammunition Total 35,000 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 0 0 0 In-State conferences, training, investigations, etc. - travel, EZ Pass, parking, fees, etc. 0 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 4,000 0 0 0 Chief to Attend IACP Training/San Diego FBI National Conference/Colorado 0 6,000 4,000 4,000 5720 Out Of State Travel Total 5,000 7,000 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. etc) 0 60,000 60,000 60,000 4th of July, Halloween ( Boston PD, NEMLEC, local PD’s &Sheriff’s Dept.) 70,000 0 0 0 Annual Opiate Awareness Day, Heroin Outreach, Citizens /Youth Police Academies 3,000 0 0 0 Archival Social (Social Media Archiving) 5,900 5,900 5,900 5,900 Citizen’s Police Academy 0 3,500 3,500 3,500 Gaylord Archival (Archive boxes for Archives) 0 1,000 1,000 1,000 Heroin Outreach 0 2,000 2,000 2,000 Salem Public Safety Day/Essex County Summer Program (buses, tuition) 3,500 4,000 0 0 5775 Community Events Total 82,400 76,400 72,400 72,400 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Police FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 595 5862 Police Equipment 2 Drones as needed 0 10,000 0 0 Chief Miller uniform/equipment allowance 0 1,000 1,000 1,000 ELSAG Plate Reader 14,500 0 0 0 Gen. equip, radar & Sign Board maint, AED Batteries, Repl, Tint Meters, badges, uniforms, etc. 27,000 29,000 29,000 29,000 License Plate Reader 0 25,000 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 15,000 15,000 15,000 Portable Vehicle Barriers 4,500 0 0 0 Salem Cycle - $1,679/each - 3 bikes 5,037 0 0 0 Salem Cycle - 4 bikes 0 6,800 6,800 6,800 Shield and Entry Tool 0 15,000 15,000 15,000 Simons (academy uniforms for new recruits - $400 ea.) 2,400 0 0 0 Simons (academy uniforms for new recruits - $800 ea.) 0 1,600 1,600 1,600 Simons/Salem Police Merchandise (Dispatcher clothing allowance) 2,400 2,600 2,600 2,600 Taser Supplies 3,500 5,000 5,000 5,000 5862 Police Equipment Total 84,949 124,978 89,978 89,978 12102 Police-Expenses Total 933,720 1,029,124 957,099 957,099 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 Continue to expand use of newly implemented web-based harbor man- agement system for improved efficiency and access. Provide input regarding optimum port design for Offshore Wind Marshal- ling Facility and interface with waterway users. Revitalize a harbor shuttle/water taxi service. Work with Federal and State partners to identify a suitable location and construct a regional CAD cell project. Provide input derived from local knowledge to educate designers of marine related projects on environmentally thoughtful project design. Continue to implement recently mandated personnel training require- ments. Collaborate with the Commonwealth’s Department of Fishing and Game & Salem’s Park Commission to commence construction of a new Fishing Pier at the Willows. Perform major overhaul on primary response vessel. How FY 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals Continue to implement/utilize technology for efficient waterway manage- ment and enhanced public safety. Revitalize Salem’s waterfront and port area for the benefit of all stakehold- ers. Leverage waterway assets to enhance public transportation. Collaborate with maritime focused partners for improvements at the DPA to promote marine commerce and job creation. ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 598 Significant Budget & Staffing Changes For FY 2024 The incremental increase to the state minimum wage and adopted mandated training will continue to impact personnel scheduling and labor costs. Recent Accomplishments Coordinated implementation of cloud-based harbor management program resulting in in 100% fee compliance. Secured additional funding from state for Willows Pier construction. Coordinated total propulsion unit(s) overhaul for Salem Ferry. Drafted, implemented and gained approval of mandated cyber-security addendum for Port Security Plan Led Port through regulatory Annual Compliance Exam.  ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 599 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 MOORINGS RECORDS 1361 1355 1370 1370 1458 MOORINGS CATALOGED 1036 1035 1035 1035 1065 SLIPS CATALOGED 325 320 335 335 393 MOORING / SLIP FEE'S COLLECTED 1299 1344 1370 1370 1458 WARNING TAGS ISSUED 141 98 100 100 20 MOORING CALLS (UNAUTHORIZED USE OR BOATS HITTING) 32 22 30 30 15 POWER PLANT SERVICE FACILITY SECURITY RESPONSE 22 18 40 60 50 PASSENGER VESSEL ACTIVITY VESSEL ESCORT & ASSIST 1 0 2 0 LAW ENFORCEMENT FOUND/LOST/STOLEN BOATS 15 28 35 35 15 BREAKING AND ENTERING 2 3 2 2 1 ABANDONED BOATS 2 2 2 2 1 FUEL SPILLS 8 12 10 10 5 DOMESTICS/ PUBLIC COMPLAINT 22 17 10 10 10 LARCENY 2 6 5 2 2 MOVING & CITY VIOLATIONS 0/2 1/2 5/5 5/5 10/10 CASES THAT REACH COURT 0 1 2 2 5 WARNING/SAFETY STOP 50 71 90 90 75 LEAVING SCENE OF/ ACCIDENT 2 1 2 2 2 Contracted Services 2.30% Gasoline/Diesel Fuel 3.92% Salaries-Full Time 58.18% Salaries-Part Time 27.53% Vehicle Repair And M 3.00% Other 5.08% ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 600 ARREST/PROTECTIVE CUSTODY 0 0 0 0 0 SAR RESPONSES (SEARCH & RESCUE) FATALITIES 0 0 0 0 0 MAYDAYS 41 38 35 35 35 GROUNDINGS SOFT 15 11 15 15 15 TOWS 59 53 45 45 45 DEWATERINGS (PREVENT SINKING) 79 55 60 60 60 FLARE SIGHTINGS 0 1 3 3 5 COLLISIONS 2 15 3 3 5 FIRES 7 7 5 5 3 MANOVERBOARD 3 2 5 5 5 MED AID 19 32 25 25 25 OVERDUE 4 9 5 5 5 MUTUAL AID REQUESTS MARBLEHEAD 13 14 15 15 20 BEVERLY 21 18 15 15 15 MANCHESTER 5 2 3 3 3 COAST GUARD 28 33 10 10 10 MEP 3 7 5 5 5 OTHER CALLS 621 788 600 600 600 Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 601 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Harbormaster - Personnel 12951 5111 Salaries-Full Time 231,713 240,607 252,888 256,310 254,651 252,452 252,452 (436) (0.17) 12951 5113 Salaries-Part Time 95,248 103,915 115,494 115,494 119,445 119,445 119,445 3,951 3.42 12951 5150 Fringe/Stipends 0 0 0 0 2,000 2,000 2,000 2,000 0.00 326,961 344,522 368,382 371,804 376,096 373,897 373,897 5,515 1.50 Harbormaster - Expenditures 12952 5211 Electricity 1,768 2,271 2,500 2,500 2,500 2,500 2,500 0 0.00 12952 5244 Vehicle Repair And M 11,783 10,756 13,000 13,000 13,000 13,000 13,000 0 0.00 12952 5317 Educational Training 1,003 2,989 3,000 3,000 3,000 3,000 3,000 0 0.00 12952 5320 Contracted Services 872 1,515 0 0 9,999 9,999 9,999 9,999 0.00 12952 5341 Telephone 5,147 5,280 5,200 5,200 5,500 5,500 5,500 300 5.77 12952 5353 Hauling Floats/Boats 4,282 4,424 4,500 4,500 4,500 4,500 4,500 0 0.00 12952 5381 Printing And Binding 750 775 825 825 850 850 850 25 3.03 12952 5421 Office Supplies (Gen 1,228 1,670 1,500 1,500 1,500 1,500 1,500 0 0.00 12952 5481 Gasoline/Diesel Fuel 9,165 11,527 14,000 16,271 17,000 17,000 17,000 3,000 21.43 12952 5791 Uniforms 990 3,255 2,200 2,200 2,200 2,200 2,200 0 0.00 36,989 44,464 46,725 48,996 60,049 60,049 60,049 13,324 28.52 Department Total 363,949 388,985 415,107 420,800 436,145 433,946 433,946 18,839 4.54 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 602 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 MCHUGH WILLIAM Harbormaster 7/12/2011 94,785.49 1,889.57 1.00 1 100% 98,258 98,258 98,258 MCHUGH WILLIAM Port Authority Director - 100% - - - MULLIGAN PATRICK Office Manager/Asst 7/1/13 60,401.95 1,157.49 1.00 1 100% 65,189 64,194 64,194 VACANT Port Authority Deputy Planner 08/12/19 97,700.47 - 1.00 1 100% 90,000 90,000 90,000 12951-5111 252,887.91 3.00 Total Full Time 253,447 252,452 252,452 Seasonal PT Positions: Pump Out Pump Out Operators 7,350.00 504 man hrs 7,920 7,920 7,350 Deckhand/ Utility Deckhand/Utility 20,955.00 1336 man hrs 22,044 22,044 20,955 Patrol - Regular & Peak Weekdays/ Weekends Assistant Harbormaster 69,700.00 3511 man hrs 71,992 71,992 69,700 Clerk Clerk 2,550.00 150 man hrs 2,550 2,550 2,550 McCabe- Winter Isl Personnel Ramp-Public Access Attendant 14,939.00 925 man hrs (PA) 14,939 14,939 14,939 12951-5113 115,494.00 0.00 Total Part Time 119,445 119,445 119,445 AICP Stipend - 2,000 2,000 2,000 12951-5150 - Total Fringe 2,000 2,000 2,000 368,381.91 3.00 Department Total 372,892 371,897 371,897 General Fund FTE Full-Time Equivalent Employees: FY2022 3.00 FY2023 3.00 FY2024 3.00 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 603 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount MCHUGH WILLIAM HARBORMASTER 12951-5111 HARBORMASTER 0.95 89,315.28 12951-5111 Footprint - CBA Money 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 604 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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. 13,000 13,000 13,000 13,000 5244 Vehicle Repair And M Total 13,000 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 These funds are to be utilized for ongoing harbor management software and vendor support which includes billing, collection and enforcement of mooring permits as well as data used for vessel excise. Also, this software improves tracking of data used for the verification of mandated mooring maintenance compliance, which enhances waterway safety. 0 9,999 9,999 9,999 5320 Contracted Services Total 0 9,999 9,999 9,999 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 605 5341 Telephone ATT First Net Mobile tablet for daily harbor management compliance audit and enforcement. 400 0 0 0 The office phone equipment operates on a 3-phone line "rollover" system . This allows multiple calls to be transferred to open lines for timely dispatch of units in an emergency. Also, this line item funds Department mobile devices. A mobile phone is assigned to the Harbormaster and Watch Officer for a total of three units as well as a tablet which is activated on a seasonal basis to audit/enforce mooring permit compliance. In addition to redundant direct communication between watch-standers, mobile phones allow for call forwarding and direct dispatch/response on a 24/7/365 basis. With the increased popularity of paddle craft, many calls for service are received by telephone in place of VHF marine radio. Also, office internet costs are funded with this item. 0 5,500 5,500 5,500 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. 4,800 0 0 0 5341 Telephone Total 5,200 5,500 5,500 5,500 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 5381 Printing And Binding Mooring and slip permit decals are funded through this item. 825 850 [PHONE REDACTED] Printing And Binding Total 825 850 [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 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Harbormaster FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 606 5481 Gasoline/Diesel Fuel Fuel and oil to operate the department’s boats. 14,000 17,000 17,000 17,000 5481 Gasoline/Diesel Fuel Total 14,000 17,000 17,000 17,000 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 46,725 60,049 60,049 60,049 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 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 2024 New Building Commissioner & Facilities Director anticipated in FY 2024. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 608 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 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 2.59% In State Travel/Meetings 1.59% Salaries-Full Time 88.83% Salaries-Part Time 3.94% Other 3.05% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 609 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Building/Plumb/Gas Inspectors - Personnel 12411 5111 Salaries-Full Time 548,891 542,149 722,683 722,683 769,933 697,613 697,613 (25,070) (3.47) 12411 5113 Salaries-Part Time 27,263 28,653 27,945 27,945 30,915 30,915 30,915 2,970 10.63 12411 5131 Overtime (General) 3,901 1,331 5,000 5,000 5,000 5,000 5,000 0 0.00 580,054 572,133 755,628 755,628 805,848 733,528 733,528 (22,100) (2.92) Building/Plumb/Gas Inspectors - Expenditures 12412 5295 Safety Gear 1,348 615 1,500 1,500 1,500 1,500 1,500 0 0.00 12412 5320 Contracted Services 18,488 29,708 20,334 26,182 20,334 20,334 20,334 0 0.00 12412 5381 Printing And Binding 439 395 450 675 450 450 450 0 0.00 12412 5421 Office Supplies (Gen 849 1,156 2,000 2,682 5,000 4,500 4,500 2,500 125.00 12412 5451 Custodial Supplies 5,408 10,688 9,000 9,216 9,500 9,500 9,500 500 5.56 12412 5710 In State Travel/Meetings 12,594 11,244 12,500 13,383 12,500 12,500 12,500 0 0.00 12412 5713C Expenses-Clean It/Lien It 1,650 100 2,000 2,000 2,000 2,000 2,000 0 0.00 12412 5778 Sealer Weights & Measurers Exp 800 541 1,000 1,438 1,000 1,000 1,000 0 0.00 41,575 54,446 48,784 57,077 52,284 51,784 51,784 3,000 6.15 Department Total 621,629 626,579 804,412 812,705 858,132 785,312 785,312 (19,100) (2.37) ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 610 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 SALAMIDA GREG LOCAL BLDG INSP 3/13/2023 63,562.87 1,250.00 1.00 1 100% 65,650 65,650 65,650 DEAN MICHAEL PLUMBING & GAS INSP 8/08/2022 78,000.00 1,314.23 1.00 1 100% 69,010 69,010 69,010 VACANT FACILITIES DIRECTOR 9/29/2011 97,749.35 - 1.00 1 100% 92,000 92,000 92,000 ORFANOS STAVROULA ASST BUILDING INSPEC 4/30/2018 62,732.56 1,333.84 1.00 1 100% 74,360 70,040 70,040 ST PIERRE THOMAS INSPECTIONAL SERV DIR 4/2/1998 106,463.13 2,080.31 1.00 1 100% 109,657 109,657 109,657 NEW POSITION LOCAL BLDG/CODE COMPL INSP 1,307.69 1 100% 68,000 - - AFSCME 314,175.42 5.00 Total AFSCME 1818 291,256 291,256 291,256 12411-5111 722,683.33 10.00 Total Full Time 769,933 697,613 697,613 DOYLE JOHN SEALER WEIGHTS/ MEAS 1/2/2008 27,998.51 536.37 19 hours per wk 30,915 30,915 30,915 12411-5113 27,998.51 Total PartTime 30,915 30,915 30,915 OVERTIME - GENERAL 5,000.00 5,000 5,000 5,000 12411-5131 5,000.00 Overtime 5,000 5,000 5,000 755,681.84 10.00 Department Total 805,847 733,528 733,528 General Fund FTE Full-Time Equivalent Employees: FY2022 10.00 FY2023 11.00 FY2024 10.00 Variance FY 24 v. FY23 (1.00) ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 611 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New CONNOLLY JONATHAN SR BLDG CUST 7/25/ 2016 1 53,886.06 1.00 1,106.27 57,526.04 3 57,526.04 57,526.04 57,526.04 NEGRON SORAIDA PRINCIPAL CLERK 11/21/ 2022 2 48,754.25 1.00 990.92 52,618.64 1 11/ 21/ 2023 1,027.2 8 22 30.0 52,618.64 52,618.64 52,618.64 EMMONS JANET PRINCIPAL CLERK 05/17/ 2010 2 53,024.24 1.00 1,088.55 56,604.60 3 56,604.60 56,604.60 56,604.60 CAMIRE JARED SR BLDG CUST 06/17/ 2022 1 1,066.85 55,555.04 2 6/17/ 2024 1,106.2 7 50 2.0 - - RUSTIN DARREN BLDG CUSTODIAN 1/09/ 2023 46,534.28 1.00 1,030.57 53,589.64 3 53,589.64 53,589.64 53,589.64 Rustin - Shift Differential Base Rate X 9% 4,745.79 4,864.43 4,864.43 3 4,864.43 4,864.43 4,864.43 STANWOOD DANIEL WORKING FOREMAN 12/4/ 1999 1 57,029.54 1.00 1,270.25 66,053.00 3 66,053.00 66,053.00 66,053.00 263,974.16 5.00 346,811.39 291,256.35 291,256.35 291,256.35 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 612 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 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 9,684 9,684 9,684 9,684 5320 Contracted Services Total 20,334 20,334 20,334 20,334 5381 Printing And Binding For printing and binding of zoning book and maps, as well as letterhead, envelopes, signs and placards. 0 450 450 450 For printing and binding of zoning book and maps. Letter Head & Envelopes 450 0 0 0 5381 Printing And Binding Total 450 450 [PHONE REDACTED] Office Supplies (Gen 4 sets of International Building Code Books and 1 Plumbing Code Book. 0 2,500 2,500 2,500 General Office Supplies - as needed 0 2,000 1,500 1,500 General office supplies as needed 2,000 0 0 0 New time and date stamp 0 500 [PHONE REDACTED] Office Supplies (Gen Total 2,000 5,000 4,500 4,500 5451 Custodial Supplies Coast Maintenance - Custodial Supplies 6,700 7,200 7,200 7,200 Delandes Supply - Electrical Supplies 300 300 300 300 State Chemical - Custodial Chemicals 1,000 1,000 1,000 1,000 Winer Bros - Misc Supplies 1,000 1,000 1,000 1,000 5451 Custodial Supplies Total 9,000 9,500 9,500 9,500 5710 In State Travel/Meetings Mileage and seminar reimbursements for 4 full time and one part time inspector plus mileage for Director of facilities 12,500 0 0 0 Mileage and seminar reimbursements for 4 full time and one part time inspector plus mileage for Director of Facilities. 0 12,500 12,500 12,500 5710 In State Travel/Meetings Total 12,500 12,500 12,500 12,500 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 613 5713C Expenses-Clean It/Lien It Clean it or lien it- Monies to secure vacant buildings etc. Monies expended are recovered through a lien on the property. 0 2,000 2,000 2,000 Clean it or lien it- Monies to secure vacant buildings etc. Monies expended are recovered through leaning 2,000 0 0 0 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 48,784 52,284 51,784 51,784 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 614 Public Property - 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 2024 No significant changes. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 615 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Public Property - Fixed Costs - Expenditures 11962 5211 Electricity 71,838 77,479 70,362 72,274 73,872 73,872 73,872 3,510 4.99 11962 5212 Hvac/Water-120 Washington St 535 2,323 2,000 2,000 2,000 2,000 2,000 0 0.00 11962 5216 Oil Heat 23,965 31,785 40,000 40,290 40,000 40,000 40,000 0 0.00 11962 5271 City Hall Annex 445,826 443,973 460,000 460,000 460,000 460,000 460,000 0 0.00 11962 5341 Telephone 5,426 9,094 9,000 9,000 9,000 9,000 9,000 0 0.00 11962 5342 Postage 96,576 115,864 125,000 132,500 129,500 129,500 129,500 4,500 3.60 644,166 680,519 706,362 716,064 714,372 714,372 714,372 8,010 1.13 Department Total 644,166 680,519 706,362 716,064 714,372 714,372 714,372 8,010 1.13 City Hall Annex Rent 64.39% Electricity 10.34% Gas & Oil Heat 5.60% Postage 18.13% Other 1.54% ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 616 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11962 Public Prop-Fixed Costs 5211 Electricity 90 Washington Street 18,975 0 0 0 98 Washington Street 0 19,925 19,925 19,925 City Hall 28,617 30,047 30,047 30,047 Council on Aging 22,770 23,900 23,900 23,900 5211 Electricity Total 70,362 73,872 73,872 73,872 5212 Hvac/Water-120 Washington St Water 90 Washington street 2,000 0 0 0 Water 98 Washington street 0 2,000 2,000 2,000 5212 Hvac/Water-120 Washington St Total 2,000 2,000 2,000 2,000 5216 Oil Heat Gas COA 401 Bridge Street 0 12,000 12,000 12,000 Gas for 90 Washington 40,000 0 0 0 Gas for 98 Washington 0 6,000 6,000 6,000 Oil 93 Washington Street 0 22,000 22,000 22,000 5216 Oil Heat Total 40,000 40,000 40,000 40,000 5271 City Hall Annex 90 Washington Street 69% of building 35,000 0 0 0 Rent - 98 Washington St 0 425,000 425,000 425,000 Rent 90 Washington street 425,000 0 0 0 Taxes - 98 Washington St 69% of building 0 35,000 35,000 35,000 5271 City Hall Annex Total 460,000 460,000 460,000 460,000 5341 Telephone TELEPHONE 9,000 9,000 9,000 9,000 5341 Telephone Total 9,000 9,000 9,000 9,000 5342 Postage External Mailing Services (Census, Excise bills, Property Tax bills, etc.) 0 54,000 54,000 54,000 Mailing for City Hall . Note this fee has increased due to the increase in postage 125,000 0 0 0 Postage for City Hall Mailings 0 70,000 70,000 70,000 Postal Meter Lease & Postal Supplies (tape, ink cartridges, glue, etc.) 0 5,500 5,500 5,500 5342 Postage Total 125,000 129,500 129,500 129,500 11962 Public Prop-Fixed Costs Total 706,362 714,372 714,372 714,372 ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 617 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 2024 No significant changes. Recent Accomplishments Online applications have recently become available. ---PAGE BREAK--- Departmental Budgets Public Property/Inspectional Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 618 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Zoning Board of Appeals - Expenditures 11762 5306 Advertising 590 0 400 400 400 400 400 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 0.00 590 0 1,200 1,200 1,200 1,200 1,200 0 0.00 Department Total 590 0 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 619 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 an Opioid Use Disorder (OUD) Coordinator. OBJECTIVE: Use funds from the Distributor and Janssen/J&J settlement for staff and efforts to reduce opioid use disorder in the community. How FY 2024 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%. 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. ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 622 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 2024 The Healing Communities Study through Boston Medical Center and the National Institutes of Health ended on June 30, 2022, the Community Coordi- nator position for the study has been removed from the budget for FY24. The Board of Health in conjunction with our regional partners have been awarded a regional Public Health Excellence grant from MA DPH, this will allow for the hiring of additional staff to assist and enhance public health services in the region. Staff for the grant have been hired and are working in the 8 communi- ties in the grant area. In December 2022, the Board of Health became the host agency for the North Shore/Cape Ann Tobacco Policy Program. The program director and youth compliance inspectors have been onboarded and have been working on behalf of the 16 community collaborative. The Board of Health is requesting funding to create a new position 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 continues to work to hire an additional Public Health Nurse. This will enable the depart- ment to offer enhanced public health nursing services to the community. Recent Accomplishments The Board of Health spent much of FY223 working on COVID-19 pandemic recovery and response. Board of Health staff investigated approximately 6000, cases of COVID-19 in the community. The Board of Health investigated 7,400 cases of reportable contagious dis- eases. Distributed over 15,000 rapid at home COVID-19 test kits. The Health and Wellness Coordinator continues to work on the Food Farm at Mack Park project with the installation of solar panels expected in FY 2023. The Health and Wellness Coordinator conducts Taste and Talk events at senior living facilities in the city. The Health and Wellness Coordinator organizes meet and eat meals at Saltonstall School and the Community Life Center in conjuction with other community partners. Responded to numerous emergency calls from Police and Fire Depart- ments. Coordinates the Salem Overdose Awareness and Use Reduction Coalition, webpage www. Salem.com/opiate. Provided a community Health information program including, Blog, Face- book, and Twitter presence. Provided vaccination clinics for influenza to seniors, city retirees, employ- ees, and residents. Ensured compliance with conditions set for various developments and con- struction projects in the city. Ensured compliance with tobacco regulations. Enforced the State Sanitary Code for housing, food establishments bathing beaches, swimming pools and other permitted facilities conducting over 1600 inspections. Provided sanitary inspections for problem areas in neighborhoods throughout the city. Addressed increased complaints through” See Click Fix Tool”. In conjunction with other North Shore communities and North Shore Elder Services participant in task force to handle hoarding issues in Salem. Coordinate a region wide Asthma reduction program that provides infor- mation on multi-unit housing owners on smoke free housing, Integrated pest management and smoking cessation programs. Participated in a reciprocal agreement with the City of Beverly to allow res- idents of both communities to participate in household hazardous waste collections twice per year. Collected hazardous waste from over 200 house- holds. Conducts active surveillance and follow up of communicable disease reports through the state MAVEN online system. Participated in Youth Substance Abuse Prevention grant with Lynn, Mar- blehead and Swampscott that focuses on underage drinking and substance use prevention. Assisted local communities in communicable disease response and immu- nization clinics. ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 623 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Number of inspections (not all inspections listed below) 1350 4000 7500 7500 8000 Number of permits issued from the Board of Health 1524 2000 2500 3100 3500 Number of Death Certificates processed/issued 577 681 720 850 900 Number of trash and general nuisance inspections 320 400 600 700 750 Number of Certificate of Fitness inspections/re- inspections (Including Short-Term Rentals 423 650 [PHONE REDACTED] Number of food establishment inspections/re- inspections 145 550 650 640 650 Temporary Food Establishments /permits 100 200 300 250 300 Body art establishments 6 15 20 25 25 Recreational camp inspections 10 25 35 35 35 Pool inspections 20 25 35 35 35 Swimming beach sampling 144 120 150 100 125 Total number of communicable disease investigations 4224 400 1000 7425 7500 Flu Shots Administered 251 350 400 430 450 Contracted Services 10.03% Environmental Health 1.60% Hhwd 2.77% Salaries-Full Time 79.31% Salaries-Part Time 2.10% Other 4.19% ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 624 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Health - Personnel 15101 5111 Salaries-Full Time 446,440 510,124 568,985 568,985 572,334 572,334 572,334 3,350 0.59 15101 5113 Salaries-Part Time 29,008 22,583 15,141 13,641 30,373 15,141 15,141 1 0.00 15101 5131 Overtime (General) 5,000 6,485 5,000 6,500 7,500 5,000 5,000 0 0.00 15101 5150 Fringe/Stipends 4,500 5,625 6,000 6,000 6,000 6,000 6,000 0 0.00 484,948 544,817 595,125 595,125 616,207 598,475 598,475 3,350 0.56 Health - Expenditures 15102 5218 Hhwd 19,689 16,138 20,000 20,000 20,000 20,000 20,000 0 0.00 15102 5306 Advertising 186 620 1,000 1,088 1,000 1,000 1,000 0 0.00 15102 5318 Dental/Medical Servi 1,841 680 3,600 3,600 3,600 3,600 3,600 0 0.00 15102 5320 Contracted Services 12,952 15,206 48,379 43,934 72,379 72,379 72,379 24,000 49.61 15102 5396 Environmental Health 2,433 1,949 4,050 4,050 11,550 11,550 11,550 7,500 185.19 15102 5421 Office Supplies (Gen 1,016 969 2,500 2,526 2,500 2,500 2,500 0 0.00 15102 5710 In State Travel/Meetings 0 35 810 810 810 810 810 0 0.00 15102 5785 Rodent Control 8,125 8,640 10,500 15,500 10,500 10,500 10,500 0 0.00 15102 5786 Beach Water Analysis 541 171 800 800 800 800 800 0 0.00 46,783 44,408 91,639 92,308 123,139 123,139 123,139 31,500 34.37 Department Total 531,731 589,225 686,764 687,433 739,346 721,614 721,614 34,850 5.07 ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 625 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 DAVIS MAUREEN BOARD CLERK 2,000.00 500.00 B 4 2,000 2,000 2,000 GREENBAUM DAVID HEALTH AGENT 1/30/2019 102,599.72 2,044.92 1.00 1 100% 106,336 106,336 106,336 MURPHY KERRY HEALTH & WELLNESS CO-ORD 7/1/2019 53,758.69 1,177.35 1.00 1 100% 61,222 61,222 61,222 AFSCME 410,626.50 7.00 Total AFSCME 1818 402,776 402,776 402,776 15101-5111 568,984.91 9.00 Total Full Time 572,334 572,334 572,334 PT CODE ENFORCEMENT OFFICER 9/21/2007 15,140.52 - P 0.50 19.0 Hrs/wk 30,373 15,141 15,141 15101-5113 15,140.52 0.50 Total Part Time 30,373 15,141 15,141 Overtime 5,000.00 5,000.00 7,500 5,000 5,000 15101-5131 5,000.00 Total Overtime 7,500 5,000 5,000 Mileage stipend 6,000.00 6,000.00 3.0 6,000 6,000 6,000 15101-5150 6,000.00 Total Stipends 6,000 6,000 6,000 595,125.43 9.50 Department Total 616,207 598,474 598,474 General Fund FTE Full-Time Equivalent Employees: FY2022 9.00 FY2023 9.50 FY2024 9.50 Variance FY 24 v. FY23 0.00 FTE Full-Time Equivalent Employees: FY2022 9.00 FY2023 12.50 FY2024 12.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 626 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New BAROSY JEFFREY SANITARIAN 4/27/15 3 63,488.77 1.00 1,303.39 67,776.28 3 67,776.28 67,776.28 67,776.28 DARMODY SUZANNE PUB HLTH NURSE 8/19/ 2016 3 64,412.71 1.00 1,396.98 72,642.96 3 72,642.96 72,642.96 72,642.96 DAVIS MAUREEN PRINCIPAL CLERK 4/24/ 2007 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 GAGAKIS ELIZABETH SR. SANITARIAN 1/7/ 2008 3 68,047.92 1.00 1,396.98 72,642.96 3 72,642.96 72,642.96 72,642.96 DUHAIME JANICE SANITARIAN - Step II/III 10/19/ 16 3 63,488.77 1.00 1,303.39 67,776.28 3 67,776.28 67,776.28 67,776.28 MANCINI JANET SANITARIAN - Step 1 10/19/ 16 3 58,999.05 1.00 1,256.39 65,332.28 3 65,332.28 65,332.28 65,332.28 NEW - PUBLIC HEALTH NURSE* 39,165.04 1.00 - - - *Fund 33% via other non-general fund public health funds 410,626.50 7.00 402,775.88 402,775.88 402,775.88 402,775.88 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount HEALTH DEPARTMENT EMPLOYEES COMBINED SALARIES BUDGET & GRANTS DLUSNIEWSKI MEAGHAN Healing Communities/Public Health Excellence 25V23-5113 Regional Coordinator 1.00 70,000.00 ROCHE LAUREN Public Health Excellence 25V23-5113 Regional Sanitarian 1.00 59,624.24 HARTMANN MARIANNE Public Health Excellence 25V23-5113 Regional Public Health Nurse 0.50 35,735.96 NASH LAURA Public Health Excellence 25V23-5113 Regional Epidemiolgist 1.00 78,500.00 REDFORD JOYCE Tobacco and Public Health Policy Programs 25X13-5111 Director 1.00 92,000.00 YOUTH Tobacco and Public Health Policy Programs 25X13-5111 Youth Stipends 1.00 1,600.00 ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 627 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 15102 Health-Expenses 5218 Hhwd Cost of disposal of Hazardous waste from residents event shared with the City of Beverly. Salem residents access Beverly Household Hazardous Waste day in Spring 20,000 20,000 20,000 20,000 5218 Hhwd Total 20,000 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. 1,000 1,000 1,000 1,000 5306 Advertising Total 1,000 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 49,000 49,000 49,000 Rental property inspections per City Ordinance 23,379 23,379 23,379 23,379 5320 Contracted Services Total 48,379 72,379 72,379 72,379 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 Mack Park Operating Expenses 0 7,500 7,500 7,500 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 11,550 11,550 11,550 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 ---PAGE BREAK--- Departmental Budgets Health FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 628 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 [PHONE REDACTED] Rodent Control 60 professional exterminations @ $175 each 10,500 10,500 10,500 10,500 5785 Rodent Control Total 10,500 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 91,639 123,139 123,139 123,139 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Electrical Electrical Mission Statement Why We Exist The Mission of the Electrical Department is to protect the safety and welfare of the City’s residents and its visitors. More specifically, the department will enforce all laws, bylaws, and regulations in accordance with the City and State of Massachusetts Electrical Codes . The Electrical Department will assist our residents as to any concern that they might have about their safety and well- being. The Electrical department now maintains all the Roadway lighting in the City, Traffic signals and Fire Alarm System. Goals and Objectives Completed with the Planning Department on Gallows Hill Park Improvements adding a new electrical service and additional lighting. Working on Phase two of a comprehensive traffic improvement plan to move traffic quicker and safely from Downtown heading1 west bound along New Derby Street to North and Essex Street then to North and Fed- eral Street, North and Mason Streets, and through School and North Streets. This program is ongoing and the plan is to have the North Street corridor completed this year. Working with Engineering to Make Derby Street improvements. Lighting and Fire Alarm. The lighting has been completed. To have all our traffic signals and hardware painted at all of our major inter- sections. This is an on going project. We have been assisted with Mike Lutrowkowski To Keep building our Smart Traffic system and to become more ADA com- pliant. Citywide. Riley Plaza has been fully upgraded for ADA. We are work- ing on North Street now with the program. To paint fireboxes in different locations through out the City. This is an ongoing project. To install new Fire Alarm cable from Gardner Street to Holly Street. We hope to have this completed by the end of this fiscal year 2023 To complete all the pole transfers for the City’s Street luminaires and Fire Alarm cable. This project is moving along and will go into fiscal 2024 We have roughly 150 transfers left. To step up maintenance in potential problem areas with our Fire Alarm Sys- tem and our traffic control system. Working with the Planning Department to light up our Statues. 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. ---PAGE BREAK--- Departmental Budgets Electrical FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 630 The Electrical Department has two LED rebuilding projects that need updating and they are North Street and Leslie Retreat Park. The First gener- ation of LED luminaires are losing their output and should be replaced. The department will be adding more street lighting along the corridor. Some parts of the roadway are dark. Significant Budget & Staffing Changes For FY 2024 The Electrical department is asking that we replace 1 full-time employee Mr. Parent the working foreman The departments workload has increased signifi- cantly along with the City of Salem’s growth. The number of streetlights, Roadway lights and traffic signals that have been added. The department also maintains The Fire Alarm System wiring throughout the City. Recent Accomplishments The Woodlands Road project has been completed and City of Salem, MA has its first Solar Powered Radio-Controlled Fire Alarm Street Box. Worked with Mass. Highway for Adaptive signals On RTE 107 Highland Ave- nue and the project is almost completed. It should be operational hope- fully before fiscal 2024 begins. Installation of wireless technology to control our Emergency Snow light Beacons. The Traffic control smart system Phase 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. We intend to add count down timers at all the intersections on North Street and make them all ADA compliant. Continue to assist Salem P.D. installing surveillance cameras throughout the City and moving them when required. 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, and Flint Street Traffic Signal upgrades have been completed 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. 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 with Click Fix Helped complete improvements to Forest River Park and Bertram Field. Assisted the Cemetery Department repairing The Electrical Service after a vehicle had damaged a NGRID Pole And Electrical Conduit supplying the service. ---PAGE BREAK--- Departmental Budgets Electrical FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 631 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 ELECTRICAL PERMITS ISSUED 894 2110 1018 1018 800 ELECTRICAL INSPECTIONS PERFORMED 1508 1600 1200 900 650 FIRE ALARM MASTERBOX PLUG OUT AND SYSTEM RESETS 775 750 800 800 750 TRAFFIC SIGNAL REPAIRS 430 500 525 525 475 DECORATIVE STREET LIGHT REPAIRS 205 220 300 300 200 COBRAHEAD STREEET LIGHT REPAIRS 350 350 350 350 200 BOARD OF HEALTH ELEC. COMPLAINTS 5 5 5 5 5 FIRE PREVENTION ELEC. COMPLAINTS 10 10 10 10 10 ELECTRICAL REPAIRS TO PUBLIC 27 25 25 25 10 FIRE ALARM OPEN CIRCUITS / REPAIR 245 200 250 250 320 MAINTAIN FOUNTAIN PUMPS 2 2 2 2 2 FIRE ALARM POLE TRANSFERS 25 50 75 75 100 ROADWAY BANNERS HUNG 200 150 200 200 150 DECORATED CHRISTMAS TREES 50 100 100 100 65 Maint Traffic Signal 3.74% Mall Light Maintenan 5.49% Salaries-Full Time 48.32% Street Lighting 32.66% Traffic Signal Light 4.90% Other 4.90% ---PAGE BREAK--- Departmental Budgets Electrical FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 632 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Electrical - Personnel 12451 5111 Salaries-Full Time 365,770 372,637 405,670 405,670 426,394 426,394 426,394 20,724 5.11 12451 5131 Overtime (General) 15,833 4,424 10,000 10,000 10,000 10,000 10,000 0 0.00 381,603 377,061 415,670 415,670 436,394 436,394 436,394 20,724 4.99 Electrical - Expenditures 12452 5213 Street Lighting 270,889 268,984 288,200 288,200 288,200 288,200 288,200 0 0.00 12452 5214 Traffic Signal Light 41,037 41,239 43,197 43,197 43,197 43,197 43,197 0 0.00 12452 5254 Street Lighting Maint 18,476 53,455 44,000 44,145 48,400 48,400 48,400 4,400 10.00 12452 5255 Building/Equip Maint 10,259 11,783 13,200 13,702 13,200 13,200 13,200 0 0.00 12452 5256 Fire/Mun Signal Main 5,235 7,449 11,000 13,984 13,200 13,200 13,200 2,200 20.00 12452 5257 Maint Traffic Signal 2,911 33,670 33,000 33,628 52,800 33,000 33,000 0 0.00 12452 5301 Police Detail 600 1,200 2,000 2,000 2,000 2,000 2,000 0 0.00 12452 5324 Training & Certification 536 755 1,000 1,000 1,000 1,000 1,000 0 0.00 12452 5341 Telephone 530 432 1,000 1,000 1,000 1,000 1,000 0 0.00 12452 5421 Office Supplies (Gen 1,369 1,890 2,200 2,683 2,200 2,200 2,200 0 0.00 12452 5710 In State Travel/Meetings 0 210 600 600 600 600 600 0 0.00 351,841 421,067 439,397 444,140 465,797 445,997 445,997 6,600 1.50 Department Total 733,444 798,128 855,067 859,810 902,191 882,391 882,391 27,324 3.20 ---PAGE BREAK--- Departmental Budgets Electrical FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 633 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 GIARDI JOHN CITY ELECTRICIAN 6/4/1984 91,460.05 1,822.89 1.00 1 100% 94,790 94,790 94,790 AFSCME 314,210.24 5.50 Total AFSCME 1818 360,469 331,604 331,604 12451-5111 405,670.28 6.50 Total Full Time 455,260 426,394 426,394 Overtime 10,000.00 10,000.00 10,000 10,000 10,000 12451-5131 415,670.28 6.50 465,260 436,394 436,394 General Fund FTE Full-Time Equivalent Employees: FY2022 6.50 FY2023 6.50 FY2024 6.50 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New KOUFMAN ELY SIGNAL MAINTAINER 3/29/21 1 53,029.46 1.00 1,128.90 58,702.80 2 58,702.80 58,702.80 58,702.80 LYONSPAUL HEATHER PRINCIPAL CLERK 2/6/17 2 53,024.24 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 ROCHON MARK WIRE INSPECTOR 4/30/ 2001 1 63,488.77 1.00 1,303.39 67,776.28 3 67,776.28 67,776.28 67,776.28 VALLANTE KEN SIGNAL MAINTAINER 10/28/ 2002 1 57,029.54 1.00 1,170.79 60,881.08 3 60,881.08 60,881.08 60,881.08 VACANT WIRE INSPECTOR 28,865.75 0.50 - - 1 57,731.49 28,865.75 28,865.75 VACANT WIRE INSPECTOR 58,772.48 1.00 1 58,772.48 58,772.48 58,772.48 314,210.24 5.50 243,965.28 360,469.25 331,603.51 331,603.51 ---PAGE BREAK--- Departmental Budgets Electrical FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 634 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 43,197 43,197 43,197 43,197 5214 Traffic Signal Light Total 43,197 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. 44,000 0 0 0 REPLACEMENT OF POLES,LUMINAIRES,WIRING,TRANSFORMERS,LAMPS, LENSES, MAINTENANCE FOR ADDITIONAL LUMINAIRES PURCHASED FROM NATIONAL GRID. ALSO DECORATIVE STYLE POLES AND LUMINAIRES 0 48,400 48,400 48,400 5254 Street Lighting Maint Total 44,000 48,400 48,400 48,400 5255 Building/Equip Maint FACILITY REPAIRS, EQIPMENT, AND MAINTENANCE 13,200 13,200 13,200 13,200 5255 Building/Equip Maint Total 13,200 13,200 13,200 13,200 5256 Fire/Mun Signal Main MAINTAIN FIRE ALARM CABLE & FIREBOXES OVERHEAD AND UNDERGROUND. 11,000 13,200 13,200 13,200 5256 Fire/Mun Signal Main Total 11,000 13,200 13,200 13,200 5257 Maint Traffic Signal TRAFFIC CONTROLLERS, SIGNALS, CONDUITS AND LIGHTING MAINTENANCE. WE HAVE ADDED A LOT MORE HARDWARE TO THE SYSTEM 33,000 52,800 33,000 33,000 5257 Maint Traffic Signal Total 33,000 52,800 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 635 5421 Office Supplies (Gen GENERAL OFFICE SUPPLIES AS NEEDED 2,200 2,200 2,200 2,200 5421 Office Supplies (Gen Total 2,200 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 439,397 465,797 445,997 445,997 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 ways to prevent and minimize the spread and encroachment of invasive species. Identify and plan for acquisition of key wetland and buffer properties. Identify ways to restore filled wetlands and provide natural floodplain pro- tection. Identify the best path to strengthening the Salem Wetlands Protection and Conservation Ordinance and its associated regulations and incorporating nature-based stormwater solutions. Goal – To protect open space Objectives: Protect examples of Salem’s ecological diversity. Revise local land use regulations to address open space preservation and protection. Support establishment of “friends of” groups to help maintain open spaces. Participate in the long-range planning for protection of open spaces. To work with other departments to incrementally implement the goals and objectives of the Open Space and Recreation Plan. Goal – To undertake consistent public outreach Objectives: Participate in public education activities to inform the public of the respon- sibilities of the Conservation Commission. Provide information to the public regarding the City’s open spaces and land owned by the Conservation Commission, including but not limited to trail maps, open space maps, etc. How FY 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2024 There are no significant budget or staffing changes. Please note that Clerk compensation has been moved from Full-Time to Part-Time. Recent Accomplishments In accordance with the Commission’s mission, from July 1, 2022 through January 31, 2023, the Commission: Issued 11 Determinations of Applicability; Issued 42 Orders of Conditions; and Issued 17 Certificates of Compliance. The Conservation Agent and Commission members attended various work- shops throughout the fiscal year on topics related to wetlands protection and conservation of open space. The updated Salem Wetlands Protection Ordinance, adopted in March 2022, and its implementing regulations adopted by the Conservation Com- mission in April 2022, have provided a new review of applications and a ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 638 lens into where the update may be working well, and where there may need to be adjustments. Vernal pools and isolated vegetated wetlands are now protected resource areas, and there is an application currently before the Commission where these additional inland protections are under way. 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 supporting the goals of the Open Space & Recreation Plan. The Open Space and Recreation Plan is in the process of the 2023-2029 plan update. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 639 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Conservation Commission - Personnel 11711 5111 Salaries-Full Time 25,583 26,737 27,575 27,575 28,028 27,186 27,186 (389) (1.41) 11711 5113 Salaries-Part Time 0 0 0 0 1,080 1,080 1,080 1,080 0.00 11711 5150 Fringe/Stipends 0 0 2,000 2,000 2,000 2,000 2,000 0 0.00 25,583 26,737 29,575 29,575 31,108 30,266 30,266 691 2.34 Conservation Commission - Expenditures 11712 5421 Office Supplies (Gen 60 27 90 90 90 90 90 0 0.00 11712 5710 In State Travel/Meetings 0 0 450 450 450 450 450 0 0.00 11712 5730 Dues And Sub 0 0 873 873 873 873 873 0 0.00 60 27 1,413 1,413 1,413 1,413 1,413 0 0.00 Department Total 25,643 26,764 30,988 30,988 32,521 31,679 31,679 691 2.23 Dues And Sub 2.76% Fringe/Stipends 6.31% Salaries-Full Time 85.82% Salaries-Part Time 3.41% Other 1.70% ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 640 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 KENNEDY KATHERINE Planner/Con Com Agent 3/22/21 26,495.16 1,035.44 0.50 50.0% 28,028 27,186 27,186 11711-5111 26,495.16 Total Full Time 28,028 27,186 27,186 MARTIN HANNAH CLERK 10/27/21 1,080.00 B 2.0 12 1,080 1,080 1,080 11711-5113 1,080.00 - Total Part Time 1,080 1,080 1,080 AICP Certification 2,000.00 2,000.00 1 2,000 2,000 2,000 11711-5150 2,000.00 Total Fringe 2,000 2,000 2,000 29,575.16 0.50 Department Total 31,108 30,266 General Fund FTE Full-Time Equivalent Employees: FY2022 0.50 FY2023 0.50 FY2024 0.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 641 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 613 613 [PHONE REDACTED] Dues And Sub Total 873 873 873 873 11712 Conservation Comm-Expenses Total 1,413 1,413 1,413 1,413 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 642 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 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2024 There are no significant budget or staffing changes. Please note that Clerk compensation has been moved from Full-Time to Part-Time. Recent Accomplishments Between July 1, 2021, and January 31, 2023, the Planning Board approved eleven (11) Site Plan Review (SPR) applications and amendments. In February 2022, the Planning Board reviewed and approved an applica- tion for a Modification of a Definitive Subdivision Plan Form C alongside a Site Plan Review and Business Park Development District Special Permit for the Tropical Products manufacturing warehouse, located at 373 Highland Avenue. The changes approved by the Planning Board enabled the expan- sion of a local manufacturing business, creating new jobs, while balancing the needs of neighbors to the rear of the site and ecological concerns. In September 2021, North Shore Community Development Corp. and North Shore Community Health Center filed an application for Site Plan Review and other permits for a complex project located at 73 Lafayette Street, 75 Lafayette Street, 85 & 87 Lafayette Street, 89 Lafayette Street, 315 Derby Street, 9 Peabody Street, and 15 Peabody Street, along the South River at the corner of Lafayette and Derby Streets. The Planning Board ultimately approved the application in January 2023 for Site Plan Review, Planned Unit Development special permit, Drive-Through special permit, and Flood Hazard Overlay District. This project will provide a health center, deeply affordable housing for seniors, and improvements to the South River that will increase resiliency in storm events as well as pedestrian enjoyment of the harbor walk. The developer will also entered into an agreement with the City for the improvement and ongoing maintenance of neighboring Peabody Street Park. Dubbed “El Centro” this project is envisioned as a vital connection from The Point neighborhood to downtown. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 643 In February and April of 2022, the Planning Board reviewed and signed off on two “Approval Not Required” plans concerning 252 and 252R Bridge Street. These consolidations of land were the first step of the 252 Bridge development. Then in January 2023, the Planning Board reviewed and approved an application for Site Plan Review, Planned Unit Development, Flood Hazard Overlay District Special Permit, and Stormwater Management Permit for mixed-use development at 252 Bridge Street. The site, located adjacent to the MBTA Commuter Rail Station, is currently a surface parking lot. It will be developed into 120 housing units with commercial space at the Bridge Street level and resident parking underneath. The design includes an ADA-compliant pedestrian path from the Bridge Street level to the MBTA driveway. The development is designed with resiliency in mind, with salt-tolerant landscaping, floodproofing, and critical infrastructure elevated wherever possible. This development is the first phase of a two- phase project. Phase 2 will consist of the redevelopment and preservation of the historic County Commissioner’s Building and Superior Court Building, located across Bridge Street at 32 and 34 Federal Street which will be filed as an amendment at a later date. These two projects will enliven a critical intersection of the downtown core. Zoning Text Amendments: 03/18/22 – Recommended that the City Council approve an amendment to Section 6.10.6 of the Zoning Ordinance to eliminate the buffer zones that prohibit the siting of marijuana establishments within 500 feet of houses of worship and funeral homes or within 1000 feet from institutions of higher education, colleges or universities. 03/18/22 – Recommended that the City Council approve with modifications an amendment to improve visibility at intersections. 04/01/22 - Recommended that the City Council approve with modifications an amendment to address Green Infrastructure, including solar energy genera- tion. 04/01/22 - Recommended that the City Council approve with modifications an amendment to address Urban Agriculture. 04/15/22 - Recommended that the City Council approve with modifications an amendment to establish the Bridge Street Neck Overlay District. 04/22/22 – Recommended that the City Council approve with modifications an amendment relative to the Entrance Corridor Overlay District; 07/08/22 – Recommended that the City Council approve with modifications an amendment to establish the Halloween Parking Overlay District. 12/20/22 – Recommended that the City Council approve with modifications an amendment relative to accessory dwelling units in the following ways:Amending Section 3.2.4 by: Amending Section 3.2.4 by: Deleting the phrase ’’with the exception of setback, which shall comply with Section 3.2.4(6)“ from paragraph 5. Deleting paragraph 6 in its entirety. Amending Section 3.2.8(5) by: Deleting paragraph 5(b) in its entirety. Deleting the following text from Section 5(h) “and at least one owner of the residence in which the affordable accessory dwelling unit is created shall reside in one of the dwelling units, either the princi- pal or accessory unit created therein, as a principal place of residence. For the purpose of this section, the “owner“ shall be one or more indi- viduals who hold title to the property, or a purchase and sales agree- ment and for whom the dwelling shall be the primary residence as evidenced by voter registration, tax return or other documentation demonstrating primary residence. Owner occupancy is required for an affordable accessory dwelling unit to be permitted.“ Inserting the word “exterior“ following the word “all“ in Section 5(1). Deleting Section 5(m) in its entirety. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 644 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Form A - Not Requiring Approval under the Subdivision Control Law 2 2 7 3 2 Form C - Subdivision 0 2 1 1 1 Site Plan Review 12 3 7 12 5 Flood Hazard Overly District Special Permit 2 3 3 6 3 North River Canal Corridor Special Permit 1 0 1 1 1 Zoning Amendment Recommendations 4 1 6 5 3 Municipal or Religious Reuse Special Permit 2 0 0 1 0 Advertising 4.00% Fringe/Stipends 5.34% Reproductions 2.67% Salaries-Full Time 77.50% Salaries-Part Time 7.21% Other 3.28% ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 645 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Planning Board - Personnel 11751 5111 Salaries-Full Time 29,983 25,835 30,996 30,996 31,571 29,033 29,033 (1,963) (6.33) 11751 5113 Salaries-Part Time 0 0 0 0 2,700 2,700 2,700 2,700 0.00 11751 5150 Fringe/Stipends 2,000 0 2,000 2,000 2,000 2,000 2,000 0 0.00 31,983 25,835 32,996 32,996 36,271 33,733 33,733 737 2.23 Planning Board - Expenditures 11752 5306 Advertising 0 522 1,500 1,500 1,500 1,500 1,500 0 0.00 11752 5421 Office Supplies (Gen 0 0 270 270 270 270 270 0 0.00 11752 5426 Reproductions 72 1,000 1,000 1,000 1,000 1,000 1,000 0 0.00 11752 5710 In State Travel/Meetings 0 140 450 450 450 450 450 0 0.00 11752 5730 Dues And Sub 205 0 510 510 510 510 510 0 0.00 278 1,662 3,730 3,730 3,730 3,730 3,730 0 0.00 Department Total 32,261 27,497 36,726 36,726 40,001 37,463 37,463 737 2.01 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 646 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 EIMERT ELENA Planner-Planning Board 10/15/21 28,295.80 1,105.81 0.50 50% 31,571 29,033 29,033 11751-5111 28,295.80 0.50 Total Full Time - 5111 31,571 29,033 29,033 MARTIN HANNAH CLERK 10/27/21 2,700.00 B 2.5 24 2,700 2,700 2,700 11751-5113 2,700.00 Total Part Time - 5113 2,700 2,700 2,700 AICP Certification 2,000.00 2,000.00 2,000 2,000 2,000 11751-5150 2,000.00 Total Fringe - 5150 2,000 2,000 2,000 32,995.80 0.50 Department Total 36,271 33,733 33,733 General Fund FTE Full-Time Equivalent Employees: FY2022 0.50 FY2023 0.50 FY2024 0.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 647 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 648 Planning - General Administration Mission Statement Why We Exist To provide a strong, comprehensive approach for the future development of the city through a wide range of activities, including economic development, land use planning, housing policy, transportation projects, historic 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 eleventh year of the voter-approved Commu- nity Preservation Act. Keep the community informed and share information through full utiliza- tion of the City’s website and other online tools. Continue to provide high quality technical assistance to the various land use boards and commissions. Goal – To encourage appropriate economic 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 COVID- 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, Palmer Cove, and Salem Common. Work with Park and Recreation to complete the planning and implementa- tion of improvements at 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. Work with Engineering to maintain and upgrade City roads, sidewalks, and open spaces. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 649 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 2024 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, Palmer Cove, 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 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 2024 In Septmber 2022, Jane Guy retired from full time employment. She continues to work as a part-time employee in FY 2023. The Department is working to hire a full-time employee to regain its full staffing complement. Ms. Guy’s position had been funded 100 percent by CDBG; however, due to shifting needs and responsibilities, the new full-time employee will only be partially funded by CDBG. This fact, as well as some modest salary adjustments, account for changes in the general fund salary line. The volume and complexity of work in the Department continues to be high. The Department strives to retain skilled talent and reduce turnover to effectively manage proj- ects and planning initiatives. Our goal is to meet City needs while providing ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 650 opportunities for planning staff advancement with appropriate compensa- tion. Please note that Clerk compensation has been moved from Full-Time to Part-Time. Recent Accomplishments 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. 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 Febru- ary 2022, City staff worked with consultants at JM Goldson on outreach and information gathering. The planning effort concluded in July 2022 with a presentation to the City Council. The report was approved by the State’s Department of Housing and Community Development in December 2022. DPCD partnered in July 2022 with MAPC to update Salem’s Open Space and Recreation Plan. Last updated in 2015, the new plan will guide decisions relative to park and recreation facilities and programming. Hazard Mitigation Plan: The current Hazard Mitigation Plan was adopted by the City Council in December 2020. The Plan calls for a survey in year three to assess progress and changes. Coordination began in January 2023 to initiate this mid-plan review. 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 in January 2023 and is anticipated to be approved in Spring of 2023. 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 and Engagement project in the Point/Palmer Cove neighborhood. The Deep Dive study included a ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 651 hydrologic and hydraulic flood model, incorporating localized precipitation and infrastructure data to assess high priority risk areas. The study com- pleted with providing an alternative analysis and recommended actions for adaptation and mitigation of these risks. A significant effort and emphasis throughout the project included conducting intensive multilingual out- reach, education, and learning how to further engage within the commu- nity. This study is to lead as an example for other areas throughout Salem to advance adaptation and mitigation priorities on a neighborhood scale. In the second round of this project, the City is advancing a specific adapta- tion for the El Punto neighborhood, to assist the community in navigating resiliency to climate hazards. The work includes engagement within the community and improving tangible emergency preparedness resources.?The adaptation advancement of Palmer Cove Park resiliency includes land adjacent to the Footprint Power Plant as an offshore wind construction staging port. The plan was submitted for state review short- term design, permitting, and construction (January 2022 - June 2024) and long-term analysis. 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. Shetland Park: In early 2022, DPCD staff began working with the community and Prime Group, owners of Shetland Park, on a framework plan for the site. The owners had developed their own plan in 2021; however, additional 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. Working group, focus group, and commu- nity meetings were held in the first half of FY2023.The final version of the memo summarizing the process, along with findings and additional stud- ies needed will be ready in the second half of FY2023. 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. The City Council adopted the ordinance in spring 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. The revisions to the Zon- ing Ordinance around solar energy systems were approved in May 2022 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 in the sum- mer of 2021. The City Council adopted the ordinance in May of 2022. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 652 Disposition Ordinance. In 2022 DPCD developed an amendment to the dis- position ordinance that proposed to prioritize affordable housing when the City is disposing of land. The City Council adopted the ordinance in October of 2022. Accessory Dwelling Units. In 2021, the City Council adopted an amendment to the accessory dwelling unit (ADU) ordinance that the Planning Depart- ment worked on. The purpose of the amendment was to remove exclusion- ary barriers removed a tenant limitation so that anyone may rent the unit) and allow accessory units to be created by right. The rents of the accessory units created through the amended ordinance cannot exceed 70% of the fair market rate set by HUD. These units generate rental income to help homeowners cover mortgage payments or make ends meet. In 2022 the Planning Department collaborated with the ARPA Office to create a loan program incentivizing the creation of ADUs. Condominium Conversion. Throughout 2021 and 2022, the Planning Department worked on a tenant protection ordinance to slow down the conversion of multifamily rentals to condominiums. In April of 2022, a sur- vey was distributed to over 8,000 households to request feedback on the framework of the tenant protection ordinance. Input from over 200 resi- dents was received, and more than half of the respondents were renters. In November of 2022, DPCD attended a Committee of the Whole meeting to get input on the framework of the ordinance from the City Council and the public. DPCD is continuing to work through the draft ordinance in 2023. Flood Hazard Overlay: In collaboration with Sustainability and Resiliency staff, DPCD convened a working group and procured an engineering firm in July 2022 to update Salem’s Flood Hazard Overlay District to address flood- ing projected to worsen as a result of climate change. This work, building upon climate vulnerability assessments and community engagement con- ducted since 2014, will result in a policy to ensure that what Salem builds to meet its housing, economic development, and mobility goals will be resilient to projected worsening flooding. Green Building Ordinance: In the Summer of 2022, staff began researching and working on a green building ordinance for new construction and larger redevelopments. Components included electric vehicle infrastructure, bicy- cle infrastructure, and greener building construction through LEED or Pas- sive House. Staff anticipates a draft ordinance to be available in the Summer/Fall of 2023. Subdivision Regulations: In 2017, the City was awarded a $45,000 Execu- tive Office of Energy and Environmental Affairs Grant for technical assis- tance for a comprehensive rewrite of the City’s subdivision regulations, which were last updated in 1987. The update to the subdivision regulations will advance several strategies outlined in the City of Salem’s successful Cli- mate Change Vulnerability Assessment and Adaptation Plan. Strategies that will be advanced as part of the update include preventing or manag- ing flooding through low impact development (LID) standards and expanding the urban forest. The regulations will also include design stan- dards to support the city’s complete street policy. The draft regulations are set for a public hearing and adoption by the Planning Board in 2023. Projects, Programs, and Intiatives 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 late 2025. In 2022, the project received over $110 million dollars in state and federal funding to support this goal. Historic Courthouses and Crescent Lot: The SRA continues to work with WinnDevelopment on the restoration and revitalization of the historic Fed- eral Street court buildings and on the ground-up construction of a mixed- use building with a significant residential affordability component. Signifi- cant progress has been made: The crescent lot at 252 Bridge Street received all permits from the Salem permitting boards – the Redevelopment Authority, the Planning Board, and the Conservation Commission; Winn has filed for state permits for the crescent lot project – MEPA and Chapter 91; The City, in collaboration with Winn, received a $600,000 grant from MassDevelopment via its Underutilized Properties Program to be used ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 653 for predevelopment costs associated with the historic restoration of the court buildings; SRA staff, with its development consultant, meet biweekly with the Winn team to review progress, discuss project financing, and work through challenges; and SRA staff meets biweekly with DCAMM, current owners of the court buildings to ensure that this important component continues to move forward. 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 completed permit- ting in 2022. DPCD staff are working with the developer to identify funding programs to support the project. Conveyance is anticipated in 2023. COVID-19 Economic Response and Recovery: In response to the COVID-19 pandemic, in March 2020 Mayor Driscoll convened several task forces to address specific community needs. One such task force, the Economic Development Recovery and Revitalization (EDRR) Task Force, has continued to meet since March 2020 albeit less frequently – meetings rather than weekly ones. The EDRR continues to be managed by the DPCD Director and focuses on short- and long-term needs for the business community, strategized revitalization efforts, and serving as a communication vehicle for the business community in terms of available opportunities and assis- tance. EDRR members 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 Collective, Kylie Sullivan from Salem Main Streets, Rinus Oosthoek from the Chamber of Commerce, and Lucy Corchado from the Point Neighborhood Association. Partners share updates on economic development efforts each organization is involved with. A subset of these efforts is tied to the City’s EDA-funded COVID response efforts (see below). Other updates are priority economic development initiatives from each organization. By staying engaged on a regular basis, the partners are poised to respond to COVID-related issues a new surge, extension of emergency provisions for outdoor dining) that may arise. Economic Development Administration Grant: In March 2021 the City was awarded a $662,922 grant from the EDA to promote local economic devel- opment and assist in COVID recovery efforts over a period of two years. To assist in this work, the City sub-contracted with Salem Main Streets (event support and management), Destination Salem (local and regional tourism campaigns), The Enterprise Center (technical assistance to tourism busi- nesses), and the North Shore Workforce Board (NSWB, economic diversifi- cation strategy with a focus on the offshore wind industry). Significant milestones in this grant-funded work include: $40,000 in direct funding given to organizations to help them pivot to COVID-safe events; Purchase and creation of ’lending library’ of equipment managed by Salem Main Streets and accessible to event organizers; Print ads, radio spots, Tik Tok channel dedicated to promoting Salem to local and regional tourists; Provided 35 local businesses with free technical assistance from profes- sional consultants; and Contracted with BW Research in collaboration with the NSWB to con- duct an offshore wind industry and workforce gap analysis. DPCD originated and maintains a Business Recruitment Team, comprised of the Department’s Principal Planner, and the Executive Directors of Salem Main Streets and Chamber of Commerce. The team meets to review current and anticipated vacancies, status of new and/or existing businesses looking for space, and outreach to business types that are underrepresented. The team references the 2017 Salem Downtown Retail Action Plan to provide guidance as they reach out to various business types ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 654 that can fulfill a community need. These meetings serve as a touchpoint for the three entities to work together to expand the diversity of local busi- nesses throughout Salem; the three entities share a spreadsheet that they update throughout the month as developments occur. 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 North Shore CDC, the Small Busi- ness Association, MassDevelopment, the MA Office of Business Develop- ment, Mill Cities Community Investments, and administering the City’s Small Business Loan Program (see entry below). Businesses assisted range from established retail shops seeking to expand, to new businesses moving to Salem either as a first ’brick and mortar’ location or as an additional storefront, to manufacturing companies looking for industrial space. All of these businesses seek to bring a product, service, or industry to Salem that not only meets the needs of the community but provides new job opportu- nities. The department has also contracted with Sperling Interactive to assist in website hosting for www.salemforbusiness.com. DPCD continues to work with partners throughout the region including private financial institutions, non-profit organizations, and business sup- port organizations on the Salem Small Business Loan Fund. This initiative stemmed from Essex County Community Foundation (ECCF) and was launched in December 2020. Several local businesses have been able to take advantage of this funding; even those who were not yet ready to take on a loan were referred to project partners for technical assistance with the goal of getting the business ready for financing. The program is managed by Mill Cities Community Investments (MCCI) the City has coordinated on a joint loan for Couch Dog Brewing, with each entity loaning funds for the purchase of brewery equipment to get the business up and running. The Salem Loan Fund provided the blueprint for loan funds in neighboring communities such as Lynn. DPCD continues to administer the City’s Small Business Loan Program. This program, funded through CDBG, provides low-interest loans at favorable rates to businesses that seek to establish themselves in Salem, seek to expand their already established business, or need working capital to restructure existing debt. Most recently, the City closed on a $70,000 loan to Couch Dog Brewing who will be opening in the long vacant space at 76 Lafayette Street, and on a $100,000 loan to Daily Table, a non-profit, affordable grocery store who will be taking all of the commercial space at 135 Lafayette Street. Both businesses are anticipated to open in Spring 2023. DPCD staff created, managed, and launched the North Shore Diversity Cat- alog in 2021 and updated it in 2022. The initiative was a partnership with our neighbors in Beverly, Peabody, Lynn, Swampscott, Marblehead, and Nahant, and was considered a regional vendor registry for minority- and women-owned businesses. The department is no longer managing this initiative. Inspired by our work, the North Shore Alliance for Economic Development received grant funding and brought on Sperling Interactive to develop a web-based catalog, branded as the Diversity Directory. Because this initiative is now being managed by the Alliance, the geo- graphic region has greatly expanded to include all of the North Shore. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 655 DPCD worked with the SRA to review several development projects in the downtown including: A new, mixed-use building at 38 Norman Street, a currently underuti- lized property. The property will feature first floor commercial space, three floors of residential units, and onsite parking for residents. El Centro, proposed by the North Shore CDC. This project is sited at the corner of Lafayette and Derby Streets and consists of the construction of a new home for the North Shore Community Health Center and 19 units of affordable, age-restricted housing (with an additional 36 units at 9 Peabody Street). The proposed redevelopment of the Jerry’s Army and Navy space at 301 Essex Street, which is currently going through the SRA’s Schematic Design Review process. The proposal currently consists of 18 residential units located in a 3 ¾ story addition, first floor commercial space, and onsite parking. The developer is also proposing to restore the historic storefront to its original appearance. DPCD worked with the SRA on the review of several smaller, though no less significant, downtown projects including solar panel installations on the buildings of The Salem Inn, faÁade improvements to new businesses along Washington Street including Ginger and The Gyro Spot, and a new roof for the Salem Housing Authority property at 140 Washington Street. DPCD staff worked with the SRA and its Design Review Board on the review of signs for new and existing businesses, including a stretch of new busi- nesses at Witch City Mall along Church Street – Die With Your Boots On, Residency Records, Roseadela’s, and Vitelle. Other downtown businesses who received sign permits include Sweet Boba and Jodi Bee Bakes on Derby Street, Ascend, World of Wizardry, and the Flying Monkey along the pedestrian mall, and Rivalry and The Hive at the Hampton Inn. 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 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 the Salem Partnership to advance the planned South Salem Commuter Rail station. Supported with $372,000 through a 2022 US House Bill Community Project Funding allocation, the Partnership has procured an engineering firm to begin developing a 15% conceptual design for the station in spring 2023. In addition, DPCD staff authored a US EPA grant application in November 2022 for $500,000 to conduct environmental assessment and reuse planning for brownfields proximate to the planned station location. In December 2022, the City was awarded funding by the Governor’s Sea- port Economic Council for the design and permitting of a new ferry termi- nal building. The City is taking steps to engage a consultant team to lead that effort with a goal of preparing a “shovel ready project” for anticipated upcoming federal funding opportunities. Leefort Terrace Redevelopment: Staff worked with Zoning Board of Appeals to facilitate the approval of a friendly 40B development applica- tion for Salem Housing Authority complex called Leefort Terrace. This proj- ect includes the removal of the existing 50 units to be replaced with a multi-story building that has 124 total units. The project was approved by the Zoning Board of Appeals in October, 2022. Staff also worked with the developer and Salem Housing Authority to develop an Urban Center Hous- ing Tax Increment Financing (UCH-TIF) plan and TIF agreement. The City Council approved the plan and TIF agreement in January 2023. South Campus Redevelopment: In September 2022, the MA Division of Capital Asset Management and Maintenance recommended Avalon Bay Communities and Winn Companies as the team to redevelop the Salem State University South Campus. This is the result of the request for propos- als that was based on the Sasaki Associates 2020 visioning study jointly commissioned by the University and City. DPCD will coordinate with the development team, the University, and stakeholders to permit the project. Affordable Housing Trust Fund: The Board completed work on the Public Land Disposition Ordinance and the ordinance was approved in November 2022. The Board continued to work on a Condo Conversion Ordinance, ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 656 which needs a Home Rule Petition approval from the State Legislature before it can be finalized. In the fall of 2022, the Board established their priorities for the next year which includes researching the establishment of a rental registry as part of additional tenant protections. DPCD staff coordinated with the City Solicitor and outside counsel to nego- tiate a cost sharing agreement with the US EPA to remediate the arsenic- contaminated soil at Mansell Field. The agreement was executed by former Mayor Driscoll in December 2022 and is pending US Department of Justice approval. The project, which will implement the remediation and resto- ration plan approved by the Park and Recreation Commission in December 2021, is anticipated to begin in spring or summer of 2023. The project is also supported by $500,000 allocated through a 2022 MA bond bill. The City has been working on various improvements throughout Salem Willows Park. The improvements to “The Hill” area, including new plant- ings, refreshed tennis and basketball courts, and a formalized parking area, are wrapping up, with only minor punch list item remaining. Design and permitting are proceeding for the reconstruction of the Salem Willows Pier. Demolition of the existing pier has been completed and the new construc- tion is slated to begin late 2023 with resolution in 2024. Funding from state and local sources has been secured for the next phase of improvements at the Willows, which will be located landward of the pier replacement proj- ect and bounded by Hobbs, the historic Salem Willows Gate, and the north- east end of the tree allee. Improvements will include the removal of excess asphalt, reorientation and resurfacing of pedestrian pathways, planting of nine new trees, and other plantings that will improve stormwater infil- tration and environmental resilience in this popular park. Phase II design to be completed by end of FY2023 and construction completed by end of FY2024. DPCD staff secured a $513,595 grant through the MA Land and Water Con- servation Fund to construct the second phase of improvements to Palmer Cove Park. Following the first phase of renovation completed in October 2021, the project will complete the implementation of the Palmer Cove master plan based upon community engagement conducted throughout 2018. Phase II includes a second basketball court, conversion of the base- ball diamond to a multiuse field, a new play area, additional trees and site furnishings, and completion of the park’s path network. DPCD is collaborat- ing with Sustainability and Resiliency staff to implement short-term resil- iency elements and evaluate long-term flood mitigation strategies for the park and the surrounding neighborhood, funded through a MA CZM Coastal Resiliency grant. In partnership with the City of Peabody, DPCD secured $600,000 in Con- gressional Community Project Funding in March 2022 to design and permit a multiuse path through the Harmony Gove area along the North River. The project will connect Salem and Peabody’s expanding path networks and address a gap in the region’s expanding “New Hampshire Border to Boston” trail system. The work is supported through a MA Municipal Vulnerability Preparedness Grant that the two cities secured in July 2021 to evaluate strategies to protect the corridor’s road, utility, and freight rail infrastruc- ture from projected increased flooding and streambank erosion. In collaboration with Traffic and Parking staff in October 2022, DPCD applied for $328,800 through the new US Department of Transportation Reconnecting Communities grant program for the North Street Connector project. The funding will advance design of pedestrian and bicycle improvements at the North Street Overpass to better connect the sur- rounding neighborhoods and integrate downtown and the MBTA Com- muter Rail station into the region’s expanding multiuse path network. DPCD supported the Traffic and Parking Department’s implementation of “complete streets” improvements to the North Street corridor in November 2022. Improvements include upgraded pedestrian crossings, traffic calm- ing features, and protected bike lanes. DPCD collaborated with Traffic and Parking staff to expand the Bluebikes bikeshare system between September and November 2022 to a total of 15 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 657 stations and approximately 100 bikes. In addition, DPCD staff secured an $89,064 Boston Region MPO Community Connections grant to add three additional stations and 19 more bikes. The program builds on the success of the City’s former Zagster bikeshare and provides and affordable way for residents, workers, students, and visitors to travel throughout Salem with- out driving. The City completed an update of the Historical Commission’s Design Guide- lines 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 restoration of the Almy’s Clock, an original E. Howard Clock Company Post (or street) Clock installed in ca. 1910 by the Almy, Bigelow & Washburn Department Store, which was a mainstay of the Salem business scene on Essex Street from 1858 to 1985. The clock’s cast iron base was sandblasted, repaired and repainted and the clock drive mechanisms and electrical wiring were upgraded. New clock faces were created to replicate the original face design and the clock head was repainted with the original “Essex County’s Shopping Centre”. The restored clock was reinstalled on a new granite base on the pedestrian mall. DPCD continues efforts to restore the historic High Victorian Gothic Style Dickson Chapel at Greenlawn Cemetery. For the next phase of the Chapel restoration project, DPCD will restore the building’s floral motif stained glass windows with funding from CPA and the Friends of Greenlawn, with work expected to begin in Spring 2023. Restoration will include removal of the windows by a certified stained glass conservator who will disassemble windows to clean and repair stained glass and replace deteriorated lead- ing. Once restored, the windows will be reinstalled in repaired and repainted wood window frames with historically appropriate protective glazing. DPCD will also continue to work with Cemetery Superintendent and Friends of Greenlawn on future efforts including exterior masonry res- toration. 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 City’s Preservation Planner continues to coordinate ongoing meetings of the Salem Preservation Partners, a group of local preservation organiza- tions. In addition to collaborating on educational and advocacy initiatives ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 658 such as Preservation Month events, the Partners also discuss strategies to address climate change impacts on historic resources, including public engagement and educational workshops on the topic. The group has hosted daylong Preservation in a Changing Climate conferences on this topic in 2021 and 2022 and are now planning for the 2023 event. A small temporary exhibit on climate change impacts in Salem has been installed in the City Hall Annex and an informational resource page has been added to the “Preserving Salem” website. The Preservation Planner continues to collaborate with Historic Salem, Inc. on educational and outreach efforts about historic preservation tools for historic neighborhoods. DPCD continues to advocate for the restoration and revitalization of the City’s historic cemeteries. In spring 2023, DPCD will begin the first year of an anticipated three-year headstone conservation project by seeking a cer- tified conservator to complete headstone conservation in Broad Street Cemetery. DPCD is advocating for the preservation of Fort Lee, an 18th century earth- work fort in the Willows and will be submitting an application for CPA funds to develop a preservation management plan to protect and preserve the historic fort while maintaining public access to the site. DPCD was awarded a 2022 Survey and Planning Grant from the Massachu- setts Historical Commission to survey the historic Mack Park Neighborhood in North Salem. A certified preservation consultant has been hired to docu- ment the historic and architectural significance of the neighborhood’s buildings and landscapes and will begin work in January 2023. The City continues efforts to conserve the Salem Deed, a 1686 parchment document that is used as evidence of the conveyance of the land known as Salem from the Massachusett Tribe to English Settlers. DPCD staff is work- ing with the City Clerk and the Massachusett Tribe on this effort. Working with other departments and the Community Preservation Com- mittee, the eighth round of CPA funding awards was made in spring 2022. Ten projects were recommended for funding and approved by Council. For more detailed information, see the CPA FY23 Community Preservation Plan and FY22 Annual Report. 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. Between July 1, 2021 and June 30, 2022 a total of $1,367,442.43 in CDBG funds and $160,381.31 in CDBG-CV funds have been used to assist 35 social service programs which assisted 25,002 people, including at least 497 youth and 257 seniors with CDBG and 4 social service programs which assisted 457 persons with CDBG-CV. Accomplishments included: Neighborhood Services North Shore CDC resident ambassadors engaged with Point Neighbor- hood residents including 199 wellness calls to let residents know about rental assistance programs and other COVID responses programs includ- ing vaccination sites. Ambassadors facilitated a community walk to dis- tribute pandemic response information throughout the community and sent out mass texts with the information. Ambassadors assisted stu- dents with virtual registration and helped elderly households with gro- ceries. During the holidays Ambassadors held a toy drive, diaper and clothing drives to support families. In winter, Ambassadors assisted families with winter clothing. Ambassadors also put together care pack- ages with toiletries, personal hygiene products and shared COVID-relief resources inside of the packages. Supported with emergency food assistance through a grant to Haven From Hunger assisting 1,023 Salem residents; a grant to Salem Pantry, assisting 340 Salem residents; a grant to North Shore Moving Market ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 659 providing deliveries of food to 81 elderly, disabled and disad- vantaged Salem households; and a grant to the Salem Housing Author- ity assisting 1 senior with emergency food delivery. Funded the Boys and Girls after school program that offered academic, social emotional, athletic and artistic development and programing for 117 Salem Youth ages 8 through 12 years old. Supported Healing Abuse, Working for Change (HAWC) to provide 45 adults and children with creative coping groups where they learned resilience building and coping skills through art and play activities, story series groups focusing on identifying emotions and attunement between parent and child, sessions with a therapy dog as well as special holiday programing at HAWC’s emergency shelter to facilitate positive bonding with parents and their children. Supported LEAP for Education’s College Success Program for 22 high school juniors and seniors that focuses on career choices and post-sec- ondary education opportunities. These students submitted 75 college or financial aid applications and all high school seniors were accepted to a post-secondary school. In addition to college success activities, stu- dents participated in Teen Center programs where they received home- work support, writing club, two mentoring programs, brothers for success and sisters for success as well as a Social Justice mentoring pro- gram which supports students of color. Supported Lifebridge Medical and Outreach support which provided 575 health assessments from September 2021 through February 2022 to 307 unique individuals. These included COVID-19 screening, basic wound care to diabetes monitoring, health education, referrals and other health services to homeless individuals. Funded the North Shore CDC Family Success Program to provide 117 new persons with career counseling/home resources and financial liter- acy. The Family Stability Coordinator also helped connect residents to financial relief funds, ESL classes, first time home buyer courses, career counseling, citizenship classes, food access and additional resources. Supported Open Door with immigration legal services including citizen- ship interview preparations, green card renewals, and case research for families petitioning a relative overseas and a citizenship workshop. Funded the Salem Park and Recreation Enrichment Programs and Salem Council on Aging Programs, including a girls lacrosse clinic, volleyball clinic and hip-hop class, Painting classes provided at Palmer Cove and Mack Park; art classes for seniors at the community life center; strength exercise classes for seniors and residents with a disability. Supported the Council on Aging transportation program which pro- vided 11,324 one-way rides for 164 people to medical appointments, grocery shopping, events at the CLC and other trips. Funded the Salem Police Department’s targeted teamed bike patrols in the Point Neighborhood, concentrating on a strong positive presence through interactions with the residents and community members. Pro- vided visibility and accessibility in order to address crime including loi- tering, loud music, parking complaints, erratic scooters, public drinking, fireworks and other quality of life. Officers interacted with residents and tourists, and visited businesses. Funded the Salem Police Department’s community engagement pro- gram to build trust with police officers and deter crime. The events included attending kindergarten classes at Heights Elemen- tary school with Derby, the Community Resource Dog, where the offi- cers read “Keeping you Safe“ to the students; a “Coffee with a Cop“ event was held at the Lifebridge Homeless Shelter where 30 shelter cli- ents spoke with the police officers and received refreshments and at the Council on Aging; and bingo events were hosted at the Fairweather Apartments and the Salem Housing Authority as well as at OnPoint Teen Center; an “Ice Cream with a Cop“ event was held at the Salem High School that included activities for the students including an obsta- cle course. Neighborhood Improvements Supported improvements to Fire Station 1. Provided a match for the Massachusetts Historic Commission Survey and Planning Grant to prepare historic building design guidelines. 21 trees planted on Winthrop, Beaver, Watson, Green, Summer, Lovett, Hawthorne Blvd, Palmer, Federal, Jefferson Ave, Prince, Harbor, Con- gress, Linden and Lafayette Street. Funded materials for the YMCA to build a community garden with accessible raised garden beds at Palmer Cove Park. Supported several infrastructure projects that are currently underway including: Gallows Hill Park, Prince Street Improvements, Old Town Hall pre-development, Almy’s Clock restoration, and a mural at the Commu- nity Life Center. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 660 Housing 1 housing unit was improved through the Housing Rehabilitation Loan Program. 14 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. Provided a grant to Catholic Charities to assist 29 persons (12 families) to avoid eviction through payment of rental arrearages to landlords. Each head of household received budget counseling, information, refer- rals and advocacy, when needed. Provided grants to NSCAP to assist 4 households with emergency rental assistance in response to the COVID-19 pandemic and 8 families (13 people) with rental assistance to prevent homelessness. A free housing stability service program was launched in 2022. The pro- gram assisted 29 persons. Services included drop-in hours with an attorney at the Community Life Center and at Espacio, as well as a hotline to assist tenants with housing security challenges. Assistance was provided to property owners and renters, including online RAFT rental assistance applications, public housing applications and provid- ing advice on unsafe housing conditions, neighbor disputes, public housing rent calculations, mortgage modifications, landlord responsi- bilities, accommodation for emotional support animals, and referrals to Lawyer for a Day Program for eviction cases filed in District Court and Housing Court. Provided a grant to the Disability Resource Center to provide individual independent living services and information and referral on housing issues to Salem residents. Individual living services, information and referrals on housing issues were provided to 27 Salem residents. Six Salem residents were supported in gaining housing of which 4 were homeless. 12 virtual Housing Options workshops were held, along with a Tenants Rights Workshop and an Affordable, Accessible and Available Housing Workshop. Economic Development Collaborated with MassHire to provide an Employee Incentive Program that awarded gift cards as an incentive bonus to employees of 35 busi- nesses including restaurants, hotels, tourist attractions, and small retail establishments between June 1 and July 23, 2021 and remained for a minimum of six weeks. Additional 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 employees. Supported the Main Streets program which provided commercial dis- trict revitalization through organization, promotion, economic restruc- turing and design. The program assisted 3 new, 51 existing and 6 prospective businesses, (including 34 microenterprises, 4 relocating and 2 expanding businesses) and created 6 new jobs. Funded the North Shore CDC small business engagement program which serves minority entrepreneurs with business workshops, mentor- ing sessions, networking groups and referrals to partner agencies. The program will assist the development and growth of immigrant-owned businesses that provide products and services to the Point Neighbor- hood. It created 6 new full-time jobs and assisted 6 new, 19 existing and 0 prospective businesses, (including 19 microenterprise businesses, as well as 3 expanding and 3 relocating businesses). Supported the Enterprise Center at Salem State University which pro- vided personalized consulting services to help address needs of small businesses that had been made vulnerable as a result of COVID-19. Par- ticipants selected consultants and focus areas based on their business needs, such as accounting/financial planning, legal services, marketing and branding, COVID-19 relief program navigation, technology remote/on-line sales), workforce management and other business con- sulting. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 661 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Community Development Block Grants received 1,065,891 1,065,891 1,098,733 - - HOME funds received 145,619 145,619 168,650 - - CDBG CARES Act funds received $646,447 $537,651 - - Studies and reports completed 0 1 1 - - Zoning amendments adopted 4 4 4 - - Neighborhood improvement projects completed 3 3 2 - - Rental housing subsidies provided (first/last/security) 23 39 8 - - Homeless persons provided housing through Housing First 14 8 1 - - Affordable housing units assisted 0 18 79 - - First-time homebuyers assisted 1 2 2 - - Housing units rehabilitated 5 3 3 - - Social service programs assisted 33 25 25 - - Technical assistance to businesses 62 50 50 - - Financial assistance to businesses 14 1 1 - - Street trees planted 32 TBD 17 - - Emergency Business Assistance due to COVID-19 impacts 13 24 TBD - - Emergency Rental Assistance due to COVID-19 impacts Emergency Public Service Programs due to COVID-19 impacts Contracted Services 3.05% Dues And Sub 4.43% Fees 2.11% Gas & Oil Heat 1.81% Salaries-Full Time 84.37% Salaries-Part Time 2.17% Other 2.06% ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 662 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Planning - General Administration - Personnel 11821 5111 Salaries-Full Time 521,998 587,380 632,286 632,286 629,110 621,614 621,614 (10,672) (1.69) 11821 5113 Salaries-Part Time 0 0 0 0 16,739 16,005 16,005 16,005 0.00 11821 5150 Fringe/Stipends 4,000 8,000 8,000 8,000 8,000 8,000 8,000 0 0.00 525,998 595,380 640,286 640,286 653,850 645,619 645,619 5,333 0.83 Planning - General Administration - Expenditures 11822 5216 Heat & Electricity-Old Town Ha 319 6,799 13,300 13,300 13,300 13,300 13,300 0 0.00 11822 5320 Contracted Services 62,163 55,558 22,500 22,500 22,500 22,500 22,500 0 0.00 11822 5387 Fees - Dep Admin 0 4,320 8,320 8,320 15,550 15,550 15,550 7,230 86.90 11822 5421 Office Supplies (Gen 3,537 3,617 4,000 4,000 4,000 4,000 4,000 0 0.00 11822 5426 Reproductions 0 180 180 180 180 180 180 0 0.00 11822 5710 In State Travel/Meetings 1,469 1,105 3,000 3,034 4,000 3,000 3,000 0 0.00 11822 5730 Dues And Sub 30,330 29,709 31,270 31,270 32,625 32,625 32,625 1,355 4.33 97,818 101,287 82,570 82,604 92,155 91,155 91,155 8,585 10.40 Department Total 623,816 696,667 722,856 722,890 746,005 736,774 736,774 13,918 1.93 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 663 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 BARRY JULIE Planner - Public Art 10/1/19 71,007.66 1,387.50 1.00 1 100% 72,150 72,150 72,150 MOSKOS CASSANDRA Sr. Planner 7/6/21 66,881.25 1,306.88 1.00 1 100% 67,958 67,958 67,958 DANIEL THOMAS DIRECTOR OF PLANNING 8/8/16 88,814.98 2,510.32 0.75 1 75% 97,902 97,902 97,902 DEVINE THOMAS Sr. Planner 3/4/2010 70,854.57 1,384.64 1.00 1 100% 72,001 72,001 72,001 FORRESTAL BETH PLANNING ASSISTANT 01/20/20 42,392.66 828.36 1.00 1 100% 47,298 44,342 44,342 KENNEDY KATHERINE Planner- Con Com 3/22/21 26,495.16 1,035.44 0.50 1 50% 28,028 27,186 27,186 KELLEHER PATRICIA Sr. Planner - Historic 1/4/16 32,001.40 1,250.63 0.50 1 50% 35,638 33,473 33,473 MEDINA JULIA Budget Coordinator 12/14/1979 59,271.64 1,447.73 0.80 1 80% 61,111 61,111 61,111 NEWHALLSMIT H Principal Planner 1/2/19 4,562.45 1,485.85 0.06 1 6% 4,636 4,636 4,636 CHIANCOLA AMANDA Deputy Dir of Planning 9/10/15 70,019.13 1,824.41 0.23 1 23% 21,820 21,820 21,820 EIMERT ELENA Planner-Planning Board 10/15/21 28,295.80 1,105.81 0.50 1 50% 30,566 29,033 29,033 LAROE DANIEL Planner - ZBA 11/17/20 56,591.59 1,105.81 1.00 1 100% 57,502 57,502 57,502 NEW (GUY vacancy) Sr. Planner - 0.50 1 50% 32,500 32,500 32,500 11821-5111 617,188.28 8.84 Total Full Time 629,110 621,614 621,614 - PINTO JONATHAN ZONING BOARD CLERK 10/16/19 1,485.00 B 2.75 12 1,485 1,485 1,485 BORDEN CHELSEA PUB ART COMM CLERK 5/3/2021 2,430.00 B 2.25 12 2,430 2,430 2,430 TITCHENELL CHELSEA Planning Asst 10/12/21 11,182.55 418.00 0.54 1 70% 12,824 12,090 12,090 11821-5113 15,097.55 0.54 Total Part Time 16,739 16,005 16,005 - AICP Certificattion 8,000.00 8,000.00 4 8,000 8,000 8,000 - 640,285.82 9.38 Department Total 653,850 645,618 645,618 General Fund FTE Full-Time Equivalent Employees: FY2022 9.56 FY2023 10.11 FY2024 9.38 Variance FY 24 v. FY23 (0.73) ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 664 FTE Full-Time Equivalent Employees: FY2022 13.40 FY2023 13.29 FY2024 13.24 Variance FY 24 v. FY23 (0.05) Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount NEWHALL-SMITH CDBG - Grant 25513-5111 Principal Planner 0.94 72,628.35 Planning Budget 11821-5111 0.06 4,635.85 DANIEL THOMAS CDBG - Grant 25513-5111 PLANNER/CD DIRECTOR 0.25 32,634.16 Planning Budget 11821-5111 0.75 97,902.48 FRANCISCO THELMA CDBG - Grant 25513-5111 HOUSING COORD 1.00 57,377.13 GUY JANE CDBG - Grant 25513-5113 Assistant CD Director 0.20 16,332.68 KENNEDY KATE Planning Con Com 11711-5111 Planner- Con Com 0.50 27,185.56 Planning Budget 11821-5111 0.50 27,185.56 KELLEHER PATRICIA Planning Budget 11821-5111 Sr. Planner/Historic 0.50 33,472.73 Historic Comm Budget 16911-5111 0.50 33,472.73 MEDINA JULIA CDBG - Grant 25513-5111 Budget Coordinator 0.20 15,277.77 Planning Budget 11821-5111 0.80 61,111.09 EIMERT ELENA Planning Budget 11821-5111 Planner/Pl Bd 0.50 29,033.13 Planning BOARD 11751-5111 0.50 29,033.13 CHIANCOLA AMANDA CDBG 25513-5111 Deputy Dir of Planning 0.77 73,049.63 Planning Budget 11821-5111 0.23 21,820.02 MARTIN HANNAH Planning Con Com 11711-5113 Con Com Board 12 meetings 1,080.00 Planning Board 11711-5113 Planning Board 24 meetings 2,700.00 BREWSTER COLLEEN CDBG 11711-5113 SRA/DRB 24 meetings 1,080.00 Historic Comm Budget 11711-5113 HisCom Board 12 meetings 900.00 NEW NEW CDBG 25513-5111 Senior Planner 0.50 32,500.00 Planning Budget 11821-5111 0.50 32,500.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 665 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11822 Planning-Expenses 5216 Heat & Electricity-Old Town Ha For heat and electricity costs at Old Town Hall 13,300 13,300 13,300 13,300 5216 Heat & Electricity-Old Town Ha Total 13,300 13,300 13,300 13,300 5320 Contracted Services $20,000 General Consulting Services $30,000 Flood Plain Policy Development 20,000 20,000 20,000 20,000 Spanish language interpretation and translation 2,500 2,500 2,500 2,500 5320 Contracted Services Total 22,500 22,500 22,500 22,500 5387 Fees - Dep Admin Furlong Park 2,000 2,455 2,455 2,455 Gonyea Park 4,320 4,320 4,320 4,320 Mansell Field 0 4,320 4,320 4,320 Palmer Cove 0 2,455 2,455 2,455 Szetela Lane 2,000 2,000 2,000 2,000 5387 Fees - Dep Admin Total 8,320 15,550 15,550 15,550 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 0 0 0 Mileage, parking fees and registration fees as needed (4x$600 SNEAPA, 2x$250 MAPD, $1,100 other) 0 4,000 3,000 3,000 5710 In State Travel/Meetings Total 3,000 4,000 3,000 3,000 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 666 5730 Dues And Sub Adobe Pro licenses 0 1,452 1,452 1,452 American Planning Association w/AICP (4 staff) 1,620 1,935 1,935 1,935 Americans for the Arts Membership 75 75 75 75 Boston Globe subscription 0 360 360 360 Citizen Housing and Planning Association 85 85 85 85 Economic Development Platform Local intel) 2,900 2,900 2,900 2,900 Imagine Salem website hosting 0 168 168 168 International Downtown Association 940 0 0 0 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 32,625 32,625 32,625 11822 Planning-Expenses Total 82,570 92,155 91,155 91,155 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 667 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. The City’s Arts and Culture Programs endeavor to boost the local creative economy by generating new markets for local artists through a variety of means including ongoing efforts to redevelop Old Town Hall into a more active venue for live performances and the visual arts and through the continued successful operation of Artists’ Row. Additionally, we strive to form partner- ships 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 organi- zations based in Salem. FY 2023 Goals and Objectives Goals: Continue to collaborate with Destination Salem to clearly communicate with residents regarding the importance of tourism to the Salem economy. Use public relations and marketing tools to promote special events and fes- tivals throughout the year to local and regional audiences. Engage public relations consultants to generate earned media and do out- reach around the best practices for visiting Salem in October. 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. Goal: To boost the local creative economy by promoting the local arts com- munity, generating new markets for local artists, and generating addi- tional 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 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning - General Administration Recent Accomplishments Public Art Commission The Senior Planner for Arts and Culutre, 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 2022 resulting in the creation of 45 paid artist opportunities, 33 original works of art, and 56 partnerships with local artists and organizations, among other outcomes. Two key accomplishments from the Public Art Work Plan are the intallation of the City’s firs ever fully integrated work of permanent public art at the Forest River Outdoor Recreation and Nature Center in July of 2022, nad the completion and installation of a portrait of a prominent Naumkeag leader created by indigenous artist Chris Pappan. Mr. Pappan worked in partner- ship with the Massachusetts Tribal Council and the portrait was installed in City Council Chambers in December 2022. A third significant project, a new mural at the Community Life Center, will be completed in spring 2023. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 668 Additional highlights from the Public Art Work Plan from July 2021 through January 2023 are below. Participated in the review and selection of new Artists’ Row tenants and two Public Artists in Residence for the 2021/2022 seasons. Collaborated on the Salem Arts Festival in June 2022 by hosting the annual Mural Slam where twelve (12) artists were paid an honorarium to create original works of art on 4’x8’ plywood panels that were then installed on the back of Artists’ Row stalls and showcased to the community for one year. Approved local female artist of color, Keshia De Leon, to design Faceless Doll mural banner and installed it at 270 Essex St. through partnership with property owner in August 2022. Installed the second annual Harbor Path Sculpture Garden, a collection of seven large sculptural works by seven different artists, on long term loan to the City from November 2021 through November 2022. Commissioned eight new Art Box installations and conducted a conditions assessment of the existing Art Box Collection resulting in the conservation and restoration of six existing works of art in the summer of 2022. This con- servation work will be continued in summer 2023 until all existing works in the collection have been restored or repainted. Partnered with the Carlton School to commission a mural by local artist, Bruce Orr, designed in collaboration with Carlton students for Curtis Park. The mural was dedicated in September 2022. Released a Call for Artists in and hired Salem artist Anna Dugan in fall of 2022 to design a community informed mural for the Great Room at the Salem Community Life Center. Sponsored the creation of a new mural by two local artists at Splaine Park in Summer 2022 Participated in a Municipal Arts Advancement Program organized by the Metropolitan Area Planning Council (MAPC) and New England Foundation for the Arts (NEFA) called “Making it Public” to improve transparency and equity in our public art procurement policies. The program resulted in a $10,000 grant to facilitate the installation of a temporary work of public art in an underutilized park in a Salem neighborhood. This Call for Temporary Art was released in November 2022. The artwork is anticipated to be on display from April to November 2023. Derby Square and Charlotte Forten Park The Senior Planner for Arts and Culture collaborates with others for activa- tions at Derby Square and Charlotte Forten Park. Recent highlights include: Hosted a variety of community initiatives and activations in July, August, and September of 2021 and 2022 including a free Shakespeare in the Park performance series, salsa lessons, and bingo night. Hosted a series of four free public performances for all ages sponsored by the Salem Public Art Commission with two performances taking place in each park every weekend in August 2021. The series was repeated in August 2022 with different performers. Welcomed eight vendor markets and hosted activities for Haunted Hap- penings in October 2021 and 2022 and Salem So Sweet’s ice sculptures in February 2022. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 669 Continued work on the development of a memorial for Charlotte Forten to be installed in her name-sake park. Artists’ Row The Artists’ Row Program provides space in the heart of downtown at below-market rates for creative entrepreneurs to develop their businesses. The tenants are selected for a two-year term during which they participate in technical assistance programs and are connected to local organizations like Salem Main Streets and the Salem Chamber of Commerce in addition to being provided with prime space to create, showcase, and sell their works. Several local businesses have been tenants on Artists’ Row as part of their entrepreneurial journey. The reporting period of July 1, 2021 through January 31, 2023 includes nearly two full ’market seasons’ on Artists’ Row—2021 when the tenants on the Row were still navigating work during the pandemic, and 2022 when activity was more similar to before the pandemic. In September 2021, the City completed the renovations of restrooms on Artists’ Row which marked the transition of management for the facilities over to the Department of Public Services (DPS) for on-going maintenance and repairs. The Senior Planner for Arts and Culture works with the Facili- ties Director and DPS staff to address other tenant concerns and building needs. In October 2022, the City added a restroom attendant. The addition of the attendant resulted in cleaner and safer restrooms for all. It is hoped an attendant can be provided in 2023 and beyond. In 2021 and 2022, Artists’ Row was host to the creative businesses ShinDig, Beverly Bees, and Chagall Performing Arts Collaborative. In January 2023, contracts were signed with a new round of two-year tenants. ShinDig and Chagall Performing Arts Collaborative were selected for their second and final allowable contract term and the collaborative applicants Robber’s Daughter and Melon Rose were selected to be the new tenants of Unit From May to December 2021, Artists’ Row hosted the City’s second annual Public Artist in Residence (PAiR), Malorie Landgreen. Her “Everyone Explores” immersive art experiences engaged community members in the creation of art elements that she then incorporated into four difference and unique fully immersive and interactive art experiences that engaged all five senses – even taste with a lollipop favored to fit the theme of the installations. The PAiR Program, new in 2020, is an eight-month residency for an experi- enced artist working in the public realm. The City provides the PAiR with a stipend and a free space in which to work on Artists’ Row. The PAiR imbeds community engagement and activation in the day-to-day activities of Art- ists’ Row and culminates in a large-scale public art project that is reflective of the imbedded community process. In 2022, our third annual PAiR, Maia Mattson, offered workshops and cre- ated installations by inviting the community to tell stories about their favorite natural spaces and places in Salem. Participants helped her dye fabrics and create images using found, foraged, and local botani- cals. These engagements culminated in an immersive art installation at Old Town Hall in December 2022 and January 2023. Overall, Artists’ Row had a great 2021/2022 season! Old Town Hall The Senior Planner for Arts and 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 artists, creatives, non-profit entities, corporations, and private individuals. This array of pro- gramming provides income for the operations of Old Town Hall while offer- ing the community access to this unique and beautiful historical asset. Continuing to respond to the need for COVID testing, Old Town Hall remained a free public COVID-19 PCR testing location for Massachusetts residents until the end of July 2021. This location provided thousands of free PCR tests to Massachusetts residents. After the COVID-19 PCR testing location was relocated, the facility resumed event activations, abiding by COVID-19 gathering restrictions. History Alive Inc. is a non-profit theater group that has operated out of the second floor of Old Town Hall since 1992. The non-profit creates cultural programming to teach Salem’s history in an interactive way including Cry Innocent: The People vs. Bridget Bishop, a participatory witch trial, and a dozen different pieces representing many time periods. History Alive con- tinued to be an anchor tenant and partner at Old Town Hall through November 2021. History Alive then decided to scale back its engagement with the building and only produce shows during the Halloween season and a few other times of the year. From August 1, 2021 through December 31, 2021, Old Town Hall hosted 13 event bookings and provided 107 activations and opportunities for engagement to the community. These included private events such as ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 670 weddings and parties, craft markets, workshops, rehearsals, theatrical per- formances, art exhibitions, and more. From January 2022 through January 2023, Old Town Hall hosted 101 event bookings. These bookings collectively brought 575 separate points of acti- vation to the facility, 272 of which were free and open to the community, and included an array of private events, markets, workshops, rehearsals, theatrical performances, and art exhibitions. The tally also includes a three-month long free community living room and community arts and culture pop-up. The three-month pop-up was facilitated by CultureHouse, a greater Boston area non-profit that specializes in activating underutilized spaces through community informed and driven data. The City retained CultureHouse to conduct the pop-up in November 2021. Input collected prior to and throughout the pop-up shaped the activation. In addition to the manage- ment of the three-month long activation series, the scope included a detailed Impact Report that outlined their learnings from the community and the experience in leading the pop-up. The Impact Report includes rec- ommendations to the City on how to position this important historical asset to best serve the Salem community. The full Impact Report is avail- able at: slm_impact_report_final_single_page_11-7-22.pdf. The City has had a long-term goal of activating Old Town Hall more often than it has been in recent years. The pop-up was part of a larger initiative to reimage Old Town Hall as a thriving year-round Community Arts and Culture facility. This initiative began in earnest in 2019 with a facility and market assessment work done by The Dream Collaborative. In 2021 and 2022, the City worked with Mills Whitaker Architects and Anser Advisory to complete design and cost estimating phases of the Old Town Hall Resto- ration and Renovation Project. These phases were completed in December 2022. The plans call for new mechanical, electrical, HVAC, fire suppression, acoustic, and accessibility improvements to the building. The improve- ments would allow for the building to be activated more often and the infrastructure improvements would ensure the facility is on stable footing for the next 100 years. In January 2023, the City continued efforts on the project with further testing and strategic fiscal planning that will hopefully see this project completed before the quadricentennial celebration in 2026. Destination Salem Destination Salem is the official destination marketing organization (DMO) for the City of Salem. Founded in 1998 and reestablished in 2008, the orga- nization cooperatively markets, promotes and manages tourism in Salem. Destination Salem advocates the kind of tourism which improves the qual- ity of life for Salem residents and provides the greatest economic benefits to Salem’s taxpayers. Destination Salem strives to take a leadership posi- tion in the development and promotion of high-end, year-round tourism. Destination Salem worked with 196 businesses to execute the mission of the organization to increase year-round tourism during FY22. The organi- zation collaborated with the City of Salem on executing the recovery mar- keting components of the U.S. EDA grant and continued to contribute to the Economic Development Recovery and Revitalization Task Force. Desti- nation Salem also received a tourism recovery grant from the Massachu- setts Office of Travel & Tourism in FY22. In October 2022, Destination Salem opened a new Visitor Information Cen- ter at 245 Derby Street in the South Harbor Garage, and committed to maintaining a visitor center that is open daily, year-round. The City’s new public restrooms, which were opened in August 2022, are adjacent to the new visitor information center. Per agreement with the City of Salem, Des- tination Salem is responsible for the cleaning of the restrooms and has con- tracted with SJ Services to execute that service. The organization has a full-time staff of three people: Executive Director Kate Fox, Assistant Director Stacia Cooper, and Communications Specialist Horrigan. The visitor information center has a staff of part-time information specialists. The organization works with consultants and agencies to achieve its goals, including Sperling Interactive for digital mar- keting, Kristen Villalongo Design for creative services, Kristen Levesque PR for Public Relations, and MuseumTastic for history and content develop- ment. Recent accomplishments include: FY22 saw a robust post-pandemic return of local hotel/motel tax collec- tions. After collecting $553,706 in FY21, the City collected $1,836,110 in FY22, which was a 232% increase over the prior year! The City has collected $1.4M in local option hotel/motel tax during the first half of FY23. The Destination Salem budget was $720,000 in FY21, and, thanks to grants through the US Economic Development Administration and the Massachu- setts Office of Travel and Tourism the organization ended the year with $952,085 in gross income, and a balanced budget. The FY23 budget adjusts for the end of the US EDA grant and forecasts $882,500 in revenue. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 671 In FY22, Destination Salem generated $423,130 in private investment through advertising investments from 196 businesses. Destination Salem received an FY22 Travel and Tourism Recovery Grant in the amount of $47,500 from the Massachusetts Office of Travel & Tourism and used the funds to update Salem.org, launch a radio show/podcast on North Shore 104.9, and create a new advertising campaign to promote Salem as a walkable destination. Destination Salem used recovery marketing grant funds from the EDA to conduct consumer research, develop a new ad campaign, and invest in television, radio, print, and digital advertising campaigns that invite visi- tors to “Make your destination Salem.” The annual Salem City Guide & Map continues to be printed with a distri- bution of 275,000. Print brochures are distributed via direct mail, through CTM Media, and through AAA offices, visitor centers, and tourism busi- nesses throughout New England and along the I-95 corridor in Connecti- cut. The annual Salem Haunted Happenings brochure has a distribution of 150,000 and is also distributed through direct mail, CTM Media, AAA Offices and visitor centers. Salem Haunted Happenings brochure distribu- tion focuses on the greater Boston and New England areas. Destination Salem also maintains the Destination Salem app, which was downloaded 47,000 times in 2022 and continues to be an important com- munications tool, especially in October when push notifications are used to communicate parking, traffic, public safety, and event updates in real time. Social media marketing is done via a mix of sponsored content and organic posts on Facebook, Twitter, Instagram, Pinterest, TikTok, and YouTube under the handles @destsalem and @hauntdhappenings. Public relations efforts included hosting familiarization tours and develop- ing itineraries for travel journalists, television content, and online content creators. Press releases were distributed throughout the year to provide festival and special event support, and Destination Salem collaborated on crisis communications during October 2022 when visitation exceeded the City’s downtown capacity. Destination Salem’s public relations work in 2022 generated 760 media mentions that reached an audience of more than 560 million consumers and had a publicity value of $8.9 million. The organization’s press releases and links to selected media coverage can be reviewed at salem.org/media- kit. Traditional media coverage in 2022 included The Today Show, Wall Street Journal, Travel & Leisure, WGBH- Boston, The Boston Globe, Connecticut Magazine, AAA Northeast, and WBZ. Destination Salem fulfilled 17,656 direct mail requests for the 2022 Salem City Guide, which represented a 23% increase over printed guide requests in FY21. Traffic on Salem.org saw impressive numbers in 2022, including 1.8 million sessions and 4.6 million pageviews. Traffic to Salem.org was up 29% in 2022 over 2021. Maintaining HauntedHappenings.org, which saw a 10% increase in visita- tion in 2022 that resulted in 870,000 sessions that generated 2.8 million pageviews. Communicating with an opt-in email database of more than 67K subscrib- ers 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. Destination Salem follows consumer trends and visitor profiles through subscribing to Placer.ai and conducting an annual consumer survey. The data gathered through Placer and surveys helps the organization better understand and market to Salem’s visitors. Through Placer.ai, we know 2.2M visitors came to Salem in 2022, with a visitor frequency of 2.88, which generated 6.3M individual visits to Salem. 2022 visitation was 3.1% higher than 2021 and 1.9% higher than 2019. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 672 Additional Initiatives Destination Salem continues to collaborate with City of Salem offices on execution and marketing of the following initiatives: Preservation in a Changing Climate conference, as organized by the Preser- vation Partners Salem Film Office Harbor Planning Committee Salem Haunted Happenings logistics and public safety Salem Heritage Trail Salem Ancestry Days Salem 400+ EDRR Task Force 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) Greater Boston Concierge Association Greater Boston Convention & Visitors Bureau Massachusetts DMO Group Merrimack Valley Convention & Visitors Bureau North of Boston Convention & Visitors Bureau Board of Directors North of Boston Wedding Group Salem Chamber of Commerce Board of Directors Salem Main Streets Steering Committee Salem Partnership Salem Preservation Partners See Plymouth The following Tourism Economic Impact Data for Salem has been provided by the Massachusetts Office of Travel & Tourism and US Travel Association. The first table is 2021 and the second table is data from 2020 to demonstrate economic growth provided by tourism in Salem. 2021 Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $113,119,375 $26,490,178 792 $7,302,660 $3,143,223 International $3,724,824 $935,456 22 $189,343 $102,882 Total $116,844,199 $27,425,634 814 $7,492,003 $3,246,105 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 673 2020 Expenditures Payroll Jobs Supported State Taxes Local Taxes Salem Domestic $74,342,967 $23,689,676 695 $4,902,327 $1,975,166 International $3,104,020 4779,547 18 $157786 $85,735 Total ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 674 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Market & Tourism - Expenditures 11992 5211 Electricity 375 787 1,400 1,400 1,400 1,400 1,400 0 0.00 11992 5306 Advertising 76 150 150 150 150 150 150 0 0.00 11992 5389 Promotion & Marketing 264,451 290,996 307,000 321,027 307,000 307,000 307,000 0 0.00 11992 5846 Renovation & Repairs 8,719 3,055 3,500 3,500 13,500 3,500 3,500 0 0.00 273,621 294,989 312,050 326,077 322,050 312,050 312,050 0 0.00 Department Total 273,621 294,989 312,050 326,077 322,050 312,050 312,050 0 0.00 Promotion 98.38% Other 1.62% ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 675 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11992 Market & Tour-Expenses 5211 Electricity ELECTRICAL SERVICES FOR MARKET PLACE 1,400 1,400 1,400 1,400 5211 Electricity Total 1,400 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 $3,500 for renovations, repairs and upkeep to buildings as needed. New $10,000 request for restroom attendant during October as was done in 2022. Ideally, this funding would go to DPS since they manage the contract. 0 13,500 3,500 3,500 Renovations, repairs and upkeep to public restrooms and buildings s needed and security cameras 3,500 0 0 0 5846 Renovation & Repairs Total 3,500 13,500 3,500 3,500 11992 Market & Tour-Expenses Total 312,050 322,050 312,050 312,050 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 676 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: 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 2024 Departmental Goals Relate to City’s Overall Long & Short Term Goals See Planning – General Administration Significant Budget & Staffing Changes For FY 2024 There are no significant budget or staffing changes. Please note that Clerk compensation has been moved from Full-Time to Part-Time. ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 677 Recent Accomplishments Published the Salem Historical Commission Design Guidelines Notebook with assistance from a Massachusetts Historical Commission grant. 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 third annual confer- ence related to protecting historic resources from climate change impacts. The Historical Commission issued 197 decisions on projects in local historic districts. The Commission reviewed and acted on 8 requests under the Demolition Delay Ordinance. The Commission provided letters of support for: Mickey Northcutt’s request for Massachusetts Historic Rehabilitation Tax credits North Shore Community Development Coalition requests for Massachu- setts Historic Rehabilitation Tax Credits Harbor Point Properties LLC’s request for Massachusetts Historic Reha- bilitation Tax credits James Sullivan’s request for Massachusetts Historic Rehabilitation Tax credits City of Salem Application for American Battlefield Preservation Plan- ning Grant for Fort Lee City of Salem CPA Application for Dickson Memorial Chapel Stained Glass Window Restoration City of Salem CPA Application for Salem Deed Conservation The House of the Seven Gables CZM Coastal Resilience Grant Application City of Salem ARPA EDA Construction Grant Application for Old Town Hall City of Salem Variance Request for General Requirements of Barrier Free Access for Old Town Hall Historic New England, Inc. FY22 Travel and Tourism Recovery Grant Application The Commission provided comment letters for: FY22 update of the Community Preservation Plan Columbus Avenue Seawall Reconstruction Project 5 Broad Street – Comment to Planning Board per the Municipal & Reli- gious Reuse Ordinance ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 678 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Regular meetings of the Salem Historical Commission 24 21 24 - - Applications received for approval 165 140 155 - - # of Certificates of Non-Applicability to be issued 80 56 70 - - # of Certificates of Appropriateness to be issued 80 76 80 - - # of Certificates of Hardship to be issued 5 2 2 - - # of Requests for a Waiver of the Demolition Delay Ordinance 10 2 3 - - Workshops/seminars/trainings related to historic preservation issues to be attended by Staff and Commission members 30 22 25 - - Salaries-Full Time 91.80% Salaries-Part Time 4.94% Other 3.26% ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 679 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Historic Commission - Personnel 16911 5111 Salaries-Full Time 31,510 31,904 32,724 32,724 38,759 33,473 33,473 749 2.29 16911 5113 Salaries-Part Time 0 0 0 0 1,800 1,800 1,800 1,800 0.00 31,510 31,904 32,724 32,724 40,559 35,273 35,273 2,549 7.79 Historic Commission - Expenditures 16912 5342 Postage 0 0 200 200 200 200 200 0 0.00 16912 5421 Office Supplies (Gen 17 0 90 90 90 90 90 0 0.00 16912 5583 Photography Supplies 0 0 180 180 180 180 180 0 0.00 16912 5710 In State Travel/Meetings 409 449 450 450 450 450 450 0 0.00 16912 5730 Dues And Sub 100 0 100 100 268 268 268 168 168.00 526 449 1,020 1,020 1,188 1,188 1,188 168 16.47 Department Total 32,037 32,353 33,744 33,744 41,747 36,461 36,461 2,717 8.05 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 680 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 KELLEHER PATRICIA SR PLANNER/ HISTORIC 1/4/16 31,239.43 1,250.63 0.50 50.0% 38,759 33,473 33,473 16911-5111 31,239.43 0.50 Total Full Time 38,759 33,473 33,473 BREWSTER COLLEEN BOARD CLERK 9/1/17 1,485.00 B 2.75 12 900 900 900 GRAHAM DANIEL BOARD CLERK 5/3/21 - B 12 900 900 900 16911-5113 1,485.00 Total Part Time 1,800 1,800 1,800 32,724.43 0.50 Department Total 40,559 35,273 35,273 General Fund FTE Full-Time Equivalent Employees: FY2022 0.50 FY2023 0.50 FY2024 0.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Planning FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 681 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 100 100 100 100 Preserving Salem website hosting 0 168 [PHONE REDACTED] Dues And Sub Total 100 268 268 268 16912 Historical Comm-Expenses Total 1,020 1,188 1,188 1,188 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Sustainability & Resiliency Sustainability Mission Statement The Sustainability & Resiliency Department (“SRD”) oversees sustainability, energy, and resiliency efforts within the municipal government, directly managing programs and projects, and coordinating with other departments. In addition, the SRD engages and supports Salem residents, businesses, prop- erty owners, and non-profits to participate in activities that further the goals of Salem’s Climate Action Plan, Resilient Together, and The Beverly Salem Energy Challenge. The mission of the Sustainability and Resiliency Depart- ment is to align with, and in many cases exceed, the State of Massachusetts’ goal of carbon neutrality by 2050. Salem is a leader in Sustainability and Resil- iency, and we want to continue to be a leader in the face of climate change by working to reach our 70+ climate action plan goals. Savings and Revenue Our department manages many projects and programs that save money or generate revenue for the City of Salem or its residents and businesses. Through our Utility Savings Revolving Loan fund, our Department works to monitor and process payments from utilities, the renewable energy credit market, demand response, and other programs to help fund programs, proj- ects and efforts to reduce energy use and emissions. In addition to generating revenues, these projects provide direct savings (efficiency, solar, etc.) to municipal operations. A portion of the funds are used for the salaries for staff needed to administer the participating programs. These funds are also used to support specific projects that benefit the City or its Departments. Staff support capital projects and work with National Grid to ensure that we maximize utility incentives. Our work has resulted in a 3-year “Community Solutions” program with National Grid which has set specific energy savings targets of 525,000 kWh and 20,000 therms (roughly 5% of municipal building energy use). If we meet these goals the City will get incentives of up to $208,000. This program also targets small businesses. Salem Power Choice Program SRD manages an energy aggregation program which allows the City to purchase aggregated electric energy supply on behalf of residents and small businesses. Our program has resulted in significant savings for residents, along with reduced emissions as we purchase cleaner electricity. Rates below are fixed through December 2024 meter reads. National Grid meets the basic renewable electricity required by law, equivalent to the Basic rate in Salem Power Choice. Since the program launched in January 2016, Salem Power Choice participants have saved more than $7 million on electricity costs and, because of the program’s commitment to renewable electricity, reduced the related emissions of the City’s electric supply by 174,179 metric tons of CO2, 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 guaranteed. City of Salem Energy Supply: The Department manages the procurement process for electricity and gas supply for the City ad Schools. This bulk purchase results in savings compared to the National Grid Basic Service rates. The fixed rate for general accounts is $0.10/kWh. The fixed rate for the 7 school accounts is $0.09/kWh plus capacity charges, which equates to on average an estimated $0.10/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 passenger cars from the road for a year. For Natural Gas, starting June 1st, a new 48-month agreement with Direct Energy begins at $0.767/Therm. An increase from the previous agreement but still savings compared to the basic rates offered by National Grid. In addition, the staff organizes and monitors municipal energy use, finding issues and credits related to incorrect accounts or charges. These savings are passed along to the Departments directly. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 684 FY 2024 Goals & Objectives Goal: Reduce Municipal Greenhouse Gas Emissions, Energy Use, and increase the use of Renewable Energy. Complete the Investment Grade Audit (IGA) for an Energy Performance Contract where all City and School Facilities will be evaluated . This process will likely take 4-6 months. The SRD will work with all departments to review the initial findings of the IGA, which will propose upgrading all sys- tems in the facilities. We anticipate starting the construction phase in CY 24/ FY 25. The Goal would be a 40-50% emission reduction. Complete installation of six electric vehicle charging stations in various locations to close Salem’s 2022 MA DOER Green Communities grant. Coordinate with City and Schools facilities staff on near and long term new building projects to ensure sustainability is prioritized. Continue participating in demand response and utility incentive programs. Ensure all City projects receive incentives and maximize energy use reduc- tion. Implement an interactive dashboard that shows the Resilient Together inventory to continue the City’s efforts to reduce carbon emissions by 2050. The tool will be published in Summer 2023. It will contain the information in a graphical and interactive manner for the public and is part of an overall effort to more clearly communicate programs, efforts and milestones. Develop, support, and implement city policies and ordinances that align with Resilient Together. Capitalize on Federal grant programs available through the Inflation Reduction Act and Bipartisan Infrastructure Law. Goal: Equitable Outreach and Engagement with Salem Residents to Assist them in improving their sustainability and resiliency and taking advantage of grants and other programs. Memorandum Of Understanding with National Grid to Increase use of Mass Save . Increase participation of residents within environmental justice and low- income neighborhoods. Provide materials and information on sustainability programs, opportuni- ties, and technologies. Goal: To Reduce Overall Greenhouse Gas Emissions in the City of Salem. Continue to work with residents and businesses to implement energy-sav- ing projects to complete annual Community First Partnership/Beverly Salem Energy Challenge Goals: 2000 Home Energy Assessments 700 Weatherization Projects Installation of 20 Heat Pumps Goal: Increase sustainability in other important areas that affect the economic and well-being of residents and organizations such as reducing water use and improving sustainability of local food supply. This will be incorporated into toolkits Work to increase awareness of climate change and hazard mitigation plan- ning Goal: Improve Salem’s Resiliency to current and future climate change Implement Phase 2 of the Resilient Together: The Point/ElPunto outreach and engagement project which will provide resiliency measures, improve- ments and empowerment tools for the Point neighborhood. Integrate resiliency into all City projects Significant Budget & Staffing Changes For FY 2024 The department does not anticipate any significant budget or staffing changes for FY 2024. The activities of the Sustainability staff over the years have saved, on average, over $500,000 annually for the City, and brought in over $250,000 in revenue annually. Our goal is to increase those savings. In addition, the City as a whole spends over $19M on electricity alone annually. By working with residents and businesses, we can save just 10% of electricity, which would be $1.9M annually, or per capita around $40 a year. FY23 Accomplishments: A Framework For Action - Resilient Together: Salem and Beverly’s Climate Action Plan Implemented “Green Team” meetings with representatives from the Sustainability & Resiliency Department, Planning Department, Waste Reduction Coordinator, and Board of Health. Municipal Aggregation (Salem PowerChoice) has approximately 69% par- ticipation rate. Participation in the “cleanest” rate option doubled. Developed a dashboard with the city’s energy programs and revenue, including the utility incentives revenue, demand response revenue, sav- ings, 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 (Report Compiled) and organized by tabs. All the departments have access to this data to pre- pare the budgets for the following year. Began the Comprehensive Energy Project, which involved developing a preliminary historical report containing information about the facility pro- file of building characteristics, current conditions, and equipment perfor- mance analysis, on Old Town Hall, fire, garage, library, and police departments. During the calendar year 2022, the City’s committee of the comprehensive energy project evaluated seven different companies under the criteria and process outlined in the Request for Qualifications. Four finalists were interviewed. On November 29, 2022, the City of Salem awarded Ameresco the contract to conduct the Investment Grade Audit (IGA), which began in February 2023. Regional Partnerships, Ongoing Communication Efforts, and Ongoing Part- nership with the City of Beverly. Net Zero Energy training for developers and city staff. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 685 Through a MA DOER Green Communities grant, supported the purchase of two electric vehicles in the Salem Police Department, projected to save $4,134 and 24 tons CO2 per year. Installed 7 path signs at Forest River Outdoor Recreation and Nature Center. Community Outreach, Engagement, and Education Efforts Department staff members provided webinars, workshops, local group presentations, neighborhood and business canvassing, and a presence at fairs and expos throughout the fiscal year, including but not limited to the Living Green Expo, E.love.ate Festival, Salem Farmers Market, North Shore Pride Festival, Ice Cream Bowl, Salem Safety Day, & National Grid’s Community First Partnership program. ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 686 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Grant awards N/A N/A $160,024 $494,485 $100,000 Outreach and Engagement events N/A N/A 29 19 25 EV charging stations installed (municipal/school owned) N/A N/A 13 2 6 City/school solar installations N/A N/A 2 3 0 Contracted Services 5.88% Salaries-Full Time 81.13% Salaries-Part Time 11.26% Other 1.73% ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 687 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Sustainability - Personnel 11791 5111 Salaries-Full Time 0 184,894 184,281 175,599 221,510 220,947 220,947 36,666 19.90 11791 5113 Salaries-Part Time 0 0 26,676 35,358 30,676 30,676 30,676 4,000 14.99 0 184,894 210,957 210,957 252,186 251,623 251,623 40,666 19.28 Sustainability - Expenditures 11792 5306 Advertising 0 583 150 150 650 650 650 500 333.33 11792 5317 Educational Training 0 3,006 2,250 2,250 2,250 2,250 2,250 0 0.00 11792 5320 Contracted Services 0 6,250 12,000 11,680 20,000 16,000 16,000 4,000 33.33 11792 5381 Printing And Binding 0 170 100 420 100 100 100 0 0.00 11792 5421 Office Supplies (Gen 0 522 250 360 250 250 250 0 0.00 11792 5710 In State Travel/Meetings 0 55 200 200 200 200 200 0 0.00 11792 5730 Dues And Sub 0 186 1,750 1,750 1,250 1,250 1,250 (500) (28.57) 0 10,772 16,700 16,810 24,700 20,700 20,700 4,000 23.95 Department Total 0 195,666 227,657 227,767 276,886 272,323 272,323 44,666 19.62 ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 688 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 VACANT Sustainability & Resiliency Manager 52,200.00 1,025.00 1.00 1 100% 75,000 75,000 75,000 DUFFY NEAL Director 2/27/2023 54,282.96 1,706.54 B 1.00 1 100% 88,740 88,740 88,740 ATCHISONKILB STACY Sustainability Engagement Coordinator 8/2/2021 50,192.39 1,005.29 0.56 1 100% 29,019 29,019 29,019 VACANT Energy Manager 11/2/2021 27,605.71 - 0.50 1 100% 28,187 28,187 28,187 11791-5111 184,281.06 3.06 Total Full Time - 5111 220,947 220,947 220,947 FONTAINE LESLIE Administrative Assistant PT 4/20/2022 26,676.00 513.00 0.50 1 100% 26,676 26,676 26,676 11791-5113 26,676.00 0.50 Total Part Time - 5113 26,676 26,676 26,676 210,957.06 3.56 Department Total 247,623 247,623 247,623 General Fund FTE Full-Time Equivalent Employees: FY2022 3.50 FY2023 3.50 FY2024 3.56 Variance FY 24 v. FY23 0.06 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount PINEDA G. VANESSA SUSTAINABILITY 11791-5111 Energy Manager 0.5 28,187.38 Revolving Funds 23773-5111 0.5 28,187.38 VACANT SUSTAINABILITY 11791-5111 Engagement Coordinator 0.5 28,450.16 VACANT SUSTAINABILITY 27B03-511 El Punto Climate Ambassador 0.5 16,875.00 *Grant shared with City of Beverly ---PAGE BREAK--- Departmental Budgets Sustainability & Resiliency FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 689 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 11792 SUSTAIN/RESILIENCY EXPENSES 5306 Advertising Related to promotion of Mass Save, Resilient Together, Municipal Agg, Sustainability Programs, etc. 150 0 0 0 Related to the promotion of Mass Save, Resilient Together, Municipal Aggregation, Sustainability Programs, etc. 0 650 [PHONE REDACTED] Advertising Total 150 650 [PHONE REDACTED] Educational Training Other Depts training related to Sustainability, Energy Efficiency, etc. 500 500 500 500 Supports BOC, ACEEE, NESEA, usgbc, etc. for internal staff and other departments. 0 1,750 1,750 1,750 supports BOC, ACEEE, NESEA, usgbc, etc. for internal staff and other Dept’s. Internal 1,750 0 0 0 5317 Educational Training Total 2,250 2,250 2,250 2,250 5320 Contracted Services Contracted services related to Resilient Together dashboard, reporting, and calculations. Sustainability related contracted services. 8,000 0 0 0 Contracted services related to Resilient Together dashboard, reporting, and calculations. Sustainability related contracted services. 0 16,000 16,000 16,000 Intern/Ambassador Program (1 interns for 12 weeks each Fall, Spring, Summer 10 hr. per week - Paid contract. 4,000 4,000 0 0 5320 Contracted Services Total 12,000 20,000 16,000 16,000 5381 Printing And Binding Business Cards, Envelopes, Notices, Mailers etc. 100 100 [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 Dues for Power Options 1,000 1,000 1,000 1,000 MAFMA 500 0 0 0 Other dues 250 250 [PHONE REDACTED] Dues And Sub Total 1,750 1,250 1,250 1,250 11792 SUSTAIN/RESILIENCY EXPENSES Total 16,700 24,700 20,700 20,700 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Public Services 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 (33) parks, twenty-eight (28) playgrounds, forty-two (48) common areas and five cemeteries. DPS is also responsible for the ongoing maintenance of the water, sewer and drainage systems, and the city vehicle fleet and equipment. Additionally, the DPS is responsible for prompt response to all snow, ice and other inclement weather emergencies and situations. The department also enforces water, sewer and snow by-laws. Lastly, we play a significant role in the daily operation of other city departments in responding to requests for service. The department budget is divided into four divisions: Public Works (General Administration), Snow and Ice, and Water and Sewer Enterprise. Goals and Objectives 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 Contractors who shall maintain parks and open space during peak season. Greenlawn Cemetery Master plan is to develop a long-term plan to make Greenlawn self-sustaining, by making landscape improvements, improving operations and management, and developing options for expansion of interment sites. Continue to work with planning office to assist the restaurant community to set up safe eateries to help stabilize local business. Work with traffic, planning, and engineering on setting up safe bike lanes, multi-use pathways throughout the city and maintaining them. Working with DCR in Planting trees as part of the Greening the Gateway Cities project. Working with Park and Recreation on making ADA improvements accord- ing to the ADA transition plan throughout city parks. How FY 2024 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Utilizing See Click Fix (SCF) we have completed over 1,300 requests for the current fiscal year. We are estimating to close a total of 2,000 by the end of the fiscal year. Between our department employees and Contractors, we have continued to paint crosswalks, stop bars and centerlines. The Depart- ment continues to work with engineering in the delivery of replacement and new trash and recycling totters. The City Wide 311 System launched with over 500 calls taken by 311 Sys- tem. In conjunction with the website chatbot over 6,000 questions have been answered. 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. Significant Budget & Staffing Changes For FY 2024 No significant staffing changes for fy. 2024. DPS has asked for an increase in the General Foreperson salary for the shade tree / cemetery department to attract a more diverse Canidate. Recent Accomplishments Continued restructuring of the department to improve efficiency. ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 692 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 144 locations. The Department continues to inspect and prioritize the sidewalk work with those sidewalks identified as a high priority being fixed. 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 Salem-Stat program to document and measure work and performance metrics throughout the department. Meetings are held to review the data and discuss ways to improve operations based on information being provided. DPS improved 2024 sweeping program. The new program continued the annual city-wide spring and fall sweeping effort (pushing back fall start date until after October 31st) and added more frequent (every third Wednesday in the B5 district) sweeping in the downtown area from April to September. DPS has also added twice per month street sweeping in the point area starting from April to October 31st. Department employees and contractors continued to paint crosswalks, stop bars and centerlines. The department continues to work with engineering to deliver replace- ment and newly issued trash and recycling totters. DPS staff also continued to manage our residential leaf and brush drop-off at the old incinerator site on Swampscott Road. We expect to manage 7,200 cubic yards of leaves and brush in FY 2024. 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 2024 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 2022. 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 other city departments to set up parklets and safe eateries to benefit our restaurant community. DPS has purchased a Tyler software for time tracking to automate the pay- roll system to improve the outdated punch clock system currently in use. ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 693 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 694 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Sidewalk Repairs 109 123 115 163 125 Pothole Fills (Repairs) 584 628 650 614 540 Catch Basin Repairs 15 37 30 30 35 Sink Holes 41 45 35 33 45 Trenches 41 85 55 103 110 Sign Repair 120 202 185 200 200 Trees/Open Space/Cemetery Trees Planted 120 130 120 116 169 Full Burials and cremations 51 69 72 70 72 Foundations 70 70 70 70 70 Lots Sold 55 41 50 55 60 Contracted Services 20.64% Equipment 3.05% Gasoline/Diesel Fuel 1.84% Gen Pw Improvements 1.84% Overtime (General) 4.04% Police Detail 1.84% Renovation & Repairs 1.58% Salaries-Full Time 44.72% Seasonal Labor 4.05% Spraying And Removal 6.56% Vehicle Prts & Acces 2.36% Other 7.48% ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 695 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Public Services - General Admin - Personnel 14111 5111 Salaries-Full Time 1,326,235 1,504,925 1,630,764 1,550,764 1,705,468 1,703,155 1,703,155 72,391 4.44 14111 5113 Salaries-Part Time 22,371 22,817 43,310 43,310 49,046 49,046 49,046 5,736 13.24 14111 5118 Seasonal Labor 82,170 138,901 150,400 150,400 154,169 154,169 154,169 3,769 2.51 14111 5131 Overtime (General) 156,275 219,880 134,000 214,000 182,000 154,000 154,000 20,000 14.93 1,587,051 1,886,522 1,958,474 1,958,474 2,090,683 2,060,370 2,060,370 101,896 5.20 Public Services - General Admin - Expenditures 14112 5211 Electricity 7,653 8,362 10,000 10,000 10,000 10,000 10,000 0 0.00 14112 5215 Natural Gas 4,112 5,206 7,000 7,063 7,700 7,700 7,700 700 10.00 14112 5216 Oil Heat 0 2,990 2,800 2,800 2,800 2,800 2,800 0 0.00 14112 5241 Building Maint-Dpw 12,714 16,613 22,000 22,541 22,000 22,000 22,000 0 0.00 14112 5249 Ground Maintenance- Cemetery 2,846 3,703 3,800 3,800 5,000 5,000 5,000 1,200 31.58 14112 5249R Ground Maint-Parks & Rec 25,075 40,830 46,800 49,858 46,800 46,800 46,800 0 0.00 14112 5253 Radio Maint & Parts 1,300 1,300 2,100 2,100 2,100 2,100 2,100 0 0.00 14112 5270 Rental & Lease 24,086 27,206 30,400 39,013 30,400 30,400 30,400 0 0.00 14112 5301 Police Detail 57,659 40,842 70,000 76,124 70,000 70,000 70,000 0 0.00 14112 5304 Professional Serv/Fees 7,533 7,714 9,600 9,889 26,100 9,600 9,600 0 0.00 14112 5317 Educational Training 3,321 4,001 4,000 4,092 4,000 4,000 4,000 0 0.00 14112 5320 Contracted Services 408,951 610,176 776,000 876,834 786,000 786,000 786,000 10,000 1.29 14112 5341 Telephone 5,526 5,241 9,000 9,000 9,000 9,000 9,000 0 0.00 14112 5383 Burial Services 53,558 40,220 0 78,885 0 0 0 0 0.00 14112 5391 Tree Planting, Removal & Maint 118,175 325,703 250,000 285,422 250,000 250,000 250,000 0 0.00 14112 5421 Office Supplies (Gen 2,000 1,997 2,000 2,000 2,000 2,000 2,000 0 0.00 14112 5451 Custodial Supplies 3,000 2,767 3,000 3,229 3,300 3,300 3,300 300 10.00 14112 5461 Grounds Maint & Supplies 7,326 10,902 9,700 10,854 11,050 11,050 11,050 1,350 13.92 14112 5481 Gasoline/Diesel Fuel 35,365 52,496 70,000 70,000 70,000 70,000 70,000 0 0.00 14112 5483 Vehicle Parts-Dpw 31,383 79,734 79,000 83,974 90,000 90,000 90,000 11,000 13.92 14112 5483A Vehicle Parts-Police 19,986 20,000 20,000 20,000 20,000 20,000 20,000 0 0.00 14112 5483B Vehicle Parts-Other 15,250 20,107 17,700 17,700 20,000 20,000 20,000 2,300 12.99 14112 5485 Street Sweeping & Brooms 16,415 19,539 18,500 18,500 19,700 19,700 19,700 1,200 6.49 14112 5710 In State Travel/Meetings 926 1,028 1,000 1,033 1,000 1,000 1,000 0 0.00 14112 5717 Prof License Reimb 1,111 1,744 7,400 7,460 7,400 7,400 7,400 0 0.00 14112 5730 Dues And Sub 494 540 2,000 2,000 2,000 2,000 2,000 0 0.00 14112 5843 Improvements Pw & Park 61,466 71,315 70,000 70,656 70,000 70,000 70,000 0 0.00 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 696 14112 5846 Repairs/Renov/Sidewalks 36,113 55,251 60,000 60,348 60,000 60,000 60,000 0 0.00 14112 5860 Equipment Purchase & Repair 7,605 222,907 116,000 116,000 116,000 116,000 116,000 0 0.00 970,950 1,700,434 1,719,800 1,961,174 1,764,350 1,747,850 1,747,850 28,050 1.63 Department Total 2,558,001 3,586,956 3,678,274 3,919,648 3,855,033 3,808,220 3,808,220 129,946 3.53 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 697 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 NIEMAN KATHERINE GENERAL FOREMAN 03/12/17 74,284.78 1,517.98 1.00 34% 83,695 82,882 82,882 JODOIN RAYMOND OPERATIONS MANAGER 01/29/07 31,931.26 639.54 0.34 34% 35,261 34,919 34,919 KNOWLTON DAVID City Engineer-DPS Director 05/22/07 22,767.97 454.31 0.17 34% 22,234 22,234 22,234 MORGAN CONOR GENERAL FOREMAN 02/27/23 26,717.53 1,569.23 0.34 34% 28,902 27,744 27,744 SANTOS SHAUN MANAGEMENT ANALYST 8/20/2018 26,365.70 528.08 0.34 34% 27,460 27,460 27,460 VACANT SENIOR FLEET FOREMAN 25,598.08 - 0.34 34% 25,598 25,598 25,598 AFSCME 1,423,098.92 25.04 Total AFSCME 1818 1,482,318 1,482,318 1,482,318 14111-5111 1,630,764.24 27.57 Total Full Time - 5111 1,705,468 1,703,155 1,703,155 RYAN KELLY PT ADMIN ASSISTANT 1/4/11 19,141.74 19,141.74 P 0.54 19 hours per wk 24,878 24,878 24,878 TRANSFER STATION/ON CALL motorpool invotory control 24,168.00 - P 0.06 19 hours per wk 24,168 24,168 24,168 TRANSFER STATION ATTENDENT - - - - - 14111-5113 43,309.74 0.60 Total Part Time - 5113 49,046 49,046 49,046 SEASONAL LABOR- OS 25,000.00 15,000.00 15,600 15,600 15,600 SEASONAL-Park 25,000.00 15,000.00 15,600 15,600 15,600 SEASONAL -Park Trash Weekends - - - - - WKEND/SEASONAL TRASH 100,400.00 100,400.00 80,400 80,400 80,400 TRANSFER STATION - 9,400.00 - - - 2nd shift trash / dps street - 15,000.00 7,680 7,680 7,680 motor pool assistant - - 34,889 34,889 34,889 14111-5118 150,400.00 Total Seasonal - 5118 154,169 154,169 154,169 Overtime-Park 24,000.00 24,000.00 32,000 32,000 32,000 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 698 Overtime-Public Services 30,000.00 30,000.00 30,000 30,000 30,000 Overtime-Haunted Happenings 32,000.00 32,000.00 80,000 52,000 52,000 Overtime-Cemetery & Trees 40,000.00 40,000.00 40,000 40,000 40,000 Overtime-Motor Pool 8,000.00 8,000.00 - - - 14111-5131 134,000.00 Total Overtime - 5131 182,000 154,000 154,000 1,958,473.98 28.17 Department Total 2,090,683 2,060,371 2,060,371 Snow & Ice OVERTIME (GENERAL) 50,000.00 50,000.00 50,000 50,000 50,000.00 50,000.00 - Department Total 50,000 50,000 50,000.00 General Fund FTE Full-Time Equivalent Employees: FY2022 24.82 FY2023 30.17 FY2024 28.17 Variance FY 24 v. FY23 (2.00) Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ALBERT MICHAEL WORKING FOREMAN 03/06/ 2000 1 61,874.23 1.00 1,272.30 66,159.60 3 66,159.60 66,159.60 66,159.60 BEZZATI JOHN HEO RETIRED - - - - BRODEUR TALON LABORER 6-28-21 1 45,552.83 1.00 1,004.04 52,210.08 2 6/28/ 2023 $ 25.10 52.0 52,210.08 52,210.08 52,210.08 CASTONGUA Y WILLIAM WORKING FOREMAN 4/7/15 1 61,874.23 1.00 1,272.31 66,160.12 3 66,160.12 66,160.12 66,160.12 CLEARY JAMES WORKING FOREMAN RETIRED - - - - CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 22,190.38 0.34 474.99 24,699.48 2 4/12/ 2023 $ 11.87 52.0 24,699.48 24,699.48 24,699.48 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 699 COLEMAN BROOKE PRIN ACCT 11/14/ 2022 0.34 349.28 18,162.56 2 11/ 14/ 2022 $ 8.73 19.2 32.8 17,767.33 17,767.33 17,767.33 CONDON DEREK MASON 9/8/ 2000 1 57,029.54 1.00 1,170.81 60,882.12 3 60,882.12 60,882.12 60,882.12 COSTA CARLOS LABORER 8/17/ 2015 1 48,905.66 1.00 1,004.01 52,208.52 3 52,208.52 52,208.52 52,208.52 CRONIN DAVID WORKING FOREMAN RETIRED - - - - DONADIO DOMINIC TRAFF MAINT/ SIGN PAINTER RETIRED - - - - DALLY MICHAEL ME REPAIR 7-12-21 1 20,086.88 0.34 427.96 22,253.92 2 7/12/ 2023 $ 10.70 1.6 50.4 22,213.33 22,213.33 22,213.33 DONAHUE TYLER HMEO II/III RETIRED 1 57,029.54 - - - - - - GAROZZO JOSEPH ME REPAIR RETIRED - - - - FRITZ ADAM LABORER 11/2/ 2020 1 48,275.59 1.00 1,004.04 52,210.08 3 11/2/ 2022 $ 25.10 52.0 52,210.08 52,210.08 52,210.08 GUERRERO HENRY HEO 3/2/ 2020 1 50,468.73 1.00 1,128.90 58,702.80 1 7/7/ 2023 $ 28.22 1 51.0 58,636.02 58,636.02 58,636.02 GREEN ANN MARIE PRINCIPAL ACCT CLERK TRANSFE RRED - - - - HENDERSO N SCOTT HEO RETIRED - - - - HUGHES BRIAN HEAD FOREMAN 0408199 6 1 68,047.92 1.00 1,396.98 72,642.96 3 72,642.96 72,642.96 72,642.96 LEVENTIS ANDREW HMEO I/II RETIRED 1 - - - - - - LEVESQUE JAMES WORKING FOREMAN 0621199 9 1 21,037.12 0.34 431.89 22,458.28 3 22,458.28 22,458.28 22,458.28 LEVESQUE LOUIS ME REPAIR RETIRED - - - - LINTON GARCIA HEO 8/12/ 2013 1 52,968.91 1.00 1,087.42 56,545.84 3 56,545.84 56,545.84 56,545.84 MARMOLEJ OS JUAN LABORER 1-2-23 1 1.00 968.60 50,367.20 1 1/2/ 2024 $ 23.62 25 27.0 48,944.95 48,944.95 48,944.95 MACDONAL D WILLIAM HMEO 6/12/ 2012 1 52,968.91 - - 3 - - - MARINO PAUL HEAD FOREMAN II/III 7/23/ 1998 1 23,136.08 0.34 474.97 24,698.44 3 24,698.44 24,698.44 24,698.44 MARTINEAU RICHARD MAINT CRAFTS 8/21/ 2000 1 52,968.91 1.00 1,087.42 56,545.84 3 56,545.84 56,545.84 56,545.84 NADEAU ADAM ME REPAIR RETIRED - - - MORENCY RYAN TREE CLIMBER 6/7/ 2021 1 45,521.01 1.00 1,128.90 58,702.80 1 7/6/ 2022 $ 27.53 1 51.2 58,649.38 58,649.38 58,649.38 NIEMAN KATHERINE HMEO 3/13/ 2017 1 - - - - Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 700 OBRIEN JAMES TREE CLIMBER 3/13/ 2006 1 57,029.54 1.00 1,170.79 60,881.08 3 60,881.08 60,881.08 60,881.08 OSGOOD JASON TRAFF MAINT/ SIGN PAINTER 06/24/ 19 1 52,747.84 1.00 1,087.42 56,545.84 3 56,545.84 56,545.84 56,545.84 OSGOOD STEPHEN PESTICIDE GROUNDSKEEPER 6/2/14 1 57,029.54 1.00 1,170.79 60,881.08 3 60,881.08 60,881.08 60,881.08 PAGLIARO BRETT LABORER RETIRED 1 - - - - PSZENNY BRIAN PRIN ACCT 02/18/ 2020 2 17,013.02 - - - - - REALE THEODORE LABORER 7/1/ 2016 1 48,905.66 1.00 1,004.01 52,208.52 3 52,208.52 52,208.52 52,208.52 REYES DANNY LABORER 12/17/ 2021 1 46,348.33 1.00 1,004.04 52,210.08 2 12/ 17/ 2023 $25.10 26 26.4 50,698.14 50,698.14 50,698.14 RICHTER TIMOTHY TREE CLIMBER 7/24/ 2017 1 57,029.54 1.00 1,170.79 60,881.08 3 60,881.08 60,881.08 60,881.08 RIVERA CHRISTIAN ME REPAIR TERMAN ATED 1 - - - - ROBINSON JOHN HEO 03/02/ 2020 1 56,333.92 1.00 1,170.79 60,881.08 3 3/22/ 2022 29.27 52.0 60,881.08 60,881.08 60,881.08 ROONEY MARK HEMO CEM RETIRED - - - - SMITH MICHAEL MAINT CRAFTS RETIRED - - - - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 20,846.07 0.34 427.96 22,253.92 3 22,253.92 22,253.92 22,253.92 STANWOOD DANIEL WORKING FOREMAN 12/4/ 1999 1 - - - - - Torres Kevin HEMO 4-4- 2022 1 49,724.24 1.00 1,087.42 56,545.84 2 4/4/ 2024 27.19 39.4 12.6 54,015.18 54,015.18 54,015.18 Todd Curtis HEO 4-25- 2022 1 53,366.98 1.00 1,170.89 60,886.28 2 4/25/ 2024 29.27 42.6 9.4 57,924.73 57,924.73 57,924.73 WALSH CONNER MAINT CRAFTS 12-28- 21 1 46,316.51 1.00 1,048.77 54,536.04 1 7/18/ 2023 $26.22 2 49.8 54,399.90 54,399.90 54,399.90 WILTSHIRE DAMION HEO STREET 11-1-21 1 53,029.46 1.00 1,170.79 60,881.08 2 11/1/ 2023 $29.27 17 34.6 59,673.17 59,673.17 59,673.17 VACANT ME REPAIR - - - - - - - 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 1,423,098.92 25.04 1,492,644.36 1,482,317.89 1,482,317.89 1,482,317.89 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 701 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount MORGAN CONNOR 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 0.00 Water Fund [PHONE REDACTED] 0.33 0.00 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 Total 401,088.10 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 702 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 7,700 7,700 7,700 5215 Natural Gas Total 7,000 7,700 7,700 7,700 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 maintenance garages ($1,100.00 x 6 months) 5,000 5,000 5,000 5,000 5216 Oil Heat Total 2,800 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 22,000 22,000 22,000 22,000 5241 Building Maint-Dpw Total 22,000 22,000 22,000 22,000 5249 Ground Maintenance-Cemetery Danvers Farm & Home, Home Depot, Winer, Maestranzi, Northeast, Rent All 3,800 0 0 0 Danvers Farm & Home, Home Depot, Winer, Mastriani, Northeast, Rent All northeast nursery, DiLisio bros 0 5,000 5,000 5,000 5249 Ground Maintenance-Cemetery Total 3,800 5,000 5,000 5,000 5249R Ground Maint-Parks & Rec Fastenal, FWW, Hayden, John Deer, Lesco, Motor Parks, , Northeast, J.C Fence, Rent All, Shrewsbury, Stateline, Site One, home depot, sandmark hard wear 8,000 8,000 8,000 8,000 beach cleaning Mc Ginnis Paving memorial day to labor day every two weeks 10,300 10,300 10,300 10,300 forest river / Mack park bathrooms cleaning services S& J Services/ Citron cleaning 14,000 14,000 14,000 14,000 Forest river seed and fertilize program for base ball field 50/50 split with park and rec 2,500 2,500 2,500 2,500 Home depot , coast maintance Park and rec facility supplies ( trash bags rubber bans, trash pickers ) 3,500 3,500 3,500 3,500 McGrath Field seed and Fertilizer program 50/50 split with park and rec 8,500 8,500 8,500 8,500 5249R Ground Maint-Parks & Rec Total 46,800 46,800 46,800 46,800 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 703 5253 Radio Maint & Parts Northeast Two-Way -rental of two way radio repeater 2,100 2,100 2,100 2,100 5253 Radio Maint & Parts Total 2,100 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 5301 Police Detail Total 70,000 70,000 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 Tyler technologies Time and attendance program annual fee 0 16,500 0 0 5304 Professional Serv/Fees Total 9,600 26,100 9,600 9,600 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 150,000 150,000 150,000 150,000 Halloween bathroom cleaning 0 10,000 10,000 10,000 Line Painting 67,000 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 237,000 237,000 237,000 237,000 ROCA services 125,000 125,000 125,000 125,000 Weekend coverage and staffing to operate transfer station 40,000 40,000 40,000 40,000 5320 Contracted Services Total 776,000 786,000 786,000 786,000 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 704 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 5451 Custodial Supplies Coast Maintenance, DPS building supplies 3,000 3,300 3,300 3,300 5451 Custodial Supplies Total 3,000 3,300 3,300 3,300 5461 Grounds Maint & Supplies One Way Lumber, Winer, home depot, northeast nursery, 9,700 0 0 0 One Way Lumber, Winer, Home Depot, northeast nursery, coast, arc mate, dan Konen 0 11,050 11,050 11,050 5461 Grounds Maint & Supplies Total 9,700 11,050 11,050 11,050 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 All Welding, CC Auto, Goodyear, J’s Warehouse, Schmidt, Motor Part Sales, etc. 79,000 90,000 90,000 90,000 5483 Vehicle Parts-Dpw Total 79,000 90,000 90,000 90,000 5483A Vehicle Parts-Police C&C Auto, Goodyear, Kelly Jeep, Liberty Chevrolet, Lyons Enterprises, Stoneham, etc. 20,000 20,000 20,000 20,000 5483A Vehicle Parts-Police Total 20,000 20,000 20,000 20,000 5483B Vehicle Parts-Other Bouchard & Sons, C&C, Goodyear, Hub Starters 17,700 20,000 20,000 20,000 5483B Vehicle Parts-Other Total 17,700 20,000 20,000 20,000 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 705 5485 Street Sweeping & Brooms Brooms, gutter brooms, misc. parts , Contractors include Atlantic Broom, CN Wood, J’s Automotive 18,500 19,700 19,700 19,700 5485 Street Sweeping & Brooms Total 18,500 19,700 19,700 19,700 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 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 70,000 70,000 70,000 5843 Improvements Pw & Park Total 70,000 70,000 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 5846 Repairs/Renov/Sidewalks Total 60,000 60,000 60,000 60,000 5860 Equipment Purchase & Repair dps camra install at DPS facility for safety and security 30,000 36,000 36,000 36,000 emergency purchase of equipment 36,000 36,000 36,000 36,000 motor pool inventory program updates 0 40,000 40,000 40,000 motor pool upgrades 10,000 4,000 4,000 4,000 time clock improvements 40,000 0 0 0 5860 Equipment Purchase & Repair Total 116,000 116,000 116,000 116,000 14112 Public Services/General-Exp Total 1,719,800 1,764,350 1,747,850 1,747,850 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 706 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. work with BETA on route optimization for upcoming year. work on installing brine station to cut down on road salt use across city. How FY 2024 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 2024 No significant budget or staffing changes for FY 2024. Recent Accomplishments Improved oversight of contractor services; increased supervision and spot checking of the condition of city roads during snow events. Continued utilization of reverse 911 and web site for up-to-date snow emergency related announcements. Continued use of Snow Ops software to schedule employees and contrac- tors for storm events and track associated costs. The city has contracts with twenty-four (24) contractors who provide 113 vehicles to assist during snow plowing events. Streamlined plowing opera- tion by organizing driver locations and assigning DPS personnel to provide oversight of contractors in their locations. The 113 vehicles include nine sidewalk clearing machines that are always utilized throughout storm events. This equipment is used to keep the downtown sidewalks and school and transit sidewalks passable for commuters and school children. Problem plow routes for city and contractor personnel have been identified with complaints being tracked by storm with the goal being to reduce per- sistent issues at certain locations. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 707 Snow Brochure, information on where to park during snow events, require- ments for private sidewalk snow and ice removal, driveway clearing, and the shoveling assistance program. Maps have been created and added that identify road, sidewalk and shared use path plowing priorities, as well as parking locations during snow events. The Department has identified snow plowing priority routes along with identifying city personnel and contractors assigned to every road within the city. Snow plowing complaints are being logged and addressed to reduce the number of persistent complaints. Identified downtown locations where youth groups could assist the City of Salem in clearing snow at crosswalks. Improved GPS tracking of Department of Public Services’ fleet to allow for improved response during snow events. purchase of a brine making machine with application equipment. this is a phased implementation hoping to overall cut down on the need of road salt. ---PAGE BREAK--- Departmental Budgets Public Services FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 708 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Snow & Ice - Personnel 14231 5131 Overtime (General) 98,557 101,305 50,000 50,000 50,000 50,000 50,000 0 0.00 98,557 101,305 50,000 50,000 50,000 50,000 50,000 0 0.00 Snow & Ice - Expenditures 14232 5244 Vehicle Repair And M 129,189 315,886 32,000 32,000 32,000 32,000 32,000 0 0.00 14232 5292 Snow Removal 819,486 751,008 115,000 115,000 115,000 115,000 115,000 0 0.00 14232 5292S Snow Remov/Sand-School 71,858 87,183 80,000 80,000 80,000 80,000 80,000 0 0.00 14232 5341 Telephone 1,921 6,179 10,930 10,930 10,930 10,930 10,930 0 0.00 14232 5429 Misc Supplies 88,199 215,907 34,600 34,600 34,600 34,600 34,600 0 0.00 14232 5481 Gasoline/Diesel Fuel 82,227 158,529 20,000 20,000 20,000 20,000 20,000 0 0.00 14232 5534 Salt 231,547 360,018 103,405 103,405 103,405 103,405 103,405 0 0.00 14232 5535 Caclium Chloride 6,383 4,238 5,000 5,000 5,000 5,000 5,000 0 0.00 14232 5536 Sand 1,462 0 8,000 8,000 8,000 8,000 8,000 0 0.00 1,432,270 1,898,947 408,935 408,935 408,935 408,935 408,935 0 0.00 Department Total 1,530,827 2,000,252 458,935 458,935 458,935 458,935 458,935 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 709 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 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 5292S Snow Remov/Sand-School 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Engineering Engineering - General Admin Mission Statement Why We Exist The Engineering Department provides technical expertise, guidance and plan review to various city boards and departments for public infrastructure improvements and private development projects. Engineering, through its GIS technician, manages the data associated with its various infrastructure assets including water, sewer, drain, roadways and sidewalks. Engineering is 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 roadway and sidewalk improvements and advocating for state funding through the TIP process. Derby Street - Continue construction of the phased approach with sidewalk improvements from Orange Street to Hardy Street, followed by final paveng. 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. Prince Street – with CDBG funding, we anticipate repaving Prince Street from Leavitt Street to Harbor Street this construction season. Continue to manage City’s Chapter 90 roadway improvement program to maximize the cost effectiveness of the City’s re-investment into its roadway infrastructure. Implementing Complete Streets into all roadway projects to provide safe and accessible options for all travel modes – walking, biking, driving and transit. Continue to improve the City-wide roadway improvement program by implementing long term planning of road and sidewalk repairs. Continue workflow development and implementation of ViewPoint Cloud forms for other Engineering, Water & Sewer and Trash applications forms used by the Department. How FY 2024 Departmental Goals Relate to City’s Overall Long & Short-Term Goals Both the City’s long and short-term goals for sustainable infrastructure will be met with the departments’ goals, by reinvesting and rehabilitating the city’s roadway, sidewalk, and public way infrastructure. The Engineering Department will also continue to provide infrastructure guidance for both city-initiated projects (like park upgrades) as well as pri- vate development projects. Significant Budget & Staffing Changes For FY 2024 No significant budget changes for FY 2024, but the department did have some staffing changes. The department will continue to improve customer rela- tions, city-wide communications and efficiencies related to combining Engi- neering 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 ---PAGE BREAK--- Departmental Budgets Engineering FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 712 roads at a cost of $860,000. Also bidding Salem’s improvements for local city sidewalks and road repairs at a cost of $1,500,000. With Boston Street reconstruction project advancing to the 75% design level, we have continued to work with the state on coordinating with all local utility companies, ensuring Salem’s continued successful involvement in the TIP program. This project is programmed to start construction in 2025. The TIP funded Mayor Salvo Canal Street Phase 2 bike path construction was completed. 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 our vendor to provide city-wide, privately funded, fiber optic cable network to all buildings. Working with a peer review con- sultant, the City provided more detailed requirements for the SiFi project to move forward. Working with the City’s IT Department, implemented an on-line permit- ting program (ViewPoint Cloud) for all permits issued by the Department. The Department’s construction inspector has continued to be active provid- ing clerk of works services to the many development projects city-wide, as well as being the single of point of contact (SPOC) and inspector for the ongoing SiFi project. Working with a consultant, the Department is re-surveying city streets, sidewalks, signs and trees, as part of an update to the city-wide pavement management data base. Advanced the design of the Columbus Avenue seawall improvement proj- ect and continued condition assessment of other City seawalls. 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 713 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Number of street permits issued 399 550 700 650 700 Drain layer licenses issued 41 42 45 40 45 Commercial Backflow tests completed 1504 1450 1600 1500 1600 Backflow surveys completed 276 300 300 250 300 Number of linear miles streets paved 2.89 3.5 2 3 3 Number of linear miles sidewalk reconstructed 2.34 3.5 2 2.5 3 Contracted Services 8.02% Dues And Sub 1.60% Salaries-Full Time 86.09% Other 4.28% ---PAGE BREAK--- Departmental Budgets Engineering FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 714 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Engineering - General Admin - Personnel 14121 5111 Salaries-Full Time 183,288 178,685 158,461 161,084 160,965 160,965 160,965 2,504 1.58 183,288 178,685 158,461 161,084 160,965 160,965 160,965 2,504 1.58 Engineering - General Admin - Expenditures 14122 5317 Educational Training 89 2,104 2,500 2,567 2,500 2,500 2,500 0 0.00 14122 5320 Contracted Services 7,743 55,468 15,000 30,059 67,500 15,000 15,000 0 0.00 14122 5421 Office Supplies (Gen 679 1,379 1,500 1,752 1,500 1,500 1,500 0 0.00 14122 5710 In State Travel/Meetings 185 425 1,000 1,200 1,000 1,000 1,000 0 0.00 14122 5730 Dues And Sub 2,054 1,519 3,000 3,290 3,000 3,000 3,000 0 0.00 14122 5780 Other Expenses 0 0 1,500 1,500 1,500 1,500 1,500 0 0.00 14122 5851 Office Equipment 0 1,500 1,500 1,500 1,500 1,500 1,500 0 0.00 10,750 62,396 26,000 41,868 78,500 26,000 26,000 0 0.00 Department Total 194,038 241,081 184,461 202,952 239,465 186,965 186,965 2,504 1.36 ---PAGE BREAK--- Departmental Budgets Engineering FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 715 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 58,907.49 1,438.83 0.80 80% 59,855 59,855 59,855 DUHAMEL DEBORAH Assistant Engineer 5/28/18 38,226.88 2,196.95 0.34 34% 38,842 38,842 38,842 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 16,490.14 320.69 0.12 12% 16,676 16,676 16,676 JOSEFSON MARIA GIS 11/01/2021 20,990.56 1,206.35 0.34 34% 21,746 21,746 21,746 VACANT BUSINESS MGR/WTR REG 10/14/2019 23,845.74 - 0.25 25% 23,846 23,846 23,846 14121-5111 158,460.81 1.85 Total Full Time 160,965 160,965 160,965 158,460.81 1.85 Department Total 160,965 160,965 160,965 General Fund FTE Full-Time Equivalent Employees: FY2022 2.60 FY2023 1.85 FY2024 1.85 Variance FY 24 v. FY23 0.00 FTE Full-Time Equivalent Employees: FY2022 6.85 FY2023 4.85 FY2024 4.85 Variance FY 24 v. FY23 0.00 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount KNOWLTON DAVID ENGINEERING 14121-5111 City Engineer-DPS Director 0.12 16,675.75 Engineering-SEWER [PHONE REDACTED] 0.13 18,065.39 Engineering-Water [PHONE REDACTED] 0.13 18,065.39 Engineering-Trash [PHONE REDACTED] 0.12 16,675.75 DPS 14111-5111 0.16 22,234.33 DPS-Sewer [PHONE REDACTED] 0.17 23,623.98 DPS-Water [PHONE REDACTED] 0.17 23,623.98 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 ---PAGE BREAK--- Departmental Budgets Engineering FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 716 TRASH [PHONE REDACTED] 0.25 23,754.38 DUHAMEL DEBORAH ENGINEERING 14121-5111 Assistant Engineer 0.34 38,842.08 SEWER [PHONE REDACTED] 0.33 37,699.68 WATER [PHONE REDACTED] 0.33 37,699.68 DUBINSKY ELLEN ENGINEERING 14121-5111 ADMIN ASSISTANT 0.80 59,855.40 SEWER [PHONE REDACTED] 0.10 7,481.92 WATER [PHONE REDACTED] 0.10 7,481.92 JOSEFSON MARIA ENGINEERING 14121-5111 GIS 0.34 21,746.40 SEWER [PHONE REDACTED] 0.33 21,106.80 WATER [PHONE REDACTED] 0.33 21,106.80 RECINOS GIOVANNA Capital Projects Varies CLERK OF WORKS 1.00 78,750.00 VACANT Capital Projects Varies PROJECT ENGINEER 1.00 98,184.75 CRIPPS CHERYL SEWER [PHONE REDACTED] SECRETARY 0.33 17,490.00 WATER [PHONE REDACTED] 0.33 17,490.00 TRASH [PHONE REDACTED] 0.34 18,020.00 ROLKE JANELLE RECYCLING GRANT 25433-5111 Waste Reduction Coordinator 1.00 60,900.00 Co-Op Co-Op/Intern [PHONE REDACTED] Co-op/Intern 0.34 1,858.67 [PHONE REDACTED] 0.33 1,804.00 [PHONE REDACTED] 0.33 2,256.58 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount ---PAGE BREAK--- Departmental Budgets Engineering FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 717 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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. 5,000 5,000 5,000 5,000 Ordinance review 0 50,000 0 0 Program Support 10,000 12,500 10,000 10,000 5320 Contracted Services Total 15,000 67,500 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. 1,000 1,000 1,000 1,000 5710 In State Travel/Meetings Total 1,000 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. 1,500 1,500 1,500 1,500 5780 Other Expenses Total 1,500 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 26,000 78,500 26,000 26,000 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Recreation Parks & Rec - 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 Updating the 7 year Open Space Master Plan for the City Construction work on Palmer Cove phase II Begin Salem Willows Phase II Replace Winter Island Playground Progressing Signature Park project work getting ready for Salem’s 400th Continued Design work on Pioneer Village relocation site Continue collaboration with Salem States Office of Civic Engagement and Sherriff’s department for park improvement projects Revitalize Dog Park Board Members with added members who are fre- quent users of the Park Continue to enhance the Park Ranger program 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 Grow our teen and youth offerings through Coast to Coast Paddle To expand our Summer Playground Program in include programs at various playgrounds and continue to offer free participation Collaborate with the Salem Public Schools to utilize their gym space for evening programs Continue to 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 continue to enable volunteer groups to participate in the enhancement of our parks and facilities Work with Salem State University and Salem H.S. for volunteer, seasonal employment and internship opportunities 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 (4th annual event) fund- raiser to continue to offer free and reduced rates for programming To incorporate summer field trips for Salem Youth How FY 2024 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 variety of quality recreational options for people of all ages.” Recreation Goal: “Continue to grow the Mary Jane Lee Park program in The Point neighborhood by offering community events.” The goal of expanding and diversifying quality recreational opportunities for all City residents is designed to increase participation, including at parks and playgrounds in The Point. 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 program registration. All aspects of Recreation Department goals are ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 720 designed to increase the level of engagement with Salem residents, as well as people from other communities who may participate in our activities and events. Such goals will be achieved by being aware of demand, sensi- tive 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 2024 No significant changes Recent Accomplishments Completion of Forest River Pool project with a grand re-opening summer of 2023 Completion of Gallows baseball field and surrounding rain gardens. Updates to Mack Park House de-leading Significant work aerating, super-seeding and restoring grass at McGrath Park in partnership with Salem Youth Soccer Tree planting bids for Common and Gonyea Park Partnered with the Salem YMCA and B & S Fitness to provide free fitness classes for Salem Residents during the month of February. Worked with Salem State Recreational Management Majors 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”. Collaborative work with Spaulding Adaptive Rehabilitation to offer adap- tive recreation programs at the CLC and Parks Continue to grow our Pickleball Program to include teen and adult lessons. Took full advantage of the beautiful trails in Salem Woods to offer Youth and Teen Hikes during the fall and winter. Offerings of free Saturday morn- ing hikes through Salem Woods (Friends of Salem Woods) on the first Sat- urday of each month April – November. 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 early morning and sunset yoga programs. Our Junior Scientist and Artist Club held their programs at Pioneer Village and the Forest River Conservation Area this summer. Children participated in a two-day session that included investigating nature at Pioneer Village, learning about common herbs planted in the garden and creating contain- ers for an egg drop 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. Held our 1st Family Bingo Game at Charlotte Forten Park. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 721 Collaborated with the Salem Public Schools Summer Meals Program to offer crafts and face painting during some meal distributions at Mary Jane Lee Park. 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. Applied and received a grant through the City of Salem Department of Planning and Community Development and the U.S. Department of Hous- ing and Urban Development to provide free enrichment programs for Salem youth at Palmer Cove Park and Mack Park. This year our programs included both Girls and Boys Lacrosse, Dance and Fitness, Peaceful Pretzels, Yoga and Meditation, Fun Sports and Games, and Children’s Art Classes. Worked with published author, Shane Robitaille to offer two writing work- shops for adults. Co-sponsored with the Salem Bicycling Advisory Committee a Pedal Through Salem Program. Residents were encouraged to get their families outside during April and journey through Salem using bike paths and lanes. Participants received a Bike Facilities Map to guide them. Residents sent pictures of their rides to be posted on our Facebook page. Sponsored a Boston Red Sox Spirit Contest for Salem residents. Residents were asked to send in pictures showing their Red Sox spirit. Winners were chosed based on spirit and creativity and were awarded tickets to a Red Sox game. Utilized Forest River for a Summer Solstice Family Scavenger Hunt. Collaborated with the Salem Police Department to host a field day for chil- dren in our playground programs. Officers brought safety vehicles for chil- dren to explore, played games, had lunch and provided delicious cookies. We offered summer field trips to the Franklin Park Zoo and to the Ipswich Watershed Association. At the Ipswich trip, children and staff traveled down the Ipswich River via canoes or kayaks. Continued to 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 3 weeks of Teen Paddle at full capacity (10) each week. This was a total of 110 individual lessons. Continued to partner with the Salem High Golf Team and coaches to pro- vide a Junior Golf League at Olde Salem Greens. 26 young golfers partici- pated this year. Hosted several Friday Fun Nights at the Community Life Center for children ages 6-12. We offered crafts, games, pizza and a movie. Continue to host Family Bingo Nights at the Community Life Center. Worked with Blue Hills to provide a Kite Making Workshop at the new edu- cation room at Forest River Organized a Thanksgiving Cheer program whereby residents could create Thanksgiving cards for seniors. These cards were delivered to seniors with their Thanksgiving meal. Had over 100 families visit Santa during our annual Santa on the Common event. Partnered with the House of the Seven Gables to offer activities during the Salem So Sweet Festival. Participants were able to make valentines, explore the grounds of the House of the Seven Gables and partake in a chocolate themed Scavenger Hunt. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 722 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Overall Programs 146 170 175 *Special Events Participants 450 1500 1500 Pooch Passes Sold 55 117 125 Parking Stickers Sold 3,006 3,121 3,100 Contracted Services 27.55% Electricity 6.86% Ground Maintenance 3.07% Pool Maintenance 8.10% Recreational Supplie 1.74% Salaries-Full Time 37.89% Salaries-Part Time 3.08% Seasonal Labor 8.13% Other 3.58% ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 723 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Parks & Rec - General Admin - Personnel 16501 5111 Salaries-Full Time 243,685 222,864 312,812 312,812 371,926 370,199 370,199 57,387 18.35 16501 5113 Salaries-Part Time 0 0 25,826 25,826 30,088 30,088 30,088 4,262 16.50 16501 5118 Seasonal Labor 27,401 80,253 78,419 78,419 79,416 79,416 79,416 997 1.27 16501 5131 Overtime (General) 0 0 2,000 2,000 2,000 2,000 2,000 0 0.00 271,086 303,117 419,057 419,057 483,430 481,703 481,703 62,646 14.95 Parks & Rec - General Admin - Expenditures 16502 5211 Electricity 26,061 25,250 59,000 45,962 67,000 67,000 67,000 8,000 13.56 16502 5217 Gas/Oil Heat 3,454 9,701 3,500 8,546 4,500 4,500 4,500 1,000 28.57 16502 5249 Park & Ground Maint 20,584 22,953 30,000 31,751 30,000 30,000 30,000 0 0.00 16502 5251 Utility Serv Rep & M 265 0 600 0 600 600 600 0 0.00 16502 5320 Contracted Services 104,837 140,663 223,800 281,114 269,199 269,199 269,199 45,399 20.29 16502 5341 Telephone 799 1,256 3,500 3,500 4,500 4,500 4,500 1,000 28.57 16502 5352 Pool Maintenance 0 0 45,400 45,400 80,600 79,100 79,100 33,700 74.23 16502 5381 Printing And Binding 839 1,493 1,800 1,800 1,800 1,800 1,800 0 0.00 16502 5421 Office Supplies (Gen 4,033 4,505 5,000 5,000 5,000 5,000 5,000 0 0.00 16502 5588 Recreational Supplie 8,985 8,758 12,000 12,000 17,000 17,000 17,000 5,000 41.67 16502 5710 In State Travel/Meetings 0 0 700 700 700 700 700 0 0.00 16502 5730 Dues And Sub 1,321 1,079 1,850 1,850 1,850 1,850 1,850 0 0.00 16502 5846 Renovation & Repairs 8,011 9,365 14,000 14,000 14,000 14,000 14,000 0 0.00 16502 5860 Equipment 0 3,549 0 0 0 0 0 0 0.00 179,190 228,572 401,150 451,623 496,749 495,249 495,249 94,099 23.46 Department Total 450,276 531,690 820,207 870,680 980,179 976,952 976,952 156,745 19.11 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 724 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 SCHAEJBE MARY RECEPTIONIST 4/24/2023 3,617.98 682.69 0.11 1 11% 3,944 3,944 3,944 CANDELARIA JOSEPH FACILITIES MANAGER 3/21/2017 48,163.37 941.12 0.70 1 70% 51,385 49,658 49,658 VACANT REC ACTIVITIES ASST 6/25/2018 40,643.44 - 1.00 1 100% 40,643 40,643 40,643 ROOMEY JOANNE P/R COMMISSION CLERK 1,200.00 1,200.00 B 12 12 1,200 1,200 1,200 MCCARTHY KATHLEEN PROGRAM MANAGER 6/11/2015 22,044.11 941.12 0.33 1 33% 22,616 22,616 22,616 OBRIEN PATRICIA SUPERINTENDENT 4/4/2016 96,873.44 1,987.34 1.00 1 100% 103,342 103,342 103,342 GADDIS TIFFANY FOREST RIVER MANAGER 11/14/22 52,000.00 1,020.00 1.00 1 100% 53,040 53,040 53,040 CROUNSE MICHAEL SIGNATURE PARKS MANAGER 9/26/2022 1,667.31 0.15 1 15% 13,005 13,005 13,005 - - AFSCME 48,269.34 1.50 Total AFSCME 1818 82,751 82,751 82,751 16501-5111 312,811.68 5.79 Total Full Time 371,926 370,199 370,199 PT Custodian 14,133.15 15.00 19 hours per wk 14,820 14,820 14,820 PT Support Staff 11,692.80 18.50 14 hours per wk 15,268 15,268 15,268 16501-5113 25,825.95 Total Part Time 30,088 30,088 30,088 Hours Weeks LEAGUE DIRECTORS 5,500.00 P 5,500 5,500 5,500 FOREST RIVER MAINTENANCE 5,600.00 15.00 P 12 32 5,760 5,760 5,760 PARK INSTRUCTORS 17,012.00 15.50 19,979 19,979 19,979 SUMMER SITE COORD 6,500.00 18.50 19 10 3,515 3,515 3,515 BASKETBALL REFS (Formally from Revolving Fund) 8,192.00 20.00 20 18 7,200 7,200 7,200 WILLOWS LABOR 14,725.00 15.50 P 38 25 14,725 14,725 14,725 PARK RANGERS - WKE 8,680.00 20.00 P 28 15.5 8,680 8,680 8,680 REC LABOR 12,210.00 16.50 P 19 41.3 14,058 14,058 14,058 16501-5118 78,419.00 Total Seasonal 79,416 79,416 79,416 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 725 OVERTIME 2,000.00 2,000.00 2,000 2,000 2,000 16501-5131 2,000.00 Total Other 2,000 2,000 2,000 419,056.63 5.79 Department Total 483,430 481,703 481,703 General Fund FTE Full-Time Equivalent Employees: FY2022 4.14 FY2023 5.14 FY2024 5.79 Variance FY 24 v. FY23 0.65 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ESPINOSA WENDOLYN PRINCIPAL CLERK 10/18/ 21 2 48,269.52 1.00 1,027.27 55,624.12 2 10/ 18/ 2023 1,088.5 5 16.0 36.0 55,624.12 55,624.12 55,624.12 CAMIRE JARED SR BLDG CUST 06/17/ 2022 1 0.50 1,040.83 27,127.02 2 6/17/ 2024 1,106.2 7 50 2.0 27,127.02 27,127.02 27,127.02 48,269.52 1.50 82,751.14 82,751.14 82,751.14 82,751.14 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount 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 SCHAEJBE MARY Rec Budget 16501-5111 RECEPTIONIST 0.11 3,944.04 COA Budget 15411-5111 0.89 31,910.84 MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER 0.67 45,916.91 Rec Budget 16501-5111 0.33 22,615.79 CROUNSE MICHAEL Signature Parks Various CIP SIGNATURE PARKS MANAGER 0.85 73,695.00 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 726 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16502 Recreation-Expenses 5211 Electricity Utility costs for all meters associated with Park and Rec land 59,000 67,000 67,000 67,000 5211 Electricity Total 59,000 67,000 67,000 67,000 5217 Gas/Oil Heat Mack Park Garage / Park Houses for oil delivery if vacant, yearly maintenance 3,500 0 0 0 Mack Park Garage / Park Houses for oil delivery if vacant, yearly maintenance on furnaces 0 4,500 4,500 4,500 5217 Gas/Oil Heat Total 3,500 4,500 4,500 4,500 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. 30,000 30,000 30,000 30,000 5249 Park & Ground Maint Total 30,000 30,000 30,000 30,000 5251 Utility Serv Rep & M Service Repairs, Alarms Repairs 600 600 [PHONE REDACTED] Utility Serv Rep & M Total 600 600 [PHONE REDACTED] Contracted Services Alarm Company Park property 0 600 600 600 Comcast for Forest River Pool Site 0 3,000 3,000 3,000 Conway Office copier billing 0 3,000 3,000 3,000 Pool Opening Costs 0 20,600 20,600 20,600 Porto potty rentals 800 850 850 850 Save-A-Tree 0 2,800 2,800 2,800 YMCA - Beach staffing 42,000 42,000 42,000 42,000 YMCA - Out of Contract Season Weekend Services (June Weekends) 0 4,200 4,200 4,200 YMCA - Pool Program Servcies 181,000 192,149 192,149 192,149 5320 Contracted Services Total 223,800 269,199 269,199 269,199 5341 Telephone All Park & Rec Telephone Lines, Parks, Pool, Garage, Kernwood Credit Card lines & Faxes 3,500 4,500 4,500 4,500 5341 Telephone Total 3,500 4,500 4,500 4,500 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 727 5352 Pool Maintenance Building Repair/Maintenance 3,000 3,000 3,000 3,000 Comcast 1,000 3,000 3,000 3,000 CPO 400 400 400 400 Estimated Chemical Cost / Misc supplies 22,000 0 0 0 Estimated Chemical Cost / Misc supplies for Pool and splash pad 0 39,000 39,000 39,000 Plumbing spring set up / winterization 0 10,000 10,000 10,000 Professional Cleaning Bathroom and showers once a month, cleaning, stock, supplies 14,000 14,000 14,000 14,000 Software program for splash pad 0 1,200 1,200 1,200 Weston and Samson 5,000 0 0 0 Weston and Samson / Garinos Pools 0 10,000 8,500 8,500 5352 Pool Maintenance Total 45,400 80,600 79,100 79,100 5381 Printing And Binding Letterhead, Envelopes, Brochures, Park Stickers, etc... 1,800 1,800 1,800 1,800 5381 Printing And Binding Total 1,800 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 Purchasing American Flags for Parks 0 5,000 5,000 5,000 5588 Recreational Supplie Total 12,000 17,000 17,000 17,000 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 1,200 1,200 1,200 5730 Dues And Sub Total 1,850 1,850 1,850 1,850 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 728 5846 Renovation & Repairs Hardware Supplies & Equipment, Plumbing, Electrical, etc.. Needed for upkeep of all Parks Buildings, houses, Garages, Kernwood Marina, Willows Cottages, etc. Renovations of all parks 9,000 9,000 9,000 9,000 Updates, Upgrades, Emergency repairs to the Park rental houses 5,000 5,000 5,000 5,000 5846 Renovation & Repairs Total 14,000 14,000 14,000 14,000 16502 Recreation-Expenses Total 401,150 496,749 495,249 495,249 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 729 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 Change gas golf fleet over to electric. Spring 2024 Install charging stations for electric golf carts. Estimate cost $150,000, By Spring 2024. Complete 2nd phase of cart path installation. Estimate cost $652,000. Includes 3 brook crossings and extensive drainage installation. Finish in house new cart path preparations: Tree/brush clearing and irriga- tion updates at holes 3, 4, 5, 6 and 7. By the fall of 2023. Finish installation of new back tee on the 9th hole. By the summer of 2023. Seed and grow in construction areas from the 1st phase cart path project. Spring of 2023. Replace granite tee marker at 9. By fall of 2023. Install new brook crossing bridges at the 6th fairway. Spring of 2023. Pressure wash and stain the clubhouse. Estimated cost $50,000, by the fall of 2023. Have the clubhouse roof replaced. Estimated cost $150,000, by end of 2024. Replace greens mower. Cost $59,439, by spring 2024. How FY 2024 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 2024 No significant staffing changes. Recent Accomplishments Renovated bunker at the left of 4 green back to its original size. Installed drainage to the right of 5 green. 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 3 Ice Shield greens covers. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 730 Purchased a new Fairway mower to replace old worn-out unit. Purchased a new tractor with loader/backhoe attachments. Continued to work with the community with our entry in the Halloween parade. Invited more family, women and junior oriented groups through fees and specials. Increased available merchandise in the pro shop for better customer ser- vice and increased revenue. Completed 1st phase of cart path installations. Including in house projects tied to the cart path installations: Irrigation updates at clubhouse, 1st tee, 2nd tee, 5th green, 7th fairway, 8th ladies’ tee. Tree/brush clearing at the 1st tee, 2nd/9th tees, 5th fairway/green, 6th fairway/green and 9th fairway. Expanded the back of the 5th green. Expanded and renovated 2nd tee area. Continued building a new forward 2nd tee. Constructed a new back tee on hole 9. Shaped road and berm at 6th green/7th tee for creating a future path up to a back 7th tee. Prepped green surrounds for sod around the 5th & 6th. Extended drainage at 7th fairway and 8th tee ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 731 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Season passes sold 105 137 169 160 170 Rounds played daily fee 21,713 36,092 29,538 30,000 31,000 Rounds played season pass holders 5,553 7,583 9,065 9,500 9,500 Total Rounds played 27,266 41,979 38,603 39,500 40,500 Cart Income $130,118 $246,755 $209,268 $215,000 $225,000 Pro Shop Sales $15,159 $28,294 $26,194 $28,000 $29,000 Gift Certificates $5,051 $7,615 $10,334 $10,000 $10,000 Total Revenue $574,704 $1,041,979 $864,804 $925,000 $950,000 Contracted Services 9.50% Electricity 3.24% Equipment 1.82% Groundskeeping Suppl 8.50% Renovation & Repairs 1.52% Rental & Lease 7.20% Salaries-Full Time 32.69% Seasonal Labor 26.38% Souvenirs 3.04% Other 6.10% ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 732 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Golf Course - Personnel 16511 5111 Salaries-Full Time 181,097 144,938 205,481 205,481 214,981 214,981 214,981 9,500 4.62 16511 5118 Seasonal Labor 133,314 149,981 167,040 167,040 173,521 173,521 173,521 6,481 3.88 16511 5131 Overtime (General) 9,174 6,494 6,000 6,000 6,000 6,000 6,000 0 0.00 323,585 301,414 378,521 378,521 394,502 394,502 394,502 15,981 4.22 Golf Course - Expenditures 16512 5211 Electricity 18,530 13,786 21,300 22,300 21,300 21,300 21,300 0 0.00 16512 5217 Gas/Oil Heat 5,131 7,400 8,700 10,018 9,400 9,400 9,400 700 8.05 16512 5270 Rental & Lease 27,723 33,294 40,350 39,107 47,362 47,362 47,362 7,012 17.38 16512 5320 Contracted Services 50,609 47,710 54,078 62,132 62,495 62,495 62,495 8,417 15.56 16512 5341 Telephone 3,497 5,299 5,100 5,397 5,100 5,100 5,100 0 0.00 16512 5354 Irrigation System Ma 5,819 3,740 7,200 9,277 7,200 7,200 7,200 0 0.00 16512 5421 Office Supplies (Gen 2,797 2,414 3,000 3,578 3,000 3,000 3,000 0 0.00 16512 5431 Bldg Rep/Maint Suppl 4,500 6,345 4,700 5,299 5,600 5,600 5,600 900 19.15 16512 5461 Groundskeeping Suppl 41,032 49,555 51,135 53,509 55,935 55,935 55,935 4,800 9.39 16512 5581 Souvenirs/Merchandise 16,607 22,441 20,000 23,038 20,000 20,000 20,000 0 0.00 16512 5710 In State Travel/Meetings 255 0 900 391 900 900 900 0 0.00 16512 5730 Dues And Sub 744 855 1,100 1,100 1,728 1,728 1,728 628 57.09 16512 5791 Uniforms 0 0 0 0 1,200 1,200 1,200 1,200 0.00 16512 5846 Renovation & Repairs 9,281 12,365 10,000 11,498 10,000 10,000 10,000 0 0.00 16512 5860 Equipment 20,337 16,103 12,000 20,465 12,000 12,000 12,000 0 0.00 206,861 221,307 239,563 267,110 263,220 263,220 263,220 23,657 9.88 Department Total 530,446 522,720 618,084 645,631 657,722 657,722 657,722 39,638 6.41 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 733 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CANDELARIA JOSEPH FACILITIES MANAGER 10,320.46 201.67 0.15 1 15% 10,641 10,641 10,641 LEVER PAUL GOLF COURSE SUPT 04301983 81,300.40 1,588.63 1.00 1 100% 82,609 82,609 82,609 AFSCME 113,860.18 2.00 Total AFSCME 1818 121,731 121,731 121,731 16511-5111 205,481.04 3.15 Total Full Time 214,981 214,981 214,981 PT Mechanic 19 46 - - - 16511-5113 - - Total Part- Time - - - LABORERS 47,775.00 50,960.00 P 91 35 50,960 50,960 50,960 LABORERS 19,200.00 20,480.00 P 32 40 20,480 20,480 20,480 CARTS 17,640.00 17,640.00 P 42 28 17,640 17,640 17,640 STARTER 35,805.00 35,805.00 P 77 31 35,805 35,805 35,805 CASHIER 30,240.00 32,256.00 P 63 32 32,256 32,256 32,256 RANGER 16,380.00 16,380.00 P 42 26 16,380 16,380 16,380 16511-5118 167,040.00 173,521.00 Total Seasonal 173,521 173,521 173,521 OVERTIME 6,000.00 6,000.00 6,000 6,000 6,000 16511-5131 6,000.00 Total Overtime 6,000 6,000 6,000 378,521.04 3.15 Department Total 394,502 394,502 394,502 General Fund FTE Full-Time Equivalent Employees: FY2022 3.15 FY2023 3.15 FY2024 3.15 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 734 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New GALLAGHER MICHAEL Sr Pesticide/ Groundskeeper 4/17/07 1 57,029.54 1.00 1,170.79 60,881.08 3 60,881.08 60,881.08 60,881.08 VACANT Mechanic 56,830.64 1.00 1,170.20 60,850.40 60,850.40 60,850.40 60,850.40 113,860.18 2.00 60,881.08 121,731.48 121,731.48 121,731.48 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 735 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16512 Golf Course-Expenses 5211 Electricity Golf Course, Clubhouse, workshop, Garage, pumphouse 0 21,300 21,300 21,300 Golf Course, Willson Street Lights around Rotary and up the Hill, Clubhouse, workshop & Garage 21,300 0 0 0 5211 Electricity Total 21,300 21,300 21,300 21,300 5217 Gas/Oil Heat Heating Oil for Maintenance Building 1000 gal/year 3,000 4,400 4,400 4,400 Natural Gas for Club House 0 5,000 5,000 5,000 Natural Gas for Club House Heat 5,700 0 0 0 5217 Gas/Oil Heat Total 8,700 9,400 9,400 9,400 5270 Rental & Lease Compressor Rental for blowing out irrigation System 350 0 0 0 Golf Cars Lease Contract 38,500 46,162 46,162 46,162 Maintenance/Repairs for Leased Golf Carts 1,500 0 0 0 Middlesex Gases, Gas cylinder rental 0 600 600 600 Porta Potty Rental 0 150 150 150 Rent All- Compressor Rental for blowing out irrigation System 0 450 [PHONE REDACTED] Rental & Lease Total 40,350 47,362 47,362 47,362 5320 Contracted Services Bathroom Cleaning Services 0 12,200 12,200 12,200 Contracted Services 54,078 0 0 0 Fire Extinguisher Service 0 250 250 250 Golf Cart Contract Service 0 4,000 4,000 4,000 Instant Alarm Contract 0 3,302 3,302 3,302 MyRec.com Software 0 1,121 1,121 1,121 Portable Toilet Service 0 2,300 2,300 2,300 POS Register Service 0 1,800 1,800 1,800 Proshop Manager Contract 0 36,882 36,882 36,882 Yearly Heating/AC unit Service 0 640 [PHONE REDACTED] Contracted Services Total 54,078 62,495 62,495 62,495 5341 Telephone Phone/Internet,/TV- Clubhouse, Register, Computers, Maintenance Bldg 5,100 5,100 5,100 5,100 5341 Telephone Total 5,100 5,100 5,100 5,100 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 736 5354 Irrigation System Ma Irrigation Parts, PVC, Sprinker heads, wiring, valves, electronics. 7,200 7,200 7,200 7,200 5354 Irrigation System Ma Total 7,200 7,200 7,200 7,200 5421 Office Supplies (Gen Copier Paper, Printing of Tickets, Paper, Pens, Toner Cartridges, Register Tape, membership Cert. WB Mason 2,180 3,000 3,000 3,000 My Rec.com Software $67.83/month 820 0 0 0 5421 Office Supplies (Gen Total 3,000 3,000 3,000 3,000 5431 Bldg Rep/Maint Suppl Bathroom and water cooler supplies 0 3,500 3,500 3,500 Building Maintenance 0 2,100 2,100 2,100 Fire Extinguisher Service 200 0 0 0 General upkeep for Clubhouse, Workshop, and Garages repaired and maintained 4,500 0 0 0 5431 Bldg Rep/Maint Suppl Total 4,700 5,600 5,600 5,600 5461 Groundskeeping Suppl Bunker Sand 2 Tractor trailer loads 2,600 0 0 0 Bunker Sand, 2 Tractor trailer loads 0 2,900 2,900 2,900 Greens topdressing sand, Tee Divot mix, Black Sand, Loam 6,500 7,000 7,000 7,000 Groundskeeping Supplies- Pesticides, fertilizer, grass seed. Pesticides- $25,000 Fertilizer- $15,000 Seed- $4000 42,035 46,035 46,035 46,035 5461 Groundskeeping Suppl Total 51,135 55,935 55,935 55,935 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 20,000 0 0 0 ProShop Merchandise for resale. 0 20,000 20,000 20,000 5581 Souvenirs/Merchandise Total 20,000 20,000 20,000 20,000 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 737 5710 In State Travel/Meetings Reimbursement of superintendents private vehicle use. Seminar reimbursement. 900 0 0 0 Reimbursement of superintendents private vehicle use. Seminar reimbursements. 0 900 [PHONE REDACTED] In State Travel/Meetings Total 900 900 [PHONE REDACTED] Dues And Sub Licenses & Dues Pesticide License $153.52 GCSAA Dues $430 GCSANE Dues $205 Hoisting License $250 1,100 0 0 0 Licenses & Dues Pesticide License $153.52 x 3= $462 GCSAA Dues $430 GCSANE Dues $236 Hoisting Licenses $300 0 1,728 1,728 1,728 5730 Dues And Sub Total 1,100 1,728 1,728 1,728 5791 Uniforms Per union contract 0 1,200 1,200 1,200 5791 Uniforms Total 0 1,200 1,200 1,200 5846 Renovation & Repairs Equipment parts/repairs. Equipment/vehicle repairs, parts, tools. 0 10,000 10,000 10,000 Maintenance of all Golf Course Equipment - Equipment Repair/service Parts, vehicle repairs, hardware, tools. 10,000 0 0 0 5846 Renovation & Repairs Total 10,000 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 239,563 263,220 263,220 263,220 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 738 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 Continue development and streamlining of online ticketing and timed tour admission to manage the even larger crowds expected for the upcoming season. Continue schedule of repairs by addressing all necessary clapboard repair for West side of house, as well as further interior window and plaster resto- ration. Continue development and phased installation of AR interactive elements to the tour, enhancing visitor experience. How FY 2024 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 2024 Increased budget requests for increased hourly salaries hiring and support Recent Accomplishments Record breaking attendance and revenue, with over $617,000 in revenue and over 57,000 visitors. Continued hosting lectures, special exhibits, and educational program- ming. Continued relationship building with local creatives, featuring local art in the gift shop. Continued schedule of repairs and maintenance to the house and grounds by having all clapboards on East exterior walls repaired and painted. Gift shop window frame and floor repaired. Plastering repaired in interpreted rooms. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 739 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Revenues 211,672.65 200,000 473,468.25 440,051.18 550,000 Visitation 23,519 22,000 52,607 48,894 Advertising 3.24% Building Maintenance 1.54% Contracted Services 6.44% Office Supplies (Gen 2.62% Salaries-Full Time 25.18% Seasonal Labor 41.83% Souvenirs 13.88% Other 5.27% ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 740 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Witch House - Personnel 16521 5111 Salaries-Full Time 62,894 69,375 81,304 81,304 81,625 81,625 81,625 321 0.39 16521 5118 Seasonal Labor 103,713 93,519 100,018 100,018 135,616 135,616 135,616 35,598 35.59 166,606 162,895 181,322 181,322 217,241 217,241 217,241 35,919 19.81 Witch House - Expenditures 16522 5211 Electricity 3,156 4,011 4,300 4,505 4,300 4,300 4,300 0 0.00 16522 5215 Natural Gas 1,189 1,322 2,100 2,100 3,100 3,100 3,100 1,000 47.62 16522 5241 Building Maintenance 4,588 5,000 5,000 6,000 5,000 5,000 5,000 0 0.00 16522 5306 Advertising 4,375 10,432 10,500 10,500 10,500 10,500 10,500 0 0.00 16522 5320 Contracted Services 16,633 18,310 20,880 46,620 20,880 20,880 20,880 0 0.00 16522 5341 Telephone 4,140 4,961 4,400 5,030 4,400 4,400 4,400 0 0.00 16522 5381 Printing And Binding 0 1,640 2,000 2,360 2,300 2,300 2,300 300 15.00 16522 5421 Office Supplies (Gen 8,208 7,008 8,500 8,572 8,500 8,500 8,500 0 0.00 16522 5581 Souvenirs 27,046 26,736 35,000 36,424 45,000 45,000 45,000 10,000 28.57 16522 5846 Renovation & Repairs 0 0 3,000 3,000 3,000 3,000 3,000 0 0.00 69,335 79,419 95,680 125,111 106,980 106,980 106,980 11,300 11.81 Department Total 235,942 242,314 277,002 306,433 324,221 324,221 324,221 47,219 17.05 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 741 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 PETERSON ELIZABETH WITCH HOUSE MANAGER 7/6/12 34,443.88 1,375.49 0.50 1 100% 34,444 34,444 34,444 CANDELARIA JOSEPH FACILITIES MANAGER 3/21/2017 10,320.46 201.67 0.15 1 15% 10,641 10,641 10,641 O’DONALD FARIBA ADMINISTRATIVE SUPPORT 36,540.00 1.00 1 100% 36,540 36,540 36,540 16521-5111 81,304.34 1.65 Total Full Time 81,625 81,625 81,625 Admin Support - - - Guest Services In- Season (Mar-Nov)(7) 69,504.00 17.00 P 160.00 36 weeks 97,920 97,920 97,920 Guest Services Off- Season 5,120.00 17.00 P 40.00 16 weeks 10,880 10,880 10,880 Shift Supervisor 21,297.60 18.00 P 24.00 52 weeks 22,464 22,464 22,464 Weekend Visitor services (Sept/Oct) 4,096.00 17.00 P 32.00 8 weeks 4,352 4,352 4,352 16521-5118 100,017.60 Total Seasonal 135,616 135,616 135,616 181,321.94 1.65 Department Total 217,241 217,241 217,241 General Fund FTE Full-Time Equivalent Employees: FY2022 1.15 FY2023 1.65 FY2024 1.65 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 742 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16522 Witch House-Expenses 5211 Electricity National Grid Electric 4,300 4,300 4,300 4,300 5211 Electricity Total 4,300 4,300 4,300 4,300 5215 Natural Gas All Energy - Gas supplier 2,100 3,100 3,100 3,100 5215 Natural Gas Total 2,100 3,100 3,100 3,100 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 4,400 4,400 4,400 4,400 5341 Telephone Total 4,400 4,400 4,400 4,400 5381 Printing And Binding Promotional materials 2,000 2,300 2,300 2,300 5381 Printing And Binding Total 2,000 2,300 2,300 2,300 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 35,000 45,000 45,000 45,000 5581 Souvenirs Total 35,000 45,000 45,000 45,000 5846 Renovation & Repairs Witch House sign replacement 3,000 3,000 3,000 3,000 5846 Renovation & Repairs Total 3,000 3,000 3,000 3,000 16522 Witch House-Expenses Total 95,680 106,980 106,980 106,980 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 743 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 2024 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 2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 744 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Pioneer Village - Expenditures 16532 5211 Electricity 276 540 800 800 800 800 800 0 0.00 16532 5241 Building Maintenance 2,422 2,501 3,500 4,153 3,500 3,500 3,500 0 0.00 16532 5306 Advertising 3,045 3,000 3,000 3,000 3,000 3,000 3,000 0 0.00 16532 5320 Contracted Services 11,044 8,333 17,900 19,432 17,900 17,900 17,900 0 0.00 16532 5381 Printing And Binding 700 0 1,700 3,400 1,700 1,700 1,700 0 0.00 17,487 14,374 26,900 30,784 26,900 26,900 26,900 0 0.00 Department Total 17,487 14,374 26,900 30,784 26,900 26,900 26,900 0 0.00 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 745 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16532 Pioneer Village-Expenses 5211 Electricity National Grid Electric. Increased usage and rates. 800 800 [PHONE REDACTED] Electricity Total 800 800 [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 Programming and Events 9,900 9,900 9,900 9,900 Souvenirs 5,000 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. 3,000 3,000 3,000 3,000 5320 Contracted Services Total 17,900 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 26,900 26,900 26,900 26,900 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 746 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 established good relationship with Sail Salem. Continue to foster good relationships with Salem Cub Scout Packs and Salem Boy Scout Troops as they prepare for future community service proj- ects at Winter Island Park. To apply stain/wood preservative to the interior roof of the outdoor Pavil- ion. The goal to complete objective is within 10 months. To purchase building materials to repair existing racks and to build one new additional seasonal storage racks for the Dinghy/Kayak Rack Program. Project completion date within 6 months. To purchase and install a storm door to the Office/Store within the next 10 months. To remove the remaining pre-existing concrete deck foundation located alongside the old seaplane hangar and resurface the area with asphalt. Goal to complete objective is August 2023. Replace steel door on the gatehouse at the entrance to Winter Island Park within the next 10 months. To receive and install a new ADA compliant, inclusive playground, in the Fall 2023. Remove existing and purchase and install a new energy efficient Hot Dawg replacement heater inside the Office/Store in the Fall 2023. To upgrade the water and sewerage system located behind the bathhouse. Goal to complete objective is July / August 2023. Continue addressing Salem ADA Transition Plan with the end goal being full compliance within 12 months. To remove and replace roof on wooden gazebo which overlooks waterfront adjacent to main parking lot, in the Fall 2023. Conduct feasibility study and research practicality of building a new gazebo at the end of sidewalk leading to Waikiki Beach. Goal to complete study / research objective, within 10 months. Purchase and mount large screen Smart TV on the wall in the Function Hall and make it available for meetings and events. Goal to complete objective July / August 2023. Purchase eight 60” round commercialite tables for set-up of functions and events. Goal to complete objective July / August 2023. Purchase 3 new pedestal grills and install them on select tent sites that have grills that need replacing. Goal to complete objective is within the next 10 months. Purchase steel frames and lumber to construct 6 traditional picnic tables for camping sites. Goal to complete objective is within next 10 months. Remove, replace and paint wood trim around the Function Hall windows and doors. Goal to objective is Fall 2023. Purchase and replace hot water heater in the bathhouse. Goal to objective is July / August 2023. Repair or replace the damaged overhead door in the garage. Goal to objec- tive is within the next 10 months. Purchase and install 3 outdoor rated ceiling fans in the outdoor Pavilion. Goal to objective is within the next 10 months. Significant Budget & Staffing Changes For FY 2024 No Significant Budget or Staffing Changes anticipated for FY 2024. Recent Accomplishments Worked in collaboration with Sail Salem program for children and adults. Sold a total of 2,364 Salem Resident vehicle stickers and 37 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, 2022. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 747 Rented the Function Hall and outdoor Pavilion a total of 108 and 67 times respectively for special functions and events. Continued good relationships with the Salem Cub Scout Packs and Salem Boy Scout Troops as they completed community service projects at Winter Island Park. Continued efforts in collaboration with Volunteers mitigating invasive spe- cies at Winter Island Park. Maintained bi-weekly commercial beach raking on Waikiki Beach between Memorial Day and Labor Day. Publicly promoted our beach wheelchair, available for loan at no charge, making it possible for any person with a mobility impairment to visit – and enjoy – Waikiki Beach. Purchased eight 60” round and eight 30” x 96” rectangle commercialite tables for set-up of functions and events. Removed 7 stumps and visible surface roots and backfilled holes with loam. Completed multiple repairs to 2015 Ford F-350 truck #83 including com- plete front end rebuild and repairs of heating and a/c system. Removed and replaced lightning struck damaged keypad, wiring leads, driveway probe, transformers and LIFTMASTER receiver to the gate at entrance to Winter Island Park. Installed 5 recycled plastic memorial benches purchased through the P&R Bench Donation program. Refurbished and re-programmed six HT1000 portable radios for emer- gency and routine communication among Winter Island Park staff. Purchased 20 round black plastic lids for trash drums dispersed throughout the park / campground. Purchased 12 new steel trash drums. One porta-potty (handicapped model) made available during the ’off-sea- son’ (November through April) for Winter Island Park visitors and guests. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 748 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Revenue at Winter Island $206,245 $348,210 $381,611 $350,000 $375,000 Rentals 95 29 108 175 165 Electricity 11.31% Equipment 3.56% Gas/Oil Heat 3.88% Ground Maintenance 2.26% Renovation & Repairs 2.26% Salaries-Full Time 21.38% Seasonal Labor 50.26% Telephone 2.75% Other 2.34% ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 749 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Winter Island - Personnel 16991 5111 Salaries-Full Time 61,543 63,838 65,097 65,097 66,145 66,145 66,145 1,048 1.61 16991 5118 Seasonal Labor 124,705 130,946 147,336 147,336 155,503 155,503 155,503 8,167 5.54 186,248 194,784 212,433 212,433 221,647 221,648 221,648 9,215 4.34 Winter Island - Expenditures 16992 5211 Electricity 21,764 27,375 33,000 33,000 35,000 35,000 35,000 2,000 6.06 16992 5217 Gas/Oil Heat 5,926 8,293 11,000 11,000 12,000 12,000 12,000 1,000 9.09 16992 5249 Ground Maintenance 5,991 5,764 7,000 9,259 7,000 7,000 7,000 0 0.00 16992 5306 Advertising 495 0 500 500 500 500 500 0 0.00 16992 5320 Contracted Services 1,839 1,800 2,500 2,500 2,500 2,500 2,500 0 0.00 16992 5341 Telephone 4,991 5,412 8,500 9,307 8,500 8,500 8,500 0 0.00 16992 5381 Printing And Binding 1,399 834 1,525 1,525 2,000 2,000 2,000 475 31.15 16992 5421 Office Supplies (Gen 1,364 1,048 1,600 2,138 2,000 2,000 2,000 400 25.00 16992 5730 Dues And Sub 0 0 225 225 225 225 225 0 0.00 16992 5846 Renovation & Repairs 4,306 2,765 7,000 9,366 7,000 7,000 7,000 0 0.00 16992 5860 Equipment 6,935 10,829 11,000 9,812 11,000 11,000 11,000 0 0.00 55,011 64,121 83,850 88,632 87,725 87,725 87,725 3,875 4.62 Department Total 241,259 258,904 296,283 301,065 309,372 309,373 309,373 13,090 4.42 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 750 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 GILBERT DAVID MANAGER 3/14/11 65,097.05 1,272.01 P 1.00 100% 66,145 66,145 66,145 16991-5111 65,097.05 1.00 Total Full Time 66,145 66,145 66,145 Hours Weeks GATEKEEPERS 40,510.50 15.00 P 113 24 42,545 42,545 42,545 OFFICE/STORE 27,835.50 P 77 25 29,279 29,279 29,279 ASSISTANT MANAGER 18,090.00 16.75 P 40 27 18,330 18,330 18,330 MAINTENANCE 41,934.00 15.00 P 116 25 44,109 44,109 44,109 HEAD MAINTENANCE 3,216.00 16.75 P 20 16 5,280 5,280 5,280 OFFICE MANAGER & Weekends 15,750.00 15.75 P 40 25 15,960 15,960 15,960 16991-5118 147,336.00 Total Seasonal 155,503 155,503 155,503 212,433.05 1.00 Department Total 221,647 221,647 221,647 General Fund FTE Full-Time Equivalent Employees: FY2022 1.00 FY2023 1.00 FY2024 1.00 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 751 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 33,000 35,000 35,000 35,000 5211 Electricity Total 33,000 35,000 35,000 35,000 5217 Gas/Oil Heat Propane Gas for Office/Store and Function Hall 11,000 12,000 12,000 12,000 5217 Gas/Oil Heat Total 11,000 12,000 12,000 12,000 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 8,500 8,500 8,500 8,500 5341 Telephone Total 8,500 8,500 8,500 8,500 5381 Printing And Binding Day passes, camping check-in cards/stickers, campground brochures and maps, RV wastewater disposal instructions and tickets 0 2,000 2,000 2,000 Day passes, check in cards/stickers 1,525 0 0 0 5381 Printing And Binding Total 1,525 2,000 2,000 2,000 5421 Office Supplies (Gen General Office Supplies, Ink Cartridges 1,600 0 0 0 General office supplies, ink cartridges, office furniture 0 2,000 2,000 2,000 5421 Office Supplies (Gen Total 1,600 2,000 2,000 2,000 5730 Dues And Sub SALEM CHAMBER OF COMMERCE - SPLIT WITH REC 225 225 [PHONE REDACTED] Dues And Sub Total 225 225 225 225 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 752 5846 Renovation & Repairs Repairs to equipment, camp sites, Function Hall, Office/Store, Hangar, Bathhouse, etc... 7,000 7,000 7,000 7,000 5846 Renovation & Repairs Total 7,000 7,000 7,000 7,000 5860 Equipment Equipment needed for groundskeeping & upkeep of Winter Island Park property including all camp sites, maintenance and upkeep of 2011 Ford F350 pickup truck 11,000 11,000 11,000 11,000 5860 Equipment Total 11,000 11,000 11,000 11,000 16992 Winter Island-Expenses Total 83,850 87,725 87,725 87,725 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 753 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 Improve signage, increase visibility of Welcome Center. Clean all grave markers in the cemetery, removing lichen and increasing legibility of stones. Hire part-time groundskeeper to safely cut grass throughout summer to minimize stone damage. Continue populating stone database with further information, biographi- cal details of those buried in Charter Street cemetery. Continued events, educational programming, etc. Significant Budget & Staffing Changes For FY 2024 Recent Accomplishments Record breaking attendance and revenue, with over 150,000 visitors and over $150,000 in revenue. Created database indexing over 900 stones in the cemetery. Hosted a variety of lectures, both online and in person. Salvaged damage stones in need of repair and stored them safely. Trained staff to clean grave markers. Continued events, programming, etc. ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 754 Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Charter Street - Personnel 16981 5111 Salaries-Full Time 0 0 34,444 34,444 70,480 35,900 35,900 1,456 4.23 16981 5118 Seasonal Labor 0 99,504 103,060 103,060 95,159 112,943 112,943 9,883 9.59 0 99,504 137,504 137,504 165,639 148,843 148,843 11,339 8.25 Charter Street - Expenditures 16982 5306 Advertising 0 2,500 2,500 2,500 2,500 2,500 2,500 0 0.00 16982 5320 Contracted Services 0 3,643 4,700 4,821 14,490 14,490 14,490 9,790 208.30 16982 5421 Office Supplies (Gen 0 997 1,000 1,000 1,000 1,000 1,000 0 0.00 16982 5581 Souvenirs 0 31,661 36,700 39,167 41,700 41,700 41,700 5,000 13.62 0 38,801 44,900 47,488 59,690 59,690 59,690 14,790 32.94 Department Total 0 138,305 182,404 184,992 225,329 208,533 208,533 26,129 14.32 Contracted Services 6.95% Salaries-Full Time 17.22% Seasonal Labor 54.16% Souvenirs 20.00% Other 1.68% ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 755 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 PETERSON ELIZABETH Manager 7/6/12 34,443.88 1,375.49 0.50 1.0 1.0 35,900 35,900 35,900 NEW Administrative Assistant 34,580 - 16981-5111 34,443.88 0.50 Total Full Time 70,480 35,900 35,900 Hours Weeks Guest Services (In Season) 48,384.00 16.00 P 112 27 54,096 54,096 54,096 Guest Services (Off Season) 16,000.00 16.00 40 25 18,000 18,000 18,000 Shift Supervisor 16,796.00 17.00 19 52 18,711 18,711 18,711 Admin Support 17,784.00 18.00 19 52 - 17,784 17,784 Weekend Guest Services (Sept/Oct) 4,096.00 16.00 32 8 4,352 4,352 4,352 16981-5118 103,060.00 Total Seasonal 95,159 112,943 112,943 137,503.88 0.50 Department Total 165,639 148,843 148,843 General Fund FTE Full-Time Equivalent Employees: FY2022 0.00 FY2023 0.50 FY2024 0.50 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Recreation FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 756 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16982 Charter St. Cemetery-Expense 5306 Advertising 2,500 2,500 2,500 2,500 5306 Advertising Total 2,500 2,500 2,500 2,500 5320 Contracted Services Programming POS subscription Advertising 4,700 0 0 0 Programming POS subscription Maintenance Expenses 0 14,490 14,490 14,490 5320 Contracted Services Total 4,700 14,490 14,490 14,490 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 40,000 40,000 40,000 Telephone and Internet 1,700 1,700 1,700 1,700 5581 Souvenirs Total 36,700 41,700 41,700 41,700 16982 Charter St. Cemetery-Expense Total 44,900 59,690 59,690 59,690 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 programs at the Council on Aging that appeal to all interest groups. Objective: Meet with participants to gauge success of programs. Survey other seniors in community to gauge interest areas by October 2023. Goal: Continue to, and expand, the offering of new community partner- ships and services. Objective: Schedule one new offering per quarter (Behavioral Health, Lec- tures, Salem State University Nursing and Occupational Therapy Depart- ments who offer Blood Pressure Screening, Falls Prevention, Reading Nutrition Labels, etc. (at least by September, December, March and June respectively) Goal: Complete the new Community Life Center kitchen by third quarter of FY’24. Objective: Work closely with City departments involved; Building, Health Departments., etc. to gain project momentum by Fall 2023. Continue Nutrition Education through the raised vegetable bed program. Objective: Starting in May 2023, seniors will plant vegetable seeds to be used in cooking demonstrations and healthy snack and recipe giveaways July - September 2023. Goal: Identify resource person to provide Iphone and IPAD assistance for seniors. Objective: Volunteer(s) will offer weekly technology office hours starting in September. Goal: To increase participation at Memory CafÈ in support of those living with memory loss and their caregivers by mid-FY24. Objective: More widely market the Memory CafÈ with identified workshop topics, resources and speakers starting in August. Goal: To continue to sponsor and grow the caregiver support group. Objective: More widely market the caregiver support group in Salem and neighboring communities by September Goal: Offer quarterly support and peer support groups on a myriad of top- ics; social isolation, spirituality and more. Objective: Work with Northeast Independent Living Center that offers peer support expertise by summer 2023. 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 2024 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 through My Senior Center . Conduct satis- faction surveys and programs to meet needs of the growing senior popula- tion. All COA staff will respond as swiftly as possible to request for services, prioritizing those in most and urgent need but no longer than three busi- ness days. Mayor’s Goal: Look for ways to deliver City services more efficiently and effectively through the use of technology and performance management, including development of Salem 311. 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 Information Technology and volunteers to create access to and training for technology; smartphones, IPADS and other plat- forms. Increase number of those who receive the newsletter elec- tronically by 25% by mid-FY’24. Significant Budget & Staffing Changes For FY 2024 Social Service needs rose dramatically given challenges imposed by the pandemic. The team continues to serve more seniors who are vulnerable and suffering from emotional challenges. The two-year partnership with North ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 758 Shore Community Health ended due to grant funds being utilized as planned. In place of this, we are beginning to collaborate with Northeast Independent Living Center to offer peer led support groups and on a basis. We also host and will continue to partner with Reverend James Ashton who offers a Spirituality Series at the Community Life Center that engages folks to explore, share experiences and challenges no matter their respective spiritual paths. Recent Accomplishments in FY 2023 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 Council on Aging Board are vocal advocates of more subsidized and affordable senior housing as demonstrated in letters of sup- port for newer or recent housing plans in Salem and meetings with Beacon Communities and the Lee Fort Terrace project. The Friends of the COA continued to support programs through the Annual Appeal to help offset costs of instructors and program fees for seniors. A fundraising Luau took place in June of 2022 at Winter Island. The Friends also sponsored 250 Thanksgiving meals and 250 Easter dinners for home- bound and isolated seniors. In the summer of 2023, they sponsored a bar- beque for the 4 th of July celebration. All programs resumed inside the Community Life Center after the height of the pandemic but we continue to socially distance participants in exercise classes and encourage van riders to wear masks due to close proximity. Transportation, Social Service, Dining Services and Programs are ever robust, some programs with wait lists. Social Services continued to be part of North Shore React and collaborated with the Community Impact Unit on shared cases of concern for elders at risk. Continue to collaborate 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. Holiday events returned with 100+ seniors at each celebration. The Salem Pantry started coming to our site once a month in October of 2022 to offer surplus food to seniors and others. We still work with Farm Direct Co-Op for distribution of their surplus organic produce in season. The COA offered a shuttle to the City’s Farmer’s Market in the summer of 2022. The Social Service team helped to coordinate AARP’s Tax-Aide program, a free service to area seniors. On average, 30-35 seniors joined us each day at the center for congregate meals with increased participation for our Brunch and a Movie offering. 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. As in each year, approximately 2000-2500 seniors received counseling and support services for such topics as health and insurance benefits including Medicare, housing, surplus food distributions to prevent food insecurity and more. Council on Aging staff members sat on several Salem for All Ages subcom- mittees. The R U OK? wellness check program continued in collaboration with the Salem Police Department. Transportation offered approximately 1200 one-way rides per month to Salem seniors and those living with a disability to medical appointments, grocery shopping and other destinations including the North Shore Mall and Trader Joe’s. The Council on Aging continues to engage a special projects contractor to spearhead our Memory CafÈ program; a gathering place for those living with memory loss and their caregivers. This began in mid-FY’22 and will be funded into at least the first half of FY’23 from a special grant from the Executive Office of Elder Affairs as we look to additional funding sources to continue and grow this endeavor. ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 759 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Total number of senior citizens served through COA (unduplicated) 2200 2223 2567 2585 2600 Congregate Meals (duplicated) 5600 5800 5830 5844 6000 Social Services (unduplicated/duplicated) 1332/7650 1525/7434 1700/8050 1750/8050 1800/8075 Tax work-off participants (60 maximum allowed) 49 60 42 45 50 Transportation Van rides, point-to-point 1440 1536 13200 13350 13500 Volunteers 110 130 92 97 100 Bldg Rep/Maint Suppl 3.15% Contracted Services 7.25% Food 2.31% Salaries-Full Time 76.44% Salaries-Part Time 6.21% Vehicle Prts & Acces 2.22% Other 2.42% ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 760 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Council On Aging - Personnel 15411 5111 Salaries-Full Time 385,125 438,371 473,056 473,056 518,729 516,790 516,790 43,734 9.24 15411 5113 Salaries-Part Time 23,681 34,407 42,006 42,006 100,111 42,006 42,006 0 0.00 15411 5131 Overtime (General) 0 207 500 500 500 500 500 0 0.00 408,807 472,985 515,562 515,562 619,340 559,296 559,296 43,734 8.48 Council On Aging - Expenditures 15412 5320 Contracted Services 12,352 18,849 47,000 41,995 49,000 49,000 49,000 2,000 4.26 15412 5341 Telephone 0 0 1,100 0 1,100 0 0 (1,100) (100.00) 15412 5351 Recreational Activit 2,650 3,894 4,000 4,800 6,000 6,000 6,000 2,000 50.00 15412 5381 Printing And Binding 239 1,450 1,100 1,100 1,500 1,500 1,500 400 36.36 15412 5421 Office Supplies (Gen 2,419 4,311 4,000 4,800 6,000 4,000 4,000 0 0.00 15412 5431 Bldg Rep/Maint Suppl 11,003 13,514 21,000 21,596 21,300 21,300 21,300 300 1.43 15412 5483 Vehicle Prts & Acces 5,946 9,833 14,000 17,842 18,000 15,000 15,000 1,000 7.14 15412 5491 Food 176 3,339 10,000 16,000 53,600 15,600 15,600 5,600 56.00 15412 5710 In State Travel/Meetings 198 172 1,500 1,500 1,500 1,500 1,500 0 0.00 15412 5730 Dues And Sub 1,325 1,761 1,800 1,800 3,850 2,850 2,850 1,050 58.33 36,309 57,124 105,500 111,433 161,850 116,750 116,750 11,250 10.66 Department Total 445,115 530,109 621,062 626,995 781,190 676,046 676,046 54,984 8.85 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 761 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ARNOLD TERESA COA Director 10/2/2017 84,933.79 1,692.82 1.00 1 100% 88,027 88,027 88,027 BARRETT LYNNE OUTREACH SOCIAL WORKER 3/5/1993 24,979.79 1,162.18 0.42 1 42% 25,631 25,631 25,631 SCHAEJBE MARY RECEPTIONIST 4/24/2023 31,676.28 682.69 0.89 1 89% 31,911 31,911 31,911 DONAHUE ROSANNA ACTIVITIES COORDINATOR 8/19/14 39,280.73 767.55 0.92 1 92% 41,087 40,304 40,304 FELTON SHARON SOCIAL SERVICE COORDINATOR 12181995 63,114.63 1,233.27 1.00 1 100% 64,759 64,759 64,759 OSHEA ANNE TRANSPORTATION COORD 6/15/2017 58,047.51 1,134.26 1.00 1 100% 60,716 59,560 59,560 ROOMEY JOANNE BOARD CLERK 10/19/22 1,200.00 - B 1,200 1,200 1,200 MCCARTHY KATHLEEN PROGRAM MANAGER 6/11/2015 44,533.91 1,305.14 0.67 1 67% 45,917 45,917 45,917 ALYSSA SOCIAL WORKER 8/30/21 42,161.42 844.44 1.00 1 100% 45,202 45,202 45,202 FILLED ANNUAL KAY WALSH - INTERN COA/SOCIAL WORK INTERN 2,500.00 2,500 2,500 2,500 BLUMBERG ERICA DINING SERVICES COORDINATOR 27,865.85 805.04 0.67 1 67% 28,047 28,047 28,047 AFSCME 53,024.24 1.50 Total AFSCME 1818 70,722 70,722 70,722 15411-5111 473,318.14 9.07 Total Full Time 505,719 503,780 503,780 JALBERT ARTHUR P/T VAN DRIVER 283.50 P 18 14,472 - - CARON MARY P/T VAN DRIVER 8,874.00 0.46 16 13,104 8,497 8,497 CARON ANNE P/T VAN DRIVER 14,094.00 4,322.50 P 0.40 14 11,830 11,830 11,830 TACHUK JOHN P/T VAN DRIVER 10/20/14 3,573.80 4,389.00 P 0.13 14 2,166 2,166 2,166 D’EON BRENDA P/T VAN DRIVER/ DISPATCHER 02/22/22 15,464.25 375.25 0.54 19 19,513 19,513 19,513 VACANT PENDING APPROVAL DINING SERVICES ASSISTANT 19,513 - - VACANT PENDING APPROVAL 060 TRANSPORTATION ASSISTANT 19,513 - - 15411-5111 42,006.05 1.53 Total Full Time 100,111 42,006 42,006 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 762 OVERTIME 500.00 500 500 500 15411-5131 500.00 Total Overtime 500 500 500 515,824.19 10.60 Department Total 606,330 546,286 546,286 General Fund FTE Full-Time Equivalent Employees: FY2022 10.93 FY2023 10.23 FY2024 10.60 Variance FY 24 v. FY23 0.37 FTE Full-Time Equivalent Employees: FY2022 10.93 FY2023 10.93 FY2024 13.85 Variance FY 24 v. FY23 2.92 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New FORGIONE CLAUDIA PRINCIPAL CLERK 4/2/ 2012 53,024.40 1.00 1,088.56 56,605.12 3 56,605.12 56,605.12 56,605.12 CAMIRE JARED SR BLDG CUST 06/17/ 2022 1 0.50 520.42 14,116.77 2 6/17/ 2024 1,106.2 7 50 2.0 14,116.77 14,116.77 14,116.77 53,024.40 1.50 70,721.89 70,721.89 70,721.89 70,721.89 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount BLUMBERG ERICA TITLE III C 25763-5111 DINING SERVICES COORD 0.34 14,233.02 COA Budget 15411-5111 0.67 28,047.42 EOEA Formula Grant 24603-5111 JALBERT ARTHUR EOEA Formula Grant 24603-5111 P/T VAN DRIVER 0.34 14,472.00 ANDERSON KEVIN TITLE III B 25753-5113 P/T VAN DRIVER 0.40 11,466.00 CARON MARY EOEA Formula Grant 24603-5113 P/T VAN DRIVER 0.24 4,230.00 LUGO JORGE EOEA Formula Grant 24603-5113 P/T VAN DRIVER 0.51 16,208.10 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 763 TACHUK JOHN CDBG 24613-5113 P/T VAN DRIVER 0.30 13,339.00 COA Budget 15411-5113 0.13 2,105.00 BARRETT LYNNE State Formula 24603-5111 PT SOCIAL WORKER 0.58 35,394.92 COA Budget 15411-5111 0.42 25,630.81 SCHAEJBE MARY Rec Budget 16501-5111 RECEPTIONIST 0.11 3,944.04 COA Budget 15411-5111 0.89 31,910.84 DONAHUE ROSANNA COA Budget 15411-5111 ACTIVITIES COORD 0.92 40,304.16 EOEA State Formula 24603-5111 0.08 3,504.71 MCCARTHY KATHLEEN COA Budget 15411-5111 PROGRAM MANAGER 0.67 45,916.91 Rec Budget 16501-5111 0.33 22,615.79 ANNESSE KELLY EOEA State Formula 24603-5111 0.46 18,000.00 Grants Detail Employee Name Dept/Grant Org/Obj Job Description FTE Amount ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 764 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 15412 Council On Aging-Expenses 5320 Contracted Services Lahey Landscaping contract-CLC 30,000 32,000 32,000 32,000 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 3,000 3,000 3,000 3,000 Wells Fargo Copier Leases 3,000 3,000 3,000 3,000 5320 Contracted Services Total 47,000 49,000 49,000 49,000 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 0 0 5341 Telephone Total 1,100 1,100 0 0 5351 Recreational Activit Guest Lectures, Musical programs, Holiday Bazaar 2,000 0 0 0 Guest Lectures, Musical programs, Holiday events. 0 3,000 3,000 3,000 Recreational activities for Salem Seniors 2,000 3,000 3,000 3,000 5351 Recreational Activit Total 4,000 6,000 6,000 6,000 5381 Printing And Binding Business cards, Board nameplates, stationery and envelope printing 0 400 400 400 Printing of flyers for major events and brochures as needed 800 1,100 1,100 1,100 Stationary and envelopes 300 0 0 0 5381 Printing And Binding Total 1,100 1,500 1,500 1,500 5421 Office Supplies (Gen Misc. office supplies as needed 4,000 6,000 4,000 4,000 5421 Office Supplies (Gen Total 4,000 6,000 4,000 4,000 5431 Bldg Rep/Maint Suppl Misc. building maintenance supplies as needed 6,000 0 0 0 Misc. building maintenance supplies as needed. Costs for custodian’s uniform. 0 6,300 6,300 6,300 service charge for elevator, repairs to elevator, yearly certification 15,000 15,000 15,000 15,000 5431 Bldg Rep/Maint Suppl Total 21,000 21,300 21,300 21,300 5483 Vehicle Prts & Acces parts and general repairs for aging fleet 0 18,000 15,000 15,000 parts for repairing aging vans 14,000 0 0 0 5483 Vehicle Prts & Acces Total 14,000 18,000 15,000 15,000 ---PAGE BREAK--- Departmental Budgets Council on Aging FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 765 5491 Food Food and meals for COA special events as well as grocery items needed. 9,000 0 0 0 Food/refreshments for special events separate from usual kitchen operations. 0 3,600 3,600 3,600 Purchase of food and smaller wares to offer more self-cook offerings as we get closer to and when the new CLC kitchen is expanded. 0 50,000 12,000 12,000 Volunteer Appreciation Celebration 1,000 0 0 0 5491 Food Total 10,000 53,600 15,600 15,600 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 0 0 0 Travel for COA Director, three social workers, Dining Services Coordinator and occasionally other COA staff 0 500 [PHONE REDACTED] In State Travel/Meetings Total 1,500 1,500 1,500 1,500 5730 Dues And Sub Annual membership for Mass Council on Aging Association, Salem News, Beeyonder Travel and Motion Picture Licensing. 0 3,850 2,850 2,850 Annual membership for MCOA 1,800 0 0 0 5730 Dues And Sub Total 1,800 3,850 2,850 2,850 15412 Council On Aging-Expenses Total 105,500 161,850 116,750 116,750 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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. Continue to pursue opportunities to engage with the schools. Evaluate and implement early reading software by August 2023. Upgrade wifi equipment by September 2023. Investigate options and purchase movie showing license for programs by December 2023. Evaluate and implement video game systems for programs by February 2024. Upgrade the seating on the Reference and main floor by May 2024. How FY 2024 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 regionalized service 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. The library offers tours for school groups and classroom regis- tration for library cards. Each year the library organizes an author visit for 4 th Grade students and the 5 th Grade Read program and purchases copies of the books for the classrooms. The Overdrive Connect program allows stu- dents to borrow ebooks and digital audiobooks owned by NOBLE through Sora using their student credentials, at no cost to the schools. 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 2024 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 ($96,551 in FY23), gives Salem residents ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 768 borrowing privileges at area libraries, and allows materials to be borrowed from other libraries and delivered to Salem. There are no staffing level changes for FY24. Recent Accomplishments Introduced innovative programs including Tell Me a Cuento Storytime for ages 18 months to 5 years, Art Start for ages 3-5, Board Game Afternoon, Call of Cthulhu Role Playing Game, Polymer Clay Party, and Bilingual Laun- dromat Storytime. Hosted special events including Meet Derby, the Salem Police Community Resource Dog, Stuffed Animal Sleepover, Earth Works environmental pro- gram, Nailed It Teen Halloween Cupcake Challenge, and a visit from Wild Encounters. Created new interactive play areas for babies and toddlers. Implemented Gateways to Reading program to help connect families with books. Established Pop Up Library visits at the Farmers’ Market and at Old Town Hall. Acquired new Chromebook for patrons to use while visiting the library. Added North Shore Children’s Museum pass, which offers a 50% admission discount for families. Expanded e-book and digital audio collections. Hosted a book group for adults, a family book club, and a book group for older adults in partnership with the Council on Aging. Hosted Salem Lit Fest Children’s Day event in partnership with the Salem Athenaeum featuring Young Vo, Janet Costa Bates, Sorche Fairbank, E.B. Goodale, and Maya Tatsukawa. Created a story walk for families to enjoy at the Ropes Garden. Expanded the Library of Things collection to include a telescope, binocu- lars, and outdoor games including bocce, corn hole, ladder golf, croquet, and badminton. Continued partnerships with Salem For All Ages, Salem United, Salem Lit- erary Festival, CFCE of the North Shore, and the schools. ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 769 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Volumes in Circulation 172,673 161,690 168,637 170,000 172,000 Total Volumes Borrowed 239,099 154,458 235,498 237,000 238,000 Total Electronic Usage 23,749 26,478 34,274 35,000 36,000 Attendance in Library 120,840 7,776 87,353 89,000 90,000 Number of Salem Library Cardholders 21,086 17,006 16,343 17,000 17,200 Number of Reference Questions Asked 35,102 26,760 40,932 41,000 41,500 Number of Programs Held 315 351 272 280 290 Number of Internet Computer Sessions 16,975 N/A 6,448 6,500 6,600 Number of Wireless Sessions 32,938 19,066 58,549 59,000 60,000 Offsite Outreach Programs 37 0 12 24 50 Books-Library 13.06% Building Maintenance 2.35% Dues And Sub 4.13% Electricity 2.80% Salaries-Full Time 56.33% Salaries-Part Time 16.05% Sunday Hours 2.93% Other 2.35% ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 770 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Library - Personnel 16101 5111 Salaries-Full Time 781,374 820,684 833,181 848,832 908,090 905,074 905,074 71,893 8.63 16101 5113 Salaries-Part Time 159,678 197,964 232,226 229,726 257,899 257,899 257,899 25,673 11.05 16101 5115 Sunday Hours 1,013 27,960 40,934 40,934 47,074 47,074 47,074 6,140 15.00 16101 5131 Overtime (General) 3,697 3,364 4,000 4,000 4,000 4,000 4,000 0 0.00 945,762 1,049,972 1,110,342 1,123,493 1,217,063 1,214,047 1,214,047 103,705 9.34 Library - Expenditures 16102 5211 Electricity 28,641 41,756 45,000 45,000 45,000 45,000 45,000 0 0.00 16102 5216 Oil & Gas Heating Fuel 12,401 12,620 14,500 14,840 14,500 14,500 14,500 0 0.00 16102 5241 Building Maintenance 22,522 32,143 37,429 42,510 37,729 37,729 37,729 300 0.80 16102 5317 Educational Training 0 0 1,000 0 1,000 1,000 1,000 0 0.00 16102 5341 Telephone 2,827 2,838 3,380 3,631 3,380 3,380 3,380 0 0.00 16102 5451 Custodial Supplies 6,254 6,637 7,200 7,200 7,400 7,400 7,400 200 2.78 16102 5512 Books & Materials 150,471 199,046 201,934 202,944 209,834 209,834 209,834 7,900 3.91 16102 5516 Microfilm Subscripti 467 487 500 500 500 500 500 0 0.00 16102 5517 Periodicals 2,700 4,866 7,000 5,272 7,000 7,000 7,000 0 0.00 16102 5730 Dues And Sub 53,938 54,436 54,628 54,364 66,361 66,361 66,361 11,733 21.48 280,220 354,827 372,571 376,262 392,704 392,704 392,704 20,133 5.40 Department Total 1,225,982 1,404,799 1,482,913 1,499,755 1,609,767 1,606,751 1,606,751 123,838 8.35 ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 771 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 MANSFIELD TARA Director 9/10/2012 95,537.60 1,998.23 1.00 1 100% 103,908 103,908 103,908 RIORDAN JAMES Assistant Director 06/30/2022 74,119.82 1,448.32 1.00 1 100% 77,836 76,789 76,789 RUSH KRISTIN Spec Library Assistant 1/28/2019 50,958.16 995.73 1.00 1 100% 54,763 52,793 52,793 DRISCOLL TIMOTHY Tech Serv Computer 10/16/17 64,590.71 1,372.70 U 1.00 1 100% 71,380 71,380 71,380 GAUDRAULT SUSAN Dept Head MLS/Tech Serv Catalog 05301989 58,719.78 1,187.55 U 1.00 1 100% 61,753 61,753 61,753 HAMILTON KATHLEEN Staff Librarian II 5/25/2018 45,985.59 930.30 U 1.00 1 100% 48,376 48,376 48,376 HVIDING MARIE Dept Head MLS/ Reference Librarian 8/19/13 58,719.78 1,187.55 U 1.00 1 100% 61,753 61,753 61,753 JONES JESSICA Staff Librarian III MLS 10/23/17 50,406.93 1,019.90 U 1.00 1 100% 53,035 53,035 53,035 KELLEY MARY Staff Librarian I 11/28/18 42,642.18 862.75 U 1.00 1 100% 44,863 44,863 44,863 LORRAIN SIMONE Dept Head MLS/ Children’s Librarian 12/13/10 58,719.78 1,187.55 U 1.00 1 100% 61,753 61,753 61,753 LUCEY-RUANO TERESA Dept Head/ Circulation Librarian 1/22/18 56,509.11 1,143.10 U 1.00 1 100% 59,441 59,441 59,441 WILCOX ANNA Staff Librarian II 5/2/2022 44,651.88 903.00 U 1.00 1 100% 46,956 46,956 46,956 NIEVES SUZANNE Staff Librarian III 09111995 48,196.26 974.75 U 1.00 1 100% 50,687 50,687 50,687 MITCHELL THERESA Staff Librarian I 06/27/2022 41,399.82 837.20 U 1.00 1 100% 43,534 43,534 43,534 SHIFT DIFFERENTIAL SHIFT DIFFERENTIAL - - - - - EDUCATION DIFFERENTIAL MLIS Certification 2,000.00 2,000.00 2,000 2,000 2,000 AFSCME 61,874.23 1.00 Total AFSCME 1818 66,053 66,053 66,053 U=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 16101-5111 855,031.63 15.00 Total Full Time - 5111 908,090 905,074 905,074 CARR JENNIFER Library Assistant II 11/16/15 17,205.12 348.00 U/P 0.46 16.0 18,096 18,096 18,096 EPSTEIN MARIE Library Assistant I 8/22/15 7,742.30 156.64 U/P 0.23 8.0 8,145 8,145 8,145 HEDIO JOSEPH Library Assistant I 1/26/05 17,274.29 349.30 U/P 0.50 17.5 18,164 18,164 18,164 KONTOULAS LAURA Library Assistant I 09/08/2022 16,443.00 332.50 U/P 0.50 17.5 17,290 17,290 17,290 MADHERE NEPHALI Library Assistant I 11/14/2022 3,288.60 66.50 U/P 0.10 3.5 3,458 3,458 3,458 ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 772 MICHELINI CHRISTINE Library Assistant I 8/10/11 2,439.05 49.33 U/P 0.07 2.5 2,565 2,565 2,565 PRESSMAN SHARI Library Assistant I 9/4/07 10,364.57 209.58 U/P 0.30 10.5 10,898 10,898 10,898 SILVERMAN ELLEN Library Assistant I 4/12/2022 7,516.80 152.00 U/P 0.22 8.0 7,904 7,904 7,904 STROM JENNIFER Library Assistant II MLS 10/04/2006 19,326.53 390.88 U/P 0.46 16.0 20,326 20,326 20,326 SZPAK SUSAN Staff Librarian III 08/01/1985 28,917.76 584.85 U/P 0.60 21.0 30,412 30,412 30,412 TRACY NANCY Library Assistant II MLS 3/11/16 13,671.18 276.48 U/P 0.26 9.0 14,377 14,377 14,377 VON JAEGER MADELINE Library Assistant I 11/21/19 15,484.61 313.28 U/P 0.34 16.0 16,291 16,291 16,291 - - - - 16101-5113 159,673.81 Total Union Part Time 167,926 167,926 167,926 AL-FREIHY FATMEH LIBRARY PAGE 7/25/2022 6,264.00 120.00 P 0.22 8.0 6,344 6,344 6,344 FERREIRA EVA LIBRARY PAGE 10/04/17 8,613.00 165.00 P 0.31 11.0 8,723 8,723 8,723 RIEDER TILDA LIBRARY PAGE 10/01/19 6,109.49 114.00 P 0.22 8.0 6,032 6,032 6,032 RUNYAN JENNIFER LIBRARY PAGE 08/11/16 7,830.00 150.00 P 0.28 10.0 7,930 7,930 7,930 FELIZ DEBORAH LIBRARY PAGE 8/30/2021 3,132.00 60.00 P 0.11 4.0 3,172 3,172 3,172 WILSON KYLE LIBRARY PAGE 9/21/2021 4,698.00 90.00 P 0.17 6.0 4,758 4,758 4,758 SWANSON ELIZABETH LIBRARY PAGE 9/26/2022 4,698.00 90.00 P 0.17 6.0 4,758 4,758 4,758 COLE PAIGE Substitute Library Asst. I 06/10/2019 P CUMMINGS DIANA Substitute Library Asst. I 02/24/16 - - P - - - LIMARDO CATHERINE Substitute Library Asst. I 7/01/14 - - P - - - VO DIANE Substitute Library Asst. I 8/31/2009 - - P - - - - AHEARN JAMES JR. BLDG CUSTODIAN 03/15/2018 13,755.74 263.52 P 0.46 16.0 14,560 14,560 14,560 GATES ROBERT JR. BLDG CUSTODIAN 6/27/15 5,315.00 16.97 P 0.02 1.0 936 936 936 HILTUNEN ROBERT JR. BLDG CUSTODIAN 9/19/2022 10,316.81 197.64 P 0.34 12.0 10,920 10,920 10,920 O’BRIEN JAMES JR. BLDG CUSTODIAN 1/21/17 10,316.81 197.64 P 0.34 12.0 10,920 10,920 10,920 SILVA EMMANUEL JR. BLDG CUSTODIAN 12/5/2022 10,316.81 197.64 0.34 12.0 10,920 10,920 10,920 - - - 16101-5113 85,101.66 Total Non Union Part Time 89,973 89,973 89,973 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 773 Sunday Hours 40,934.02 45,027.42 47,074 47,074 47,074 Overtime 4,000.00 4,000.00 4,000 4,000 4,000 U/P=LOCAL LIBRARY STAFF ASSOCIATION, MSLA UNION WAS FORMED AND RATIFIED IN 2019 CERTAIN PART TIME POSITIONS ARE INCLUDED 1,144,741.13 22.01 Department Total 1,217,063 1,214,047 1,214,047 General Fund FTE Full-Time Equivalent Employees: FY2022 20.76 FY2023 22.01 FY2024 22.01 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New BRENNAN ARTHUR LIBRARY CUSTODIAN 9/15/14 1 61,874.23 1.00 1,270.25 66,053.00 2 7/3/ 2021 1,162.1 0 0.0 52.1 66,053.00 66,053.00 66,053.00 61,874.23 1.00 66,053.00 66,053.00 66,053.00 66,053.00 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 774 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 16102 Library-Expenses 5211 Electricity National Grid, Constellation 45,000 45,000 45,000 45,000 5211 Electricity Total 45,000 45,000 45,000 45,000 5216 Oil & Gas Heating Fuel National Grid, UGI 14,500 14,500 14,500 14,500 5216 Oil & Gas Heating Fuel Total 14,500 14,500 14,500 14,500 5241 Building Maintenance 3Phase Elevator maintenance fees, inspection fees, repairs, etc.) 0 5,980 5,980 5,980 A-1 Exterminators ($132 per month, maintenance etc.) 1,584 1,584 1,584 1,584 ATCO (HVAC maintenance) *required for warranty 9,500 9,800 9,800 9,800 Bibliotheca software (library theft detection system and occupancy counters) 625 625 625 625 Carpet Cleaning (MLSA Union Contract and required for warranty) 4,300 4,300 4,300 4,300 Citron (OSHA disposal services) 0 1,255 1,255 1,255 Cunningham Security (yearly monitoring, maintenance) 1,600 1,600 1,600 1,600 Embree Elevator maintenance fees, inspection fees, repairs, etc.) 5,980 0 0 0 General Repairs 6,000 6,000 6,000 6,000 Hiller Companies (fire sprinkler system) & Talbot electric 3,935 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 0 0 0 5241 Building Maintenance Total 37,429 37,729 37,729 37,729 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] $99.00 x 12 mos, 744-3931/744-9667 80 per mo x 12 mos 2,148 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 3,380 3,380 3,380 3,380 5451 Custodial Supplies General Custodial supplies (Staples, Home Depot, Winer Bros., etc.) 7,200 7,400 7,400 7,400 5451 Custodial Supplies Total 7,200 7,400 7,400 7,400 ---PAGE BREAK--- Departmental Budgets Library FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 775 5512 Books & Materials Amazon, Baker & Taylor, Ingram, e-books, databases 201,934 201,934 201,934 201,934 Museum Passes 0 4,700 4,700 4,700 Program Supplies 0 3,200 3,200 3,200 5512 Books & Materials Total 201,934 209,834 209,834 209,834 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 Copier Lease and Office Supplies 0 11,000 11,000 11,000 NOBLE (bid) - North of Boston Library Exchange consortium of 17 public libraries, 7 colleges, 1 private high school library, and 1 special library. 0 54,821 54,821 54,821 NOBLE (bid) - North Shore Library computer consortium of 17 public libraries, 7 colleges, 1 private high school library, and 1 special library 54,628 0 0 0 Zoom Subscription 0 540 [PHONE REDACTED] Dues And Sub Total 54,628 66,361 66,361 66,361 16102 Library-Expenses Total 372,571 392,704 392,704 392,704 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 in antici- pation of the 400th Anniversary of the city in 2026. To help finalize the new Massachusetts National Guard Museum. How FY 2024 Departmental Goals Relate to City’s Overall Long & Short -Term Goals The veteran’s department goals remain consistent with the Mayors goals of improving communication and transparency with our veterans, veteran dependent population, and citizens. All donation account information and basic reimbursable expenses are open to view by all citizens of Salem. Continue outreach to all the area neighborhood associations and public housing units. We will continue our outreach through the Community Life Center to help identify those veterans and families that are still not known to us. Significant Budget & Staffing Changes For FY 2024 There will be no significant veteran department staffing changes for 2024 and we expect to work within the level funding guidelines. We will con- tinue to adjust to the veteran community needs through volunteers and Veteran Administrative Work Study students from North Shore Community College and Salem State University. Recent Accomplishments Helped facilitate the 385 th anniversary of the First Muster ceremony con- ducted by the Massachusetts National Guard. Managed over 300 Chapter 115 claim benefits, VA compensation, health- care applications, and various education and homeless claims. Among a numerous variety of veteran and widow questions. Conducted over 35 veterans information coffees and neighborhood groups meetings. ---PAGE BREAK--- Departmental Budgets Veterans FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 778 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Number of Cases 622 502 516 530 540 Dollars in Benefits expended $387,162 $313,062 $340,000 $365,000 $400,000 Amount reimbursed to the city from the State $290,371 $234,796 $255,000 $273,750 $300,000 % Authorized by the State (75% max. allowed) $290,371 $234,796 $255,000 $273,750 Salaries-Full Time 23.13% Salaries-Part Time 2.68% Veterans Benefits 72.24% Other 1.95% ---PAGE BREAK--- Departmental Budgets Veterans FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 779 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Veterans - Personnel 15431 5111 Salaries-Full Time 105,937 109,800 121,002 123,815 139,276 128,103 128,103 7,101 5.87 15431 5113 Salaries-Part Time 12,381 13,758 14,840 14,840 14,820 14,820 14,820 (20) (0.13) 118,317 123,558 135,842 138,654 154,096 142,923 142,923 7,081 5.21 Veterans - Expenditures 15432 5249 Ground Maintenance 3,537 3,652 3,780 3,030 3,780 3,780 3,780 0 0.00 15432 5421 Office Supplies (Gen 856 761 900 1,650 900 900 900 0 0.00 15432 5710 In State Travel/Meetings 505 2,559 2,970 2,970 2,970 2,970 2,970 0 0.00 15432 5770 Veterans Benefits 313,062 341,462 400,000 400,000 400,000 400,000 400,000 0 0.00 15432 5788 Veterans Events 2,777 2,710 3,150 3,150 3,150 3,150 3,150 0 0.00 320,737 351,145 410,800 410,800 410,800 410,800 410,800 0 0.00 Department Total 439,055 474,703 546,642 549,454 564,896 553,723 553,723 7,081 1.30 ---PAGE BREAK--- Departmental Budgets Veterans FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 780 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 EMERLING KIM VETERANS AGENT 11/12/10 77,017.10 1,569.65 1.00 1 100% 89,900 81,622 81,622 COVINO ELIZABETH ADMIN ASSISTANT 10/1/15 43,985.54 859.49 1.00 1 100% 49,376 46,481 46,481 15431-5111 121,002.65 2.00 Total Full Time 139,276 128,103 128,103 MARTINEAU JEANGUY PART TIME DRIVER 14,839.81 14,820.00 P 0.54 19 14,820 14,820 14,820 15431-5113 14,839.81 Total Partl Time 14,820 14,820 14,820 135,842.46 2.54 Department Total 154,096 142,923 142,923 General Fund FTE Full-Time Equivalent Employees: FY2022 2.54 FY2023 2.54 FY2024 2.54 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Veterans FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 781 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Education - Salem Public Schools Superintendent’s Budget Message I am pleased to share the Salem Public Schools’ (SPS) recommended budget for the 2024 fiscal year. The recommended budget of $71,154,142 represents an increase of 3.5% from FY2023. 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. While we are in the midst of establishing a new three-year strategic plan, our decisions and actions remain guided by the priorities that are part of our district’s current strategic plan. Our current four key priorities are: ● Building a robust talent development system for all staff; ● Meeting students’ social & emotional needs & effectively engaging families; ● Strengthening the pre-K to post-secondary experience; ● Equitably distributing resources and monitoring results. Specific to this year’s budget context, the fiscal landscape is complex as are the post-pandemic needs of our students. We have worked hard to ensure that our students receive the academic, social and emotional support they desperately need during this period of recovery even with challenging fiscal constraints. We entered this year’s budget process with the sobering reality that the Commonwealth's contribution to our schools remains largely flat, with inflation our costs have substantially increased, and our extra ESSER resources are disappearing at the conclusion of FY24. These demands have resulted in our expenses outpacing new revenue. As a result of these circumstances, we were forced to eliminate a series of school- and central office-based positions in order to balance our FY24 budget. ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 784 this drop in student population. Additionally, to maximize impact, we also reallocated resources from less mission-critical areas to support vital investments to achieve our priorities and goals. In making these decisions, we tried to honor the stakeholder engagement that we received throughout the public portion of our budget process. At our three forums (two were for the community and one was specifically for SPS staff), we asked participants the following two questions: ● What are you unwilling to give up that we currently invest in as a district? ● What would you like us to divert existing resources toward? Their invaluable feedback, along with the input provided by School Committee members and the requests made by our building and district leaders, helped shape the final budget recommendation. Our principals and department heads were incredibly thoughtful and strategic as they offered ideas for shifting resources in order to address persistent school improvement obstacles. The majority of their requests were budget neutral but included the reprioritization of funds in order to accelerate student outcomes. We are pleased to share that despite these funding challenges, we are able to present a balanced budget that, above all, maintains the integrity of the student experience, addresses escalating operational costs and begins to lessen our dependence on expiring grant funds. We believe that this budget proposal positions us well for the future and ensures that our students and staffhave access to the resources, materials and programs that will allow our young people to excel. In submitting this FY24 budget request, I want to extend my gratitude to our Assistant Superintendent for Finance and Operations, Ms. Elizabeth Pauley, the finance subcommittee of the Salem School Committee, the SPS executive team, department heads, school-based administrators, SPS staffand stakeholders who all contributed to this recommendation. We appreciate the continued support of our students, families, educators, School Committee members, Acting Mayor McCarthy, elected officials, and Salem taxpayers to provide the young people of Salem with the first-class education they deserve. Sincerely, ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 785 Executive Summary The pages that follow provide a detailed description of the proposed $71,154,142 FY24 Salem Public Schools budget, a budget designed to prioritize equity and best advance learning and well-being for each of Salem’s 3811 students. This proposal reflects a 3.5% increase above the current year’s budget, an increase that is aligned with the average annual budget increases for the Salem Public Schools We believe this budget will allow us to continue to help students recover from the pandemic’s trauma, develop independent learners, and fully meet the needs of all students, including the growing multilingual learner and special education population. The aspiration for the FY2024 Recommended Budget was to achieve a 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 staffas in the current year. This budget proposal includes known contractual obligations and increases including step and column adjustments, and cost of living adjustments. For FY2024, a true level service budget increases by 5.1%, or $3,521,179. That would represent a significant increase in spending, and a disproportionately high annual increase, relative to average annual budget increases. To offset personnel and non-personnel expenses, we have proposed to reduce budget expenses with funds from school choice revenue, by prepaying FY24 tuition, shifting positions onto, or maintaining positions on grant funding, assuming modest cost savings due to staffretirements, and by making a series of position cuts. These same steps have been taken in previous years, and so an assumption made in this budget is that to do so again is a component part of a balanced budget. Our budget recommendation, therefore, is $71,154,142, a 3.5% increase. Many of the summary figures and tables show a total amount of the expenses after making the position cuts but before applying the revenue offsets ($72,285,237.16); that is the budget after making position cuts; this does not account for applying the prepayment of tuition, school choice, savings from retirements, and additional positions being shifted to grants. The budget process began in December, by accounting for the agreed upon contractual increases and estimated cost of living increases for the more than 1,000 staffmembers of the Salem Public Schools; personnel costs represent nearly 80% (78.5%) of the budget. (Note that the AFSCME union negotiations are underway, so increases for AFSCME personnel are not reflected in each cost center but are assumed in a collective bargaining reserve account line, which matches past practice.) In total, ten school-based positions and six central office positions are proposed to be cut. This is the net of position reductions, after accounting for new positions that are ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 786 School-based cuts were based first on enrollment numbers: more than a decade of declining enrollment has meant that our schools and district have higher staffing than what enrollment necessitates. While acknowledging that the profound trauma caused by the global pandemic may necessitate higher staffing levels, there are grade levels across every school that are smaller than average, and in which a reduction of instructional staff could be absorbed while still maintaining fidelity to class size goals. After considering enrollment, whenever possible, we recommended cuts that could be made through attrition– following a resignation, job change, or retirement. This was possible in some but not all position cuts. Finally, cuts were designed to be roughly proportional– across functions, bargaining units and central office staff. School based staffaccounts for 62.5% of the cuts, and central office staffaccount for 37.5%, which is roughly proportional to the staffing in school-based and non-school based departments. The largest number of cuts were to teacher and paraprofessionals positions due in part to the fact that, combined, they are the largest staffing groups in the district, representing over half of all employees. Cuts to teacher positions represented 1.2% of the teaching staff(5/508). Other cuts include 3% of paraprofessionals (5/201), 1.5% of non-union positions (4/264), and 1 position each from AFSCME staff(119) and the Salem Administrators Association (34). In several instances, these positions are vacant, so the number of cuts does not equate to the number of staff members. These cuts reduce the operating budget by $1,165,000. Whenever possible, new positions in the FY24 budget have been created by combining or redefining existing positions. Notable exceptions are the creation of one new teacher and one new paraprofessional position at the Early Childhood Center. Non-personnel expenses, which typically account for around 20% of the budget, are projected to increase by more than $1 million ($1,114,621) in the year ahead, growing to approximately 21.5% of the budget. In FY23 non-personnel expenses have grown significantly, a trend that is anticipated to continue into FY24. As in previous years, the largest non-personnel expenses include transportation, utilities, and out-of-district tuition. In recent years, the school district has ended the year with a surplus, which ensured that unexpected expenses could be fully funded. It also allowed for pre-payment of tuition (which has helped to balance the budget). For FY24, we are planning to build in a smaller surplus, budgeting as close to known expenses as possible. This will likely mean that pre-paying tuition for FY25 will be difficult or impossible, and so the costs in FY25 may seem to rise disproportionately. ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 787 challenging budget for the FY25 fiscal year. Planning for this post-ESSER landscape needs to begin as soon as possible. FY24: At a Glance FY2023 ● October 1 Enrollment: 3665 students. ● $68,747,963, a 3.23% increase above the previous year. ○ $54,615,187.99 Personnel (79%) ○ $14,443,278.84 Expense (21%) ● 68% of the budget is school-based ● Eleven position cuts; 7 new positions created. ● Continue to fund behaviorists, tutors, and early childhood educator positions through ESSER. ● Average class size ranges from 16.2 (Collins) to 20.9 (Carlton School). FY2024 ● October 1 Enrollment: 3709. ○ Enrollment as of May, 2023: 3811 students ● $71,154,00, a 3.5% increase above the previous year. ○ 56,711,241.50 Personnel (78.5%) ○ 15,557,900.03 Expense (21.5%) ● 67% of the budget is school-based ● Net of 16 position cuts ● New investments will expand: early childhood, home visiting, CTE programming at Collins, Unified Sports, and will create a special projects manager role for the MSBA high school building project. ● Planned renovation of playground (to be completed in 2023) project and launch of new high school project (to be completed in 2030). ● Sustained ESSER investments include behaviorists specialists, tutors, and high-quality curriculum. ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 788 Recommended Budget By Cost Center Note: The FY24 total reflects the total budgeted expenses. The total budget will be offset by school choice revenue, pre-paying out of district tuition, and savings from retirements. These revenue offsets have not been applied here. Recommended Position Cuts School-Based Central Office Based Bates -1 teacher Family, Community, Employee Engagement -1 Recruitment Specialist Bentley -1 teacher Student Services & Nursing -1 clerk Collins -2 teachers, -2 paraprofessionals +2 Special Education teachers in FY23 Technology -1 data analyst Early Childhood Center +1 teacher, +1 paraprofessional Teaching and Learning/ML -1 ML Supervisor and World Language Coordinator New Liberty -1 teacher Special Education -1 Special Education Administrator (Central Office) Salem High School -3 paraprofessionals Finance and Operations -1 Office Manager h f l ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 789 Our budget was shaped by these priorities: 1. Ensure resources are allocated equitably; 2. Align funding plans to strategic priorities, district & school improvement goals & the district’s master facilities plan; 3. Promote stakeholder engagement; 4. Empower school leaders to flexibly allocate resources; 5. Plan for & begin the transition away from ESSER. Timeline & Process: October 1: DESE reports Salem’s official enrollment numbers; Ch70 aid is based on this enrollment. December: SPS conducts a staffing analysis & calculates known FY24 contractual salary increases. January: Internal budget meetings begin. February & March: Host 2 public budget forums and 1 staffbudget forum; schools meet with school site councils, PTOs, and other stakeholder/advisory groups to develop budget priorities. March: Preliminary budget requests are shared with the School Committee Finance Subcommittee. Ongoing: Community conversations and budget analysis. ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 790 Figure 1. SPS Budget Process and Timeline ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 791 Budget Guidelines The FY2024 budget development process began with guiding principles: ★ Ensure resources are allocated equitably; ★ Align funding plans to strategic priorities, district & school improvement goals & the district’s master facilities plan; ★ Promote stakeholder engagement; ★ Empower school leaders to flexibly allocate resources; ★ Plan for & begin the transition away from ESSER. Building a budget with these guidelines in mind, we sought to produce a spending plan that advanced Salem’s mission, vision, and values. Community Engagement In February and March, we hosted three public budget forums: one in person and two on Zoom. One was specifically focused on getting feedback from Salem Public Schools’ staff. At each, the budget guidelines were shared and feedback was solicited on what the core priorities of the district ought to be in the year ahead. In addition, budget leaders, including principals, met with their stakeholders (including PTOs, advisory committee and school site councils). Key themes that emerged from these conversations included: ✔Requests to maintain or add special education positions and services: ✔Ongoing professional learning opportunities for staff, including librarians; ✔Support for and enhanced alignment with external partners; ✔Maintain mental health, nursing and behavioral supports already in place; ✔Sustain low class size; ✔Acknowledgement of increasing non-personnel expenses; ✔Empower school leaders to flexibly allocate resources, redesigning roles across schools to best align with student needs; ✔Request to expand athletics (especially Unified Sports); ✔The need for deeper family partnerships, including expanded support for home visiting; ✔Expand and grow programming that is working- Pre-K, career-technical education, advanced courses, summer offerings. A summary of key themes from these conversations is available here ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 792 Our 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. ---PAGE BREAK--- Education - Salem Public Schools FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 793 School District Priorities 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/staffwho 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--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Budget Transfer Out of General Fund Transfers Out Significant Budget & Staffing Changes For FY 2024 Budget Transfer Out No changes for FY2024 – the transfers are level funded with FY2023. Retirement Stabilization Trust Fund This trust fund was established in FY 2009 in accordance with Massachusetts General Law – Chapter 46 sections 14 and 50 and Chapter 140 sections 19 and 137 of the Acts of 2003. The purpose of this trust fund is to fund retiring employees accrued sick and vacation buybacks as established by City Policy and contractual agreements. Salem 2026 – 400 Anniversary Fund In FY 2014 the Mayor established a new special revenue fund to help fund the City’s 400th anniversary celebration. The Mayor has appropriated funds each year to plan for anticipated cost of events related to the 2026 400th anniver- sary of the City of Salem. Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Transfers Out - Expenditures 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 25,000 50,000 50,000 50,000 50,000 50,000 50,000 0 0.00 625,000 650,000 650,000 650,000 650,000 650,000 650,000 0 0.00 Department Total 625,000 650,000 650,000 650,000 650,000 650,000 650,000 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 796 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 120 BUDGET TRANSFERS OUT OF GF 5965 Trans To Retirement Stab-8311 600,000 600,000 600,000 600,000 5965 Trans To Retirement Stab-8311 Total 600,000 600,000 600,000 600,000 5969 Trans To Salem 2026 Fund 50,000 50,000 50,000 50,000 5969 Trans To Salem 2026 Fund Total 50,000 50,000 50,000 50,000 120 BUDGET TRANSFERS OUT OF GF Total 650,000 650,000 650,000 650,000 ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 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 2024 No significant budget or staffing changes for FY 2024 Recent Accomplishments Responded to over thirty-nine (39) sewer backups. Rebuilt over twenty-nine (29) sewer manholes and catch basins. Repaired more than one hundred and ten (110) trenches. Cleaned over Sixty-one (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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 798 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Sewer Back-Up (City) - - - - 20 Sewer Back-Up (Resident) - - - - 19 Total - - - - 39 Gasoline/Diesel Fuel 10.54% Infrastructure Repai 3.62% Overtime (General) 2.11% Salaries-Full Time 69.45% Utility Serv Rep & M 3.62% Vehicle Prts & Acces 4.78% Other 5.88% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 799 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 377,417 360,272 498,053 498,053 494,461 494,119 494,119 (3,934) (0.79) [PHONE REDACTED] Overtime (General) 6,728 1,606 15,000 15,000 15,000 15,000 15,000 0 0.00 384,145 361,878 513,053 513,053 509,461 509,119 509,119 (3,934) (0.77) Public Services - Expenditures [PHONE REDACTED] Electricity 3,029 5,180 8,250 8,250 9,075 9,075 9,075 825 10.00 [PHONE REDACTED] Natural Gas 3,980 4,494 7,000 7,075 7,000 7,000 7,000 0 0.00 [PHONE REDACTED] Utility Serv Rep & Maint 24,490 21,816 25,750 25,793 25,750 25,750 25,750 0 0.00 [PHONE REDACTED] Police Detail 4,778 2,143 5,000 5,178 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Educational Training 1,000 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 5,000 5,000 5,000 2,500 100.00 [PHONE REDACTED] Telephone 0 4,987 4,000 5,823 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 749 741 750 750 750 750 750 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 47,394 75,400 75,000 75,000 75,000 75,000 75,000 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 3,126 21,526 23,175 24,940 34,000 34,000 34,000 10,825 46.71 [PHONE REDACTED] Street Sweeper Broom 4,000 4,000 4,120 4,120 5,000 5,000 5,000 880 21.36 [PHONE REDACTED] Infrastructure Repai 10,541 23,123 25,750 26,947 25,750 25,750 25,750 0 0.00 [PHONE REDACTED] Equipment 0 0 0 0 5,000 5,000 5,000 5,000 0.00 105,588 166,909 182,295 187,376 202,325 202,325 202,325 20,030 10.99 Department Total 489,733 528,787 695,348 700,429 711,786 711,444 711,444 16,096 2.31 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 800 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 JODOIN RAYMOND GENERAL FOREMAN 9-12-2005 31,766.83 605.59 0.33 0.33 35,261 34,919 34,919 KNOWLTON DAVID City Engineer-DPS Director may 2007 23,360.80 432.37 0.17 0.17 23,624 23,624 23,624 MORGAN CONNOR GENERAL FOREMAN 06/03/19 26,579.72 1,569.23 0.33 0.33 28,398 28,398 28,398 SANTOS SHAUN MANAGEMENT ANALYST 8-20-18 26,229.98 500.04 0.33 0.33 26,002 26,002 26,002 NEW SENIOR FLEET FOREMAN 24,750.00 - 0.33 0.33 24,750 24,750 24,750 AFSCME 365,366.06 5.47 Total AFSCME 1818 356,426 356,426 356,426 [PHONE REDACTED] 498,053.39 3,107.23 6.96 Total Full Time 494,461 494,119 494,119 OVERTIME 15,000.00 15,000.00 15,000 15,000 15,000 513,053.39 6.96 Department Total 509,461 509,119 509,119 General Fund FTE Full-Time Equivalent Employees: FY2022 6.64 FY2023 7.13 FY2024 6.96 Variance FY 24 v. FY23 (0.17) Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New BEAUREGAR D RICHARD HEAD FOREMAN I/ II 3/2/ 2001 1 34,284.68 0.50 698.50 36,322.00 3 36,322.00 36,322.00 36,322.00 CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 21,697.55 0.33 461.01 23,972.52 2 4/12/ 2023 $ 11.53 52.0 23,972.52 23,972.52 23,972.52 CRIPPS JEFFREY HMEO STEP I/II retired 26,687.66 - - - 0 - - - COLEMAN BROOKE PRIN ACCT 11/14/ 2022 2 0.33 339.00 17,628.00 1 11/ 14/ 2023 $ 8.48 19.2 32.8 17,244.53 17,244.53 17,244.53 DALLY MICHAEL ME REPAIR 7-12-21 1 19,640.18 0.33 415.37 21,599.24 1 7/12/ 2023 $ 10.38 1.6 50.4 21,559.85 21,559.85 21,559.85 LEVESQUE JAMES St/Sidewalk Foreman 06/21/ 99 1 20,575.02 0.33 419.19 21,797.88 3 21,797.88 21,797.88 21,797.88 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 801 DELDUCA LOUIS HEO 5-2-22 1 27,627.13 0.33 585.39 30,440.28 2 5/2/ 2024 $ 14.63 44 8.2 28,920.20 28,920.20 28,920.20 MARINO PAUL HEAD FOREMAN II/III 07/23/ 98 1 22,627.99 0.33 461.01 23,972.52 3 23,972.52 23,972.52 23,972.52 MERRITHE W BENJAMIN HEO transferr ed 27,206.45 - - - - - - MORRIS RALPH HEO 11/30/ 2009 1 28,733.28 0.50 585.39 30,440.28 3 30,440.28 30,440.28 30,440.28 NIEMAN ANDREW WATER CRAFT SPEC’ST 8/7/17 1 28,733.28 0.50 585.39 30,440.28 3 30,440.28 30,440.28 30,440.28 PSZENNY BRIAN PRIN ACCT transferr ed 2 17,624.29 - - - - - - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 20,388.29 0.33 415.38 21,599.76 3 21,599.76 21,599.76 21,599.76 WING MICHEAL HMEO I/II 10-11- 22 1 24,636.31 0.50 524.38 27,267.76 1 10/ 11/ 2023 $ 13.11 14 37.6 26,822.15 26,822.15 26,822.15 VACANT ME REPAIR 1 18,954.94 0.33 369.37 19,207.24 - 19,207.24 19,207.24 19,207.24 VACANT ME REPAIR 1 18,954.94 0.33 369.37 19,207.24 - 19,207.24 19,207.24 19,207.24 VACANT Shift Differential Base Rate X 9% 2,238.66 - 42.56 2,213.12 - 2,213.12 2,213.12 2,213.12 VACANT HMEO 2nd shift 24,338.55 0.50 474.27 24,662.04 - 24,662.04 24,662.04 24,662.04 LICENCES 7,294.00 7,294.00 7,294.00 7,294.00 7,294.00 OUT OF GRADE 750.00 750.00 750.00 750.00 750.00 365,366.06 5.47 358,814.16 356,425.61 356,425.61 356,425.61 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 802 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 600032 Sewer-Pub Serv-Expenses 5211 Electricity National Grid 4,400 5,225 5,225 5,225 TransCanada. Split with DPW/Water/Sewer 3,850 3,850 3,850 3,850 5211 Electricity Total 8,250 9,075 9,075 9,075 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 13,750 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 25,750 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 5,000 5,000 5,000 5320 Contracted Services Total 2,500 5,000 5,000 5,000 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 803 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. 23,175 34,000 34,000 34,000 5483 Vehicle Prts & Acces Total 23,175 34,000 34,000 34,000 5485 Street Sweeper Broom Associated costs for sweeper repairs 2,120 2,120 2,120 2,120 Associated costs for third sweep in annual year 2,000 2,880 2,880 2,880 5485 Street Sweeper Broom Total 4,120 5,000 5,000 5,000 5839 Infrastructure Repai Manhole asphalt, pipe, valves, covers, frames, gaskets, contract work. Contractors include Aggregate, EJ Prescott, Grandees, Waterworks. 25,750 25,750 25,750 25,750 5839 Infrastructure Repai Total 25,750 25,750 25,750 25,750 5860 Equipment emergency equipment purchase 0 5,000 5,000 5,000 5860 Equipment Total 0 5,000 5,000 5,000 600032 Sewer-Pub Serv-Expenses Total 182,295 202,325 202,325 202,325 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 804 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[MS1] . 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 city-wide. Continue to coordinate on the MS4 permit including performing activities required for compliance and development of the Annual Report. Continue resolving flooding and collection system deficiencies City-wide. Develop cost estimates for the possible betterment project to construct sewer and water in the Wyman Street neighborhood. Continue with Infiltration & Inflow removal efforts to remove extraneous flows from the collection system. Manage the contractor operator of the City’s wastewater and stormwater pump stations. Evaluate the need for sewer extensions in areas currently unsewered. Advance the Rosies Pond Flood Mitigation project and replacement of the Ocean Ave West Stormwater Pump Station CIP projects. 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 2024 Departmental Goals Relate to City’s Overall Long- & Short-Term Goals Both the City’s long and short-term goals for sustainable infrastructure will be met with the department’s goals by reinvesting and rehabilitating the City’s wastewater and stormwater collection and conveyance infrastruc- ture. Partnerships are being developed with the many neighborhood associa- tions, institutions (NIAC, PEM, SSU, Salem Hospital, Salem Sound Coast- watch, etc.) and commercial establishments that will enable the Dept. goals to be obtained. Significant Budget & Staffing Changes For FY 2024 No significant budget or staffing changes are planned for FY 2024; however, due to inflation, costs for contracted services (pump station operation and maintenance, backflow testing) have risen and additional costs are reflected in the budget. New regulations related to the reduction of fats, oils, and grease (FOG) buildup in the collection system from Food Service Establish- ments were approved this year and costs for this new program are included in the budget. Recent Accomplishments 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. Sought grant applications from various regulatory agencies for the reloca- tion 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 Rosies Pond Flood Mitigation project and replacement of the Ocean Ave West Stormwater Pump Station.. Managed catch basin cleaning contract to mitigate flooding and promote improved water quality. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 805 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. With the Health Department and Plumbing Inspector, worked with a con- sultant to implement new regulations related to the reduction of fats, oils, and grease (FOG) buildup in the collection system from Food Service Estab- lishments. New regulations were approved by the Board of Health in Janu- ary of 2023 and the program will start in FY 2024. ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 806 Expenditure by Department Contracted Services 15.11% Electricity 1.99% Pump Stat Op & Maint 17.58% Salaries-Full Time 16.41% Sewer Sys Improv Prog 43.12% Other 5.78% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 807 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 183,874 150,667 194,609 194,609 199,779 199,779 199,779 5,170 2.66 [PHONE REDACTED] Salaries-Part Time 0 0 5,467 5,467 5,467 5,467 5,467 0 0.01 [PHONE REDACTED] Overtime (General) 136 7,873 2,000 2,000 2,000 2,000 2,000 0 0.00 184,010 158,541 202,076 202,076 207,246 207,246 207,246 5,170 2.56 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 17,228 17,821 22,000 22,405 24,200 24,200 24,200 2,200 10.00 [PHONE REDACTED] Photocopy Machine Le 0 0 5,000 0 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 4,637 7,133 16,500 12,186 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 2,500 2,500 2,500 500 25.00 [PHONE REDACTED] Educational Training 949 1,618 4,000 4,000 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Contracted Services-Maint 43,650 8,456 50,000 67,300 184,000 184,000 184,000 134,000 268.00 [PHONE REDACTED] Postage 9,524 11,097 13,000 18,947 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 84,959 86,254 96,000 249,945 214,000 214,000 214,000 118,000 122.92 [PHONE REDACTED] Printing And Binding 1,425 1,848 2,000 2,000 2,000 2,000 2,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 3,075 3,107 3,750 3,892 3,750 3,750 3,750 0 0.00 [PHONE REDACTED] Pump Station Suppl 3,934 1,634 5,000 5,000 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Software Support/ Enhancements 15,910 6,573 4,500 9,756 4,500 4,500 4,500 0 0.00 [PHONE REDACTED] In State Travel/Meetings 0 76 2,500 2,500 2,500 2,500 2,500 0 0.00 [PHONE REDACTED] Sewer Sys Improv Prog 158,472 120,145 525,000 782,349 525,000 525,000 525,000 0 0.00 [PHONE REDACTED] Computer Equip/Tech 0 1,143 3,000 4,787 3,000 3,000 3,000 0 0.00 [PHONE REDACTED] Point Area Neigh Catch Basin 0 0 0 100,000 0 0 0 0 0.00 [PHONE REDACTED] Derby St Intercept Sewer Clean 0 0 0 56,500 0 0 0 0 0.00 346,710 269,851 755,450 1,344,767 1,010,150 1,010,150 1,010,150 254,700 33.72 Department Total 530,719 428,392 957,526 1,546,843 1,217,396 1,217,396 1,217,396 259,870 27.14 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 808 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CRIPPS CHERYL SECRETARY 8/13/08 16,978.59 1,008.72 0.33 33% 17,490 17,490 17,490 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 7,363.44 1,438.83 0.10 10% 7,482 7,482 7,482 DUHAMEL DEBORAH Assistant Engineer 5/28/18 37,102.56 2,196.95 0.33 33% 37,700 37,700 37,700 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 17,411.64 347.41 0.13 13% 18,065 18,065 18,065 JOSEFSON MARIA GIS 20,373.19 1,206.35 0.33 33% 21,107 21,107 21,107 VACANT BUSINESS MGR/WTR REG 10/14/2019 23,845.74 - 0.25 25% 23,846 23,846 23,846 71,534.45 2.33 Total AFSCME 1818 74,090 74,090 74,090 [PHONE REDACTED] 194,609.61 3.80 Total Full Time 199,779 199,779 199,779 INTERN PT INTERN 5,466.67 5,467 5,467 5,467 [PHONE REDACTED] 5,466.67 Total Part Time 5,467 5,467 5,467 OVERTIME 2,000.00 2,000.00 2,000 2,000 2,000 [PHONE REDACTED] 2,000.00 2,000.00 Total Overtime 2,000 2,000 2,000 202,076.28 3.80 Department Total 207,246 207,246 207,246 General Fund FTE Full-Time Equivalent Employees: FY2022 2.80 FY2023 2.80 FY2024 3.80 Variance FY 24 v. FY23 1.00 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 809 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New MERRITHE W MATTHEW WATER METER READER 11/5/ 2018 1 (1,373.66) 1.00 - - - - - VACANT WATER METER READER 25,915.58 0.50 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 17,497.96 0.33 359.22 18,679.44 3 18,679.44 18,679.44 18,679.44 MORAN KAREN ASST WATER REG 9/10/ 2013 2 29,494.57 0.50 - - 3 - - - PSZENNY BRIAN 29,494.57 29,494.57 29,494.57 71,534.45 2.33 18,679.44 74,089.59 74,089.59 74,089.59 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 810 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 24,200 24,200 24,200 5211 Electricity-Pump Station Total 22,000 24,200 24,200 24,200 5277 Photocopy Machine Le New copier lease 5,000 5,000 5,000 5,000 5277 Photocopy Machine Le Total 5,000 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 2,500 2,500 2,500 5305 Accounting And Audit Total 2,000 2,500 2,500 2,500 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 92,000 92,000 92,000 Fats, Oils and Grease (FOG) Program 0 92,000 92,000 92,000 5320 Contracted Services-Maint Total 50,000 184,000 184,000 184,000 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 90,000 208,000 208,000 208,000 Stand by generator annual maintenance 6,000 6,000 6,000 6,000 5375 Pump Stat Op & Maint Total 96,000 214,000 214,000 214,000 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 811 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 755,450 1,010,150 1,010,150 1,010,150 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 812 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Sesd Assessment 4,762,313 4,733,829 4,793,507 4,793,507 4,731,615 4,731,615 4,731,615 (61,892) (1.29) 4,762,313 4,733,829 4,793,507 4,793,507 4,731,615 4,731,615 4,731,615 (61,892) (1.29) Department Total 4,762,313 4,733,829 4,793,507 4,793,507 4,731,615 4,731,615 4,731,615 (61,892) (1.29) Sewer Enterprise SESD Assessment Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 600033 Sewer Assessments 5649 Sesd Assessment City’s portion of South Essex Sewerage District operating budget 4,793,507 4,731,615 4,731,615 4,731,615 5649 Sesd Assessment Total 4,793,507 4,731,615 4,731,615 4,731,615 600033 Sewer Assessments Total 4,793,507 4,731,615 4,731,615 4,731,615 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 813 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures 600034 5740A Insurance Deductibles 0 4,784 0 0 5,000 0 0 0 0.00 600034 5908N Canal St-Prin (2014) 165,000 175,000 180,000 180,000 0 0 0 (180,000) (100.00) [PHONE REDACTED] Debt Principal 0 0 66,680 66,680 933,513 933,513 933,513 866,833 1,299.99 [PHONE REDACTED] Long-Term Interest 0 0 34,648 34,648 789,078 789,079 789,079 754,431 2,177.42 600034 5920A Cip - 2009-Prin (11) 195,269 190,000 50,000 50,000 0 0 0 (50,000) (100.00) 600034 5948V Canal St-Int (2014) 112,238 105,438 98,338 98,338 0 0 0 (98,338) (100.00) 600034 5949A Cip 2009-Int (11) 157,307 121,755 30,225 30,225 0 0 0 (30,225) (100.00) 600034 5949G Cip 2012-Prin 15,000 20,000 0 0 0 0 0 0 0.00 Debt Principal 54.19% Long-Term Interest 45.81% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 814 600034 5949H Cip 2012-Int 8,225 7,525 0 0 0 0 0 0 0.00 600034 5949K Cip 2014-Prin 110,000 125,000 125,000 125,000 0 0 0 (125,000) (100.00) 600034 5949L Cip 2014-Int 52,956 55,150 50,050 50,050 0 0 0 (50,050) (100.00) 600034 5949M Cip 2015-Prin 130,000 130,000 130,000 130,000 0 0 0 (130,000) (100.00) 600034 5949N Cip 2015-Int 73,700 67,200 65,200 65,200 0 0 0 (65,200) (100.00) 600034 5949O Cip 2016-Prin 105,000 110,000 110,000 110,000 0 0 0 (110,000) (100.00) 600034 5949P Cip 2016-Int 179,394 174,144 219,769 219,769 0 0 0 (219,769) (100.00) 600034 5949U Cip 2017 Prin 100,000 105,000 45,000 45,000 0 0 0 (45,000) (100.00) 600034 5949V Cip 2017 Int 82,750 78,650 32,350 32,350 0 0 0 (32,350) (100.00) 600034 5949W Cip 2018 Prin 5,000 5,000 5,000 5,000 0 0 0 (5,000) (100.00) 600034 5949X Cip 2018 Int 6,731 6,481 6,231 6,231 0 0 0 (6,231) (100.00) 600034 5949ZA Cip 2019-Prin 93,798 110,000 130,000 130,000 0 0 0 (130,000) (100.00) 600034 5949ZB Cip 2019-Int 103,494 108,276 131,294 131,294 0 0 0 (131,294) (100.00) 600034 5949ZE Cip-Canal St Repurpose- Prin 120,000 120,000 120,000 120,000 0 0 0 (120,000) (100.00) 600034 5949ZF Cip-Canal St Repurpose-Int 68,725 62,725 56,725 56,725 0 0 0 (56,725) (100.00) 600034 5949ZI Cip 2020 Prin 0 18,000 64,014 64,014 0 0 0 (64,014) (100.00) 600034 5949ZJ Cip 2020 Interest 0 35,144 103,269 103,269 0 0 0 (103,269) (100.00) 1,884,587 1,935,272 1,853,793 1,853,793 1,727,591 1,722,592 1,722,592 (131,201) (7.08) Department Total 1,884,587 1,935,272 1,853,793 1,853,793 1,727,591 1,722,592 1,722,592 (131,201) (7.08) Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 600034 Sewer Debt Service 5740A Insurance Deductibles 0 5,000 0 0 5740A Insurance Deductibles Total 0 5,000 0 0 5908N Canal St-Prin (2014) CIP-Canal St Prin 180,000 0 0 0 5908N Canal St-Prin (2014) Total 180,000 0 0 0 5910 Debt Principal FY23 sewer long-term debt service principal 66,680 0 0 0 Sewer long-term debt service principal 0 933,513 933,513 933,513 5910 Debt Principal Total 66,680 933,513 933,513 933,513 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 815 5915 Long-Term Interest FY23 water long-term debt service interest 34,648 0 0 0 Sewer long-term debt service interest 0 789,078 789,079 789,079 5915 Long-Term Interest Total 34,648 789,078 789,079 789,079 5920A Cip - 2009-Prin (11) CIP 2009 PRIN (11) 50,000 0 0 0 5920A Cip - 2009-Prin (11) Total 50,000 0 0 0 5948V Canal St-Int (2014) CIP-Canal St Interest 98,338 0 0 0 5948V Canal St-Int (2014) Total 98,338 0 0 0 5949A Cip 2009-Int (11) CIP 2009 INT (11) 30,225 0 0 0 5949A Cip 2009-Int (11) Total 30,225 0 0 0 5949K Cip 2014-Prin CIP 2014 - PRIN 125,000 0 0 0 5949K Cip 2014-Prin Total 125,000 0 0 0 5949L Cip 2014-Int CIP 2014 - INT 50,050 0 0 0 5949L Cip 2014-Int Total 50,050 0 0 0 5949M Cip 2015-Prin CIP 2015 - PRIN 130,000 0 0 0 5949M Cip 2015-Prin Total 130,000 0 0 0 5949N Cip 2015-Int CIP 2015 - INT 65,200 0 0 0 5949N Cip 2015-Int Total 65,200 0 0 0 5949O Cip 2016-Prin CIP 2016 - PRIN 110,000 0 0 0 5949O Cip 2016-Prin Total 110,000 0 0 0 5949P Cip 2016-Int CIP 2016 - INT 219,769 0 0 0 5949P Cip 2016-Int Total 219,769 0 0 0 5949U Cip 2017 Prin CIP 2017 - PRIN 45,000 0 0 0 5949U Cip 2017 Prin Total 45,000 0 0 0 Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 816 5949V Cip 2017 Int CIP 2017 - INT 32,350 0 0 0 5949V Cip 2017 Int Total 32,350 0 0 0 5949W Cip 2018 Prin CIP 2018 - PRIN 5,000 0 0 0 5949W Cip 2018 Prin Total 5,000 0 0 0 5949X Cip 2018 Int CIP 2018 - INT 6,231 0 0 0 5949X Cip 2018 Int Total 6,231 0 0 0 5949ZA Cip 2019-Prin CIP 2019 - PRIN 130,000 0 0 0 5949ZA Cip 2019-Prin Total 130,000 0 0 0 5949ZB Cip 2019-Int CIP 2019 - INT 131,294 0 0 0 5949ZB Cip 2019-Int Total 131,294 0 0 0 5949ZE Cip-Canal St Repurpose-Prin Canal Street Repurpose Collins Middle School - Principal 120,000 0 0 0 5949ZE Cip-Canal St Repurpose-Prin Total 120,000 0 0 0 5949ZF Cip-Canal St Repurpose-Int Canal Street Repurpose Collins Middle School - Interest 56,725 0 0 0 5949ZF Cip-Canal St Repurpose-Int Total 56,725 0 0 0 5949ZI Cip 2020 Prin CIP 2020- PRIN 64,014 0 0 0 5949ZI Cip 2020 Prin Total 64,014 0 0 0 5949ZJ Cip 2020 Interest CIP 2020 - INT 103,269 0 0 0 5949ZJ Cip 2020 Interest Total 103,269 0 0 0 600034 Sewer Debt Service Total 1,853,793 1,727,591 1,722,592 1,722,592 Sewer Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 817 Sewer Enterprise Short Term Debt Expenditure by Department Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 0 0 13,000 13,000 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Interest On Notes 1,680 0 30,150 30,150 38,414 38,414 38,414 8,264 27.41 1,680 0 43,150 43,150 51,414 51,414 51,414 8,264 19.15 Department Total 1,680 0 43,150 43,150 51,414 51,414 51,414 8,264 19.15 Sewer Enterprise Short Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 Interest On Notes 74.72% Professional Serv/Fees 25.28% ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 818 5925 Interest On Notes Interest Figures from Debt Schedule 30,150 0 0 0 Interest on BAN 0 38,414 38,414 38,414 5925 Interest On Notes Total 30,150 38,414 38,414 38,414 600035 Sewer-Short Term Debt Int-Exp Total 43,150 51,414 51,414 51,414 Sewer Enterprise Short Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Sewer Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 819 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures 600037 5740A Insurance Deductibles 0 0 5,000 5,000 5,000 10,000 10,000 5,000 100.00 0 0 5,000 5,000 5,000 10,000 10,000 5,000 100.00 Department Total 0 0 5,000 5,000 5,000 10,000 10,000 5,000 100.00 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 600037 Sewer Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to Sewer claims 5,000 5,000 10,000 10,000 5740A Insurance Deductibles Total 5,000 5,000 10,000 10,000 600037 Sewer Enterprise Fund-Ins Dedu Total 5,000 5,000 10,000 10,000 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 (20) hydrants damaged during the year. How FY 2024 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 2024 No significant budget or staffing changes for FY 2024. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 822 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 823 Expenditure by Department Outcomes and Performance Measures Actual FY2020 Actual FY2021 Actual FY2022 Estimated FY2023 Estimated FY2024 Water Mai Breaks - - - - 36 Services - - - - 19 Valve Repair - - - - 1 Total - - - - 56 Gasoline/Diesel Fuel 9.78% Infrastructure Repai 2.02% Overtime (General) 9.13% Police Detail 2.61% Salaries-Full Time 64.46% Utility Serv Rep & M 3.36% Vehicle Prts & Acces 4.44% Other 4.21% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 824 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Public Services - Personnel [PHONE REDACTED] Salaries-Full Time 378,442 360,273 498,053 458,053 494,461 494,119 494,119 (3,934) (0.79) [PHONE REDACTED] Overtime (General) 74,213 59,243 70,000 110,000 70,000 70,000 70,000 0 0.00 452,655 419,517 568,053 568,053 564,461 564,119 564,119 (3,934) (0.69) Public Services - Expenditures [PHONE REDACTED] Electricity 5,798 6,375 9,900 9,900 11,000 11,000 11,000 1,100 11.11 [PHONE REDACTED] Natural Gas 4,076 4,494 7,000 7,074 7,000 7,000 7,000 0 0.00 [PHONE REDACTED] Utility Serv Rep & Maint 15,044 24,573 25,750 25,793 25,750 25,750 25,750 0 0.00 [PHONE REDACTED] Police Detail 19,782 13,005 20,000 20,047 20,000 20,000 20,000 0 0.00 [PHONE REDACTED] Educational Training 1,500 1,500 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Contracted Services 1,000 76,046 1,000 1,000 3,000 3,000 3,000 2,000 200.00 [PHONE REDACTED] Telephone 0 4,987 4,000 5,823 4,000 4,000 4,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 749 750 750 750 750 750 750 0 0.00 [PHONE REDACTED] Gasoline/Diesel Fuel 29,179 82,729 75,000 75,000 75,000 75,000 75,000 0 0.00 [PHONE REDACTED] Vehicle Prts & Acces 16,390 22,307 23,175 25,175 34,000 34,000 34,000 10,825 46.71 [PHONE REDACTED] Infrastructure Repai 12,793 15,001 15,450 15,461 15,450 15,450 15,450 0 0.00 [PHONE REDACTED] Equipment 0 0 0 0 5,000 5,000 5,000 5,000 0.00 [PHONE REDACTED] Replace Water Sewer Util Truck 0 0 0 180,000 0 0 0 0 0.00 106,311 251,769 183,525 367,523 202,450 202,450 202,450 18,925 10.31 Department Total 558,966 671,285 751,578 935,576 766,911 766,569 766,569 14,991 1.99 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 825 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 JODOIN RAYMOND GENERAL FOREMAN 9-12-2005 31,766.83 605.59 0.33 0.33 35,261 34,919 34,919 KNOWLTON DAVID City Engineer-DPS Director may 2007 23,360.80 432.37 0.17 0.17 23,624 23,624 23,624 MORGAN CONNOR GENERAL FOREMAN 06/03/19 26,579.72 1,569.23 0.33 0.33 28,398 28,398 28,398 SANTOS SHAUN MANAGEMENT ANALYST 8-20-18 26,229.98 500.04 0.33 0.33 26,002 26,002 26,002 NEW SENIOR FLEET FOREMAN 24,750.00 - 0.33 0.33 24,750 24,750 24,750 - AFSCME 365,366.06 5.47 Total AFSCME 1818 356,426 356,426 356,426 [PHONE REDACTED] 498,053.39 3,107.23 Total Full Time 494,461 494,119 494,119 OVERTIME 70,000.00 70,000.00 70,000 70,000 70,000 568,053.39 Department Total 564,461 564,119 564,119 General Fund FTE Full-Time Equivalent Employees: FY2022 6.64 FY2023 7.13 FY2024 6.96 Variance FY 24 v. FY23 (0.17) Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New BEAUREGAR D RICHARD HEAD FOREMAN I/ II 3/2/ 2001 1 34,284.68 0.50 698.50 36,322.00 3 36,322.00 36,322.00 36,322.00 CAPRIOTTI DANIEL HEAD WORKING FOREMAN 4/12/ 2021 1 21,697.55 0.33 461.01 23,972.52 2 4/12/ 2023 $ 11.53 52.0 23,972.52 23,972.52 23,972.52 CRIPPS JEFFREY HMEO STEP I/II retired 26,687.66 - - - 0 - - - COLEMAN BROOKE PRIN ACCT 11/14/ 2022 2 0.33 339.00 17,628.00 1 11/ 14/ 2023 $ 8.48 19.2 32.8 17,244.53 17,244.53 17,244.53 DALLY MICHAEL ME REPAIR 7-12-21 1 19,640.18 0.33 415.37 21,599.24 1 7/12/ 2023 $ 10.38 1.6 50.4 21,559.85 21,559.85 21,559.85 DONADIO DOMINIC HMEO retired - - - - DONADIO DOMINIC Shift Differential Base Rate X 9% - - - - ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 826 LEVESQUE JAMES St/Sidewalk Foreman 06/21/ 99 1 20,575.02 0.33 419.19 21,797.88 3 21,797.88 21,797.88 21,797.88 DELDUCA LOUIS HEO 5-2-22 1 27,627.13 0.33 585.39 30,440.28 2 5/2/ 2024 $ 14.63 44 8.2 28,920.20 28,920.20 28,920.20 MARINO PAUL HEAD FOREMAN II/III 07/23/ 98 1 22,627.99 0.33 461.01 23,972.52 3 23,972.52 23,972.52 23,972.52 MERRITHE W BENJAMIN HEO transferr ed 27,206.45 - - - - - - MORRIS RALPH HEO 11/30/ 2009 1 28,733.28 0.50 585.39 30,440.28 3 30,440.28 30,440.28 30,440.28 NIEMAN ANDREW WATER CRAFT SPEC’ST 8/7/17 1 28,733.28 0.50 585.39 30,440.28 3 30,440.28 30,440.28 30,440.28 PAGLIARO BRETT LABORER retired 1 - - - PSZENNY BRIAN PRIN ACCT transferr ed 2 17,624.29 - - - - - - RIVERA CRISTIAN ME REPAIR termated 1 - - - SOSAGARCI A ELIAZAR ME REPAIR 03/12/ 2019 1 20,388.29 0.33 415.38 21,599.76 3 21,599.76 21,599.76 21,599.76 TASSINARI STEPHEN HEAD WORKING FOREMAN retired 1 - - - WING MICHEAL HMEO I/II 10-11- 22 1 24,636.31 0.50 524.38 27,267.76 1 10/ 11/ 2023 $ 13.11 14 37.6 26,822.15 26,822.15 26,822.15 VACANT ME REPAIR 1 18,954.94 0.33 369.37 19,207.24 - 19,207.24 19,207.24 19,207.24 VACANT ME REPAIR 1 18954.94 0.33 369.37 19,207.24 - 19,207.24 19,207.24 19,207.24 VACANT Shift Differential Base Rate X 9% 2,238.66 - 42.56 2,213.12 - 2,213.12 2,213.12 2,213.12 VACANT HMEO 2nd shift 24,338.55 0.50 474.27 24,662.04 - 24,662.04 24,662.04 24,662.04 LICENCES 7,294.00 7,294.00 7,294.00 7,294.00 7,294.00 OUT OF GRADE 750.00 750.00 750.00 750.00 750.00 365,366.06 5.47 358,814.16 356,425.61 356,425.61 356,425.61 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 827 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 610032 Water-Pub Serv-Expenses 5211 Electricity National Grid 3,300 4,400 4,400 4,400 TransCanada. Split with DPW/Water/Sewer 6,600 6,600 6,600 6,600 5211 Electricity Total 9,900 11,000 11,000 11,000 5215 Natural Gas National grid , Direct energy , UGI 7,000 7,000 7,000 7,000 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. Contractors: Dilisio Brothers, Aggregate, EJ, FW, RentAll, Home Depot, Winer. 5,750 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 25,750 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 3,000 3,000 3,000 5320 Contracted Services Total 1,000 3,000 3,000 3,000 5341 Telephone T mobile , Amazon, any GPS upgrades 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 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 23,175 34,000 34,000 34,000 5483 Vehicle Prts & Acces Total 23,175 34,000 34,000 34,000 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 828 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. 15,450 15,450 15,450 15,450 5839 Infrastructure Repai Total 15,450 15,450 15,450 15,450 5860 Equipment for emergency equipment purchase for equipment not covered under CIP request 0 5,000 5,000 5,000 5860 Equipment Total 0 5,000 5,000 5,000 610032 Water-Pub Serv-Expenses Total 183,525 202,450 202,450 202,450 Sewer Enterprise Insurance Deduction Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 829 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 required backflow device testing charges as well as the fees associated with the water turn on/off performed by the DPS crews. The Engineering Department provides technical assistance to the Public Services Divisions’ Water Operations in response to the condition and location of the City’s water infrastructure. The condition of the transmission mains that convey Salem water from to the City continues to be a high priority for the department. Funding for the efforts described herein is derived from the Water Enterprise System. Goals and Objectives Send continuous water use letters to property owners to alert them of pos- sible leaks in their building. Work to begin the process of installing new meter interface units (MIU) as the current units fail or encounter issues. These newer units will reduce estimated readings and allows for walk by readings should they be 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 report- ing, leak detection, new meter installation, and CIP project implementa- tion. Staff continues to provide increased customer service in evaluating leaks, usage, etc. on W&S accounts. 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 2024 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. The Department also upgraded our billing software to Munis 2019 version. This software allows for better reporting functions and provides the ability to automatically send notices and apply fees. The software also allows for easier processing of condo liens. Continue to issue notification letters to customers whose meters showed continuous water usage (suspected leak in the building). 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 23, but we expect FY 24 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 2023. 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 2024 No significant budget or staffing changes are planned for FY 2024; however, due to inflation, costs for contracted services for backflow testing have risen and additional costs are reflected in the budget. ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 830 Expenditure by Department Computer Software 3.89% Contracted Services-Backflow 11.66% Electricity 32.03% Pump Stat Op & Maint 12.29% Salaries-Full Time 20.98% State Taxes 1.89% Telephone Equip Leas 1.73% Water Meters (Rev) 10.50% Other 5.04% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 831 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Engineering - Personnel [PHONE REDACTED] Salaries-Full Time 183,875 150,668 195,119 195,119 199,779 199,779 199,779 4,660 2.39 [PHONE REDACTED] Salaries-Part Time 0 0 5,467 5,467 5,467 5,467 5,467 0 0.01 [PHONE REDACTED] Overtime (General) 136 7,874 2,000 2,000 2,000 2,000 2,000 0 0.00 184,011 158,541 202,586 202,586 207,246 207,246 207,246 4,660 2.30 Engineering - Expenditures [PHONE REDACTED] Electricity-Pump Station 230,810 240,328 275,000 281,036 305,000 305,000 305,000 30,000 10.91 [PHONE REDACTED] Computer Maintenance 0 0 750 10,876 750 750 750 0 0.00 [PHONE REDACTED] Photocopy Machine Le 0 0 5,000 0 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Telephone Equip-Pump Station 4,637 5,590 16,500 7,020 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 2,464 1,670 4,200 2,917 4,200 4,200 4,200 0 0.00 [PHONE REDACTED] Contracted Services 0 0 0 45,000 0 0 0 0 0.00 [PHONE REDACTED] Contracted Serv-Backflow 68,689 82,301 105,000 135,000 111,000 111,000 111,000 6,000 5.71 [PHONE REDACTED] Postage 11,341 11,097 13,000 17,734 13,000 13,000 13,000 0 0.00 [PHONE REDACTED] Pump Stat Op & Maint 57,395 57,903 65,000 77,630 117,000 117,000 117,000 52,000 80.00 [PHONE REDACTED] Printing And Binding 190 778 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Office Supplies (Gen 2,176 1,809 3,750 3,839 3,750 3,750 3,750 0 0.00 [PHONE REDACTED] Pump Station Suppl 3,450 1,934 5,000 5,000 5,000 5,000 5,000 0 0.00 [PHONE REDACTED] Computer Software 19,015 34,574 37,000 38,283 37,000 37,000 37,000 0 0.00 [PHONE REDACTED] Water Meters (Rev) 9,171 19,516 40,000 43,930 100,000 100,000 100,000 60,000 150.00 [PHONE REDACTED] State Taxes 18,310 16,530 18,000 19,212 18,000 18,000 18,000 0 0.00 [PHONE REDACTED] In State Travel/Meetings 0 199 2,100 2,209 2,100 2,100 2,100 0 0.00 [PHONE REDACTED] Prof License Reimb 0 190 500 500 500 500 500 0 0.00 [PHONE REDACTED] Computer Equip/Tech 686 1,858 2,250 2,265 2,250 2,250 2,250 0 0.00 430,834 478,776 597,050 696,450 745,050 745,050 745,050 148,000 24.79 Department Total 614,845 637,317 799,636 899,036 952,296 952,296 952,296 152,660 19.09 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 832 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CRIPPS CHERYL SECRETARY 8/13/08 17,035.16 1,008.72 0.33 33% 17,490 17,490 17,490 DUBINSKY ELLEN ADMIN ASSISTANT 9/26/85 7,363.44 1,438.83 0.10 10% 7,482 7,482 7,482 DUHAMEL DEBORAH Assistant Engineer 5/28/18 37,102.56 2,196.95 0.33 33% 37,700 37,700 37,700 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 17,864.32 2,619.99 0.13 13% 18,065 18,065 18,065 JOSEFSON MARIA GIS 20,373.19 1,206.35 0.33 33% 21,107 21,107 21,107 VACANT BUSINESS MGR/WTR REG 10/14/2019 23,845.74 - 0.25 25% 23,846 23,846 23,846 AFSCME 71,534.45 1.33 Total AFSCME 1818 74,090 74,090 74,090 [PHONE REDACTED] 195,118.86 2.80 Total Full Time 199,779 199,779 199,779 INTERN PT INTERN 5,466.67 5,467 5,467 5,467 [PHONE REDACTED] 5,466.67 Total Part Time 5,467 5,467 5,467 - OVERTIME 2,000.00 2,000.00 2,000 2,000 2,000 [PHONE REDACTED] 2,000.00 Total Overtime 2,000 2,000 2,000 202,585.53 2.80 Department Total 207,246 207,246 207,246 General Fund FTE Full-Time Equivalent Employees: FY2022 2.80 FY2023 2.80 FY2024 2.80 Variance FY 24 v. FY23 0.00 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 833 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New MERRITHE W BENJAMIN WATER METER READER 11/5/ 2018 1 (1,373.66) - - - - - VACANT WATER METER READER 25,915.58 0.50 25,915.58 25,915.58 25,915.58 MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 17,497.96 0.33 359.22 18,679.44 3 18,679.44 18,679.44 18,679.44 MORAN KAREN ASST WATER REG 9/10/ 2013 2 29,494.57 0.50 - - 3 - - - PZENNY BRIAN 29,494.57 29,494.57 29,494.57 71,534.45 1.33 18,679.44 74,089.59 74,089.59 74,089.59 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 834 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 275,000 305,000 305,000 305,000 5211 Electricity-Pump Station Total 275,000 305,000 305,000 305,000 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 5,000 5,000 5,000 5,000 5277 Photocopy Machine Le Total 5,000 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. 105,000 111,000 111,000 111,000 5321 Contracted Serv-Backflow Total 105,000 111,000 111,000 111,000 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) 60,000 112,000 112,000 112,000 5375 Pump Stat Op & Maint Total 65,000 117,000 117,000 117,000 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 835 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 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 37,000 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. 40,000 100,000 100,000 100,000 5538 Water Meters (Rev) Total 40,000 100,000 100,000 100,000 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 597,050 745,050 745,050 745,050 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 836 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 Debt Principal 73.94% Long-Term Interest 26.06% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 837 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Debt Principal 0 0 460,129 460,129 1,725,054 1,725,054 1,725,054 1,264,925 274.91 [PHONE REDACTED] Long-Term Interest 0 0 260,636 260,636 608,112 608,113 608,113 347,477 133.32 [PHONE REDACTED] Water Bond 1 - Prin- Mwpat 124,367 126,880 129,443 129,443 0 0 0 (129,443) (100.00) [PHONE REDACTED] Water Bond 2 - Prin 150,000 145,000 145,000 145,000 0 0 0 (145,000) (100.00) [PHONE REDACTED] Water Bond 1 - Int-Mwpat 17,259 14,747 12,184 12,184 0 0 0 (12,184) (100.00) [PHONE REDACTED] Water Bond 2 - Int 43,520 37,620 31,820 31,820 0 0 0 (31,820) (100.00) 610034 5949A Cip 2009-Int (11) 161,800 138,913 25,300 25,300 0 0 0 (25,300) (100.00) 610034 5949C Cip 2009-Prin (12) 505,000 505,000 70,000 70,000 0 0 0 (70,000) (100.00) 610034 5949E Cip 2011 Int 2,000 32,800 0 0 0 0 0 0 0.00 610034 5949F Cip 2011-Prin 100,000 150,000 0 0 0 0 0 0 0.00 610034 5949K Cip 2014-Prin 345,000 330,000 0 0 0 0 0 0 0.00 610034 5949L Cip 2014-Int 81,544 33,000 0 0 0 0 0 0 0.00 610034 5949M Cip 2015-Prin 65,000 65,000 0 0 0 0 0 0 0.00 610034 5949N Cip 2015-Int 14,375 11,125 0 0 0 0 0 0 0.00 610034 5949O Cip 2016-Prin 305,000 170,000 675,000 675,000 0 0 0 (675,000) (100.00) 610034 5949P Cip 2016-Int 117,250 96,700 156,025 156,025 0 0 0 (156,025) (100.00) 610034 5949U Cip 2017 Prin 75,000 70,000 55,000 55,000 0 0 0 (55,000) (100.00) 610034 5949V Cip 2017 Int 95,700 91,950 52,125 52,125 0 0 0 (52,125) (100.00) 610034 5949W Cip 2018 Prin 10,000 10,000 10,000 10,000 0 0 0 (10,000) (100.00) 610034 5949X Cip 2018 Int 7,481 6,981 6,481 6,481 0 0 0 (6,481) (100.00) 610034 5949ZA Cip 2019-Prin 30,000 35,000 40,000 40,000 0 0 0 (40,000) (100.00) 610034 5949ZB Cip 2019-Int 65,250 63,625 61,750 61,750 0 0 0 (61,750) (100.00) 610034 5949ZI Cip 2020 Prin 0 15,000 15,000 15,000 0 0 0 (15,000) (100.00) 610034 5949ZJ Cip 2020 Interest 0 19,968 43,700 43,700 0 0 0 (43,700) (100.00) 2,315,546 2,169,308 2,249,593 2,249,593 2,333,166 2,333,167 2,333,167 83,574 3.72 Department Total 2,315,546 2,169,308 2,249,593 2,249,593 2,333,166 2,333,167 2,333,167 83,574 3.72 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 610034 Water Debt Service 5910 Debt Principal FY23 water long-term debt service principal 460,129 0 0 0 Water long-term debt service principal 0 1,725,054 1,725,054 1,725,054 5910 Debt Principal Total 460,129 1,725,054 1,725,054 1,725,054 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 838 5915 Long-Term Interest FY23 water long-term debt service interest 260,636 0 0 0 Water long-term debt service interest 0 608,112 608,113 608,113 5915 Long-Term Interest Total 260,636 608,112 608,113 608,113 5916 Water Bond 1 - Prin-Mwpat Water Bond 1-Prin-MWPAT 129,443 0 0 0 5916 Water Bond 1 - Prin-Mwpat Total 129,443 0 0 0 5920 Water Bond 2 - Prin Water Bond 2 - Prin 145,000 0 0 0 5920 Water Bond 2 - Prin Total 145,000 0 0 0 5936 Water Bond 1 - Int-Mwpat Water Bond 1-Int-MWPAT 12,184 0 0 0 5936 Water Bond 1 - Int-Mwpat Total 12,184 0 0 0 5939 Water Bond 2 - Int Water Bond 2 - Int 31,820 0 0 0 5939 Water Bond 2 - Int Total 31,820 0 0 0 5949A Cip 2009-Int (11) CIP 2009 INT (11) 25,300 0 0 0 5949A Cip 2009-Int (11) Total 25,300 0 0 0 5949C Cip 2009-Prin (12) CIP 2009 PRIN (11) 70,000 0 0 0 5949C Cip 2009-Prin (12) Total 70,000 0 0 0 5949O Cip 2016-Prin CIP 2016 PRIN 675,000 0 0 0 5949O Cip 2016-Prin Total 675,000 0 0 0 5949P Cip 2016-Int CIP 2016 INT 156,025 0 0 0 5949P Cip 2016-Int Total 156,025 0 0 0 5949U Cip 2017 Prin CIP 2017 - PRIN 55,000 0 0 0 5949U Cip 2017 Prin Total 55,000 0 0 0 5949V Cip 2017 Int CIP 2017 - INT 52,125 0 0 0 5949V Cip 2017 Int Total 52,125 0 0 0 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 839 5949W Cip 2018 Prin CIP 2018 - PRIN 10,000 0 0 0 5949W Cip 2018 Prin Total 10,000 0 0 0 5949X Cip 2018 Int CIP 2018 - INT 6,481 0 0 0 5949X Cip 2018 Int Total 6,481 0 0 0 5949ZA Cip 2019-Prin CIP 2019 - PRIN 40,000 0 0 0 5949ZA Cip 2019-Prin Total 40,000 0 0 0 5949ZB Cip 2019-Int CIP 2019 - INT 61,750 0 0 0 5949ZB Cip 2019-Int Total 61,750 0 0 0 5949ZI Cip 2020 Prin CIP 2020 - PRIN 15,000 0 0 0 5949ZI Cip 2020 Prin Total 15,000 0 0 0 5949ZJ Cip 2020 Interest CIP 2020 - INT 43,700 0 0 0 5949ZJ Cip 2020 Interest Total 43,700 0 0 0 610034 Water Debt Service Total 2,249,593 2,333,166 2,333,167 2,333,167 Water Enterprise Long Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 840 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Professional Serv/Fees 1,295 1,106 914 914 914 914 914 0 0.00 [PHONE REDACTED] Interest On Notes 3,306 0 25,737 25,737 71,364 71,364 71,364 45,627 177.29 4,601 1,106 26,651 26,651 72,278 72,278 72,278 45,627 171.21 Department Total 4,601 1,106 26,651 26,651 72,278 72,278 72,278 45,627 171.21 Interest On Notes 98.74% Other 1.26% ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 841 Water Enterprise Short Term Debt Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 610035 Water-Short Term Debt Int-Exp 5304 Professional Serv/Fees WMPAT Annual Service Fees 914 914 [PHONE REDACTED] Professional Serv/Fees Total 914 914 [PHONE REDACTED] Interest On Notes Interest on BAN 0 71,364 71,364 71,364 Interest on Notes 25,737 0 0 0 5925 Interest On Notes Total 25,737 71,364 71,364 71,364 610035 Water-Short Term Debt Int-Exp Total 26,651 72,278 72,278 72,278 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 842 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures [PHONE REDACTED] Assessment 2,674,926 2,785,009 2,906,306 2,906,306 3,017,336 3,017,336 3,017,336 111,030 3.82 2,674,926 2,785,009 2,906,306 2,906,306 3,017,336 3,017,336 3,017,336 111,030 3.82 Department Total 2,674,926 2,785,009 2,906,306 2,906,306 3,017,336 3,017,336 3,017,336 111,030 3.82 Water Enterprise Assessment Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 610033 Water Assessments 5650 Assessment Salem Beverly Water Supply Board Annual Operating Assessment 2,906,306 3,017,336 3,017,336 3,017,336 5650 Assessment Total 2,906,306 3,017,336 3,017,336 3,017,336 610033 Water Assessments Total 2,906,306 3,017,336 3,017,336 3,017,336 ---PAGE BREAK--- Departmental Budgets Water Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 843 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 FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Treasurer - Expenditures 610037 5740A Insurance Deductibles 0 2,500 2,500 2,500 5,000 5,000 5,000 2,500 100.00 0 2,500 2,500 2,500 5,000 5,000 5,000 2,500 100.00 Department Total 0 2,500 2,500 2,500 5,000 5,000 5,000 2,500 100.00 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 610037 Water Enterprise Fund-Ins Dedu 5740A Insurance Deductibles Estimated amount for insurance deductibles related to water claims 2,500 5,000 5,000 5,000 5740A Insurance Deductibles Total 2,500 5,000 5,000 5,000 610037 Water Enterprise Fund-Ins Dedu Total 2,500 5,000 5,000 5,000 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 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. 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. ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 846 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 2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 847 Expenditure by Department Salaries-Full Time 1.88% Solid Waste Collecti 96.49% Other 1.63% ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 848 Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Engineering - Trash/Solid Waste Disposal - Personnel [PHONE REDACTED] Salaries-Full Time 70,148 71,170 75,097 75,097 77,460 77,460 77,460 2,363 3.15 [PHONE REDACTED] Salaries-Part Time 0 8,674 5,466 5,466 5,466 5,466 5,466 0 0.00 [PHONE REDACTED] Overtime (General) 340 0 500 500 500 500 500 0 0.00 70,487 79,844 81,063 81,063 83,426 83,426 83,426 2,363 2.92 Engineering - Trash/Solid Waste Disposal - Expenditures [PHONE REDACTED] Solid Waste Collecti 3,280,350 3,562,155 3,878,700 4,225,598 3,979,600 3,979,600 3,979,600 100,900 2.60 [PHONE REDACTED] Trash Removal-Bakers Island 22,500 18,714 25,935 25,935 25,935 25,935 25,935 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 595 100 1,500 1,500 1,500 1,500 1,500 0 0.00 [PHONE REDACTED] Postage 8,500 8,848 10,500 11,262 10,500 10,500 10,500 0 0.00 [PHONE REDACTED] Printing And Binding 861 596 1,000 1,000 1,000 1,000 1,000 0 0.00 [PHONE REDACTED] Office Supplies (Gen 339 515 600 650 600 600 600 0 0.00 [PHONE REDACTED] Recycling Expenses 5,262 12,738 19,800 21,373 19,200 19,200 19,200 (600) (3.03) 3,320,908 3,606,166 3,940,535 4,289,818 4,040,835 4,040,835 4,040,835 100,300 2.55 Department Total 3,391,395 3,686,010 4,021,598 4,370,881 4,124,261 4,124,261 4,124,261 102,663 2.55 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 849 Personnel Summary Employee Name Job Description Hire Date Approved Budget FY2023 Calc Pay Period FY24 Code FTE # Hours # of Board Meetings Dept Request FY2024 Mayor Proposed FY2024 Approved Budget FY2024 CRIPPS CHERYL EXECUTIVE SECRETARY 8/13/2008 17,122.86 1,008.72 0.34 34% 18,020 18,020 18,020 KNOWLTON DAVID City Engineer-DPS Director 5/21/2007 16,099.64 320.69 0.12 12% - - - VACANT BUSINESS MGR/WTR REG 10/14/2019 23,845.74 - 0.25 25% 23,846 23,846 23,846 AFSCME 18,028.31 0.34 Total AFSCME 1818 19,246 19,246 19,246 [PHONE REDACTED] 75,096.55 1.05 Total Full Time 61,111 61,111 61,111 INTERN PT INTERN 5,466.67 6,838.13 5,467 5,467 5,467 [PHONE REDACTED] 5,466.67 Total Part Time 5,467 5,467 5,467 OVERTIME 500.00 500.00 500 500 500 [PHONE REDACTED] 81,063.22 1.05 Department Total 67,078 67,078 67,078 General Fund FTE Full-Time Equivalent Employees: FY2022 1.05 FY2023 1.05 FY2024 1.05 Variance FY 24 v. FY23 0.00 Union Detail Employee Name Job Desc Start Date Job Grp Voted by Council FY2023 FTE Calc Period Munis Budget FY2024 Step Step Increases Dept Req FY2024 Mayor FY2024 Approved Budget FY2024 Date Rate # Weeks Old New MCGRATH RAYLEEN PRINCIPAL CLERK 12/18/ 17 2 18,028.31 0.34 370.11 19,245.72 3 19,245.72 19,245.72 19,245.72 18,028.31 0.34 19,245.72 19,245.72 19,245.72 19,245.72 ---PAGE BREAK--- Departmental Budgets Trash/Solid Waste Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 850 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 0 0 0 Bulk Item Collections: mattresses and Bulk Items estimate 13k annual 0 180,000 180,000 180,000 DPS events/event dumpsters 18,000 18,500 18,500 18,500 One extra week yard waste pick-up 15,500 15,900 15,900 15,900 Recycling processing, assume 4,020 tons at $90/ton (changes/month pay up to 93/month) 325,000 371,000 371,000 371,000 Replacement Carts-1,000 Annual-$46 each Trash(500)/Recycle $58 (500) 52,000 75,000 75,000 75,000 Sharps Disposal-twice per month 8,500 3,500 3,500 3,500 Transfer Station Yard Waste Removal-3 times annually 75,000 80,000 80,000 80,000 Waste Management-weekly solid waste and bi weekly recycling pick-up (2.5% incr.) 2,200,000 2,255,000 2,255,000 2,255,000 WM Disposal-$79.00/ton at 12,000 tons (2.5% increase) 950,000 0 0 0 WM Disposal-$81.00/ton at 12,000 tons (2.5% increase) 0 972,000 972,000 972,000 5291 Solid Waste Collecti Total 3,878,700 3,979,600 3,979,600 3,979,600 5298 Trash Removal-Bakers Island Baker’s Island Trash 25,935 25,935 25,935 25,935 5298 Trash Removal-Bakers Island Total 25,935 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 851 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 2,000 2,000 2,000 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 police details- for 4 E-Waste events 0 1,200 1,200 1,200 Public Stewardship, organization memberships 2,000 2,000 2,000 2,000 Six police details-2 book swaps, 4 E-Waste 1,800 0 0 0 Website hosting and support-GreenSalem.com-per IT’s request-not part of IT 1,000 1,500 1,500 1,500 5780 Recycling Expenses Total 19,800 19,200 19,200 19,200 620032 SOLID WASTE Ent-Expenses Total 3,940,535 4,040,835 4,040,835 4,040,835 Water Enterprise Insurance Deductibles Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 ---PAGE BREAK--- ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 PEG Access Enterprise Solicitor & Licensing Board - PEG Access Budget Summary Org Obj Account Description FY2021 Actuals FY2022 Actuals FY2023 Adopted Budget FY2023 Adjusted Budget FY2024 Dept. FY2024 Mayor Approved Budget FY2024 Variance % Change Solicitor & Licensing Board - PEG Access - Expenditures 6300302 5713 Expenses 599,120 583,799 691,250 691,250 691,250 691,250 691,250 0 0.00 599,120 583,799 691,250 691,250 691,250 691,250 691,250 0 0.00 Department Total 599,120 583,799 691,250 691,250 691,250 691,250 691,250 0 0.00 ---PAGE BREAK--- Departmental Budgets PEG Access Enterprise FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 854 Budget Detail Description Voted by Council FY2023 Department Request FY2024 Mayor FY2024 Approved Budget FY2024 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Full-Time Equivalent Employees (FTE's) FY2022 FY2023 FY2024 Change From Prior FY EXECUTIVE DIVISION Mayor 4.00 5.00 6.00 1.00 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 2.50 2.50 3.00 0.50 FINANCE DIVISION Assessors 5.00 5.00 5.00 0.00 Collector 4.00 4.00 4.00 0.00 Data Processing - IT/GIS General Admin 11.00 12.00 12.00 0.00 Finance 4.00 6.00 6.00 0.00 Parking Department 15.00 18.00 18.00 0.00 Purchasing 2.50 2.50 2.50 0.00 Treasurer 4.00 4.00 4.00 0.00 LEGAL DIVISION Solicitor 5.80 5.30 5.30 0.00 HUMAN RESOURCE DIVISION Human Resources 4.54 4.54 4.54 0.00 FIRE DIVISION Fire 95.00 98.00 99.00 1.00 POLICE DIVISION Police 113.46 111.71 109.41 -2.30 Harbormaster 3.00 3.00 3.00 0.00 INSPECTIONAL SERVICES DIVISION Public Property - Inspections 10.00 11.00 10.00 -1.00 Electrical 6.50 6.50 6.50 0.00 Health 9.00 12.50 12.50 0.00 PLANNING & COMMUNITY DEVELOPMENT DIVISION Planning - General Admin 9.56 10.11 9.38 -0.73 ---PAGE BREAK--- Full-Time Equivalent Employees (FTE's) FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 856 Full-Time Equivalent Employee Comparisons PUBLIC SERVICES DIVISION Public Services - General Admin 24.82 30.17 28.17 -2.00 Sewer Enterprise Fund 6.64 7.13 6.96 -0.17 Water Enterprise Fund 6.64 7.13 6.96 -0.17 ENGINEERING DIVISION Engineering - General Fund 6.85 4.85 4.85 0.00 Sewer Enterprise Fund 2.80 2.80 3.80 1.00 Water Enterprise Fund 2.80 2.80 2.80 0.00 Trash Enterprise Fund 1.05 1.05 1.05 0.00 RECREATION & COMMUNITY SERVICES DIVISION Council On Aging 10.93 10.93 13.85 2.92 Library 20.76 22.01 22.01 0.00 Recreation - General Admin 4.14 5.14 5.79 0.65 Golf Course 3.15 3.15 3.15 0.00 Witch House 1.15 1.65 1.65 0.00 Charter Street 0.00 0.50 0.50 0.00 Winter Island 1.00 1.00 1.00 0.00 Veterans 2.54 2.54 2.54 0.00 SUSTAINABILITY & RESILIENCY DEPARTMENT Sustainability & Resiliency - General Admin 3.50 4.56 5.06 0.50 City Grand Totals 414.13 435.57 436.77 1.20 ---PAGE BREAK--- Appendix ---PAGE BREAK--- FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 859 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 861 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 862 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 863 The school capital projects fund is used to account for the ongoing construction and renovations of the City’s school buildings. The non-major governmental funds consist of other special revenue, capital projects and permanent funds that are aggregated and presented in the non- major governmental funds’ column on the governmental funds financial statements. The following describes the general use of these fund types: The special revenue fund is used to account for the proceeds of specific revenue sources (other than permanent funds or capital projects funds) that are restricted by law or administrative action to expenditures for specified purposes. The capital projects fund is used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by Enterprise Funds). The permanent fund is used to account for financial resources that are legally restricted to the extent that only earnings, not principal, may be used for purposes that support the governmental programs. Proprietary fund financial statements are reported using the flow of economic resources measurement focus and use the accrual basis of accounting. Under this method, revenues are recorded when earned and expenses are recorded when the liabilities are incurred. Proprietary funds distinguish operating revenues and expenses from non- operating items. Operating revenues and expenses generally result from providing services and producing and delivering goods in connection with the proprietary funds principal ongoing operations. All revenues and expenses not meeting this definition are reported as non-operating revenues and expenses. The following major proprietary funds are reported: The sewer enterprise fund is used to account for the sewer activities. The water enterprise fund is used to account for the water activities. The golf course enterprise fund is used to account for the golf course activi- ties. The parking activities enterprise fund is used to account for parking activi- ties. The trash enterprise fund is used to account for the solid waste disposal activities. Additionally, the following proprietary fund type is reported: The internal service fund is used to account for the financing of services provided by one department to other departments or governmental units. This fund is used to account for risk financing activities related to retirees’ health insurance. Fiduciary fund financial statements are reported using the flow of economic resources measurement focus and use the accrual basis of accounting except for the Agency Fund, which has no measurement focus. Fiduciary funds are used to account for assets held in a trustee capacity for others that cannot be used to support the governmental programs. The following fiduciary fund types are reported: The pension trust fund is used to account for the activities of the System, which accumulates resources to provide pension benefits to eligible retirees and their beneficiaries. The private-purpose trust fund is used to account for trust arrangements that exclusively benefit individuals, private organizations, or other governments. Some of these trusts have donor restrictions and trustee policies that do not allow the endowment portion and any unrealized appreciation to be spent. The donor restrictions and trustee policies only allow the trustees to authorize spending of the realized investment earnings. The City’s educational 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 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 2013 - 9,113,053.00 9,113,053.00 #DIV/0! 2013 - 1,704,140.00 1,704,140.00 #DIV/0! 2014 9,113,053.00 7,647,714.00 (1,465,339.00) -16% 2014 1,704,140.00 2,789,557.00 1,085,417.00 64% 2015 7,647,714.00 6,761,445.00 (886,269.00) -12% 2015 2,789,557.00 1,968,687.00 (820,870.00) -29% 2016 6,761,445.00 7,309,209.67 547,764.67 8% 2016 1,968,687.00 3,044,316.83 1,075,629.83 55% 2017 7,309,209.67 7,780,093.84 470,884.17 6% 2017 3,044,316.83 3,304,394.36 260,077.53 9% 2018 7,780,093.84 7,243,321.87 (536,771.97) 2018 3,304,394.36 2,703,564.03 (600,830.33) -18% 2019 7,243,321.87 8,690,995.41 1,447,673.54 20% 2019 2,703,564.03 3,683,860.63 980,296.60 36% 2020 8,690,995.41 12,223,007.00 3,532,011.59 41% 2020 3,683,860.63 3,811,623.00 127,762.37 3% 2021 12,223,007.00 17,188,121.00 4,965,114.00 41% 2021 3,811,623.00 4,475,939.79 664,316.79 17% 2022 17,188,121.00 16,856,224.00 (331,897.00) 2022 4,475,939.79 5,084,653.00 608,713.21 14% 2023 16,856,224.00 19,356,224.00 2,500,000.00 15% Est. 2023 5,084,653.00 6,528,289.00 1,443,636.00 28% Est. The objective of the General Fund is to raise revenue to cover expenses for the fiscal year. Fee Increases in 2022 and 2023 to cover projected expenditures. FY 2023 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 2013 - 542.00 542.00 #DIV/0! 2013 - 323,739.00 323,739.00 #DIV/0! 2014 542.00 (466,988.00) (467,530.00) -86260% 2014 323,739.00 480,117.00 156,378.00 48% 2015 (466,988.00) (165,558.00) 301,430.00 -65% 2015 480,117.00 327,689.00 (152,428.00) -32% 2016 (165,558.00) - 165,558.00 -100% 2016 327,689.00 446,378.94 118,689.94 36% 2017 - - - 0% 2017 446,378.94 530,887.17 84,508.23 19% 2018 - - - 0% 2018 530,887.17 324,421.69 (206,465.48) -39% 2019 - - - 0% 2019 324,421.69 113,461.18 (210,960.51) -65% 2020 - - - 0% 2020 113,461.18 526,978.00 413,516.82 364% 2021 - - - 0% 2021 526,978.00 760,533.71 233,555.71 44% 2022 - 207,489.96 207,489.96 0% 2022 760,533.71 1,088,192.00 327,658.29 43% 2023 207,489.96 - (207,489.96) 0% 2023 1,088,192.00 1,306,579.00 218,387.00 20% Est. Fee Increases in 2022 and 2023 to cover projected expenditures. Balance in retained earnings to be used for future capital needs and recycling initiatives. Fees increased in recent years due to new trash contractor and increased prices. ---PAGE BREAK--- Appendix Major & Non-Major Funds Overview FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 865 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 2013 3,453,722.00 3,438,798.74 (14,923.26) 2013 130,520.06 195,088.47 64,568.41 #DIV/0! 2014 3,438,798.74 5,173,812.00 1,735,013.26 50% 2014 195,088.47 297,018.62 101,930.15 52% 2015 5,173,812.00 5,440,226.00 266,414.00 5% 2015 297,018.62 462,839.00 165,820.38 56% 2016 5,440,226.00 5,331,962.97 (108,263.03) 2016 462,839.00 577,501.10 114,662.10 25% 2017 5,331,962.97 6,037,015.34 705,052.37 13% 2017 577,501.10 729,441.30 151,940.20 26% 2018 6,037,015.34 6,511,290.45 474,275.11 8% 2018 729,441.30 181,555.62 (547,885.68) -75% 2019 6,511,290.45 7,397,757.43 886,466.98 14% 2019 181,555.62 380,808.33 199,252.71 110% 2020 7,397,757.43 9,111,336.91 1,713,579.48 23% 2020 380,808.33 452,314.00 71,505.67 19% 2021 9,111,336.91 10,043,960.01 932,623.10 10% 2021 452,314.00 734,710.61 282,396.61 62% 2022 10,043,960.01 14,067,845.00 4,023,884.99 40% 2022 734,710.61 107,590.48 (627,120.13) -85% 2023 14,067,845.00 16,300,000.00 2,232,155.00 16% Est 2023 107,590.48 453,295.37 345,704.89 321% 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 2013 1,253,909.23 1,681,855.79 427,946.56 2013 381,012.37 675,003.22 293,990.85 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% 2022 4,914,890.22 5,197,511.10 282,620.88 6% 2023 5,870,953.60 6,170,279.92 299,326.32 5% Est 2023 5,197,511.10 5,327,448.88 129,937.78 3% 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Departmental Fund Relationships Major Non-Major Non-Major Non-Major Major Major Major Major Non-Major Non-Major Non-Major Non-Major General Fund Special Revenue Funds Revolving Funds Capital Projects Water Sewer Trash Peg Access - Cable TV Access Permanent Trust Funds - Cemetary & Other Private Scholarships & Trust Commissioners Agency Funds - WH, Escrow, Details, etc. Stabilization Funds Department Sub Department Index # Appropriated Appropriated Mayor Executive 1 Yes Yes Yes Yes Yes Yes City Clerk Legislative- City Council 2 Yes City Clerk 3 Yes Elections & Registrations 3 Yes Yes Assessors Board of Assessors 4 Yes Yes Collector Tax Collections 5 Yes Yes Data Processing Information Technology/GIS 6 Yes Yes Fixed Costs 6 Yes Finance Accounting 7 Yes Traffic & Parking General Operation 8 Yes Yes Yes Purchasing Purchasing 9 Yes Yes Fixed Costs 9 Yes Treasurer Treasury Services 10 Yes Yes Debt Service 10 Yes Short Term Debt 10 Yes North Shore Regional Voc Schoo 10 Yes State Assessments 10 Yes Contributory Retirement 10 Yes Non-contributory Pensions 10 Yes Medicare 10 Yes Municipal Insurance 10 Yes Solicitor-Licensing Legal Services & Licensing 11 Yes Yes Human Resources Personnel 12 Yes Yes Workmen's Compensation 12 Yes Unemployment Compensation 12 Yes Group Insurance 12 Yes Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 867 Major Non-Major Non-Major Non-Major Major Major Major Major Non-Major Non-Major Non-Major Non-Major General Fund Special Revenue Funds Revolving Funds Capital Projects Water Sewer Trash Peg Access - Cable TV Access Permanent Trust Funds - Cemetary & Other Private Scholarships & Trust Commissioners Agency Funds - WH, Escrow, Details, etc. Stabilization Funds Department Sub Department Index # Appropriated Appropriated Appropriated Trust & Agency Funds Departmental Fund Relationships Governmental Funds Enterprise Funds Harbormaster Harbormaster 15 Yes Yes Yes Yes Public Property Building/Plumbing/Gas Insp 16 Yes Yes Zoning Appeals 16 Yes Fixed Costs 16 Yes Health - Board of Administration & Support 17 Yes Yes Yes Yes Electrical Electrical Inspection & Maint 18 Yes Yes Yes Planning General Administration 19 Yes Yes Yes Yes Conservation Commission 19 Yes Planning Board 19 Yes Market & Tourism 19 Yes Historic Preservation 19 Yes Public Services Administration & Support 20 Yes Yes Yes Yes Yes Yes Yes Yes Yes Snow and Ice 20 Yes Engineering Engineering 21 Yes Yes Yes Yes Yes Yes Yes Yes Recreation Administration & Support 22 Yes Yes Yes Yes Yes Golf Course 22 Yes Yes Yes Yes Witch House 22 Yes Yes Yes Pioneer Village 22 Yes Winter Island 22 Yes Yes Yes Council On Aging Administration & Support 23 Yes Yes Yes Yes Library Administration & Support 24 Yes Yes Yes Yes Veterans Agent Administration & Support 25 Yes Yes GF Trans Out Trans Out 27 Yes Yes Yes Yes School School 26 Yes Yes Yes Yes Yes Yes Yes ENTERPRISE FUNDS ---PAGE BREAK--- Appendix Departmental Fund Relationships FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 868 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 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 Performance Management & Measures The Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award program requires all submitting agencies to incorporate Performance Management and Performance Measurers into their budget. The City of Salem is continuing to incorporate those ideas and strategies as part of the overall operation and management of the City. The City has recently started a SalemStat program which uses performance measurers to determine where efficiencies can be applied based on statistical data. In the next few pages, you will see the Police, Fire and Department of Public Services SalemStat data. The Mayor and her staff hope to use these statistics to better understand how to use city resources in more efficient ways. City of Salem conducts an annual citizen survey on the City’s website ( www.salem.com) that allowed all citizens of Salem to voice their opinions on various issues. The results of the recent year’s survey are listed in the next few pages. Long- and Short-Term Strategic Goals The City of Salem Long and Short-Term Strategic Plan Summary is a listing of the Mayor’s top priorities for the City of Salem for the current fiscal year and beyond. A chart of these goals is listed on the following pages. Several of the goals are high priority items of the current Citizens Survey result as noted. Each department is required to include a table of Outcomes and Performance measurers in their mission statements. They are also required to include a description of “How Fiscal Year Departmental Goals relate to the City’s Overall Long- & Short-Term Goals”. This information defines how each department’s goals tie in to the overall goals of the City and is included for each department in their mission statements throughout Section 8 – Department Budgets. What is Performance Management? Performance management is a logical and integrated approach to all aspects of the cycle of planning, budgeting, operations and evaluations that is based on data and analysis, for the purpose of continuously improving results. Performance management is: Data driven – using reliable, verifiable and relevant data. Outcome oriented – focused primarily on results, less on inputs and out- puts. Citizen focused – based on community needs. Logically aligned – mission, goals, objectives, measurers, responsibilities are integrated. Transparent – information is available and understandable by outsiders and insiders alike. Sustainable – survives leadership changes. Learning, improvement and accountability driven. Performance measurement has become increasingly prevalent in local government, yet most government managers still struggle with the 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--- ---PAGE BREAK--- Glossary of Terms ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 872 Abatement A complete or partial cancellation of a tax levy imposed by a gov- ernmental unit and administered by the local board of assessors. Accounting Period A period at the end of which, and for which, financial statements are prepared. Also know as a fiscal period. Accounting System A system of financial record keeping that record, classify and report information on the financial status and operation of an organization. Accrual a method of accounting that recognizes income when earned and expenses when incurred regardless of when cash is received or disbursed. Activity A specific and distinguishable line of work performed by one or more organization components of a governmental unit for the purpose of accomplishing a function for which the governmental unit is responsible. Adopted Budget The resulting budget that has been approved by the City Council. Allocation The distribution of available monies, personnel, buildings, and equipment among various City departments, division or cost cen- ters. Annual Budget An estimate of expenditures for specific purposes during the fis- cal year (July 1-June 30) and the proposed means (estimated revenues) for financing those activities. Appropriation An authorization granted by the City Council to incur liabilities for purposes specified in the appropriation act. Arbitrage Investing funds borrowed at a lower interest cost in investments providing a higher rate of return. Assessed Valuation A valuation set upon real or personal property by the local board of assessors as a basis for levying taxes. Audit An examination of documents, records, reports, system of inter- nal control, accounting and financial procedures to ensure that financial records are fairly presented and in compli- ance with all legal requirements for handling of public funds, including state and federal laws and the City charter. Balanced Budget A budget in which receipts are greater than (or equal to) expendi- tures. A requirement for all Massachusetts cities and towns. Bond Anticipation Notes (BAN) Notes issued in anticipation of later issuance of bonds, usually payable from the proceeds of the sale of the bonds or renewal notes. Budget A plan of financial operation embodying an estimate of proposed expenditures for a given time period and the proposed means of financing them. The term usually indicates a financial plan for a single fiscal year. Budget Calendar A schedule of certain steps to be followed in the budgeting pro- cess and the dates by which each step must be complete. Budget Document The instrument used by the Mayor to present a comprehensive financial program to the appropriating body. Budget Message A general discussion of the submitted budget presented in writ- ing by the Mayor to the legislative body as part of the budget doc- ument. Capital Budget A plan of proposed outlays for acquiring long-term assets and the means of financing those acquisitions during the current fiscal period. Capital Improvement Program (CIP) A plan for capital expenditure to be incurred each year over a fixed period of years to meet capital needs arising from the long term work program. It sets forth each project and specifies the full resources estimated to be available to finance the projected expenditures. ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 873 Charges for Service (Also called User Charges or Fees) the charges levied on the users of particular goods or services provided by local govern- ment requiring individuals to pay for the private benefits they receive. Such charges reduce the reliance on property tax fund- ing. Cherry Sheet A form showing all state and county charges and reimbursements to the City as certified by the state director of accounts. Years ago this document was printed on cherry colored paper, hence the name. A copy of this manual can be found at the following on- line address: http://www.mass.gov/dor/local-officials/municipal- databank-and-local-aid-unit/cherry- sheet-reports.html. Community Benefits Agreement (CBA) or Community Host Agreement (CHA). Typically a contract signed by a developer/ business/group and a municipality that requires the business/ developer/group to provide specific amenities and/or mitigations to the local community or neighborhood. Community Preservation Act (CPA) The CPA allows communities to create a local Community Pres- ervation Fund to raise money through a surcharge of up to 3% of the real estate tax levy on real property for open space protec- tions, historic preservation and the provision of affordable hous- ing. The act also creates a significant state matching fund, which serves as an incentive to communities to pass the CPA. Cost Center The lowest hierarchical level of allocating monies. Often referred to as a program, project or operation. Debt Limits The general debt limit of a City consists of normal debt limit, which is 2 ¾ percent of the valuation of taxable property and a double debt limit which is 5 % of that valuation. Cities and towns may authorize debt up to the normal limit without state approval. It should be noted that there are certain categories of debt which are exempt from these limits. Debt Service Payment of interest and repayment of principal to holders of a government’s debt instruments. Deficit or Budget Deficit The excess of budget expenditures over receipts. City and State laws require a balance budget. Department A principal, functional and administrative entity created by statute and the Mayor to carry out specified public services. Encumbrance An account used to record the estimated amount of purchase orders, contract, or salary commitments chargeable to an appro- priation. The account is credited when goods or services are received and the actual expenditure of the appropriation is known. Enterprise Fund A fund established to account for operations that are financed and operated in a manner similar to private business enterprises. The intent is that the full costs of providing the goods or services be financed primarily through charges and fees thus removing the expenses from the tax rate. Governmentally owned utilities and hospitals are ordinarily accounted for by enterprise funds. Equalized Value (EQV) The commissioner or Revenue, in accordance with MGL CH. 58 Section 10C, is charged with the responsibility of biannually determining an equalized valuation for each city and town in the Commonwealth. EQVs present an estimate of fair cash value of all taxable property in each city and town as of January 1 of each year (MGL CH. 58, Sections 9 & 10C). The EQV is a measure of the relative property wealth in each municipality. Its purpose is to allow for compari- sons 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 vari- ous state and county assessments to municipalities, ad the deter- mination of municipal debt limits. EQVs are used in some distribution formulas so that communities with lower property val- ues receive proportionately more aid than those with higher prop- erty values. In some assessment formulas they are used so that those with lower property values assume proportionately less of the cost than communities with higher property values. The local aid receipt programs using EQV are: Public Libraries, Chapter 70, and School Construction Aid. The assessments using EQV are: Boston’s Metropolitan Transit Districts, the Count Tax, Mos- quito Control Projects and Air Pollution Control Districts. A municipality’s annual EQV is the summon f estimated fair market value for each property class plus an estimate of new growth, resulting in values indicative of January 1. ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 874 Exemptions A statutory reduction in the assessed valuation of taxable prop- erty accorded to certain taxpayers, such as senior citizens, wid- ows, and war veterans. Expenditures The amount of money, cash or checks, actually paid or obligated for payment from the treasury when liabilities are incurred pursu- ant to authority given in an appropriation. Fiduciary Funds contain resources held by a government but belonging to individ- uals or entities other than the government. A prime example is a trust fund for a public employee pension plan. Governmental funds account for everything else. Financial Accountability The obligation of government to justify the raising of public resources and what those resources were expended for. Financial Condition The probability that a government will meet its financial obliga- tions as they become due and it’s service obligations to constitu- encies, both currently and in the future. Financing Plan The estimate of revenues and their sources that will pay for the service programs outlined in the annual budget. Fiscal Period Any period at the end of which a governmental unit determines its financial position and the results of its operations. Fiscal Year The 12-month financial period used by all Massachusetts munici- palities this begins July 1st and ends June 30th of the following calendar year. The year is represented by the date on which it ends. Example: July 1, 2006 to June 30, 2007 would be FY 07. Fixed Asset Assets of a long-term character that are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Full and Fair Market Valuation The requirement, by State Law, that all real and personal property be assessed at 100% of market value for taxation purposes. “Proposition 2 ¾“ laws set the City’s tax levy limit at 2 ¾ % of the full market (assessed) value of all taxable property. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities, and residual equities or balances, and changes therein, which are segregated for the purpose of carry- ing on specific activities or attaining certain objectives in accor- dance with special regulations, restrictions or limitations. Fund Balance The portion of Fund Equity available for appropriation. Fund Equity The excess of fund assets and resources over fund liabilities. A portion of the equity of a governmental fund may be reserved or designated; the remainder is referred to as Fund Balance. General Fund A fund used to account for all transaction s of a governmental unit that is not accounted for in another fund. The General Fund is used to account for the ordinary operations of a governmental unit that are financed from taxes and other general revenues. Government Accounting Standards Board (GASB) The Governmental Accounting Standards Board (GASB) was organized in 1984 as an operating entity of the Financial Accounting Foundation (FAF) to establish standards of financial accounting and reporting for state and local governmental enti- ties. Its standards guide the preparation of external financial reports of those entities. The Foundation’s Trustees are responsi- ble for selecting the members of the GASB and its Advisory Council, funding their activities and exercising general oversight- with the exception of the GASB resolution of technical issues. The GASB function is important because external financial reporting can demonstrate financial accountability to the public and is the basis for investment, credit and many legislative and regulatory decisions. The mission of the Governmental Account- ing Standards Board is to establish and improve standards of state and local governmental accounting and financial reporting that will result in useful information for users of financial reports and guide and educate the public, including issuers, auditors, and users of those financial reports. More information, including all statements, can be found at www.gasb.org. Government Finance Officers Association (GFOA) The Government Finance Officers Association (or GFOA) is a professional association of approximately 17,500 state, provin- cial, and local government finance officers in the United States ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 875 and Canada. GFOA is headquartered in downtown Chicago. More information can be found at www.gfoa.org. Governmental Funds revenues and expenditures should be recognized on the modified accrual basis. Revenues should be recognized in the accounting period in which they become available and measurable. Expendi- tures should be recognized in the accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on general long- term debt, which should be recognized when due. Grant A contribution of assets by one governmental unit to another unit. Typically, these contributions are made to local governments from the state and federal government. The contribution is usu- ally made to aid in the support of a specified function (for exam- ple, education), but it is sometimes also for general purposes, or for the acquisition or construction of fixed assets. Group Insurance Commission (GIC) The group insurance commission was established by the Legisla- ture in 1955 to provide and administer health insurance and other benefits to the Commonwealth of Massachusetts employees and retirees, and their dependents and survivors. The GIC also cov- ers housing and redevelopment authorities’ personnel, participat- ing municipalities, and retired municipal employees and teachers in certain governmental units. Inter-fund Transactions Payments from one administrative budget fund to another or from one trust fund to another, which result in the recording of a receipt and an expenditure. Intra-fund Transactions Financial transactions between activities within the same fund. An example would be a budget transfer. Levy The amount of taxes, special assessments, or service charges imposed by a governmental unit. Levy Ceiling The limit imposed by Proposition 2 ¾ that equals 2 ¾ % of the total full and fair cash value of all taxable property. Levy Limit The amount that a municipality may raise in taxes each year which is based on the prior year’s limit plus 2 ¾ % increase on that amount plus the amount certified by the State that results from “new growth”. License and Permit Fees The charges related to regulatory activities and privileges granted by government in connection with regulations. Line-item Budget - A format of budgeting which organizes costs by object of expenditure such as supplies, equipment, mainte- nance or salaries. MBTA-Massachusetts Bay Transportation Authority The Massachusetts Bay Transportation Authority is the state authority responsible for all aspects of transportation throughout the Commonwealth of Massachusetts. An description of the assessment charged to municipalities can be found in the cherry sheet manual located on-line at http://www.mass.gov/dor/local- officials/municipal-databank-and-local-aid-unit/cherry-sheet- reports.html. MGL-Massachusetts General Law The General Laws of the Commonwealth of Massachusetts. These laws can be found at http://www.mass.gov/legis/. MSBA-Massachusetts School Building Authority The MSBA is the state authority that oversees all school building projects and funding. The web site is www.mass.gov/msba. Major Funds There are two types of major governmental funds – General Funds and Enterprise Funds. These funds are voted as part of the annual city budget. The General Fund is the major operating fund of municipal governments, and it accounts for the vast majority of municipal operations. The General Fund is supported by revenues from real estate and personal property taxes, state and federal aid, excise taxes, investment income, fines and for- feitures, and fees and charges. Most of the municipal depart- ments, including the schools, are supported in whole or in part by the General Fund. Enterprise funds are used to account for oper- ations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs (expenses, including depreciation) of pro- viding goods or services to the general public on a continuing basis be financed or recovered primarily through user charges; or where the governing body has decided the periodic determi- nation of revenues earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, manage- ment control, accountability or other purposes. ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 876 Modified Accrual Basis Under the modified accrual basis of accounting, required for use by governmental funds, revenue are recognized in the period in which they become available and measurable, and expenditures are recognized at the time a liability is incurred pursuant to appropriation authority. New Growth The additional tax revenue generated by new construction, reno- vations, and other increases in the property tax base during a cal- endar year. Non-expendable Trust Fund A fund, the principal, and sometimes also the earnings, of which may not be expended. Non-Tax Revenue All revenue coming from non-tax sources including licenses and permits, intergovernmental revenue, charges for service, fines and forfeits and various other miscellaneous revenue. Other Financing Sources (OFS) An Operating statement classification, in which financial inflows other than revenues are reported, for example, proceeds of long- term debt and operating transfers-in. Other Financing Uses (OFU) An Operating statement classification in which financial outflows other than expenditures are reported, for example, operating transfers-out. Other Post Employment Benefits (OPEB) Other Postemployment Benefits (or OPEB) are benefits (other than pensions) that U.S. state and local governments provide to their retired employees. These benefits principally involve health care benefits, but also may include life insurance, disability, legal and other services. Operating Budget A budget that applies to all outlays other than capital outlays. See Budget. Overlay The amount raised by the assessors in excess of appro- priation and other charges for the purpose of creating a fund to cover abatements and exemptions. Overlay Surplus Any balance in the overlay account of a given year in excess of the amount remaining to be collected or abated can be trans- ferred into this account. Overlay surplus may be appropriated for any lawful purpose. Performance Indicator Variables measuring the degree of goal and objective fulfillment achieved by programs. Performance Standard A statement of the conditions that will exist when a job is well done. PILOT – Payment in Lieu of Taxes Money received from exempt (non-profit) organizations who are otherwise not obligated to pay property taxes. Federal, state, municipal facilities, hospitals, churches and colleges are exam- ples of tax exempt properties. Policy A definite course of action adopted after a review of information and directed at the realization of goals. Priority A value that ranks goals and objectives in order of importance rel- ative to one another. Procedure A method used in carrying out a policy or plan of action. Program Collections of work related activities initiated to accomplish a desired end. Program Budget A budget format which organizes expenditures and revenues around the type of activity or service provided and specifies the extent or scope of service to be pro- vided, stated whenever possible in precise units of measure. Proposition 2 ¾ A law which became effective on December 4, 1980. The two main components of the tax law relating to property taxes are: 1) the tax levy cannot exceed 2 ¾ % of the full and fair cash value, and 2) for cities and towns at or below the above limit, the tax levy cannot exceed the maximum tax levy allowed for the prior by more than 2 ¾ % (except in cases of property added to the tax rolls and for valuation increases of at least 50% other than as part of a general revaluation). ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 877 Purchase Order A document issued to authorize a vendor or vendors to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encum- brances. Rating Agencies This term usually refers to Moody’s Investors Service and Stan- dard and Poor’s Corporation. These services are the two major agencies which issue credit ratings on municipal bonds. Registered Bonds Bonds that are registered on the books of the issuer as to owner- ship; the transfer of ownership must also be recorded on the books of the issuer. Recent changes in federal tax laws mandate that all municipal bonds be registered if their tax exempt status is to be retained. Reserves An account used to indicate that portion of fund equity which is legally restricted for a specific purpose or not available for appro- priation and subsequent spending. Reserve for Contingencies A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for. Retained Earnings The accumulated earnings of an Enterprise or Internal Service Fund that have been retained in the fund and are not reserved for any specific purpose. Revenue Additions to the City’s financial assets (such as taxes and grants) other than from interfund transfers and debt issue proceeds. Revolving Fund A fund established to finance a continuing cycle of operations in which receipts are available for expenditure without further action by the City Council. RMV-Registry of Motor Vehicles The Registry of Motor Vehicles in Massachusetts is responsible for all aspects of motor vehicles including but not limited to regis- tration, sales tax, and licensing. Service Level The extent or scope of the City’s service to be provided in a given budget year. Whenever possible, service levels should be stated in precise units of measure. Special Revenue Fund (SRF) A fund used to account for revenues from specific revenue sources that by law are designed to finance particular functions or activities of government. Submitted Budget The proposed budget that has been approved by the Mayor and forwarded to the City Council for their approval. The City Council must act upon the submitted budget within prescribed guidelines and limitations according to statute and the City charter. Supplemental Appropriations Appropriation’s requested by the Mayor and approved by the City Council after an initial appropriation to cover expenditures beyond original estimates. Tax Anticipation Notes (TAN) Notes issued in anticipation of collection of taxes, usually retired only from tax collections, and only from the proceeds of the tax levy whose collection they anticipate. Tax Levy The amount of taxes, special assessments, or service charges imposed by a governmental unit. Tax Rate The amount of tax stated in terms of a unit of the tax base. Prior to a 1978 amendment to the Massachusetts Constitution, a single tax rate applied to all of the taxable real and personal property in a City or town. The 1978 amendment allowed the legislature to create three classes of taxable property: 1) residential real prop- erty, 2) open space land, and 3) all other (commercial, industrial, and personal property). Within limits, cities and towns are given the option of determining the share of the levy to be borne by the different classes of property. The share borne by residential real property must be at least 65% of the full rate. The share of com- mercial, industrial, and personal property must not exceed 150% of the full rate. Property may not be classified until the State Department of Revenue has certified that all property has been assessed at its full value. Unit Cost A term used in cost accounting to denote the cost of producing a unit of product or rendering a unit of service, for example, the cost of treating and purifying a thousand gallons of sewage. ---PAGE BREAK--- Glossary of Terms FY 2024 Proposed Operating Budget & Capital Plan 2024 - 2028 878 Valuation (100%) Requirement that the assessed valuation must be the same as the market value for all properties. Warrant An order drawn by a municipal officer directing the treasurer of the municipality to pay a specified amount to the bearer, either after the current or some future date. Warrant Payable The amount of warrants outstanding and unpaid.