FY22 Budget PDF — File 212004

June 04, 2021 FY22 Budget Information July 1, 2021 - June 30, 2022 Additional information and resources are available at www.somervillema.gov/fy22budget City of Somerville Joseph A. Curtatone, Mayor Ed Bean, Director of Finance Mike Mastrobuoni, Budget Manager Somerville City Council Matthew C. McLaughlin, President, Ward 1 Mary Jo Rossetti, Vice President, At-large Wilfred N. Mbah, At-large Kristen Strezo, At-large William A. White Jr., At-large Jefferson Thomas Scott, Ward 2 Ben Ewen-Campen, Ward 3 Jesse Clingan, Ward 4 Mark Niedergang, Ward 5 Lance L. Davis, Ward 6 Katjana Ballantyne, Ward 7 Introduction & Overview Departmental Budgets Non-Departmental Budgets Mayor's Message Executive Summary Organizational Chart Community Profile Expenditure Table Revenue Table COVID-19 & Incident Command Update City Council Clerk of Committees Executive Office Administration SomerStat Arts Council Office of Sustainability & Environment Racial & Social Justice Communications & Community Engagement Communications & Community Engagement Constituent Services SomerViva: Office of Immigrant Affairs Human Resources Information Technology Debt Service State Assessments Health & Life Insurance, Medicare Worker's Compensation Unemployment Compensation Pension Salary Contingency Damages & Building Insurance Revolving Funds PEG/Access Fund Special Revenue Fund: CPA City of Somerville FY22 Budget City of Somerville FY22 Budget Index Page Index Page

June 04, 2021 Information Technology Elections City Clerk Licensing Commission Law Inspectional Services Infrastructure & Asset Management Infrastructure & Asset Management Capital Projects Engineering Finance Treasury Auditing Procurement & Contracting Services Assessing Grants Development Office of Strategic Planning & Community Development Administration Planning & Zoning Housing Housing Stability Economic Development Redevelopment Authority Mobility Public Space & Urban Forestry Public Safety Fire Fire Alarm Emergency Management Police Animal Control E-911 Parking Health & Human Services Council on Aging SomerPromise Veterans Services Culture & Recreation Libraries Parks & Recreation Fields Maintenance Public Works Administration Buildings Grounds School Custodians Solid Waste Highway Li ht & Li El t i l

June 04, 2021 Lights & Lines - Electrical Fleet Management Snow Removal City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Expenditure Summary Expenditure Summary City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 FY21 Revenue Summary FY21 Revenue by Object Revenue Summary Revenue Summary City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021

June 04, 2021 City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 FY22 ICS and Pandemic-Related Funding When the COVID-19 pandemic began in the United States in March 2020, the City of Somerville quickly shifted into emergency response mode, creating a robust virtual Incident Command System (“ICS”) that involved over 150 staff shifting from their typical jobs to take on additional emergency management responsibilities. Over the last year, the work of the ICS included: Distributed food to more than 7,400 households through the Emergency Food Pantry when it was in operation. From July 1st, 2020 through May 2021, the City worked with Project SOUP to make 2,570 home deliveries and serve 6,900 individuals, including households and individuals who receive regular food deliveries as well as one-time households in quarantine. Provided multilingual support to over 1,000 families, ensuring they had access to food resources, rental assistance, financial relief funds, utility assistance, and access to a vaccine appointment through the Immigrant Services Unit. Provided advanced technical assistance to dozens of businesses and 385 COVID relief loans totaling over $4 million in financial assistance. Provided $2.44 million in rental assistance to families. Held multiple virtual vaccine Q&A sessions in five languages, with record-breaking meeting attendance ranging from 250 to 2,300 per session. Hosted/staffed 23 flu and 62 COVID-19 vaccine clinics across the community. Created more than 180 pages of COVID-19 website content, contributing to a 72% annual increase in website traffic compared to pre-pandemic usage. Established a robust assurance testing for the Somerville Public School system, which currently tests over 4,200 students and staff each week. With the full return of students, the assurance testing program contributed to the positivity rate not surpassing 0.20%. Coordinated 10,000 COVID tests through our community testing program, in collaboration with the Cambridge Health Alliance, Communicated the results of over 22,000 COVID test results to residents and provided guidance on quarantine and isolation for those who were positive through the community and school testing program. Established and implemented local contact tracing with the capacity to make referrals to provide basic needs for residents in isolation and quarantine when needed. The program investigated and traced 767 cases and connected 103 residents to social services. Established health and safety protocols for City and community operations and provided guidance to businesses, organizations, and individuals seeking to run a business or activity or hold an event. As part of this effort, the Inspectional Services Department reviewed over 1,200 Health and Safety Plans. Secured a substantial PPE cache to safeguard our community against COVID-19 through multiple surges. Coordinated regional meetings for mayors and city managers with experts and state officials. Each turn in the ever-changing course of the pandemic and subsequent public policies meant new responsibilities for staff. These responsibilities did not necessarily displace pre-existing duties, nor give way to proportional decreases in public health response or economic recovery efforts. Between infection waves, public health response efforts grew to include economic recovery even as preparations were underway for a potential second surge and the subsequent vaccine roll-out campaign. Although employees are largely working remotely, staff output never ceased. Instead, staff have had to learn and adapt to new, virtual systems. Staff developed and implemented new processes to conduct core, day-to-day business and provide services to the best of their abilities and have refined these processes as the situation on the ground has changed. COVID-19 Response Update COVID-19 Response Update City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Now that new cases, hospitalizations, and deaths are declining and over 60% of all Somerville residents have been vaccinated, the ICS is continuing to evolve with these changes and is preparing to wind down as the City transitions from emergency response to recovery. The City’s ICS work has the following goal and objectives: Goal: Continue to address equitable access to services and information until incident demobilization Objective 1: Maintain comprehensive support of vaccination access Objective 2: Continue to support public health response Objective 3: Provide for on-going, multi-lingual external communications Objective 4: Plan for and support the reopening of City business, schools and buildings as public health data and the evolving science allows Objective 5: Begin to transition support from an ICS response into more regular channels and recovery efforts The pandemic forced municipalities to immediately pivot from their standard operations to address a wide range of new challenges. Cities and towns now had to contend with the novel coronavirus and constantly evolving restrictions from both federal and state agencies, in addition to managing a completely unique financial situation: incurring new and necessary costs that had not previously been appropriated or planned for, to implement strategies that would keep the public safe and mitigate the spread of the virus. The initial funding available to help cities and towns recover these costs was FEMA’s Public Assistance (PA) Program, which has historically supported disaster recovery costs resulting from hurricanes, tropical storms, snow storms, and the like. The CARES Act, passed by Congress in late March 2020, provided additional monetary support for local governments, and covered a wider range of expense categories than the limited FEMA PA program, which focuses on funding “emergency protective measures'' incurred by local governments. The CARES Act’s Coronavirus Relief Fund Municipal Program (CvRF- MP) gave cities and towns the ability to recover dollars spent on cost categories not allowable by FEMA, such as increased pandemic-related elections costs and short-term rental assistance programs. The third significant source of funding for local governments was established by the American Rescue Plan Act (ARPA), signed into law on March 11, 2021. ARPA’s Coronavirus State and Local Fiscal Recovery Funds (CLFRF) offer the greatest flexibility in terms of usage of the three mentioned here, as these dollars can be used for not only urgent COVID-19 response efforts but also for systemic public health and economic challenges that have led to an inequitable pandemic impact on certain populations, in addition to lost public sector revenue and economic stabilization for households and businesses. As of May 27, Somerville has received $38,605,150 from the FEMA PA Program, CvRF-MP, and ARPA CLFRF combined. Here is additional detail about these three funding sources, the total amounts allocated to Somerville, how these funds have been or can be spent, and additional pandemic-related funding notes. 1. FEMA Public Assistance (PA) Program: FEMA PA is a federally administered reimbursement program, funding expenditures for work that is a direct result of the COVID-19 emergency. Initially, localities were responsible for 25% of approved costs; however, on January 21, 2021, a presidential memo was signed to increase the federal reimbursement rate from 75% of approved costs to 100% of approved costs, retroactive to the beginning of the pandemic. The new presidential administration also revisited earlier guidance and granted allowability for select municipal- and school-related reopening costs, as long as they were incurred after January 20, 2021. Also, new phases of the national pandemic response have prompted additional guidance and clarification from FEMA, sometimes after costs have been incurred. For example, while Massachusetts’ most robust vaccination phase began in February, FEMA was still publishing vaccination documentation requirements for localities in April. Monitoring the changing status of cost eligibility has been challenging, but Somerville has consistently led in number of applications submitted to and funds obligated by FEMA/Massachusetts Emergency Management Agency (MEMA); as of May 27, Somerville was second, trailing only Boston, in Massachusetts’ cities with the most dollars obligated by FEMA, and third in the country for most obligations of cities of comparable size (population 70,000 to 100,000).

June 04, 2021 The FEMA PA and CARES Act Municipal Program were meant to work in tandem to some extent, prior to the announcement of the ARPA local funds, with FEMA PA supporting costs more clearly and directly linked to pandemic response and prevention, and CARES funding what might be considered risk mitigation or other secondary effects of the pandemic. Another difference between the FEMA PA and CARES Act Municipal Program is that while the CARES Act provided set allocations for municipalities, FEMA PA is an application program, with local entities submitting costs as they are incurred. To date, Somerville has submitted 27 “project worksheets”, or applications, to FEMA, seeking reimbursement of approximately $3 million. As of May 27, $563,543 had been awarded, and the bulk of project worksheets are still in the FEMA or MEMA queue for final review (both agencies conduct reviews of applicant submissions). Somerville has submitted the following expenses to the FEMA PA Program for reimbursement: PPE, including face masks and gloves, for public health and safety departments Cleaning and disinfecting materials, hand sanitizer, bleach wipes - purchases made at outset of pandemic, utilized by first responders responding to identified or suspected COVID-19 cases Increased communications needs, including costs for translation, signage, mailers, fliers, community outreach, and constituent response Staff time and overtime costs for increased public safety and health response Emergency management response and incident command support COVID-19 testing services 2. CARES Act Coronavirus Relief Fund - Municipal Program: The CARES Act Coronavirus Relief Fund - Municipal Program (CvRF-MP), administered by the Commonwealth’s Administration & Finance (A&F) Office on behalf of the U.S. Treasury, may only be used to cover costs that meet three statutory requirements: Are necessary expenditures incurred due to the public health emergency with respect to COVID–19; Were not accounted for in the budget most recently approved as of March 27, 2020 for the State or government; and Were incurred during the period that begins on March 1, 2020 and ends on December 31, 2021. Somerville’s allocation of CvRF-MP funds was $7.19 million; the full allocation was received in fall 2020, and the City is spending the funds according to a budget of planned expenditures. Funds must be expended by December 31, 2021. Overall, CvRF-MP dollars have had more flexibility than the FEMA PA program allowed for and were intended to help cities and towns cover expenditures where FEMA left off, with a few exceptions. A&F’s interpretation was based on a more conservative understanding of the Treasury guidance; therefore some cost categories, such as small business supports, were deemed ineligible in 2020 and the City was not able to respond to these clear needs in the community with CvRF-MP dollars and henceforth established funding in the City’s COVID Stabilization fund (see below). Somerville has or will be utilizing its CvRF-MP allocation for the following expense categories: PPE, including face masks and gloves, for school and city departments Cleaning and disinfecting materials, hand sanitizer, bleach wipes, used as preventive measures HVAC improvements and risk assessments in the school buildings Short-term rental support program, administered by Somerville Homeless Coalition Contact tracing staffing and consultant costs Certain social distancing measures, such as plexiglas or air scrubbers for use in public-facing City departments Increased Elections Department costs, incurred due to social distancing requirements and increased early voting Virtual out-of-school programming for youth

June 04, 2021 3. American Rescue Plan Act (ARPA) Funds While the public health emergency may be nearing the end, cities and towns will be dealing with the impacts of COVID-19 on their communities and residents for some time to come; the American Rescue Plan Act (ARPA) was passed in recognition of this and provides $350 billion to help state, local, tribal, and territorial governments turn the corner on both the health crisis and begin the process of economic recovery. Somerville will receive approximately $61.7 million as a direct recipient of ARPA Coronavirus State & Local Fiscal Recovery Funds (CLFRF), plus additional funds from the Middlesex County allocation, offering us an unprecedented opportunity to meet both the immediate needs of our residents and businesses and also to address systemic and historic inequities to rebuild as a more resilient community. Funds must be obligated by the end of 2024, but can be spent through December 31, 2026. The City will be conducting extensive internal and external assessments to prioritize needs for allocated CLFRF dollars. The external assessment work has already begun, with a community outreach workplan, workshops, and more in development. At this point, the Treasury has released what they are calling “interim” guidance on how CLFRF dollars can be spent, and many government advisory groups and accounting and auditing firms assume there will be multiple rounds and iterations of Treasury guidance to come, based on experience with CvRF-MP funds. For now, the CLFRF interim guidance stipulates that funds can be spent on the following: To respond to the public health emergency or its negative economic impacts To respond to essential work with premium pay The provision of government services relating to the reduction in revenue To make necessary investments in water, sewer, or broadband infrastructure We are currently using this baseline guidance, along with other documents published by the Treasury regarding CLFRF usage, to fund the following categories of FY22 Program Improvement Requests submitted by city staff: Cybersecurity needs Mental health and social service supports Small business and other economic development supports Technology and digital literacy needs And others This infusion of funds truly represents a once-in-a-lifetime investment in Somerville and it is of the utmost importance to the administration that the community has a voice in determining usage of funds, while also ensuring projects and programs are developed in a transparent and unbiased manner. Somerville will work with consultants to both document the entire planning process and to ensure administration of CLFRF dollars is in compliance with all federal and state reporting requirements. 4. Other Funding Sources: The City of Somerville received other grant funds to help offset costs incurred due to the COVID-19 pandemic. These include: Mass. Department of Public Health’s Local Efforts for Coronavirus funding for nurse staffing costs, PPE purchases, tent rentals, COVID risk signage and flyers, COVID contact tracing technical support, and more - $342,334 Dept of Justice Coronavirus Emergency Supplemental Funding, used for first responder overtime costs - $54,438 Mass. Board of Library Commissioners, for virtual programming - $3,418 MAPC’s Emergency COVID-19 Taxicab, Livery, and Hackney Partnership Grant, for increased transportation costs for vulnerable populations, including seniors and individuals with disabilities - $121,800

June 04, 2021 Center for Tech and Civic Life’s COVID-19 Response Grant for Elections Departments, for increased elections expenses - $53,437 HUD’s Community Development Block Grant and Emergency Solutions Grant Programs, increases to annual allocations, and Shared Streets funding, for additional support to standard eligible programmatic expenses - $3,754,625 and $133,930, respectively COVID Stabilization Fund, appropriated by City Council to ensure sufficient funds were available for specific COVID- related purposes, including $5M for small business relief - $10,517,320 Somerville Public Schools’ various funding sources, including the ESSER I, II, and II funds, the School Reopening Grant, and the Remote Learning Technology Essentials Grant, which can be used for a variety of staffing, technology, and other needs - $12M These funds have been, and will continue to be, essential to the City as it works to address the health and safety needs of our community as well as support residents and businesses to weather the economic and social impacts of the pandemic. While our emergency efforts are winding down, we know that our recovery efforts will be needed for years to come. We will be working hand in hand with the community over the summer to determine how to most effectively utilize our CLFRF funds to strengthen our community and address historic and systemic inequities while also making funds immediately available for pressing needs such as housing assistance and business relief. City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The City Council is the City’s legislative branch. Members are elected every two years. Four members serve at- large and seven members represent individual wards. The Council passes ordinances on a range of issues, from setting zoning laws to creating boards and commissions. It also has the power to approve or disapprove the Mayor’s budget appropriations. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 20% for FY22. A new full time Policy Analyst position is proposed for FY22 in order to support the City Council's policy development processes. Ordinary Maintenance costs are projected down 77% for FY22. Professional & Technical Services allocated in FY21 for the Civilian Oversight process have been removed for FY22 and reallocated to the Racial & Social Justice Department. See below for details. A new line for Legal Services related to ongoing/existing litigation has been proposed for FY22. The In State Conferences line has been returned to FY20 levels. Transition of Civilian Oversight Process For FY22, the process of developing a civilian oversight review of the Somerville Police department will be managed by the newly-formed Racial & Social Justice Department. The Council has decided that the RSJ Department is best suited to carrying on this work moving forward in collaboration with the Council, the Community, and the rest of the Administration. FY22 Budget City Council City Council City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ··¸ Ewen-Campen, Ben City Councilor - Ward ¹ ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Mbah, Wilfred City Councilor - At Large ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ White, William City Councilor - At Large ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Davis, Lance City Councilor - Ward ¼ ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Clingan, James City Councilor - Ward º ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Strezo, Kristen City Councilor - At Large ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Vacant Policy Analyst - City Council ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ··¸ Scott, Jefferson City Councilor - Ward ¸ ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Long, John City Clerk Monthly ¶½/¶·/¸¶¸· · · ·¹,»¶¶.¶¶ ·¹,»¶¶.¶¶ ··¸ Ballantyne, Katjana City Councilor - Ward ½ ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Mclaughlin, Matthew City Councilor - Ward · ¶½/¶·/¸¶¸· · · º»,¶¶¶.¶¶ º»,¶¶¶.¶¶ ··¸ Niedergang, Mark City Councilor - Ward » ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ ··¸ Rossetti, Mary Jo City Councilor - At Large ¶½/¶·/¸¶¸· · · ¹¿,¿¿¿.¿¼ ¹¿,¿¿¿.¿¼ Records City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Clerk of Committees provides clerical support to the committees of the City Council. They prepare correspondence for each committee, keep a record of every item of business before each committee, notify every member of the City Council of all committee meetings, and prepare the agenda and minutes of each committee meeting. The Clerk of Committees also prepares and delivers to the City Clerk all orders, ordinances and resolutions. Personal Services Changes Personal Services are projected up 5% for FY22. This is due to an increased allocation for Clerks salaries due to the potential for a higher volume of work in FY22 with new Councillors and continued virtual meetings. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ··¹ Durham, Rositha Clerk of Committees ¶½/¶·/¸¶¸· · · ¸»,·¶¹.¸¾ ¸»,·¶¹.¸¾ ··¹ Forcellese, Peter ¿¼¶ Employee (Legislative Clerk) ¶½/¶·/¸¶¸· · · ¹¹,¿¿¿.¿¼ ¹¹,¿¿¿.¿¼ ··¹ Wells, Kimberly Assistant Clerk of Committees ¶½/¶·/¸¶¸· · · ¸¶,¶¶¶.¶º ¸¶,¶¶¶.¶º City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Clerks of Committees Clerks of Committees City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement The City of Somerville strives to provide exceptionally responsive, fiscally responsible, and efficient public services in support of a safe, healthy, and thriving community. We embrace innovation, practice data-based and systems-informed decision making, foster maximum citizen participation in government, and anchor all of our efforts on the principles of equity and access. We believe Somerville should be an attractive, active, diverse, and environmentally responsible city with a sustainable quality of life for our citizens and businesses and that Somerville should serve as a model regionally and nationally for how to build a community that is a great place to live, work, play, and raise a family. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 48% for FY22. The FY22 PS budget includes funding for two Charter Review Project Managers, and for two positions to support the upcoming Mayoral transition. The Director of Racial & Social Justice is no longer in the Administration budget and has been moved to the newly- created Racial & Social Justice department. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 35% for FY22. OM lines have been returned to pre-COVID levels. Special Items Changes The Special Items lines represent the following allocations: The Youth Employment line has been increased to $250,000 to increase the availability of summer jobs for students. The Official Celebrations line has been returned to FY20 levels. A Charter Reform Study line is budgeted at $92,550 to fund the work of the Charter Review Committee. Professional & Technical Services includes the following items : Trainings for incoming elected officials and Department Heads, Funding for the Mayoral transition, and funding for the Somerville Academy of Innovative Learning (SAIL). FY22 Goals & Measures of Progress GOAL 1: Set the City up for long-term operational success by identifying and filling critical capacity gaps, modernizing our government, taking care of our assets, prioritizing strong financial management, investing in our staff, and preparing for a smooth mayoral transition. Executive Administration Executive Administration City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 2: Support the launch of the Racial and Social Justice Office and prioritize work in the organization that advances racial and social justice. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸· Curtatone, Joseph Mayor ¶½/¶·/¸¶¸· · · ·¾¶,¼¿¼.¶¶ ·¾¶,¼¿¼.¶¶ ·¸· Gee, Veronica Executive Administrative Aide ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·¸· Racaniello, Lauren Legislative Liaison ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¸· Webber, Khushbu Director of Intergovernmental Affairs ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ·¸· Monea, Emily Chief of Staff ¶½/¶·/¸¶¸· · · ·¹¶,¹¿¸.¶¶ ·¹·,¹¿¸.¶¶ ·¸· Reynolds, Karen Administrative Aide ¶½/¶·/¸¶¸· · · ½¶,¼¹¸.¶¶ ½·,·½º.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement SomerStat integrates data into City decision-making; partners with City departments to improve operational efficiency and constituent satisfaction; contributes to the City’s policy planning and implementation; and increases governmental transparency by sharing data with the community. In this work we strive to be innovative, for us, that means helping departments find the right solutions to their problems. The SomerStat team is guided by five values: equitable public service, listening with empathy and respect, being open to hard conversations, continuous learning, and collaboration based on trust and accountability. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 1% for FY22. The proposed budget includes a new position, Digital Innovation Officer, which will be responsible for continued development of data tracking systems and automation as well as digitizing existing analog processes. This Budget Manager position had been moved to the Auditing Division of Finance for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 61% for FY22. A reduction in Printing is due to FY22 being an off-year for the biennial happiness survey A reduction in Professional & Technical Services is due to the completion of a case management software implementation project -- ongoing costs have shifted to the IT Department. FY22 Goals & Measures of Progress GOAL 1: Collaborate with other departments to streamline service delivery, identify cost savings, improve customer service, and enhance overall performance. StatShop or department check in meeting held with every department in the City; survey of StatShop program completed in order to gauge efficacy. GOAL 2: Use innovative analytic methods and data visualization to increase transparency of City’s progress toward its strategic goals and priorities, including: Racial and Social Justice, SomerVision, Vision Zero, Climate Forward, and COVID- 19 response and recovery. SomerStat daily dashboard expanded to include at least one additional dashboard page. GOAL 3: Increase data collection and improve integrity and integration of existing data sources. Data Investment Plan published that establishes data standards and a long-term vision for how the City should invest in its data. The plan articulates how the City will improve the quality and diversity of data available for decision making as well as how to increase transparency by expanding the data available on the City’s Open Data Portal. SomerStat SomerStat City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸¸ Vacant (New) Digital Innovation Officer (New) ¶¿/¶·/¸¶¸· · · ½·,¶¸¶.¶¶ ½·,¼½º.¶¶ ·¸¸ Vacant Analyst ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¸¸ Noonan, Brianna Analyst ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·¸¸ Stelljes, Kristen Director of Somerstat ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ·¸¸ Desir, Cortni Principal Analyst ¶½/¶·/¸¶¸· · · ¾¾,¼¼¾.¶¶ ¾¿,¹º¾.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Arts Council works to make the arts an integral part of life reflective of our diverse city. In addition, the Arts Council is active in supporting local artists, cultural organizations, and in contributing to the economic development of the City. Overall, the Council serves as both a resource and an advocate for the arts. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 10% for FY22. Three positions have had their grade reclassified for FY22: Arts Coordinator, Cultural Culinary Director, and the Cultural Director. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are unchanged for FY22. FY22 Goals & Measures of Progress GOAL 1: Conduct a City-wide Cultural Planning process, inclusive of multiple stakeholders, that ensures the arts are embedded in the City fabric, creating stability and expansion from production to distribution. Develop a robust database of all arts sectors; establish a cultural plan with policy recommendations that are specific to needs and assets of the community; ensure that stakeholders of the plan are beyond the arts community and incorporate multiple sectors, ie. business, education, planning and development. GOAL 2: Revise zoning and development policies to ensure stability and opportunities for art related production and commerce. Finalize alignment of arts-related uses relating to new zoning ordinance. Ensure breadth of stakeholders to revise zoning and policies to ensure tangible stability in key arts studio spaces. Refine policies to create expanded opportunities in set asides within the City’s transformative districts. Expand arts related spaces by 15% determined through ongoing database and expanded set asides. Hire staff member to serve as liaison to Arts Council, Planning Dept., and developers. GOAL 3: Create agreements with developers around public art and temporary rehearsal spaces, develop agreements with OSPCD PSUF, and create public art at Gilman TPSS site. FY22 Budget Arts Council Arts Council City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸º Jenkins, Gregory Director of Arts Council ¶½/¶·/¸¶¸· · · ·¶»,¾¼º.¶¶ ·¶¼,¼½¼.¶¶ ·¸º Menjivar, Iaritza Special Events Manager ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·¸º Baum, Anthony Cultural Culinary Coordinator (PT ¸»Hrs) ¶½/¶·/¸¶¸· ¶.¼ · ¹·,¿¼¶.¶¶ ¹¸,¹¸¾.¶¶ ·¸º Strutt, Rachel Cultural Director ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¸º Lopez Calzada, Aly Kitchen Manager ¶½/¶·/¸¶¸· · · º¾,¿¶¶.¶¶ º¿,¸½».¶¶ ·¸º Balchunas, Heather Arts Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To develop and implement policies and programs that minimize environmental impacts, reduce greenhouse gas emissions, build resilience, and increase equity, enabling a healthy and enjoyable environment for all the people of Somerville and a responsible City government. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 20% for FY22. The proposed budget includes a new Community Engagement Specialist position. The three primary roles for this position will be developing new community engagement programs, serving as liaison to the schools, and supporting equity-focused projects on climate change resilience. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 72% for FY22. This is primarily due to a return to previous levels of Professional & Technical services funding for electric vehicle, solar, greenhouse gas accounting, Climate Forward Ambassador and zoning-related projects. FY22 Goals & Measures of Progress GOAL 1: Reduce City buildings' energy consumption by 10%. MMBTU (million British thermal unit) GOAL 2: Engage 50 new Somerville residents in meaningful climate engagement programs. Number of participants in climate programs. GOAL 3: Increase renewable energy generation by 50%. kW (kilowatt) generation capacity attributable to City. FY22 Budget Office of Sustainability & Environment Office of Sustainability & Environment City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸¼ Vacant (New) Community Engagement Specialist ¶¿/¶·/¸¶¸· · · »¹,¸½¶.¶¶ »¹,½¼¶.¶¶ ·¸¼ Payne, Hannah Climate Change Program Manager ¶½/¶·/¸¶¸· · · ¾¿,¿¾¾.¶¶ ¿¶,¼½¾.¶¶ ·¸¼ Vacant Energy Manager ¶½/¶·/¸¶¸· · · ¾»,¸¸º.¶¶ ¾»,¾½¾.¶¶ ·¸¼ Sellers-Garcia, Oliver Director of OSE ¶½/¶·/¸¶¸· · · ··¿,¿½¼.¶¶ ·¸¶,¾¿¼.¶¶ ·¸¼ Deshpande, Vithal Environmental Program Manager ¶½/¶·/¸¶¸· · · ¿·,½¾¾.¶¶ ¿¸,º¿¸.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

Mission Statement The office of Racial and Social Justice is the City's leading department in equity work and collaborates with city departments, constituents and stakeholders to eliminate the institutional and structural systems that create racial inequities, social disparities and injustices. Personal Services Changes Ordinary Maintenance Changes The Racial & Social Justice Department is new for FY22. Proposed staff are listed below along with projected hire dates. The Racial & Social Justice Department is new for FY22. FY22 Goals & Measures of Progress GOAL 1: Develop Strategic Plan for the next three years. GOAL 2: Identify services and operations for the department. GOAL 3: Develop content for Community and stakeholder communication. GOAL 4: Develop a database that will inform the work to eliminate institutional and structural racism and its intersections. GOAL 5: Develop Task Force and plan for: Reimaging Policing Civilian Oversight Digital Bridge Initiative FY22 Budget Racial & Social Justice Racial & Social Justice City of Somerville FY22 Budget City of Somerville FY22 Budget

Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¹¶ Vacant (New) Community Engagement Specialist (New) ·¸/¶·/¸¶¸· · · ¹½,¸¾¿.¶¶ ¹½,½½¿.¶¶ ·¹¶ Vacant (New) Commissions Coordinator (New) ··/¶·/¸¶¸· · · º¸,¼·¼.¶¶ º¹,·¶¼.¶¶ ·¹¶ Vacant (New) Public Information Officer - RSJ (New) ·¶/¶·/¸¶¸· · · »·,¿¹¿.¶¶ »¸,º½¶.¶¶ ·¹¶ Vacant (New) Project Specialist (New) ·¶/¶·/¸¶¸· · · »¿,¿¹·.¶¶ ¼¶,»ºº.¶¶ ·¹¶ Vacant (New) Analyst (New) ¶¿/¶·/¸¶¸· · · ¼¼,»¿¶.¶¶ ¼½,¸¶¹.¶¶ ·¹¶ Vacant (New) RSJ Coordinator (New) ¶¿/¶·/¸¶¸· · · ½·,¶¸¶.¶¶ ½·,¼½º.¶¶ ·¹¶ Vacant (New) Deputy Director of RSJ (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ ·¹¶ Molina Capers, Denise Director of Racial & Social Justice ¶½/¶·/¸¶¸· · · ··½,·¿¸.¶¶ ··¾,¶¿¶.¶¶ ·¹¶ Vacant ADA Coordinator ¶¾/¶·/¸¶¸¶ · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Communications and Community Engagement (CCE) Department’s overarching mission is to maintain robust two-way communication between the city and the community. Using a broad range of communication tools and outreach initiatives, CCE strives to provide both vital outgoing information on emergencies, preparedness, services, programs, civic processes, public meetings, initiatives, events and other important needs as well as facilitate opportunities for comment, feedback, requests, suggestions, and discussion. In this role, CCE aims to ensure access for all residents to all City functions and services and also facilitates and encourages resident participation in City government and community activities. In its efforts to inform, serve, and engage the community, the CCE Department aims to provide quality constituent service, enhance the quality of life within the city, and help city government be responsive to community needs. The Department encompasses the Constituent Services Office (311), the SomerViva Office of Immigrant Affairs, and six additional core service areas: Public Information/Emergency Communications/Media Relations City Website and Departmental Online Communications City & Educational Cable TV/Video: Government, Education, and Emergency content Civic Engagement/ResiStat Neighborhood Outreach City & Departmental Social Media/New Media Communications Intergovernmental and Civic Communications and Event Management Personal Services Changes Ordinary Maintenance Changes Personal Services are projected down 33% for FY22. Starting in FY22, the SomerViva Office of Immigrant Affairs (SOIA) is now a division withing Communications & Community Engagement with a dedicated budget. As such, 5.25 FT positions and approximately $23,000 in part-time temporary wages have been moved out of the core Communications Budget into the new SOIA Division budget. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews Ordinary Maintenance costs are projected up 16% for FY22. Changes to OM reflect the shift of SOIA-related OM to the new SOIA Division budget, an addition of approximately $65,000 in needed website expenses in the P&T and online subscription lines including for the Phase II development costs for the required website Drupal updgrade. An additional $31,000 in line item increases throughout reflects a return to pre-pandemic service levels. FY22 Goals & Measures of Progress Goal 1: Continue to keep the community informed of all relevant COVID-19, vaccine, and recovery-related information including service and support access channels to aid in the protection of public safety, public health, and both individual and community pandemic recovery. Issuance of timely and informative multilingual information. Coordination and production of needed materials, meetings, webinars, programs, videos, etc. Maintenance and coordination support for two-way community-city communication channels to support a responsive and equitable recovery. Communications & Community Engagement Communications & Community Engagement City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Goal 2: Continue to build the reach and efficacy of the SomerViva Office of Immigrant Affairs (SOIA) by transitioning from a program to a division and from 100% emergency pandemic status to recovery status allowing for advancements in services and initiatives disrupted by the pandemic including leadership development, expansion of immigration services, and establishment of a formal language access 5-year plan. Hire SOIA Director. Maintain pandemic staffing supports to create capacity for regular programming and service activity. Delivery of formal 5-year Language Access Plan and proposal of Language Access ordinance. Enhance immigration and related services including rebooting legal clinics. Goal 3: Enhance both website and video services accessibility via video closed captioning and ADA-compliant website upgrades. Complete full Drupal upgrade of City website including updating and upgrading ADA compliance to incorporate newer guidelines. Establish closed captioning services for CityTV programming. Goal 4: Support the equitable integration of hybrid virtual-onsite participation tools and approaches into all City and City Council meetings by both developing and providing needed technology as well as supporting Digital Bridge Initiative efforts to remove barriers to Internet access, devices, and training for the under-connected. Establish hybrid systems for City Council, School Committee, and committee meetings as well as mobile kits for additional public meetings and train staff citywide on usage. Continue to build out systems as needed. Participate in strategic planning for the Digital Bridge Initiative and support all DBI efforts with needed communications and engagement supports. Assist in hiring of and collaboration with proposed DBI Coordinator. FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·»½ Moore, Daniel Web Developer & Multimedia Designer ¶½/¶·/¸¶¸· · · ¿»,¿½¼.¶¶ ¿¼,½·¸.¶¶ ·»½ Vacant Principal Clerk ¶½/¶·/¸¶¸· · · »¹,¸»¼.¶¶ »º,¶·».¶¶ ·»½ Mace, Erica Public Information Officer ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·»½ Taylor, B Denise Director of Communications ¶½/¶·/¸¶¸· · · ·»»,¿¼º.¶¶ ·»½,·¼¶.¶¶ ·»½ Bernt, Sarah Community Engagement Specialist ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·»½ Gamble, Meredith Public Information Officer - Construction ¶½/¶·/¸¶¸· · · ½¶,¼¹¸.¶¶ ½·,·½º.¶¶ ·»½ Ackerman, Meghann Deputy Director of Communications ¶½/¶·/¸¶¸· · · ¿½,¾¶¶.¶¶ ¿¾,»»¶.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To deliver accurate, courteous, and easy customer experiences to all members of the Somerville community seeking to access services, information, and supports. To facilitate the review, routing, and response to constituent feedback or concerns. Our commitment to excellent service, support, and engagements is achieved both through the management of the City's integrated 3-1-1 contact center, switchboard, and Welcome Desk, and also via citywide service-training and quality assurance through a range of customer-focused initiatives. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 22% for FY22. The proposed budget includes a new position, Service Operations Manager, which will be responsible for improving the speed and accuracy of information available to staff as well as advancing the City's mobile app and web portal functionality. This budget also includes a new Senior Customer Service Representative reclassification for some existing positions. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 15% for FY22. This is due to increases in Training, Office Furniture, and Supplies lines. FY22 Goals & Measures of Progress GOAL 1: Establish customer experience management program to improve City's understanding of the community's perceptions and expectations of City services. Total amount of customer satisfaction surveys (CSAT) administered, CSAT scores, number of feedback submittals, changes resulting from data GOAL 2: Continued improvements to multi-channel 311 services. Complete 311 email and live chat deployment. Number of requests managed through each channel, but total and as a percent of overall 311 volume. Additional SLAs will also be established. Number of staff trained to provide blended service support GOAL 3: Formally establish a comprehensive Quality Assurance/Performance program to better enable and develop department staff (311) to engage with customers, utilize technical systems, and expand individual knowledgebase of City information. Total number of engagement reviews for team, individual employee performance metrics, employee feedback GOAL 4: Improve City-wide customer service operations by expanding and improving the number of programs and services supported by department. New service request types added, modifications/improvements to existing service requests, back-end, request-specific SLA data, and additional program and policy improvements. Constituent Services Constituent Services City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸» Haynes, Sherice Customer Service Rep (PT ·¿Hrs) ¶½/¶·/¸¶¸· ¶.º¾ · ¸¶,¶¾¸.¶¶ ¸¶,¹¿¶.¶¶ ·¸» De La Cruz, Heather Senior Customer Service Rep ¶½/¶·/¸¶¸· · · »º,¹¹¼.¶¶ »º,½»¹.¶¶ ·¸» Caturello, Mary Beth Customer Service Rep (PT) ¶½/¶·/¸¶¸· ¶.º¾ · ¶.¶¶ ·¿,¾¹¼.¶¶ ·¸» Craig, Steven Director of Constituent Services ¶½/¶·/¸¶¸· · · ··¿,¿½¼.¶¶ ·¸¶,¾¿¼.¶¶ ·¸» Vacant, C·¸»-¸ Quality Manager ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·¸» Vacant, C·¸»-¹ Telephone Operator ¶½/¶·/¸¶¸· · · º¼,·½¼.¶¶ º¼,¾¾¶.¶¶ ·¸» Douglas, Norma Telephone Operator ¶½/¶·/¸¶¸· · · »¶,»¶¾.¶¶ »¹,¸¿».¶¶ ·¸» Costa, Eileen Senior Customer Service Rep ¶½/¶·/¸¶¸· · · »¼,»¹¸.¶¶ »¼,¿¼¼.¶¶ ·¸» Bakey, Frank Customer Service Rep (PT) ¶½/¶·/¸¶¸· ¶.º¾ · ¶.¶¶ ·¿,¾¹¼.¶¶ ·¸» Portillo-Perez, Gabriela Senior Customer Service Rep ¶½/¶·/¸¶¸· · · »¹,¸¼¾.¶¶ »¹,¼½½.¶¶ ·¸» Gaddy, Camila Customer Service Rep ¶½/¶·/¸¶¸· · · º¿,¾¾º.¶¶ »¶,¸¼½.¶¶ ·¸» Viveiros, Elena Call Center Manager ¶½/¶·/¸¶¸· · · ½¼,º»¸.¶¶ ½½,¶¹¾.¶¶ ·¸» Powers, Robert Senior Customer Service Rep ¶½/¶·/¸¶¸· · · »¹,¸¼¾.¶¶ »¹,¼½½.¶¶ ·¸» Geragosian, Brian Customer Service Rep ¶½/¶·/¸¶¸· · · º¾,¿¶¶.¶¶ º¿,¸½».¶¶ ·¸» Tenorio, Patricia Senior Customer Service Rep ¶½/¶·/¸¶¸· · · »¹,¸¼¾.¶¶ »¹,¼½½.¶¶ ·¸» Ayana Amiri Customer Experience Manager ¶½/¶·/¸¶¸· · · ¼¹ ¿¸º ¶¶ ¼º º·º ¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To enhance wellbeing and equity through programs, services, and policies that aim to facilitate the successful inclusion of Somerville’s immigrant residents and workers in the City’s civic, economic, and cultural life. Through multilingual, culturally competent program and service design and collaboration with departments and partners citywide, advance the equitable access to municipal services, community resources, information, public discourse, and opportunities for civic leadership and personal advancement of Somerville’s immigrant community members—and thereby strengthen the fabric of our community overall. Personal Services Changes Ordinary Maintenance Changes FY22 marks the first fiscal year that SOIA is being funded via a dedicated division budget. A new position for the Director of SOIA as previously approved by the City Council is now included in PS, and a total of 5.25 FT positions and approximately $23,000 in part-time temporary wages have been moved into this division budget out of the Communications & Community Engagement (CCE) Budget. The part time Spanish Language Community Engagement Specialist Position is proposed as a full time position for FY22 in order to meet growing demand for Spanish- language services. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. FY22 marks the first fiscal year that SOIA is being funded via a dedicated division budget. Changes in OM over previous spending included in the CCE budget include a bookkeeping change across departments: going forward Language Line subscriptions from all City departments subscribing will be purchased via one account manged by SOIA budgeted for level service at $44,000 for FY22. An additional $34,000 in P&T and $9,000 across other lines primarily reflects a return to pre- pandemic service levels. FY22 Goals & Measures of Progress Goal 1: Strive for and equitable pandemic recovery for Somerville’s immigrant residents through participation in planning, policy development, multilingual communications, and multilingual direct services and service referrals and the interdepartmental tracking thereof. Track case management numbers, review equity and inclusion efforts within recovery efforts, and expand multilingual alert and info subscriptions with an assessment of totals counts at fiscal year-end. Goal 2: With new Director of SomerViva Office of Immigrant Affairs, advance strategic planning by collaborating with SPS and SFLC on multilingual services long-range planning, developing annual and 5-year division strategic plans, and coordinating with the Racial and Social Justice (RSJ) Office on shared goals. Delivery of plans, successful engagement of stakeholders, effective collaboration with RSJ Office. Goal 3: Conversion of existing language access efforts into formal Language Access 5-Year Plan and proposed Language Access ordinance. Delivery of plan and successful collaboration with stakeholders on ordinance proposal and submission. Goal 4: Expand leadership development and leadership opportunities for immigrant community members through recruitment, promotion of opportunities, and coordination of in-language public discourse as well as leadership development SomerViva Office of Immigrant Affairs SomerViva Office of Immigrant Affairs City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 programs for persons with limited English proficiency. Track persons successfully recruited to boards, commissions, public processes, leadership training, etc, and track delivery of in-language civic discourse opportunities and leadership development programming. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·»¾ Muti, Maria Immigration Services Coordinator (¸¶hrs /week) ¶·/¶·/¸¶¸¸ · · º¶,½»¸.¶¶ º·,¹½½.¶¶ ·»¾ Vacant Community Engagement Specialist - Spanish ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·»¾ Flores, Irma Community Engagement Specialist - Spanish ¶½/¶·/¸¶¸· · · ½·,¿¾¾.¶¶ ½¸,»º¶.¶¶ ·»¾ Fernandes, Adriana Community Engagement Specialist - Portuguese ¶½/¶·/¸¶¸· · · ½·,¿¾¾.¶¶ ½¸,»º¶.¶¶ ·»¾ Saint-Surin, Jhenny Community Engagement Specialist - Kreyol ¶½/¶·/¸¶¸· · · ¼¿,·¿¸.¶¶ ¼¿,½¸¹.¶¶ ·»¾ Vacant Director of SomerViva ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ ·»¾ Phuyal, Parashu Community Engagement Specialist - Spanish ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To ensure the successful delivery of city services by recruiting, developing, motivating, and retaining qualified employees to provide the highest possible level of public service. Human Resources promotes and supports organizational excellence through effective human resources programming regarding compensation, benefits, training, safety initiatives, quality customer service, and professional development, in an environment that embraces diversity, equity and inclusion. Human Resources also works with City managers and staff to ensure that the workplace adheres to applicable employment laws, collective bargaining agreements, and payroll administration. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 22% for FY22. This budget proposes a new Human Resources Assistant position to support the department in the significant amount of projects planned for FY22. The Deputy Director and Human Resources Manager positions have been reclassified to new grades for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 122% for FY22. This is driven by increases to Professional & Technical Services to support projects such as a Police Chief search, Fire Chief Assessment Center, Munis/HRIS improvements, a periodic Non-Union salary study, return-to-work planning, and more. FY22 Goals & Measures of Progress GOAL 1: A Human Resource Information System (HRIS) is a software or online solution for the data entry, data tracking, and data information needs of the Human Resources and Payroll Divisions within the City. The HRIS FY22 goal is to build out and improve the MUNIS Payroll and HR modules. The City needs an applicant tracking system as well as employee time & attendance improvements in order to build towards an Employee Self-Service system for benefits, training, and other administrative functions. The HRIS goals will be to hire a consultant in Q1, conduct a full analysis of current utilization in Q2, finalize a workplan with timeline and benchmarks in Q3, and begin systematic improvements in Q4. GOAL 2: Human Resources will focus on employee retention strategies throughout FY22. Attracting and hiring talent is only the start; creating an engaged workforce requires clear communication where individual contributions are recognized, professional development and skill-building is encouraged, enhanced benefits are offered, and a culture of respect and teamwork is a common goal. This budget contains funding for a full non-union salary study, as the last comprehensive study has been in place for 5 years. There are also FY22 funded studies for the return to work plan coming out of the COVID-19 pandemic, and a study on options to Civil Service hiring for public safety positions. In addition to compensation review and considering all options on how to offer the best customer service to the public in a post-COVID work environment, new hire orientations have been reworked beginning in April 2021, and the HR Department staff will considering retention in all aspects of their work in FY22; administration, benefits, payroll, and safety & training. Employee retention goals will be to release bids for a salary study, RTW study and Civil Service study in Q1, select vendors and implement contractual work in Q2 and Q3, and consolidate results in Q4. It is anticipated that the RTW study will be on an accelerated timeline, and that the salary study will require the most time to complete. Human Resources Human Resources City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·»¸ Vacant (New) Human Resources Assistant (New) ¶¿/¶·/¸¶¸· · · ºº,¹¿¶.¶¶ ºº,½¿¿.¶¶ ·»¸ Furtado, Deborah Payroll Coordinator ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·»¸ Forbes, Kelli Payroll Coordinator ¶½/¶·/¸¶¸· · · ¼½,¾¹¼.¶¶ ¼¾,¹»¼.¶¶ ·»¸ Joy, Donna ¿¼¶ Employee (HR Admin Assistant) ¶½/¶·/¸¶¸· · · ¶.¶¶ ¶.¶¶ ·»¸ Lally, Maryalice HR Benefits Coordinator ¶½/¶·/¸¶¸· · · ½¹,·½¼.¶¶ ½»,¿¾½.¶¶ ·»¸ O'Regan, Melanie Payroll Coordinator ¶½/¶·/¸¶¸· · · ½¶,»½¸.¶¶ ½·,··¹.¶¶ ·»¸ Vacant, C·»¸ Talent Acquisition Manager ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·»¸ Collins, Ellen Deputy Director of Human Resources ¶½/¶·/¸¶¸· · · ··½,·¿¸.¶¶ ··¾,¶¿¶.¶¶ ·»¸ Shea, Phyllis Payroll Director ¶½/¶·/¸¶¸· · · ·¶½,¿½¼.¶¶ ·¶¾,¾¶º.¶¶ ·»¸ Pavao, Jessica HR Generalist ¶½/¶·/¸¶¸· · · ½¶,»½¸.¶¶ ½·,··¹.¶¶ ·»¸ Torres-Evangelis, Julie HR Benefits Coordinator ¶½/¶·/¸¶¸· · · ½º,¿»¸.¶¶ ½»,»¸½.¶¶ ·»¸ Vacant, C·»¸ Human Resources Manager ¶½/¶·/¸¶¸· · · ¾»,¸¸º.¶¶ ¾¼,¸¸¾.¶¶ ·»¸ Brown, Marie Benefits Manager ¶½/¶·/¸¶¸· · · ¿¶,ººº.¶¶ ¿·,·¹¾.¶¶ ·»¸ Falaise, Beatrice HR Generalist ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·»¸ Gill, Anne Director of Human Resources ¶½/¶·/¸¶¸· · · ·º¼,¿½¼.¶¶ ·º¾,·¶¹.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement Establish and maintain a network infrastructure that is secure, reliable, accessible and flexible while providing timely and effective technology support services to city staff that maximizes and enhances their productivity and their ability to provide ever-improving city services. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 22% for FY22. This budget proposes two new additional positions: A Project Manager to support the implementation of digital time and attendance software. An IT Specialist to support Email and Office 365 applications. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 19% for FY22. Primary drivers of the increase include the Software Maintenance, Cellular Equipment, and Computer Equipment lines. This budget also include three years of funding for the eRate program, enabling an 80% cost share through the program to replace vital network infrastructure. FY22 Goals & Measures of Progress GOAL 1: Deploy computers as part of hardware refresh. Deploy DPW computers and City Hall computers. GOAL 2: Reduce Public Switched Telephone Network (PSTN) phone expenses. Save an estimated $7,000 through copper conversion . GOAL 3: Provide support and analysis for Citywide and department-level application deployments and upgrades. Implement Munis Version 2019.1, support Munis Doc Origin conversion, and support at least 3 department-level application implementations. GOAL 4: Continue to update network infrastructure. Upgrade network modules to increase internal bandwidth and upgrade eRate-funded fiber infrastructure. Information Technology Information Technology City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·»» Vacant (New) Project Manager (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ ·»» Vacant (New) IT Specialist (New) ¶¿/¶·/¸¶¸· · · »½,½·¶.¶¶ »¾,¸º·.¶¶ ·»» Goodridge, Alicia IT Specialist NU ¶½/¶·/¸¶¸· · · ½¸,¶º¾.¶¶ ½¸,¼¶·.¶¶ ·»» Vicente, Teresa Administrative Assistant SMEA A ¶½/¶·/¸¶¸· · · ¿·,½¶º.¶¶ ¿º,·¶½.¶¶ ·»» Santana, Miguel IT Specialist ¶½/¶·/¸¶¸· · · ½»,¼¹¼.¶¶ ½½,·¼¼.¶¶ ·»» Dasilva, Edward Computer Technician/System Administrator ¶½/¶·/¸¶¸· · · ¿¸,¼¸¾.¶¶ ¿»,¸¹¾.¶¶ ·»» Goodridge, David Chief Information Officer ¶½/¶·/¸¶¸· · · ·º·,¸¼º.¶¶ ·º¸,¹º½.¶¶ ·»» Slonina, David Deputy Director of IT ¶½/¶·/¸¶¸· · · ·¶¾,¼¼¶.¶¶ ·¶¿,º¿¹.¶¶ ·»» Joshi-Musyaju, Jessica Senior Clerk & IT Help Desk Admin ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ·»» Vacant, C·»» IT Project Manager ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ·»» Santos, Joseph IT Supervisor/Computer Info Systems ¶½/¶·/¸¶¸· · · ·¶¿,¾¾º.¶¶ ··¸,¼¸½.¶¶ ·»» Rizzo, Joseph IT Network Manager ¶½/¶·/¸¶¸· · · ¿¾,¶·¼.¶¶ ¿¾,½¼¾.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To conduct elections, oversee the collection of census data, and maintain a collection of public records including voter and resident lists, campaign finance records, and election results. The Elections Department conducts fair and orderly elections by distributing and administering nomination papers and petitions, certifying signatures, preparing ballots, administering early elections, staffing polling locations, maintaining voting machines, training wardens and clerks, tabulating votes, publishing the official results of all elections, and ensuring candidates’ compliance with campaign finance laws and the Somerville Ethics Ordinance. TheDepartment also administers the annual city census, which is mandated by the City Charter and the general laws of Massachusetts. Census information is used by the Election Department to ensure accurate voting lists and is used as a critical data source by many city agencies. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected down 5% for FY22. This decrease is driven by a Temporary Wages line reduction to right-size for the election year. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 18% for FY22. This decrease is driven by reductions to lines to right-size for the election year. FY22 Goals & Measures of Progress GOAL 1: Conduct impartial and efficient elections. Adhere to state laws and regulations along with the mandates of our city charter. GOAL 2: Increase census rate and voter turnout. Conduct three census mailings. We expect that the census mailings will also increase voter registration and turnout. Elections Elections City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¼¸ Arruda, Megan Assist Election Commissioner ¶½/¶·/¸¶¸· · · ½¿,¸º¾.¶¶ ¾¶,¹»¼.¶¶ ·¼¸ Pierotti, Maria Deputy Election Commissioner ¶½/¶·/¸¶¸· · · ¾º,¸¸¾.¶¶ ¾»,º¸º.¶¶ ·¼¸ Alibrandi, Anthony Election Commission ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¼¸ Bosley, Douglas Election Commission ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¼¸ Salerno, Nicholas Chairman of Elections ¶½/¶·/¸¶¸· · · ¿¿,¿¾º.¶¶ ·¶¶,½»·.¶¶ ·¼¸ Forristall, Sheila Senior Clerk ¶½/¶·/¸¶¸· · · º¾,¹¼¶.¶¶ º¿,»¾·.¶¶ ·¼¸ Mccarthy, Louise Election Commission ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To record, maintain, and certify municipal records, including resident vital statistics, business licenses and permits, and legislative acts. We provide technical assistance to individuals and businesses, and professional support to public officials. We also provide professional and clerical support to the City Council and Licensing Commission, including meeting preparation, interdepartmental communication, license and permit processing, and document management. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 20% for FY22. A new Assistant City Clerk position is proposed for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 17% for FY22. This is primarily due to increases in Software Maintenance and Books and Bookbinding lines. FY22 Goals & Measures of Progress GOAL 1: Provide consistent administrative support for municipal government, including City Council and the licensing commission. Publish City Council agendas in compliance with the Open Meeting Law, and City Council minutes within 3 business days of the meeting. Successfully organize Councilors College for all newly-elected City Councilors. Present licensing commission decisions on licenses (e.g. alcohol licenses) to the corresponding state agency within 5 business days. GOAL 2: Provide accurate, courteous, and easy customer service with respect to vital records, licenses, and other residential services. City Clerk staff fulfills requests for vital records, business certificates, and dog licenses within 3 workdays of receipt, and issues business licenses within 5 workdays of final authorization. Expand the Archives Division’s collection of city records posted online and available to the public. Post online the City's complete election records from 1884 to 1978, a project funded by the Community Preservation Act. City Clerk City Clerk City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing Incumbent Name  Position Name  FTE  Allocation %  Base ($)  Total Comp ($)  Fiscal Year  Dixson, Nadia Archivist · · ½·,¿¾¾.¶¶ ½¸,»º¶.¶¶ ¶½/¶·/¸¶¸· Long, John City Clerk · · ··»,¹¸¶.¶¶ ··¼,¸¶º.¶¶ ¶½/¶·/¸¶¸· Ramos Torres, Andrea Principal Clerk · · º¿,¿¶¾.¶¶ »·,·º·.¶¶ ¶½/¶·/¸¶¸· Batzek, Lori Administrative Assistant SMEA B · · ¼¹,¿º¾.¶¶ ¼¼,¼¾¿.¶¶ ¶½/¶·/¸¶¸· Piwinski, Margaret Head Clerk · · »¾,½»¸.¶¶ ¼¶,·»¹.¶¶ ¶½/¶·/¸¶¸· Joyce, Thomas Principal Clerk · · º¿,¿¶¾.¶¶ »¶,¼º·.¶¶ ¶½/¶·/¸¶¸· Revilla, Andrea Principal Clerk · · »¹,»¶¾.¶¶ »º,½¼¾.¶¶ ¶½/¶·/¸¶¸· Pagliaro, Jenneen Administrative Assistant SMEA B · · ¼¹,¿º¾.¶¶ ¼¼,¼¾¿.¶¶ ¶½/¶·/¸¶¸· Vacant (New) Assistant City Clerk (New) · · ¾»,¸¸º.¶¶ ¾»,¾½¾.¶¶ ¶¿/¶·/¸¶¸¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

Mission Statement The Licensing Commission is charged with the responsibility of issuing various types of alcohol licenses, common victualer, innholder, and entertainment licenses, adopting and enforcing rules and regulations pertaining to such licenses as well as local ordinances and laws. The Commission determines the amount of license fees and the hours of operation in accordance with local and state laws. Additionally, the Commission acts on complaints received from public safety officials, elected officials and the general public relative to alleged violations of its rules and regulations, Massachusetts General Laws and/or local ordinances by food, liquor, or entertainment establishments in the city. Complaints are investigated, and if warranted, a hearing is held. If an establishment is found in violation, sanctions are levied against the establishment that may include a license modification, suspension, revocation, or reduction in hours. Changes from FY21 There are no changes to this budget from FY21. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¼» Lynch, Joseph Chairman ¶½/¶·/¸¶¸· · · ¹,¿¿¼.¶¶ ¹,¿¿¼.¶¶ ·¼» Allen, Christopher Commissioner ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¼» Mckenna, John Commissioner ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Licensing Commission Licensing Commission City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement To provide high-quality, cost-effective legal services to the Mayor, City Council, Department Heads, Boards, Commissions, and other municipal employees. The Law Department strives to successfully prosecute and defend actions before state and federal courts and administrative agencies, provide well-reasoned, timely legal opinions, draft legislation, draft and review contracts, advocate for the City in matters before the state legislature, and facilitate the lawful implementation of programs, technologies, and best practices. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 9% for FY22. The Temporary Salaries line has increased to $18,000 to fund legal interns in FY22, a return to FY20 levels. The Chief Labor Counsel position has been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. There are no changes to Ordinary Maintenance in FY22. FY22 Goals & Measures of Progress GOAL 1: Address ongoing GLX Construction matters to facilitate the opening of Green Line and the Community Path. Maintain ongoing progress so as to avoid delays in openings. GOAL 2: Effectuate labor/workplace-related police reform in conjunction with the Racial & Social Justice Director. Anticipate labor, employment and workplace issues to allow for timely implementation. GOAL 3: Provide a legal avenue to open a Safe Consumption Site. Prepare to address legal issues necessary to satisfy federal and/or state court. Law Law City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·»· Mcgettigan, Eileen Assistant City Solicitor ¶½/¶·/¸¶¸· · ¶.¸» ¸¿,¿¿º.¶¶ ¹¶,¸¸º.¶¶ ·»· Wright, Francis City Solicitor ¶½/¶·/¸¶¸· · · ·¼½,¿¼º.¶¶ ·¼¿,¸»¸.¶¶ ·»· Pappenheim, Hannah Assistant City Solicitor ¶½/¶·/¸¶¸· · · ·¶¾,¼¼¶.¶¶ ·¶¿,º¿¹.¶¶ ·»· Tkaczuk, Susan Paralegal / Legal Assistant ¶½/¶·/¸¶¸· ¶.¼¸» · »¼,¸¹¸.¶¶ »¾,»¼».½» ·»· Mckenzie, Julie Chief Labor Counsel ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ·»· Donato, Kelly Assistant Director of Housing & Housing Co… ¶½/¶·/¸¶¸· · ¶.¸ ¸·,¹¶½.¸¶ ¸·,º½¶.¼¶ ·»· Spezzafero, Kimberly Legal Administrative Assistant ¶½/¶·/¸¶¸· · · ½º,¾¿¸.¶¶ ½»,º¼¼.¶¶ ·»· Roche, William Municipal Hearing Officer ¶½/¶·/¸¶¸· · · ··,½¶¹.·¸ ··,½¶¹.·¸ ·»· Phillips, Shannon Assistant City Solicitor ¶½/¶·/¸¶¸· · · ··½,¼¸º.¶¶ ··¾,»¸¼.¶¶ ·»· Zaino, Matthew ISD Paralegal ¶½/¶·/¸¶¸· · · ½·,¿¾¾.¶¶ ½¸,»º¶.¶¶ ·»· Shapiro, David Deputy City Solicitor ¶½/¶·/¸¶¸· · · ·¸¿,¹¾º.¶¶ ·¹¶,¹½¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To ensure the safety of residents, community members, and workers by enforcing all laws and regulations pertaining to building construction, health and safety. ISD provides residents and community members with consistent information and education to navigate the permitting process to comply with local and state ordinances; provide local, state and federal code enforcement; emergency services and support to improve the health and safety in the City of Somerville. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 15% for FY22. Three new positions are proposed for FY22: A Deputy (Junior) Sealer to continue responding to the growth in the Weights & Measures program and create redundancy in this essential duty. A Senior Zoning Review Planner to train new staff, work on complex projects, and coordinate with the Superintendent of ISD on zoning-related matters. A Director of Administration & Finance to lead the increasingly complex financials within this growing department. The Superintendent and Deputy Director positions have been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 9% for FY22. This is due to an increase in the Exterminations line offset by a slight reduction in the Books & Bookbinding line. FY22 Goals & Measures of Progress GOAL 1: Continue to develop efficiencies in the permit application process. Track time to approval for applications and volume of applications. GOAL 2: Expand the City’s residential property rodent control program. Collaborate with the Environmental Health Coordinator to create and distribute educational materials pertaining to the program and other rodent control best practices. Determine efficiency improvements to increase the number of participating properties to at least 1,000 properties per year. GOAL 3: Increase the efficiency of the zoning review workflow. Create and onboard the new position of Senior Zoning Review Planner to act as the point of contact for items requiring zoning review. Decrease the average time for zoning review completion. GOAL 4: Begin development of a City construction safety program to provide policies and guidelines for contractors and developers to comply with the City’s Safety Ordinance. Develop a phased implementation plan of short range and long range goals, as well as the necessary documents and materials to implement each phase. Inspectional Services Inspectional Services City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾½ Vacant (New) Director of Administration & Finance (New) ¶¿/¶·/¸¶¸· · · ½¿,¿¶¶.¶¶ ¾¶,¼¹».¶¶ ·¾½ Vacant (New) Deputy Sealer (New) ¶¿/¶·/¸¶¸· · · »¿,º½¶.¶¶ ¼¸,½»¸.¶¶ ·¾½ Vacant (New) Senior Zoning Review Planner (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ ·¾½ Como, Kelly ISD Admin Assistant ¶½/¶·/¸¶¸· · · ¼¼,·¾¶.¶¶ ¼¾,¹¾¾.¶¶ ·¾½ Roche, Christopher Safety Inspector ¶½/¶·/¸¶¸· · · ½¶,¿ºº.¶¶ ½»,½¶¼.¶¶ ·¾½ Smith, Paul - recent vacancy Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾»,º¾½.¶¶ ·¾½ Driscoll, John Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾¼,¼¾½.¶¶ ·¾½ Ross, Steven Sr Code Enforcement Inspector ¶½/¶·/¸¶¸· · · ½¶,¿ºº.¶¶ ½»,¿»¼.¶¶ ·¾½ Mccaffery, William Plumbing & Gas Fitting Inspector ¶½/¶·/¸¶¸· · · ½¼,½½¼.¶¶ ¾·,¸¶½.¶¶ ·¾½ Luis, Victoria Code Enforcement Inspector ¶½/¶·/¸¶¸· · · ¼¹,¾»¸.¶¶ ¼»,¸º¸.¶¶ ·¾½ Pickett, Donna Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¹,¿º¾.¶¶ ¼¾,¼¾¿.¶¶ ·¾½ Vacant, C·¾½ Deputy Director ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ ·¾½ Vacant, C·¾½ Code Enforcement Inspector ¶½/¶·/¸¶¸· · · ¼¹,¸·¼.¶¶ ¼½,¶¸¹.¶¶ ·¾½ Nonni, Paul Sr Building Inspector ¶½/¶·/¸¶¸· · · ·¶¼,¼»¼.¶¶ ··º,»¼·.¶¶ ·¾½ Sousa, Jennifer Inspectional Coordinator ¶½/¶·/¸¶¸· · · ¼»,¸¸¶.¶¶ ¼¼,¸¸¶.¶¶ ·¾½ Vacant, C·¾½ Safety Inspector ¶½/¶·/¸¶¸· · · ½¶,¸¹¼.¶¶ ½º,¹¼¼.¶¶ ·¾½ Aurilio, James Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾½,·¾½.¶¶ ·¾½ Sarcione, Matthew Zoning Review Planner ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·¾½ Waldron, Luis Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾¼,¶¾½.¶¶ ·¾½ Como, Andrea Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,½»¸.¶¶ ·¾½ Antanavica, Nicholas Superintendent of ISD ¶½/¶·/¸¶¸· · · ·¹¾,º¿¸.¶¶ ·¹¿,»»º.¶¶ ·¾½ Richardson, Floyd Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾¼,¶¾½.¶¶ ·¾½ Bargoot, Albert Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾½,¹¾½.¶¶ ·¾½ Cahill, William Wire Inspector ¶½/¶·/¸¶¸· · · ½¼,½½¼.¶¶ ¾·,½¶½.¶¶ ·¾½ Klein, Kevin Chief Plumbing & Gas Inspector ¶½/¶·/¸¶¸· · · ¿»,¸¾¶.¶¶ ·¶·,¶¼¸.¶¶ ·¾½ Halloran, James Sealer ¶½/¶·/¸¶¸· · · ¿¶,¾¶º.¶¶ ¿½,¶¸¿.¶¶ ·¾½ Jensen, Hans Zoning Review Planner ¶½/¶·/¸¶¸· · · ¾º,½¿¸.¶¶ ¾»,ºº¸.¶¶ ·¾½ Vacant, C·¾½ Senior Clerk ¶½/¶·/¸¶¸· · · ºº,¼»¸.¶¶ º»,¹º».¶¶ ·¾½ Bowler, Michelle Chief Code Enforcement Inspector ¶½/¶·/¸¶¸· · · ¾¹,º¶¶.¶¶ ¾¿,½¹».¶¶ ·¾½ Salamone, Joseph Building Inspector ¶½/¶·/¸¶¸· · · ¾¶,¾¼¾.¶¶ ¾»,º¾½.¶¶ ·¾½ Power, John Chief Wire & Electrical Inspector ¶½/¶·/¸¶¸· · · ¿¾,·¼¶.¶¶ ·¶»,º½º.¶¶ ·¾½ Fernandes, Marcello Wire Inspector ¶½/¶·/¸¶¸· · · ½¼,½½¼.¶¶ ¾·,¸¶½.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Department of Infrastructure and Asset Management (IAM), through Capital Projects for buildings and Engineering for utilities, and in close collaboration with DPW, OSPCD, and Water & Sewer, develops and implements a comprehensive plan to effectively maintain, modernize, and replace Somerville’s full range of horizontal and vertical infrastructure assets. While IAM seeks to optimize the City’s capital investments through technical evaluation of operations costs against capital improvements, the broader goal of the department is to establish and utilize evaluation criteria, in consultation with virtually every other City department, by which options are rated and projects are prioritized. IAM also seeks to identify and evaluate alternative forms of funding with the objective of minimizing overall costs to taxpayers and water and sewer ratepayers. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 58% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. The proposed budget includes a new non-union position, Senior Project Manager, which will be responsible for developing and maintaining the department’s asset management program. The proposed budget includes a transferred union position from DPW, Head Clerk, which will be responsible for clerical and administrative duties while assisting IAM, Capital Projects, and Engineering staff. Two positions have had their grade reclassified for FY22: Director of IAM and Construction Liaison & Compliance Manager. Ordinary Maintenance costs are projected up 142% for FY22. An increase to the Rental of Land Space line is due to a department program intended to lease vacant land to be used as lay-down area by contractors on City projects. The intent is to increase bidding competition on construction projects and decrease construction costs by providing a local staging area for contractors, attracting contractors that may not otherwise bid on City projects. An increase to the Police Detail line is due to expected details on various small projects. An increase to the Out of State Travel and Out of State Conferences lines is due to reinstating previous allowances to allow staff to attend out of state conferences. A decrease in the Dues and Membership line and increase in the Reimbursement of Licenses line is due to balancing expected spending on related staff professional development and licensure. FY22 Goals & Measures of Progress GOAL 1: Develop a computer-based system for asset management and capital planning that enables IAM to prioritize capital expenditures and maintenance activities using a transparent, data-driven decision making framework. Create a road map for achieving necessary milestones, which include: digitizing record information, standardizing asset data, completing condition assessments, integrating the City’s customer engagement 311 system, developing a work Infrastructure & Asset Management Infrastructure & Asset Management City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 order management system that both provides field crews with asset data and captures the repairs completed into the asset database, and deploying mobile devises to the operational division crews. Collection and centralization of all existing asset data and operational procedures employed by Water & Sewer and DPW. Completion of a gap analysis to determine additional data needs and operational best practices. Development of a framework for both project prioritization and work order management. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸¿ Vacant (New) Senior Project Manager (New) ¶¿/¶·/¸¶¸· · · ½¿,¿¶¶.¶¶ ¾¶,¼¹».¶¶ ·¸¿ Moos, Jesse Construction Liaison & Compliance Manager ¶½/¶·/¸¶¸· · ¶.º ¹·,¿¼¹.¸¶ ¹¸,¸¶¾.º¶ ·¸¿ Richards, Michael Director of Finance & Administration ¶½/¶·/¸¶¸· · · ¿½,¾¶¶.¶¶ ¿¾,»»¶.¶¶ ·¸¿ Johnson, Keith GIS Coordinator ¶½/¶·/¸¶¸· · ¶.º ¹½,¼º·.¼¶ ¹½,¿¹¶.º¶ ·¸¿ Vacant (New) Head Clerk (New) ¶½/¶·/¸¶¸· · · »½,¶¸º.¶¶ »½,¾··.¶¶ ·¸¿ Raiche, Richard Director of IAM ¶½/¶·/¸¶¸· · · ·º¿,·º¾.¶¶ ·»¶,¸¿·.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To oversee the construction, reconstruction, renovation, and preventive maintenance of all City-owned buildings which currently consist of 32 facilities and approximately 1.9 million square feet. In all of its work, the Capital Projects Department strives to be efficient and responsive to community needs, to enhance sustainable design and energy efficiency, and to improve safety and accessibility for all users. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 39% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. The proposed budget includes a new non-union position, Deputy Director of Capital Projects, which will be responsible for overseeing the annual recurring Capital Investment Program and managing technical staff within the department. The proposed budget renames a non-union position, Building Improvements Manager (formerly Preventive Maintenance Manager), which will be responsible for planning, organizing, and directing the scheduling and processes for preventive and corrective maintenance of building systems. Ordinary Maintenance costs are level-funded in FY22. Capital Outlay Changes Capital Outlay is projected up 38% for FY22. An increase to the Engineering/Architectural Services line is due to greater need for engineering and design services required to undertake necessary building improvements to various municipal buildings. A decrease to the Building Reconstruction line and increase to the Building Improvements line is a level-funded re- allocation of funds to better define the renovation project needs with the funding type. FY22 Goals & Measures of Progress GOAL 1: Manage updates to building systems to achieve code and regulatory compliance, correct deficiencies resulting from deferred maintenance, and advance our Climate Forward goals particularly for improved energy performance and City government leading by example. Complete two projects that facilitate the continued use and occupancy of existing City-owned buildings, including public health-related building improvements to facilitate safe access for staff and constituents Complete two projects that enhance accessibility in existing City-owned buildings. Capital Projects Capital Projects City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 2: Develop a comprehensive plan for major renovations and departmental relocations to improve constituent service experience, create synergies and efficiencies for employees, and systematically address deferred maintenance, code updates, and ADA compliance costs in our municipal buildings. Complete preliminary design plan, engage stakeholders, and develop long-term Capital Investment Plan. GOAL 3: Advance the design and construction of a new public safety facility, associated property, and streetscape improvements necessary to accommodate state-of-the-art Police and Fire Stations, and public and community spaces. Complete design and break ground for construction of the public safety building. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸¹ Cassano, Robert Project Manager - Capital Projects ¶½/¶·/¸¶¸· · · ¿¼,¶¿¼.¶¶ ¿¼,¾¹¹.¶¶ ·¸¹ Mitrano, Debora Project Assistant ¶½/¶·/¸¶¸· · · ¾»,¸¸º.¶¶ ¾»,¾º¿.¶¶ ·¸¹ Woods, Melissa Project Manager - ¿¶ Washington ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¸¹ Pierantozzi, Anthony ¿¼¶ Employee ¶½/¶·/¸¶¸· · · ¶.¶¶ ¶.¶¶ ·¸¹ Nuzzo, Edward Capital Projects Manager ¶½/¶·/¸¶¸· · · ·¶¾,¸·¼.¶¶ ·¶¿,¶º¼.¶¶ ·¸¹ Henry, Ralph Green Facilities Manager ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¸¹ Massaro, Frederick Director of Capital Projects Management ¶½/¶·/¸¶¸· · · ·¹¶,¹¿¸.¶¶ ·¹·,¹¿¸.¶¶ ·¸¹ Vacant Deputy Director of Capital Projects ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ ·¸¹ Vacant, C·¸¹ Building Improvements Manager (fmr Preventive M… ¶¾/¶·/¸¶¸¶ · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ Records City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Engineering Department facilitates the improvement and modernization of the City’s infrastructure including roadways, sidewalks, water distribution, sewer and stormwater management systems by engineering safe, multimodal, functional, and sustainable infrastructure maintenance and capital investment projects. The Department manages the street opening and trench permit programs, reviews private development site plans to ensure compliance with City standards and sound engineering practices, administers the city’s pavement management program, and acts as the City’s liaison to state and federal agencies such as the MBTA, MassDOT, EPA, MassDEP, and the MWRA on engineering issues. Personal Services Changes Ordinary Maintenance Changes Personal Services is projected up 49% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. The proposed budget includes a new non-union position, Deputy Director of Engineering Projects, which will be responsible for managing the Engineering Projects Group responsible for the planning, design, and construction of improvements to the City’s infrastructure. The proposed budget includes a new non-union position, Senior Project Manager – Streetscapes, which will be responsible for overseeing the planning, design, and construction of municipal utility improvement projects including roadway, sidewalk, water, wastewater, and stormwater infrastructure. The Deputy Director of Engineering Services position (formerly named Assistant Director of Engineering) had its grade reclassified for FY22. Ordinary Maintenance costs are projected up 4% for FY22. An increase to the Repairs & Maintenance – Highways line is due to increased need and inflation adjustments for pavement markings necessary to ensure vehicle, bicycle, and pedestrian safety. Capital Outlay Changes Capital Outlay budget is projected up 2% for FY22. An increase to the Engineering/Architectural Services line is due to greater need and inflation adjustments for engineering and design services required for necessary roadway and infrastructure improvements. FY22 Goals & Measures of Progress GOAL 1: Expand the City’s paving program into a more comprehensive street and sidewalk reconstruction program in collaboration with the OSPCD Mobility division to improve accessibility and safety for all users and advance Vision Zero, Engineering Engineering City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Climate Forward, and SomerVision goals. Achieve substantial completion of the reconstruction of College Avenue (Davis Square to Powderhouse Square), and break ground on the reconstruction of Holland Street (Simpson Avenue to Claremon Street). Both include new bus stops, bicycle lanes, and safer pedestrian street crossings. Complete design and break ground for the Pearl Street reconstruction project & 6 prioritized intersection pedestrian safety improvements. This project will also include additional accessibility, pavement and mobility improvements throughout the City. Complete design for the West Washington Street & Tufts Street reconstruction project. This project will also include additional accessibility, pavement and mobility improvements throughout the City. GOAL 2: Improve Union Square infrastructure to reduce the risk associated with aging infrastructure, solve existing system deficiencies, achieve regulatory compliance, create I/I offsets and increase system capacity to accommodate planned commercial and housing development, improve stormwater management consistent with SomerVision and Climate Forward goals, and create a multi-modal transportation network in line with our Vision Zero goals. Achieve substantial completion of construction of the Somerville Avenue Utility & Streetscape Improvements Project (SAUSI), including beneficial use of new water, sewer and drainage infrastructure, bike lanes, protected bicycle lanes, and enhanced streetscape features. Complete the design for Phase 1 of the Spring Hill Sewer Separation Project, which has expanded to provide renewed water mains consistent with the Division’s recently completed Water System Improvement Plan, and enhanced streetscapes in targeted corridors. Complete the design for the Poplar Street Stormwater Pump Station Project, which fundamentally changes the way in which the city manages the drainage system for 60-percent of Somerville by creating the new opportunity to discharge stormwater to the MBTA drainage system, and which is now fully integrated with the ArtFarm project providing critical open space and art community performance support. GOAL 3: Advance several strategic projects to plan and implement long-term improvements to our infrastructure systems and assure regulatory compliance required to avoid enforcement actions. For four of the major sewer subsystems, complete the technical definition and evaluation of long-term solutions to reduce flooding, mitigate CSOs, and improve water quality, and initiate the community outreach to prioritize those capital improvement projects. Complete the investigations and remedial work required to comply with our Administrative Order for the MS4 permit issued by EPA. Rehabilitate 1 mile of water main with a combination of cleaning/lining and full replacement and 1.5 miles of sewer with cured-in-place lining and spot repairs, aided by completing CCTV inspections of 40 miles of City sewer lines. To provide useable inspections, many lines will include substantial cleaning, which provides the additional benefit to marginally increase system capacity. Replace 60 lead water service connections. GOAL 4: Review, issue, and enforce construction permits on the public right of way and for site construction in a timely manner to maintain the safety of the public way, protect of the City's infrastructure and environmental resources, and coordinate between the numerous construction projects. Distribute three guidance documents to supplement our published rules and regulations to aid project proponents and home owners meet the City’s engineering requirements with less confusion and redesign. Coordinate with SOIA to translate existing and new guidance documents to provide more equitable enforcement of the City’s engineering requirements.

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶¹ Smith, Jonathan Engineering Project Manager ¶½/¶·/¸¶¸· · ¶.º ¹¼,¿º».¼¶ ¹½,¸¸¾.¾¶ º¶¹ Duane, Eamon Trench Inspector ¶½/¶·/¸¶¸· · ¶.º ¸¾,¿½¸.¾¶ ¹¶,ººº.¾¶ º¶¹ Qureshi, Haleemah Engineering Project Manager ¶½/¶·/¸¶¸· · ¶.º ¹¼,¿º».¼¶ ¹½,¸¸¾.¾¶ º¶¹ Vacant Senior Project Manager - Streetscapes ¶½/¶·/¸¶¸· · · ¿»,¾¾¶.¶¶ ¿¼,¼·».¶¶ º¶¹ Cuarezma, Karla Junior Civil Engineer ¶½/¶·/¸¶¸· · ¶.º ¸¼,¶½¾.º¶ ¸¼,¸½¾.º¶ º¶¹ Hiller, Lucica Stormwater Progam Manager ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ º¶¹ Postlewaite, Brian Director of Engineering ¶½/¶·/¸¶¸· · ¶.º »¸,·»¼.¾¶ »¸,»»¼.¾¶ º¶¹ Bellow, Jessica Traffic Engineer ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ º¶¹ Vacant Deputy Director - Engineering Services ¶½/¶·/¸¶¸· · ¶.º º¸,¼·º.º¶ º¸,¿º·.¸¶ º¶¹ Vacant Deputy Director - Engineering Projects (New) ¶½/¶·/¸¶¸· · ¶.º º¸,¼·º.º¶ º¸,¿º·.¸¶ º¶¹ Amelin, Daniel Utilities Project Manager ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To efficiently manage City assets, including cash and receivables. The Treasurer ensures that all assets are accounted for and all receipts due to the City are collected. In accordance with Mass General Laws Ch44 Section 55B, the Treasury is responsible for ensuring the safety and liquidity of the City’s funds while earning the highest yield possible. The Treasurer also maintains banking relationships, electronic payment relationships, City debt, and building insurance for all City-owned property. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 10% for FY22. Primary drivers of the increase include fully funding positions that were reduced for FY21 as well as a small Temporary Salaries line increase for a full-year intern. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 10% for FY22. Primary drivers of increases to various lines are returns to pre-COVID levels of funding as well as re-allocations of funding to better align spending projections for FY22. FY22 Goals & Measures of Progress GOAL 1: Increase treasury’s online presence Implement Debt Tracking module for debt service management. Implement online debt exclusion calculator tool so taxpayers cans see the Somerville High School debt exclusion portion of their tax bill. Implement the Citizen Self-Service (CSS) Munis module and publicize it to taxpayers, closing attorneys, and mortgage companies and mortgage holding banks. GOAL 2: Increase sustainability efforts. Work with personnel and payroll departments to encourage employees to sign up for direct deposit with email notification in lieu of a printed direct deposit notice or a paper check and promote the idea that all new hires should be required to have direct deposit with email notification as a condition of employment. Work with auditing, Information Technology, and Tyler Technologies to implement direct deposit option to enable payment of vendors via EFT. GOAL 3: Improve website content with the assistance of the SomerViva department to further translate treasury handouts, forms and website content into multiple languages. Treasury Treasury City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·º» Stillings, Deborah Head Clerk ¶½/¶·/¸¶¸· · · »¾,½»¸.¶¶ ¼·,¸»¹.¶¶ ·º» Bedi, Sarbjeet Principal Clerk ¶½/¶·/¸¶¸· · · º¿,º¶º.¶¶ »¶,·¹¹.¶¶ ·º» Cruz, Cheryl Deputy Treasurer ¶½/¶·/¸¶¸· · · ¿½,¾¶¶.¶¶ ¿¾,»»¶.¶¶ ·º» Barrows, Lucy Administrative Assistant SMEA A ¶½/¶·/¸¶¸· · · ½¸,¾¶º.¶¶ ½¹,¿¼¸.¶¶ ·º» Liddell, Joan Principal Clerk ¶½/¶·/¸¶¸· · · º¿,¿¶¾.¶¶ »·,·º·.¶¶ ·º» Belabdi, Ali Principal Clerk ¶½/¶·/¸¶¸· · · º¿,¿¶¾.¶¶ »¶,¼º·.¶¶ ·º» Lowenstein, Rie Accountant ¶½/¶·/¸¶¸· · · ½¼,º»¸.¶¶ ½½,¶¹¾.¶¶ ·º» Dubuque, Linda Treasurer/Collector ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ·º» Donovan-De Klerk, Janneke Tax Assistant/Paralegal ¶½/¶·/¸¶¸· · · ¼¼,»¶º.¶¶ ¼½,¶·º.¶¶ ·º» Shute, Joan Assistant Tax Collector ¶½/¶·/¸¶¸· · · ¾º,½¿¸.¶¶ ¾»,ºº¸.¶¶ ·º» Scarpelli, Dina Head Cashier ¶½/¶·/¸¶¸· · · »º,¹¸º.¶¶ »»,¹º·.¶¶ ·º» Vacant PT Customer Service Rep (·¿ Hrs) ¶½/¶·/¸¶¸· ¶.º½» ¶.º½» ¸·,¸¶¿.½¶ ¸·,»¹¾.¾¾ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To protect the fiduciary interests of the City by providing independent, timely oversight of the City’s finances and by ensuring that financial transactions are executed legally, efficiently, and effectively. The Auditing Division serves as a barrier to potential fraud or misuse of city resources. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 24% for FY22. The Budget Manager Position has been transferred from SomerStat to the Auditing department for FY22 as well as reclassified to become a Budget Director. A new position is proposed for FY22, a Budget Analyst to support the increasingly complex budget development process as well as efforts around fiscal transparency and reporting, ongoing budget management, and capital planning. The Director of Finance Position has been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 6% for FY22. This is due to a reduction in the Accounting and Auditing line, offset by slight increases in Employee Training, Printing, Supplies, and Dues & Memberships. FY22 Goals & Measures of Progress GOAL 1: Update the 10-year General Fund projection of revenues and expenditures. Complete by August 15, 2021. GOAL 2: Implement debt management software capable of tracking type of debt, fund group, purpose of the issuance, and generating amortization and outstanding debt schedules. Complete by September 30, 2021. GOAL 3: Expand the Electronic Transfer Fund (ETF) Program by enrolling more vendors. Enroll 100 vendors by June 30, 2022. GOAL 4: Improve the transparency and accessibility of the City's budgeting, capital planning, and long-range forecasting. Release an updated General Fund Capital Investment Plan including an online presentation with information on proposed projects during calendar year 2021. Auditing Auditing City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¹» Vacant (New) Budget Analyst (New) ·¶/¶·/¸¶¸· · · »¿,¿¹·.¶¶ ¼¶,»ºº.¶¶ ·¹» Bean, Edward Finance Director & City Auditor ¶½/¶·/¸¶¸· · · ·»¾,¸¾¶.¶¶ ·»¿,º¿¹.¶¶ ·¹» Mancia, Jonathan Accounting Analyst ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·¹» Tam, Colleen Deputy City Auditor ¶½/¶·/¸¶¸· · · ··¿,¿½¼.¶¶ ·¸¶,¾¿¼.¶¶ ·¹» Johnson, Monique Systems Accountant ¶½/¶·/¸¶¸· · · ¾¿,¸¸¶.¶¶ ¿¶,º¶º.¶¶ ·¹» Macmullen, Diane Grant Accountant ¶½/¶·/¸¶¸· · · ¾¶,»ºº.¶¶ ¾·,½¼¸.¶¶ ·¹» Carron, Corrie Principal Clerk ¶½/¶·/¸¶¸· · · »º,¾¼º.¶¶ »¼,¸¹».¶¶ ·¹» Mastrobuoni, Michael Budget Director ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ ·¹» Landry, Kathryn Principal Clerk ¶½/¶·/¸¶¸· · · »º,¾¼º.¶¶ »¼,¸¹».¶¶ ·¹» Gallagher Noonan, Lisa Manager of Accounts Payable ¶½/¶·/¸¶¸· · · ¿½,¾¶¶.¶¶ ¿¾,»»¶.¶¶ ·¹» Liberatore, Jo-Ann Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¹,¿º¾.¶¶ ¼¼,¼¾¿.¶¶ ·¹» Toner, Karen Principal Clerk ¶½/¶·/¸¶¸· · · »º,¹¸º.¶¶ »»,¼¿·.¶¶ ·¹» Godin, David Internal Auditor ¶½/¶·/¸¶¸· · · ½¶,¼¹¸.¶¶ ½·,·½º.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

Mission Statement Assist City departments in obtaining the best possible value of services and supplies in a timely fashion. Ensure procurement processes are inclusive and transparent. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 26% for FY22. This budget proposes a new position, Senior Procurement Manager, to meet the City's growing need and demand for increasingly sophisticated procurement and contracting services. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 1% for FY22. This is due to modest increases in Training, Tuition, and Dues lines. FY22 Goals & Measures of Progress GOAL 1: Improve understanding of and compliance with procurement policies and procedures. Develop and offer new training approaches, materials and increased frequency of opportunities to learn about how to purchase goods and services for the City, Staff professional development enhanced at multiple levels (from management to clerical), percent of employees trained per employee category (department head, manager, administrative support staff). Effectiveness of training to be measured through surveys, tests, reduced staff time spent on resolving avoidable problems. GOAL 2: Attract and retain more diverse and local vendors to apply for contract opportunities. Make procurement experience more welcoming, inclusive, clear, and accessible. Targeted outreach, number of certified suppliers and service providers directly contacted about the City’s contracting opportunities. Increased lead time given to prospective vendors about specific business opportunities to compete for City of Somerville's contracts and purchases. Number of bids and proposals received by certified MBE, WBE and similar categories recognized by the Mass. Supplier Diversity Office. Number of contracts awarded to diversity-certified suppliers. GOAL 3: Establish baseline data and meaningful targets for utilization of diversity-certified suppliers through a collaborative disparity study. Procure consultant to conduct disparity study. Harness regional interest in DE&I in public procurement through multi- jurisdictional disparity study; measure comparative costs and impact of multi-city study and program versus single-city focus. Procurement & Contracting Services Procurement & Contracting Services City of Somerville FY22 Budget City of Somerville FY22 Budget

FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¹¾ Vacant (New) Senior Procurement Manager (New) ¶¿/¶·/¸¶¸· · · ¼¼,»¿¶.¶¶ ¼½,¸¶¹.¶¶ ·¹¾ Chukhatsang, Thupten Procurement Analyst ¶½/¶·/¸¶¸· · · ½¸,¶º¾.¶¶ ½¸,¼¶·.¶¶ ·¹¾ Bedi, Navnit Principal Clerk ¶½/¶·/¸¶¸· · · º¿,¿¶¾.¶¶ »¶,¼º·.¶¶ ·¹¾ Caruth, Andrea Assistant Director of Purchasing ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·¹¾ Waditwar, Prajkta Construction Procurement Mgr ¶½/¶·/¸¶¸· · · ½¹,º¾¾.¶¶ ½º,¶»¸.¶¶ ·¹¾ Wackman, Sandra Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼·,º»¸.¶¶ ¼¸,¸½¹.¶¶ ·¹¾ Allen, Angela Director of Purchasing ¶½/¶·/¸¶¸· · · ··½,¼¸º.¶¶ ··¾,»¸¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To provide taxpayers and the general public with the best professional service and information available about property assessments in the City. Efficient and effective assistance allows taxpayers, the public, other City departments, and state agencies to maintain the highest level of confidence in the Assessors and their data. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 12% for FY22. This is due to fully funding positions which were reduced in the FY21 budget. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 15% for FY22. This is primarily due to a reduction in the Property Data Services line of $44,000 offset by modest increases to Appraisals and Professional & Technical Services. FY22 Goals & Measures of Progress FY22 Budget Assessing Assessing City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·º· Hogan, Michael Assessor Analyst ¶½/¶·/¸¶¸· · · ½º,¿»¸.¶¶ ½»,»¸½.¶¶ ·º· Dauria, Russell Sales/Personal Prop Analyst ¶½/¶·/¸¶¸· · · ½º,¿»¸.¶¶ ½»,»¸½.¶¶ ·º· Morales, Heriberto Director of Commercial Assessments ¶½/¶·/¸¶¸· · · ¾¾,¼¼¾.¶¶ ¾¿,¹º¾.¶¶ ·º· Golden, Francis Chief Assessor & Chairman of Board of Assesso… ¶½/¶·/¸¶¸· · · ·¹¹,¶¶¾.¶¶ ·¹º,¶¸¾.¶¶ ·º· Rocha, Carla Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ·º· Flynn, Michael Board of Assessors Member ¶½/¶·/¸¶¸· · · ¿,¼»¹.¾¾ ¿,¼»¹.¾¾ ·º· Scanlon, Richard Board of Assessors Member ¶½/¶·/¸¶¸· · · ¿,¼»¹.¾¾ ¿,¼»¹.¾¾ ·º· Vacant, C·º· Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¶,¸»¸.¶¶ ¼·,¶¼º.¶¶ ·º· Nunziato, Teresa Principal Clerk ¶½/¶·/¸¶¸· · · »¹,»¶¾.¶¶ »»,¿¼¾.¶¶ ·º· Mathews, Daniel Manager of Residential Assessments ¶½/¶·/¸¶¸· · · ¾¼,º¾º.¶¶ ¾½,·º½.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Grants office is responsible for seeking out and applying for public and private funds in collaboration with City departments to support new and existing programs and projects, thus augmenting the City’s budget; and managing and maximizing the City’s approximately $90 million in pandemic-related and post-pandemic recovery funds. The department’s development work includes identifying and assessing potential funding opportunities; working with City staff to develop and design projects and programs that are viable, achievable, and represent the goals and values established by municipal leadership, our constituents, and community partners; and crafting competitive proposals in partnership with City departments. Pandemic and recovery fund oversight includes strategizing with City leadership on how to best utilize and leverage external funds and prioritize internal and external needs; continually managing and monitoring fund budgets; analyzing and interpreting federal and state grant guidance to ensure compliance with external regulations; and developing and implementing internal mechanisms and protocols to track costs, gather documentation, and meet reporting requirements established by federal and state agencies. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 41% for FY22. A new Grant Writer position has been added for FY22 to increase the capacity of the division. The Grants Development Manager Position has been reclassified and retitled to Director of Grants & External Funds. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 88% for FY22. This $5,000 increase is budgeted to purchase technology and office equipment for new staff. FY22 Goals & Measures of Progress GOAL 1: Ensure that City departments can obtain grant funds as needed to support and enhance their programmatic responses to municipal goals, municipal partnerships, and constituent needs. Support the submission of at least 25 grants by providing City staff with resource identification, program development, research and writing, and submission assistance. GOAL 2: Manage ARPA, CARES Act, and other pandemic-related funds effectively, efficiently, and for purposes that adhere to federal guidance to maximize and leverage federal dollars and minimize audit risks. Develop and implement processes and protocols to guide the utilization, documentation, and reporting of approximately $90 million in funds in ways that provide the most impact and benefit for the City’s constituents. Grants Development Grants Development City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¹¼ Vacant (New) Grant Writer (New) ·¶/¶·/¸¶¸· · · º½,¿º¹.¶¶ º¾,º¹¹.¶¶ ·¹¼ Haas, Laura Grant Writer ¶½/¶·/¸¶¸· ¶.¼ · ½½,¿·¼.¶¶ ½¾,»·º.¶¶ ·¹¼ Hartke, Kate Director of Grants and External Funds ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Mayor’s Office of Strategic Planning and Community Development (OSPCD) is committed to making Somerville an even more exceptional place to live, work, play and raise a family by implementing the goals, policies, and actions of the SomerVision comprehensive plan. OSPCD seeks to enhance low and moderate income areas of the City, stimulate economic development, increase job opportunities, create future development opportunities, improve the City’s neighborhoods, expand housing options, preserve and enhance Somerville’s public space and urban forest and improve transportation access, with a focus on Somerville’s long-term economic, environmental, and social quality of life. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 31% for FY22. This budget proposes a Strategic Planning & Equity Manager position to support the work of the Racial & Social Justice department while natively working within OSPCD. The Director of Finance & Administration position has been reclassified and retitled for FY22 as Director of Finance & Community Development. Changes in salaries are due to adjustments to CDBG grant allocations, negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 37% for FY22. This primarily due to a return to pre-COVID funding levels. FY22 Goals & Measures of Progress GOAL 1: Strengthen OSPCD's capacity to foster equitable development and to implement programs and initiatives that address racial and social inequities in the city. Hire and integrate into OSPCD operations a Strategic Planning and Equity Manager who be responsible for coordinating efforts to incorporate fair housing into zoning, supervising outreach and efforts to grow involvement of BIPOC residents in community planning efforts, and implementing a racial and social justice lens to OSPCD initiatives. Incorporate fair housing metrics into the new zoning ordinance. GOAL 2: Continue to administer and disburse approximately $3.5M in supplemental CARES act funding across the CDBG and ESG programs addressing Covid-19 related hardships in the area's of rental assistance, food security, workforce training, remote learning transitions, and other pandemic driven impacts. Complete and close out existing contracts with our network of 16 local non-profits across 19 CARES Act contracts. GOAL 3: Continue to promote and support the number and diversity of projects funded through the Community Preservation Act. Increase applications received by 10%. OSPCD: Administration OSPCD: Administration City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾¸ Twomey, Elizabeth Program Compliance Officer (PT ¸¾Hrs) ·¶/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¾¸ Vacant (New) Strategic Planning & Equity Manager (New) ¶¿/¶·/¸¶¸· · · ½¿,¿¶¶.¶¶ ¾¶,¼¹».¶¶ ·¾¸ Morton, Lauren Program Compliance Officer ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¾¸ Mengestu, Zewditu Senior Accountant ¶½/¶·/¸¶¸· · ¶.¹ ¸»,º¹½.¼¶ ¸»,¼¹¸.¼¶ ·¾¸ Proakis, George Executive Director of OSPCD ¶½/¶·/¸¶¸· · ¶.¿ ·¹¼,¿··.¼¶ ·¹½,¿¼·.¶¶ ·¾¸ Inacio, Alan Director of Finance & Administration ¶½/¶·/¸¶¸· · ¶.¸» ¸¿,¸¿¾.¶¶ ¸¿,»¸¸.»¶ ·¾¸ Lynch, Nancy Executive Assistant ¶½/¶·/¸¶¸· · ¶.¿ ¼¼,·¹¿.¸¶ ¼¼,¼º¼.¾¶ ·¾¸ Carvalho, Jennifer Senior Accountant ¶½/¶·/¸¶¸· · ¶.º ¹º,»¿¹.¼¶ ¹º,¾»¾.¾¶ ·¾¸ Tumusiime, Judith CPA Manager ¶½/¶·/¸¶¸· · ¶.¸ ·½,¹¾».¼¶ ·½,»·¿.¶¶ ·¾¸ Mcgettigan, Eileen Assistant City Solicitor ¶½/¶·/¸¶¸· · ¶.½» ¾¿,¿¾¸.¶¶ ¿¶,¼½¸.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

Mission Statement The OSPCD Planning, Zoning, & Preservation division coordinates the long-range comprehensive growth for the city while protecting the unique built character and history of Somerville. We manage outreach and public engagement projects for infill and redevelopment plans from SomerVision through neighborhood planning to zoning, and we maintain the Somerville Zoning Ordinance to administer development review so proposals meet the City’s goals of sustainability, diversity, opportunity, connectivity, and community. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 30% for FY22. The FY22 budget proposes a new Deputy Director position with a portfolio focusing on land use, zoning language, and regulatory issues. The Director of Planning & Zoning position has been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 39% for FY22. This is due to a $75,000 increase in Professional & Technical Services. FY22 Goals & Measures of Progress GOAL 1: Ensure that the Somerville Zoning Ordinance clearly establishes the City’s expectation for development and reflects the vision and goals of SomerVision, Climate Forward, and Vision Zero. Continue close collaboration with the City Council, especially through the Land Use Committee, to refine the ordinance by incorporating amendments and new concepts that support the City’s goals. Work with the Ward Councilors to establish additional zoning map amendments as needed to implement neighborhood planning efforts and SomerVision goals. GOAL 2: Maintain and enhance the City’s transparent, streamlined, fair, efficient, and effective permit review process. Implement a user-friendly online system for proposals requiring Board Review with a transparent interface for City Staff and viewing capabilities for the public to follow where a project is in the workflow. Continue review and permitting of large multi-building master plan projects – such as Boynton Yards, Middlesex Avenue, and McGrath Highway sites - to ensure continued growth opportunities for the City. Support all Boards and Commissions under division purview with timely scheduling of meetings and delivery of review materials, preparation of agendas and meeting minutes, and staff reports and decisions. GOAL 3: Develop neighborhood plans based on community consensus that inform zoning and provide predictable outcomes through the “Somerville by Design” process. Complete Brickbottom Vision Plan and Assembly Square Plan OSPCD: Planning, Zoning & Preservation OSPCD: Planning, Zoning & Preservation City of Somerville FY22 Budget City of Somerville FY22 Budget

Undertake a planning initiative for the Union East area to coordinate the Union Square Neighborhood Plan, the plans by Mass DOT for grounding McGrath Highway, and the BrickBottom Vision Plan Develop a Station Area Plan for Ball Square in preparation for the forthcoming Green Line station Prepare a Lower Broadway Infill Study to include improved multi-modal mobility connections to Assembly Square and the Sullivan Square MBTA Station. GOAL 4: Celebrate, promote, and protect the important history and historic elements of Somerville. Provide support to the Somerville Historic Preservation Commission for Local Historic Districts and Demolition Review proposals. Administer the CPA-funded Historic District Homeowner Small Grant Fund. Organize, arrange, and manage educational preservation activities, awards, and celebrations of historic events, and outreach projects. FY22 Budget

Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾· Vacant (New) Deputy Director of Planning & Zoning (Ne… ¶¿/¶·/¸¶¸· · · ½¿,¿¶¶.¶¶ ¾¶,¼¹».¶¶ ·¾· Vacant Planner ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¾· Graminski, Andrew Planner ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¾· Cooper, Rebecca Senior Planner ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¾· Vacant Appeals Board Alternate ¶½/¶·/¸¶¸· · · ¸,¿½¸.¶º ¸,¿½¸.¶º ·¾· Lewis, Sarah Director Planning And Zoning ¶½/¶·/¸¶¸· · · ··½,·¿¸.¶¶ ··¾,¶¿¶.¶¶ ·¾· Buchanan, Robert Planning Board Member ¶½/¶·/¸¶¸· · · »,¿º¹.¿¼ »,¿º¹.¿¼ ·¾· Habib, Jahan Planning Board Member ¶½/¶·/¸¶¸· · · »,¿º¹.¿¼ »,¿º¹.¿¼ ·¾· Geno, Erin Planning Board Member ¶½/¶·/¸¶¸· · · »,¿º¹.¿¼ »,¿º¹.¿¼ ·¾· Severino, Elaine Appeals Board Member ¶½/¶·/¸¶¸· · · »,¿º¹.¿¼ »,¿º¹.¿¼ ·¾· Nascimento, Victor Outreach Coord Plan & Zoning ¶½/¶·/¸¶¸· · · ¼¼,»¶º.¶¶ ¼½,¶·º.¶¶ ·¾· Bent, Thomas MPO Representative ¶½/¶·/¸¶¸· · · ¿,¿¿¿.¿¼ ¿,¿¿¿.¿¼ ·¾· Safdie, Josh Appeals Board Member ¶½/¶·/¸¶¸· · · ¸,¿½¸.¶º ¸,¿½¸.¶º ·¾· Bartman, Daniel Senior Planner ¶½/¶·/¸¶¸· · · ¿¿,¿¾º.¶¶ ·¶¶,½»·.¶¶ ·¾· Capuano, Michael Planning Board Member Chair ¶½/¶·/¸¶¸· · · ¼,¸¸º.¸¾ ¼,¸¸º.¸¾ ·¾· Vacant Planning Board Alternate ¶½/¶·/¸¶¸· · · ¸,¿½¸.¶º ¸,¿½¸.¶º ·¾· White, Sarah Senior Planner ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¾· Leis, Charlotte Planner ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Housing Division is responsible for delivering safe, affordable, and sustainable housing for Somerville residents. In serving this mission, it administers programs and/or funding for Affordable Rental and Homeownership Opportunities (known as Inclusionary Housing), Heat System Replacement and Housing Rehab, Lead Paint Abatement, and Residential Energy Efficiency efforts. The Division’s staff also support three boards and commissions and serve as a liaison to the Balance of State Continuum of Care (CoC), which provides services and housing for homeless individuals and families. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 60% for FY22. This budget proposes two new positions to begin the Mayor's 2,000 Homes initiative: 2,000 Homes Program Manager Paralegal Multiple positions in the Housing division have been reclassified and/or retitled for FY22: Two Program Specialists have been reclassified A Housing Coordinator has been reclassified and retitled to Affordable Housing Coordinator The Sustainable Neighborhoods Program Coordinator has been reclassified and retitled to Housing Policy Coordinator The Assistant Housing Director/Housing Counsel has been reclassified The Director of Housing position has been reclassified Changes in salaries are due to adjustments to CDBG grant allocations, negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 73% for FY22. This change is driven by a $40,000 increase to Professional & Technical Services to fund a program evaluation study for the 2,000 Homes program. FY22 Goals & Measures of Progress GOAL 1: Preserve and expand an integrated, balanced mix of safe, affordable and environmentally sound rental and homeownership units for households of all sizes and types from diverse social and economic groups. Expand preservation through acquisition efforts: 100 Homes program has averaged roughly 10 units per year over the past 5 years. Increase that average by 5 percent, to at least 15 units to be acquired in FY22. Identify and address lead hazards in 30 housing units through the Lead Paint Safe Somerville program and HUD-funded Healthy Home grant; this is an increase of 5 units compared to FY21 totals. Reach 20 housing units through the Heat System Replacement and Rehab program. Support implementation of the Rental Building and Energy Efficient Standards Initiative (RBEES) ordinance. OSPCD: Housing OSPCD: Housing City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 2: Promote mixed-use, mixed-income transit-oriented development (TOD) to provide new housing and employment options. Fund at least one new mixed use, mixed-income construction project to generate an estimated 30 to 35 housing units. Support work by the Somerville Community Land Trust to address racial disparities in home mortgages, including programs like Boston's One+ program to increase assistance for first-time and low-income home buyers. GOAL 3: Mitigate displacement of low and moderate income residents by retaining existing affordable stock and by policies that allow residents to remain in Somerville. Complete Phases 2: Community Engagement and Phase 3: Implementation, of the consolidated waitlist for affordable rental housing. Complete implementation of changes to zoning brought about by the December 2019 zoning overhaul; remaining measures include posting the 3rd unit-in-NR districts policy and posting rent, homeownership, and fractional payment calculations. FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾¹ Vacant (New) Paralegal (New) ¶¿/¶·/¸¶¸· · · »¹,¸½¶.¶¶ »¹,½¼¶.¶¶ ·¾¹ Vacant (New) Program Manager - ¸,¶¶¶ Homes (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ ·¾¹ Vacant Inclusionary Housing Program Manager ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¾¹ Persoff, Evelynn ¿¼¶ Employee (OSPCD Admin) ¶½/¶·/¸¶¸· · · ¶.¶¶ ·,»¶¶.¶¶ ·¾¹ Kanda, Vikram Condo Rev Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾¹ Vacant Housing Policy Coordinator ¶½/¶·/¸¶¸· · · ½¿,¿¶¾.¶¶ ¾¶,»¸·.¶¶ ·¾¹ Donato, Kelly Assistant Director of Housing & Housing Counsel ¶½/¶·/¸¶¸· · ¶.º¾ »·,·¹½.¸¾ »·,»¸¿.ºº ·¾¹ Nicholas, Amber Program Compliance officer ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·¾¹ Joyce, Kenneth Housing Rehab Program Manager ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¾¹ Feloney, Michael Director of Housing ¶½/¶·/¸¶¸· · ¶.¿ ·¶»,º½¸.¾¶ ·¶¼,¸¾·.¶¶ ·¾¹ Koty, Russell Lead Program Manager ¶½/¶·/¸¶¸· · ¶.» º¸,¹¿¼.¶¶ º¸,½¸·.¶¶ ·¾¹ Gaspard, Bryant Program Specialist ¶½/¶·/¸¶¸· · ¶.» ¹·,¿¼¸.¶¶ ¹¸,¸¶½.¶¶ ·¾¹ Paul, Patricha Condo Rev Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾¹ Vacant Inclusionary Housing Specialist ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·¾¹ Janiak, Elizabeth Condo Rev Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾¹ Andrews, Christine Housing Coordinator ¶½/¶·/¸¶¸· · · ½·,¿¾¾.¶¶ ½¸,»º¶.¶¶ ·¾¹ Goldstein, Paul Affordable Housing Coordinator ¶½/¶·/¸¶¸· · ¶.¿ ¼¸,¹¸¼.¾¶ ¼¸,¾¶º.½¶ ·¾¹ Zasloff, Zachary Condo Rev Board Member Chair ¶½/¶·/¸¶¸· · · ¹,¿¿¼.¶¶ ¹,¿¿¼.¶¶ ·¾¹ Carrington, Gerry Lead Program Coordinator ¶½/¶·/¸¶¸· · ¶.¼ º·,»·».¸¶ º·,¾¹¹.¾¶ ·¾¹ Davidson, Lisa-Anne Housing Grants Manager ¶½/¶·/¸¶¸· · ¶.» º¶,½»¸.¶¶ º·,¶¼º.»¶ ·¾¹ Bueno, Andres Program Specialist ¶½/¶·/¸¶¸· · ¶.» ¹·,¿¼¸.¶¶ ¹¸,¸¶½.¶¶ ·¾¹ Medeiros, William Condo Rev Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ Records City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To prevent the involuntary displacement of Somerville residents who are in the process of eviction or at other risk of losing their housing; to rehouse the homeless and those needing to relocate; and to enact policies to combat displacement and enhance tenants’ rights. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 53% for FY22. A new Housing Search Case Manager is proposed for FY22 to specialize in housing searches for residents with the most complex needs. The Director of Housing Stability has been reclassified for FY22. Changes in salaries are due to adjustments to CDBG allocations, negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 29% for FY22. This is primarily due to a $100,000 increase in the City's allocation of FlexFunds for homelessness prevention and rental stabilization. FY22 Goals & Measures of Progress GOAL 1: Assist Somerville tenants, landlords, homeowners, and City/community service providers with housing-related matters by providing advice, case management, and advocacy to prevent eviction/displacement and ensure housing stability; Ensure service to those who have been historically underinvested. Directly serve between 500 and750 households. Administer and monitor contracts for housing search, legal assistance, and tenant education and outreach. Work in coalition with providers to continue proactive work to decrease the number of eviction cases filed from pre- pandemic levels. Work closely with SOIA and the school department to ensure service for LEP families. Provide technical support and training to the Eviction Response Network as needed. GOAL 2: Distribute information and provide workshops about landlord/tenant rights and responsibilities, and resources available to assist at-risk tenants and homeowners. Host a minimum of 10 outreach/training events and four (4) workshops with and/or in addition to those initiated under contract by non-profit providers. Continue to update online materials and resources available on the OHS website and through the Know Your Rights Coalition. Conduct outreach to landlords to encourage working collaboratively with OHS to promote tenancy stabilization and participation in tenant-based subsidized housing programs. Continue ongoing work to develop a compilation of information regarding landlords and management companies in Somerville and do individualized outreach to real estate agents and landlords. Continue to monitor implementation of the SomerVIP and compliance with the Housing Stability Notification Act. OSPCD: Housing Stability OSPCD: Housing Stability City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 3: Work toward the passage and implementation of policies and programs that increase the supply of affordable housing, target more resources to those at imminent risk of displacement, and enhance tenants’ rights. Active participation in efforts to pass state legislation including, but not limited to, Transfer Fee Enabling Legislation, Right to Counsel, Eviction Record Sealing and Tenant Right to Purchase (TOPA). Identify and pursue local programmatic and legislative strategies including: defending condominium conversation ordinance; inclusion of fair housing principles into Zoning; working to expand rental assistance resources; and relaxing requirements which create barriers to access. Collaborate with the Housing Division to explore strategies for enhancing affordability of deed-restricted properties for households with incomes under 50% area median income (AMI). FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¿¶ Vacant (New) Housing Search Case Manager (New) ¶¿/¶·/¸¶¸· · · »¹,¸½¶.¶¶ »¹,½¼¶.¶¶ ·¿¶ Berman, Frederic Deputy Director of Housing Stability (PT ·¾Hrs) ¶½/¶·/¸¶¸· · ¶.» º¹,º¼º.¶¶ º¹,½¿½.»¶ ·¿¶ Lopez, Lydia Housing Case Mgr Comm Liaison ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·¿¶ Lievanos, Francelia Housing Intake Specialist ¶½/¶·/¸¶¸· · · »º,¹¹¼.¶¶ »º,½»¹.¶¶ ·¿¶ Shachter, Ellen Director of Housing Stability ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ·¿¶ Forbes, Ebenezer Housing Case Mgr & Landlord Outreach Coordinator ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ·¿¶ Mohamed, Amina Case Manager/Special Initiatives Manager ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·¿¶ Chimene, Susan Deputy Director of Housing Stability ¶½/¶·/¸¶¸· · ¶.»º½¿ º½,¼¸¼.¿¾ º½,¿¿¸.º¸ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Economic Development division fosters the growth of a resilient and equitable economic base in Somerville by facilitating the creation of good jobs, preparing Somerville’s workforce for the jobs of today and tomorrow, stimulating the growth of new and existing businesses and expanding the commercial tax base. The division pursues this mission within three core strategy areas: real estate development, workforce development, and business development. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 48% for FY22. This budget proposes a new Senior Planner for Women & Minority Business Support to develop and implement programs to women-owned, BIPOC-owned, immigrant- owned, and other disadvantaged Somerville businesses. The Director of Economic Development position has been reclassified for FY22. Changes in salaries are due to adjustments to CDBG grant allocations, negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 89% for FY22. This is due to an increase in Professional & Technical Services to support workforce development, small business development and support, the creation of a plan for the Armory, and more. FY22 Goals & Measures of Progress GOAL 1: Stimulate development in the transform and enhance areas outlined in SomerVision to increase vitality, business attraction, and growth of the commercial tax base. Implement the Winter Hill Urban Renewal Plan, Gilman Square Neighborhood Plan, and 90 Washington Street Demonstration Project Plan. Complete a District Improvement Financing Plan for the Boynton Yards neighborhood. GOAL 2: Invest in the talents, skills, and education of residents to support growth and provide opportunities to residents of all social and economic levels as outlined in the Somerville Talent Equity Playbook. Invest in industry specific training, contextualized education for adult & English Language Learners, and Wage Theft/worker rights programs. Collaborate with Somerville Public Schools to relaunch the FabVille community makerspace within the new Somerville High School. Track number of residents trained and placed in jobs through workforce development programs. GOAL 3: Support local businesses throughout the post-Covid economic recovery. Provide strategic business technical assistance, targeted recovery grants and other support services to enable businesses, especially locally-owned independents, to stabilize and prosper. Number of businesses receiving technical assistance and recovery grants, as well as total dollar amount of assistance provided. OSPCD: Economic Development OSPCD: Economic Development City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 4: Develop and implement programs to support women-owned, BIPOC-owned, immigrant-owned, and other disadvantaged Somerville businesses. Hire and onboard a Senior Planner: Women and Minority-Owned Business Support to identify barriers, provide strategic advice to OSPCD staff, and develop programs to address barriers for women-owned, BIPOC-owned, immigrant-owned, and other disadvantaged Somerville businesses. Host first of series of annual summits with women-owned, BIPOC-owned and immigrant owned businesses in Somerville. Publish the second edition of the Somerville Diversity Catalogue. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾¼ Vacant (New) Senior Planner - Women & Minority Business Support (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ ·¾¼ Nadkarni, Rachel Senior Planner - Urban Revitalization Specialist ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ·¾¼ Galligani, Thomas Director of Economic Development ¶½/¶·/¸¶¸· · ¶.¿ ·¶»,º½¸.¾¶ ·¶¼,¸¾·.¶¶ ·¾¼ Schonberger, Nicholas Economic Development Assistant ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¾¼ Vacant - · Senior Planner - Economic Development Specialist ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ·¾¼ Vacant Workforce Development Coordinator ¶½/¶·/¸¶¸· · ¶.» ¹¿,¿»º.¶¶ º¶,¸¼¶.»¶ ·¾¼ Carrillo, Daniela Economic Development Assistant ¶½/¶·/¸¶¸· · · ¾¹,·¹¼.¶¶ ¾¹,½½¹.¶¶ ·¾¼ Vacant - ¸ Senior Planner ¶¾/¶·/¸¶¸¶ · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The mission of the Somerville Redevelopment Authority is to eliminate blight and decadence whereverit may exist in the City by the creation and implementation of demonstration projects and urban renewal plans, while furthering the goals of the SomerVision plan. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾º Ercolini, Philip Redevelopment Board Mbr Chair ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾º Gage, William Redevelopment Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾º Mccormick, Patrick Redevelopment Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾º Bonney, Iwona Redevelopment Board Member ¶½/¶·/¸¶¸· · · ¹,¿¿¼.¶¶ ¹,¿¿¼.¶¶ ·¾º Hedeman, Emily Redevelopment Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ ·¾º Vacant, C·¾º Redevelopment Board Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov OSPCD: Redevelopment Authority OSPCD: Redevelopment Authority City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement The OSPCD Mobility Division plans, designs, implements, and evaluates projects and programs that advance Somerville’s goal of becoming the most walkable, bikable, transit-accessible city in the United States. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 90% for FY22. This budget includes three positions added mid-year in FY21, two Senior Planners and an Outreach Coordinator. The Director of Mobility position has been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 82% for FY22. This is due to an increase in Professional & Technical Services in order to compete four specific activities: A Citywide bike network plan, A Citywide bus network plan, A municipal workforce transportation demand management plan, Continuation of the National Association of City Transportation Officials (NACTO) organizational design planning effort. FY22 Goals & Measures of Progress GOAL 1: Collaborate with other departments and state agencies to implement the City’s Vision Zero Action Plan to reduce and eliminate fatal and severe crashes in Somerville. Construct accessible sidewalks, raised crosswalks, speed humps, refuge islands and curb extensions, focusing on College Avenue as a primary project in FY22 Construct traffic calming curb extensions at Tufts Street/Washington Street and at Ball Square. Construct new accessibility and safety infrastructure on State Route 38 (Mystic Avenue) and State Route 28 (McGrath Highway). Install protected bicycle lane infrastructure on Medford Street, Shore Drive, Broadway, Washington Street and at Powder House Circle. GOAL 2: Collaborate with other departments and state agencies to implement the City’s Somerville Climate Forward Plan to improve mass transit in Somerville. Complete construction of MBTA Green Line Extension project. Install dedicated bus lanes in East Somerville on Washington Street and Broadway. Construct accessibility upgrades at bus stops on College Avenue, Broadway, Pearl Street, Elm Street and Bow Street. Install Transit Signal Priority equipment to improve MBTA bus reliability in Davis Square. GOAL 3: Continue work to make the OSPCD Mobility division a national model for a small city implementing best practices of the National Association of City Transportation Officials (NACTO). Completion of Mobility Division strategic planning work with NACTO team OSPCD: Mobility OSPCD: Mobility City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¾» Vacant Outreach Coordinator ¶¾/¶·/¸¶¸· · · »¾,»¿½.¶¶ »¿,¶¾½.¶¶ ·¾» Vacant Transportation Planner ¶¾/¶·/¸¶¸· · · ½¹,¸º¿.¶¶ ½¹,¾¼¸.¶¶ ·¾» Vacant Transportation Planner ¶¾/¶·/¸¶¸· · ¶.½» »º,¿¹¼.½» »»,¹¿¼.»¶ ·¾» Augustin, Viola Senior Planner ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ·¾» Kleyman, Alexandra Senior Transportaton Planner ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¾» Schreiber, Justin Transportation Planner ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¾» Polinski, Adam Senior Planner ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ·¾» Rawson, Bradley Director of Mobility ¶½/¶·/¸¶¸· · ¶.¿» ···,¹¹¸.º¶ ··¸,·¾».»¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The OSPCD Public Space & Urban Forestry Division plans, designs, implements and evaluates projects and programs that advance the goals of the 2018-2023 Open Space and Recreation Plan. Personal Services Changes Ordinary Maintenance Changes Capital Outlay Changes Personal Services are projected up 7% for FY22. The Director of PSUF position has been reclassified for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 41% for FY22. This is due to increased investments in the following programs: The Parks Tree Health program The Young Tree Training program A landscape design contract Tree planting funds have been returned to the operating budget after removal in FY21. This $150,000 will fund tree plantings without having to tap the City's stabilzation funds. FY22 Goals & Measures of Progress Goal 1: Begin the cleanup process for Conway Park. Complete 90% of cleanup by December 2021. Goal 2: Begin reconstruction of Healey Schoolyard. Complete Totlot and 60% of entire project by December 2021. Goal 3: Complete construction of Central Hill Library Playground. Complete 100% construction. Goal 4: Plan and manage expanded seasonal tree planting (350 trees) programs and continue tree and horticultural maintenance programs to assure health of plants and trees in city spaces. Complete 100% planting and maintenance of these trees. OSPCD: Public Space & Urban Forestry OSPCD: Public Space & Urban Forestry City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¿· Boukili, Vanessa Senior Planner ¶½/¶·/¸¶¸· · · ¿º,¸·¸.¶¶ ¿º,¿¹º.¶¶ ·¿· Kirk, Cortney Senior Planner ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ·¿· Drayton, Malik Planner ¶½/¶·/¸¶¸· · ¶.½ »½,¶»¸.¾¶ »½,º¿¶.¹¶ ·¿· Louw, Andrew Planner ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,·¸¿.¶¶ ·¿· Franzen, Arn Project Manager / Director of Parks ¶½/¶·/¸¶¸· · ¶.¼ »½,¼»½.¼¶ »¾,¶¿¿.¾¶ ·¿· Oliveira, Luisa Director of Public Space Urban Forestry ¶½/¶·/¸¶¸· · ¶.¿» ···,¹¹¸.º¶ ··¸,·¾».»¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To protect the people and property of our City. The Fire Department is responsive to the needs of our residents by providing rapid, professional, and humanitarian services essential to the health, safety, and well being of the City. We will achieve our mission through prevention, education, fire suppression, emergency medical services, disaster response, and defense against terrorist attacks. We strive to provide a work environment that values cultural diversity and is free of harassment and discrimination. We actively participate in our community, serve as role models, and strive to effectively and efficiently utilize all of the resources at our command to provide a quality of service deemed excellent by our residents with “Courage, Integrity, and Honor." Personal Services Changes Ordinary Maintenance Changes Special Items Changes Personal Services are projected up 2.8% for FY22. The FY22 budget proposes a new Director of Finance & Administration position which will be 75% funded in Police and 25% funded in Fire. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected flat for FY22. The Grant Match line is projected at $54,834 for FY22, a 107% increase. FY22 Goals & Measures of Progress GOAL 1: Complete Active Threat Response training and equip apparatus with the required safety equipment needed for such events. Over 90% of department trained and required equipment purchase and issued to all fire apparatus. GOAL 2: Increase the number of trained Hazardous Material Technicians on the Department. This is due to the increase in proposed lab space within the city. Complete training for at least 12 new Hazardous Material Technicians. GOAL 3: Conduct training on new Green Line stations, right of ways and Maintenance facilities and the challenges these new facilities may present. Complete training for 90% of department members and purchase safety equipment for operating at incidents at these locations. GOAL 4: Coordinate with the OSPCD Mobility Division in the implementation of Vision Zero goals. Continue to monitor response times and other data for any potential conflicts. Fire Department Fire Department City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸¸¶ ANZALONE, MICHAEL DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹º,¹¹¶.¼» ·¼·,¾¾º.¹· ¸¸¶ AVERY, MICHAEL DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹¼,»¼¶.»» ·¼¾,½·º.¼¼ ¸¸¶ HALLINAN, WILLIAM DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹¼,»¼¶.»» ·¼¾,½·º.¼¼ ¸¸¶ LAMPLEY, VINCENT DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹¼,»¼¶.»» ·¼¾,¹·¹.½¾ ¸¸¶ MCCARTHY, ROBERT DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹¼,»¼¶.»» ·¼¼,¿¾¾.·¹ ¸¸¶ TIERNEY, SEAN DEPUTY CHIEF ¶½/¶·/¸¶¸· ·¹¼,»¼¶.»» ·¼º,½º¸.¸¾ ¸¸¶ LEE, FRANK J DISTRICT CHIEF ¶½/¶·/¸¶¸· ·¸¶,¾»·.¿º ·»¶,½¸¾.¼¶ ¸¸¶ HALLORAN, PATRICK CAPTAIN ¶½/¶·/¸¶¸· ·¶»,½¸¸.»¸ ·º¶,º»¶.»¹ ¸¸¶ SILVA, KENNETH DISTRICT CHIEF ¶½/¶·/¸¶¸· ·¸¶,¾»·.¿º ·º¾,¶¸º.¿¸ ¸¸¶ WALL, MATTHEW DISTRICT CHIEF ¶½/¶·/¸¶¸· ·¸¶,¾»·.¿º ·º½,¾¾·.¼¼ ¸¸¶ ARDOLINO, MARC CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹·,¹¸º.¼¾ ¸¸¶ BONNER, JUSTIN CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¸¾,¾½¾.¼· ¸¸¶ FRENCH, GREGORY CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹¸,¿¼».º¸ ¸¸¶ GORMAN, THOMAS CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹¹,·º».¶¹ ¸¸¶ MAURAS, STEVEN DISTRICT CHIEF ¶½/¶·/¸¶¸· ··¾,»¾º.¶¸ ·º¼,½·¸.·¿ ¸¸¶ KEANE, SEAN CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹º,¾¿¼.¸¸ ¸¸¶ KHOURY, MICHAEL CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¸»,¸»¹.¼¾ ¸¸¶ MATTHEWS, MARK CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹¼,¼¹º.»¸ ¸¸¶ NOLAN, DEREK CAPTAIN ¶½/¶·/¸¶¸· ·¶º,¿¹¿.¼¿ ·¸¼,¼¸¿.¿º ¸¸¶ RICHARDSON, CHARLES D. CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¸¼,¹¿º.¶¸ ¸¸¶ STILTNER, DAVID CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹º,·¾¾.º» ¸¸¶ SULLIVAN, DENNIS CAPTAIN ¶½/¶·/¸¶¸· ·¶¼,¿º¼.¸¼ ·¹¸,»º½.½¸ ¸¸¶ ALCARAZ, BLANCA LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··¾,½¾½.¾½ ¸¸¶ BAKEY, TIMOTHY LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ·¸¶,¹·¾.¶¶ ¸¸¶ BELLINI, THOMAS LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··¾,·¸½.¹¿ ¸¸¶ BELSKI, STEPHEN LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··½,¹¿¶.¶½ ¸¸¶ BYRNE, JOHN JR LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··¼,¼º».¶¾ ¸¸¶ COLBERT, JOHN LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ·¸¸,½¼¶.¸» ¸¸¶ DIPALMA, DANIEL R LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··¼,¼·¶.·º ¸¸¶ DONOVAN, JOHN PAUL LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··¾,¼»¾.ºº ¸¸¶ DONOVAN, TIMOTHY LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ··½,¶·¼.»» ¸¸¶ FLYNN, TIMOTHY LIEUTENANT ¶½/¶·/¸¶¸· ¿º,¼º¸.¾¹ ·¶¾,¿¶».¿¿ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 3.6% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are unchanged for FY22. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸¸¿ ALFANO, DARIO FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ½½,¹»¼.¶¸ ¾½,¹»¼.¶· ¸¸¿ BREEN, SCOTT FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ½½,¹»¼.¶¸ ¾½,¿»¼.¶· ¸¸¿ BREEN, TODD SENIOR FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ¾¼,¼¹¾.½¹ ¿¾,¼¹¾.º½ ¸¸¿ BRIEN, KYLE FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ½½,¹»¼.¶¸ ¾½,¿»¼.¶· ¸¸¿ CASTLE, JASON FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ½½,¹»¼.¶¸ ¾½,º»¼.¶· ¸¸¿ ENGELSMAN, MARK FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ½½,¹»¼.¶¹ ¾½,·»¼.¶· ¸¸¿ HERMAN, BRIAN SENIOR FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ¾¼,¼¹¾.½¹ ¿½,¿¾¾.º½ ¸¸¿ SLOANE, STEPHEN SENIOR FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ¾¼,¼¹¾.½¹ ¿½,¿¾¾.º½ ¸¸¿ SWANTON, JAMES CHIEF FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ¿½,¶¹».¹¾ ···,½¸º.¾¼ ¸¸¿ WALSH, DAVID SENIOR FIRE ALARM OPERATOR ¶½/¶·/¸¶¸· ¾¼,¼¹¾.½¹ ¿½,¿¾¾.º½ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Fire Alarm Fire Alarm City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸¿· Graney, Thomas Homeland Security Coordinator ¶½/¶·/¸¶¸· ¸¶,¾¸¼.¶¶ ¸¶,¾¸¼.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Fire: Emergency Management Fire: Emergency Management City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement The Somerville Police Department is resolute in its conviction to compassionate policing and providing our community the highest level of service. We pledge to treat all persons with courtesy, dignity, and respect; and to work closely with elected officials, community organizers, and the Director of Racial & Social Justice on reimagining policing in the City of Somerville. We will pursue these goals through the implementation of a pre- arrest co-response jail diversion model of policing, continuous engagement with the community as part of our award-winning community policing philosphy, and our dedication to the youth of the community. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 9.9% for FY22. The FY22 budget incorporates the recently-settled SPEA contract, which accounts for nearly all of the Personal Services increase. The Overtime line has been inreased by 10% to account for increased salaries within the Patrol ranks. This change will fund the same number of hours as FY21, while accounting for salary adjustments. The FY22 budget proposes a new Director of Finance & Administration position which will be 75% funded in Police and 25% funded in Fire. Six vacant Patrol Officer positions have been funded at 50% for FY22, pending results of the staffing study and reimagining police process. Other changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 19.5% for FY22. The Professional & Technical Services line includes a $60,000 increase to fund a staffing study with the goal of defining the appropriate level of sworn personnel for the SPD moving forward. The Vehicles Rental line has been increased to $35,000. This was previously funded through the Law Enforcement Trust Fund (LETF). FY22 Goals & Measures of Progress GOAL 1: Provide every neighborhood a sense of security and improve quality of life by building trust and legitimacy through compassionate policing. Continue engagement with the community as part of our award winning community policing philosophy, and our dedication to the youth of the community Increase traffic enforcement by 10%. Reinstate Park Walk & Talks. COHR will increase collaborations with community service providers by having a minimum of quarterly meetings with Vinfen and Somerville Cambridge Elder Services. GOAL 2: Continue and expand internal management best practices to foster a more efficient, collaborative, and responsive police force. We pledge to treat all persons with courtesy, dignity and respect; and to work closely with elected officials, community organizers and the Director of Racial and Social Justice on reimagining policing in the City of Somerville. Police Department Police Department City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Pass annual Accreditation audit Increase data transparency by increasing the number of datasets available to the public. Meet or surpass deadlines in implementation of State Police Reform Bill GOAL 3: Provide high quality training to ensure officers are equipped with the skills and information needed to serve and protect the Somerville community. This includes mandatory trainings that meet all criteria set by the Massachusetts Municipal Police Training Committee as well as expanded training relevant to racial and social justice such as implicit bias, de-escalation, crisis intervention, health and mental wellness, and other similar training. Increase the number of trainings in the areas of Racial and Social Justice by 3-5 trainings and ensure 100% of Officer Completion. FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸·¶ Femino, Charles CHIEF OF POLICE ¶½/¶·/¸¶¸· ¸¸¾,¹¹¼.¾¿ ¸¹¶,¶¾¼.¼¶ ¸·¶ STANFORD, JAMES DEPUTY CHIEF ¶½/¶·/¸¶¸· ¸¶½,¼»·.¼¶ ¸¶¿,¸º¸.¾¶ ¸·¶ WARD, CHRISTOPHER DEPUTY CHIEF ¶½/¶·/¸¶¸· ¸¶½,¼»·.¼¶ ¸¶¿,¸º¸.¾¶ ¸·¶ DONOVAN, JAMES CAPTAIN ¶½/¶·/¸¶¸· ·º¼,·½º.¼¸ ·¼¿,¿¸¹.½º ¸·¶ LAVEY, RICHARD CAPTAIN ¶½/¶·/¸¶¸· ·º¼,·½º.¼¸ ·¼¿,¿¸¹.½º ¸·¶ DIGREGORIO, JEFFREY CAPTAIN ¶½/¶·/¸¶¸· ·º¼,·½º.¼¸ ·¼¿,¿¸¹.½º ¸·¶ DEOLIVEIRA, DIOGO LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·º»,·¼¶.¼» ¸·¶ MITSAKIS, TIMOTHY LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·ºº,¾¿¾.¿¶ ¸·¶ POLITO, JAMES LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·º»,¼¿¾.¿¶ ¸·¶ RYMILL, A WILLIAM LIEUTENANT ¶½/¶·/¸¶¸· ··¿,º¸½.¾¼ ·º·,¹¸¼.¼¸ ¸·¶ RYMILL, GERARD J LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·º¼,¼¿¾.¸» ¸·¶ SHEEHAN, SEAN LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·ºº,¾¿¾.¿¶ ¸·¶ VIVOLO, CARMINE C LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·º»,¼¿¾.¿¶ ¸·¶ HOLLAND, MICHAEL LIEUTENANT ¶½/¶·/¸¶¸· ··¿,º¸½.¾¼ ·¹¿,¿½·.º¸ ¸·¶ CAPASSO JR., MICHAEL R. LIEUTENANT ¶½/¶·/¸¶¸· ··¿,º¸½.¾¼ ·¹¿,½¸¼.¼¸ ¸·¶ PERRONE, MICHAEL LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·ºº,¶¿¾.¿¶ ¸·¶ SHACKELFORD, KEVIN LIEUTENANT ¶½/¶·/¸¶¸· ·¸º,º¶º.¶¾ ·º»,½»¸.¼» ¸·¶ CHAILLE, WARREN SERGEANT ¶½/¶·/¸¶¸· ¿¹,·½¶.½º ··¶,»¶¾.º¶ ¸·¶ FUSCO, SALVATORE SERGEANT ¶½/¶·/¸¶¸· ¿¹,·½¶.½º ·¶¾,¿¶¾.º¶ ¸·¶ GOBIEL, JOHN J SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸º,º¶¶.¿· ¸·¶ ISIDORO, RICO J SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸»,¾¶¸.¾» ¸·¶ KIELY, MICHAEL R SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸»,¼¹¼.º» ¸·¶ MARINO, JOHN SERGEANT ¶½/¶·/¸¶¸· ·¶·,¼º¶.½· ·¸¸,¿¸¼.º¹ ¸·¶ MONTE, DAVID SERGEANT ¶½/¶·/¸¶¸· ·¶·,¼º¶.½· ··¿,½½¶.¶½ ¸·¶ REGO, DANIEL SERGEANT ¶½/¶·/¸¶¸· ·¶·,¼º¶.½· ·¸¸,º¾º.º½ ¸·¶ TAM, JOHN Q SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸º,º¶¶.¿· ¸·¶ WHALEN, SCOTT SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸º,¿¼º.º» ¸·¶ MCCAREY, MICHAEL SERGEANT ¶½/¶·/¸¶¸· ¾º,½¶¶.¸º ¿¿,¼º¼.·¼ ¸·¶ SLATTERY, JAMES, JR. SERGEANT ¶½/¶·/¸¶¸· ¾º,½¶¶.¸º ·¶º,»¼¿.¾¶ ¸·¶ SYLVESTER, SEAN SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸¹,¼¶¶.¿· ¸·¶ ANDERSON, PAUL SERGEANT ¶½/¶·/¸¶¸· ·¶»,¾½».¼¿ ·¸¸,¾¶¶.¿· ¸·¶ SCHNEIDER, DEVIN SERGEANT ¶½/¶·/¸¶¸· ¾º,½¶¶.¸º ·¶·,½·º.¼¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 8% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 77% for FY22. This is due to a reduction in the Professional & Technical Services line which was budgeted in FY21 for contracted services. With full staffing, this is no longer being requested. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸¿¸ HALEY LAMONICA ANIMAL CONTROL OFFICER ¶½/¶·/¸¶¸· »½,¹»¶.¶» ¼¶,¼¾¼.¾º ¸¿¸ RACHEL TAYLOR ANIMAL CONTROL OFFICER ¶½/¶·/¸¶¸· »¿,¶¾½.½¿ ¼¹,·¸½.·· City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Animal Control Animal Control City of Somerville FY22 Budget City of Somerville FY22 Budget

Personal Services Changes Personal Services are projected up 15% for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸·· CORNELIO, CHRISTINE E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½»,»»».·º ¸·· DEFRANZO, ROBYN E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½º,¹¹».·º ¸·· DESOUSA, SUSAN E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¼,¹¸¹.¸¹ ½»,½¼¾.½º ¸·· HARTSGROVE, CARA E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¹,º¸¼.·¹ ½¹,··¸.½¿ ¸·· HICKEY, JOHN E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¹,º¸¼.·¹ ½¸,¶¾·.½¿ ¸·· KIELY, JULIE E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½º,¹½º.·º ¸·· LENNON, SCOTT E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¼,¹¸¹.¸¹ ½»,½½·.½º ¸·· MAHONEY, JEANNE E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¼,¹¸¹.¸¹ ½½,¿½¾.½º ¸·· MCKENNA, JOAN E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½»,»»».·º ¸·· MEDEIROS, THERESA E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½º,¹¹».·º ¸·· MOBILIA-DOWLING, JANEEN E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¹,º¸¼.·¹ ½¶,¿¿½.½¿ ¸·· RIVERA, BETSY E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¹,º¸¼.·¹ ½¹,·¹¼.½¿ ¸·· VALLERY, KRISTINE E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼¼,¹¸¹.¸¹ ½½,¿½¾.½º ¸·· WARD, KENNETH E-¿·· OPERATOR ¶½/¶·/¸¶¸· ¼½,¹·¾.·¼ ½º,¹·¼.·º City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov E-911 E-911 City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement The Parking Department serves resident, business, and visitor parking needs through the work of its three divisions: Administration, Enforcement, and Maintenance. The Department issues over 20 permit types, enforces parking regulations citywide, and maintains the City’s meters and signs. The Department advises and coordinates with every department in the City on all matters related to parking and advises the City’s Traffic Commission in developing rules and regulations. The Parking Department is dedicated to providing accurate, courteous, and efficient customer service to our residents, businesses, and visitors through enhanced technologies, extensive business analysis, and consistently high professional performance. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 3% for FY22. There are no significant changes to staffing proposed for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 37% for FY22. Professional & Technical Services includes an additional $150,000 for Phase 2 of the City's comprehensive parking study. The FY22 OM budget also includes costs related to a transition to a newer, more modern parking payment system. FY22 Goals & Measures of Progress GOAL 1: Leverage new technologies to improve operational efficiency and enhance customer service. Upgrade to a web-based permitting and enforcement platform that will provide a dedicated client success representative to support the Parking Department in current and future integrations with meter/kiosks/pay by cell technologies as well as data reporting and newest technology in handheld devices for enforcement and reporting. Expand meter payment options by adding at least two new touchless payment systems. GOAL 2: Evaluate parking policies and operations to meet current and future constituent needs, as well as Climate Forward mobility priorities. Assess the parking website at least quarterly for ease of navigation and use, as well as to ensure clear, accurate information. Complete Phase One: Parking Data Inventory of the comprehensive parking study in collaboration with OSPCD Mobility Division. Initiate Phase Two: Parking Policy Study of the comprehensive parking study in collaboration with OSPCD Mobility Division. GOAL 3: Improve accessibility and safety of streets, supporting the City’s Vision Zero goals, through maintenance of signs and enforcement of safety regulations. Utilize QAlert to manage sign maintenance workload, including constituent and internal missing and damaged sign reports, and document sign repair work completed. Install and maintain safety zone signage throughout neighborhoods reducing the speed limit to 20 MPH. Parking Parking City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing

June 04, 2021 SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¸¿¹ Susi, Delio Hearing Officer - PT ¸¶Hrs ¶·/¶·/¸¶¸¸ · · ¸¿,¸¸¶.¶¶ ¸¿,¼¼¾.¶¶ ¸¿¹ Vacant, C¸¿¹ Hearing Officer - PT ¸¾Hrs ·¶/¶·/¸¶¸· · · º¶,º¿·.¶¶ º¶,¿·¹.¶¶ ¸¿¹ Morris, Paul Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,¾·».¾¶ ¸¿¹ De Bona, Julliane Head Clerk ¶½/¶·/¸¶¸· · · »¾,·¼º.¶¶ »¿,º¼¶.¶¶ ¸¿¹ Parziale, Lisa Principal Clerk ¶½/¶·/¸¶¸· · · º¿,¿¶¾.¶¶ »·,·º·.¶¶ ¸¿¹ Edouard, Fedler Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,¾¸·.¶¶ ¸¿¹ Pu, Sharon Accountant ¶½/¶·/¸¶¸· · · ¾¹,·¹¼.¶¶ ¾¹,½½¹.¶¶ ¸¿¹ Ford, Kimberly Head Clerk ¶½/¶·/¸¶¸· · · »¾,·¼º.¶¶ »¿,»¼¶.¶¶ ¸¿¹ Dodin, Delince Parking Meter Repairman ¶½/¶·/¸¶¸· · · »º,¸½¼.¶¶ »½,¿½¸.¶¶ ¸¿¹ Haynes, Olyver Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,º¼».¾¶ ¸¿¹ Accaputo, Laura Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¹,¿º¾.¶¶ ¼¼,¼¾¿.¶¶ ¸¿¹ Zambakis, Theofanis Sign Repairman ¶½/¶·/¸¶¸· · · »»,¹¼¾.¶¶ »¾,¾¼».¶¶ ¸¿¹ Smith, Linda PCO Supervisor ¶½/¶·/¸¶¸· · · ½½,½¾½.¼¶ ¾º,¹¹».¼¶ ¸¿¹ Singh, Dalvir Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »½,½¼».¾¶ ¸¿¹ Saez, Emanuel Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ¸¿¹ Politano, Dakota Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ¸¿¹ Vacant, Senior Clerk Senior Clerk ¶½/¶·/¸¶¸· · · ºº,¼»¸.¶¶ º»,¹º».¶¶ ¸¿¹ Krouch, Brahim Principal Clerk ¶½/¶·/¸¶¸· · · º¿,¿¶¾.¶¶ »¶,¼º·.¶¶ ¸¿¹ Stagnari, Jacqueline Project Analyst ¶½/¶·/¸¶¸· · · ¼»,·¿¼.¶¶ ¼»,¼¿¼.¶¶ ¸¿¹ Killoren, Mary Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »¸,¶½·.¶¶ ¸¿¹ Lafee, Robert Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »½,½·».¾¶ ¸¿¹ Nadile, Brian Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,¸¸·.¶¶ ¸¿¹ Jahan, Kawsar Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ¸¿¹ Carr, Mary Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ¸¿¹ Carey, Thomas Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,¾¸·.¶¶ ¸¿¹ Haynes, Andrew Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,½¸·.¶¶ ¸¿¹ Mello, James Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,½·».¾¶ ¸¿¹ Saint Cyr, Denis Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,½·».¾¶ ¸¿¹ O'Brien, Gregory Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,¸¸·.¶¶ ¸¿¹ Fucile Iii, Salvatore Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,½·».¾¶ ¸¿¹ Anderson, Lee Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,½¸·.¶¶ ¸¿¹ Paiva, Gregg Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »¸,¶½·.¶¶ ¸¿¹ Rebelo, Anna Director of Operations & PCO Supervisor ¶½/¶·/¸¶¸· · · ¾¾,¸¸º.¶¶ ¾¾,¿¶¶.¶¶ ¸¿¹ Doe, Tammy PCO Supervisor ¶½/¶·/¸¶¸· · · ½¶,½·¼.¶¶ ½¼,¿·¾.¶¶ ¸¿¹ Vacant, PCO Parking Control Officer ¶½/¶·/¸¶¸· · · º½,·¼¶.¶¶ »¶,¸¼¼.¶¶ ¸¿¹ Rinfret, Suzanne Director of Parking ¶½/¶·/¸¶¸· · · ·º¹,¿¼º.¶¶ ·º»,¶¼¾.¶¶ ¸¿¹ Brescia, Richard Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »¸,¶½·.¶¶ ¸¿¹ Soares, Ana Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »¸,¶½·.¶¶ ¸¿¹ Masci, Jason Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »½,½¼».¾¶ ¸¿¹ Browne-Lefort, Cherry Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,¸·».¾¶ ¸¿¹ Fuentes, Alexandra Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ ¸¿¹ Hallett, Edward Sign Repairman ¶½/¶·/¸¶¸· · · »»,¹¼¾.¶¶ ¼¶,·¼».¶¶ ¸¿¹ Paul, Jeaneddy Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,¸·».¾¶ ¸¿¹ Como, Andrew Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,½¸·.¶¶ ¸¿¹ Mahan-Pratt, Katherine Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,¾¸·.¶¶ ¸¿¹ V N th P ki C t l Offi ¶½/¶·/¸¶¸· · · º¾ ·¶¾ ¶¶ »· º½· ¶¶

June 04, 2021 ¸¿¹ Verge, Nathan Parking Control Officer ¶½/¶·/¸¶¸· · · º¾,·¶¾.¶¶ »·,º½·.¶¶ ¸¿¹ Nima, Gebremariam Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,¸·».¾¶ ¸¿¹ Capuano, David Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »¼,¾·».¾¶ ¸¿¹ Ventura, Wilber Parking Control Officer ¶½/¶·/¸¶¸· · · »¸,¿·¾.¾¶ »½,¸·».¾¶ ¸¿¹ Vacant Foreman/Parking Meter Repairman ¶¾/¶·/¸¶¸¶ · · »¹,½¸º.¶¶ »¼,¼¿¸.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To protect and improve the community’s health and well-being through prevention, community engagement, inclusion, accessibility, and promotion of healthy behaviors and environment. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected down 50% for FY22. The primary driver of this change is a transfer of the school nurse program to the School Department. Additionally, the Manager of Diversity, Equity, & Inclusion position has been transferred to the newly-created Racial & Social Justice Department and retitled to ADA Coordinator. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected down 13% for FY22. This is due to reductions in Professional & Technical Services as well as Medical/Dental Supplies -- both related to the transfer of the school nurse program. FY22 Goals & Measures of Progress Goal 1: Continue to work toward health equity for all Somerville constituents by leading and supporting efforts to improve healthy food access, safe and active mobility, access to mental health services, prevention education, environmental health resources, and quality public health. Increase community engagement and participation in HHS services and programs by 10% and identify a suite of tools that staff will use during planning, implementation, and evaluation of programs to ensure that work includes an equity frame. Goal 2: Expand the role of the HHS staff to increase community outreach and engagement Implement partnerships with public health nurses and youth service providers to develop services and programming. Goal 3: Provide prevention, education and service opportunities to Somerville youth and the community. Expand opportunities and educational materials for mental health services, trainings and support for youth, parents and the community. Health & Human Services Health & Human Services City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  »·¸ Robinson, Lisa Shape Up Somerville Director ¶½/¶·/¸¶¸· · · ¾¿,¿¾¾.¶¶ ¿¶,¼½¾.¶¶ »·¸ Holland, Denise Grants Analyst ¶½/¶·/¸¶¸· · · ½¶,¸¾º.¶¶ ½¶,¾¸¹.¶¶ »·¸ Teixeira, Kathy Administrative Assistant SMEA A ¶½/¶·/¸¶¸· · · ¿·,½¶º.¶¶ ¿º,º»½.¶¶ »·¸ Heller, Lovelee Program Director ¶½/¶·/¸¶¸· · · ¼¿,·¿¸.¶¶ ¼¿,½¸¹.¶¶ »·¸ Machado, Paula Board of Health Member ¶½/¶·/¸¶¸· · · ¹,¾·¼.¶¶ ¹,¾·¼.¶¶ »·¸ Vacant Public Health Preparedness Nurse ¶½/¶·/¸¶¸· · · ¾¶,¿º¶.¶¶ ¾¸,·¼·.¶¶ »·¸ Skonieczny, Sara Clinical Youth Specialist ¶½/¶·/¸¶¸· · · ¾·,»¶º.¶¶ ¾¸,¹½¿.¶¶ »·¸ Kress, Douglas Director of Health & Human Services ¶½/¶·/¸¶¸· · · ··½,·¿¸.¶¶ ··¾,¸¶º.¶¶ »·¸ V t P bli H lth N M ¶½/¶·/¸¶¸· · · ¾¾ ·¸¾ ¶¶ ¾¿ º¶º ¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Somerville Council on Aging (COA) provides comprehensive services that enhance the lives of the older adult population and enriches the community at large. The Somerville Council on Aging supports older adults in their efforts to maintain their independence by enhancing growth, dignity, and a sense of belonging in mind, body, and spirit while they age in place. The CoA promotes and safeguards the health and independence of older adults through advocacy and providing meaningful social and recreational opportunities. The Council on Aging provides access to fitness, health and wellness activities, socialization opportunities, educational programing, and mental health and support services. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 3% for FY22. There are no significant changes to Personal Services for FY22. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 2% for FY22. There are no significant changes to Ordinary Maintenance for FY22. FY22 Goals & Measures of Progress GOAL 1: Enhance educational, social, and daily living programs to meet the needs of Somerville’s older adult population. In addition to our three monthly sessions to reduce hoarding tendencies, create and implement two therapeutic opportunities for family members and friends of those living with hoarding tendencies. Expand mental health programming aimed at improving the mental health of older adults by instituting a monthly mental health workshop. Create and implement programing focused on reducing the digital divide. Programming to include group classes teaching internet skills and how to set up and use email. Facilitate social programming such as cultural tours, musical performances and day trips which promote offerings in the Somerville Community and surrounding areas. GOAL 2: Expand access and equity to health and wellness programs for older adults in Somerville. Reformat in person Fit-4-Life Program to include online streaming. Offer fitness programming in at least one new language. Strengthen the collaboration with Tufts NEPS Lab, Psychology Lab and Occupation Therapy to bring expanded research opportunities and educational programming to the center. GOAL 3: Expand outreach efforts and programming to reach new clients. Work in partnerships with agencies such as The Veterans Administration, Shape-Up Somerville, Public Health Nursing and Somerville Housing Authority. Create Retirement Readiness programs focused towards the younger senior. Examine social media platforms and evaluate areas of growth. Council on Aging Council on Aging City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸½ Higgins, Debra Outreach Coordinator ¶½/¶·/¸¶¸· · · »½,¼¼¶.¶¶ »¾,·¶¸.¶¶ ·¸½ Lorenti, Concetta Administrative Assistant Non-Union ¶½/¶·/¸¶¸· · · »½,¼¼¶.¶¶ »¾,·¶¸.¶¶ ·¸½ Kowaleski, Christopher Health & Wellness Coordinator ¶½/¶·/¸¶¸· · · »½,¼¼¶.¶¶ »¾,·¶¸.¶¶ ·¸½ Vacant Social Worker ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ·¸½ Bastardi, Maureen Program Coordinator ¶½/¶·/¸¶¸· ¶.½» · ºº,¿¿·.¶¶ º»,º»·.¶¶ ·¸½ Speliotis, Ashley Director of Council On Aging ¶½/¶·/¸¶¸· · · ¾»,¸¸º.¶¶ ¾»,¾½¾.¶¶ ·¸½ Calvey, Judith Holland St Center Director ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¸½ Raczkowski, Josephine Receptionist (Grant) ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¸½ Naim, Natasha Geriatric Social Worker ¶½/¶·/¸¶¸· · · ½¶,»½¸.¶¶ ½·,¼·¹.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement SomerPromise is a community-wide effort that focuses on aligning and mobilizing resources to address the academic, social, and environmental factors that affect student success. We are committed to equity and excellence in children’s lives during and out of school, from cradle to career. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 34% for FY22. A new Youth & Family Resource Navigator position is proposed for FY22 to support the implementation of the Somerville Hub Single Point of Entry platform for Somerville families and providers. A SomerBaby Home Visitor has been budgeted on the General fund, to continue the work of this program and ensure funding viability going forward. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected flat for FY22. FY22 Goals & Measures of Progress GOAL 1: Support the overall well-being of children and youth by connecting, aligning, and mobilizing community partners and resources to ensure every child in Somerville has the opportunity to thrive, from cradle to career. Re-structure and institutionalize Somerville Children’s Cabinet Develop Children’s Cabinet web presence and data dashboard Develop collaborative work plan to establish a Children’s Budget for the City of Somerville Establish a service map that streamlines the referral process and integrates the offerings of the City’s Health and Human Services Department and the Somerville Public Schools. Support the cross-sector work of the Immigrant Services Unit and SOIA as it relates to children and families GOAL 2: Increase access to high-quality affordable childcare for Somerville families from infancy through grade 6. Support the incorporation of community providers into the Somerville Public Schools for increased access to high quality childcare programming by developing shared program handbooks and space usage agreements between community partners and SPS. Measure access to programming through Somerville Hub Single-Point-of-Entry expansion and establish baseline data for future year tracking. Raise awareness of Single-Point-Of-Entry Work by facilitating 3 presentations of the new Somerville Hub system to internal staff and community providers Establish a braided funding systems that includes public and private funding sources to enable the creation of a childcare affordability fund. SomerPromise SomerPromise City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 GOAL 3: Continue to support the Birth-to-School-Entry pipe line through coordinated efforts to increase access and support families. Increase the number of families reached through SomerBaby by building new early identification systems. Align Birth – 3 work with preschool work by facilitating quarterly Early Childhood Advisory Committee meetings as part of the newly formed First Five Somerville Steering Committee. Establish partnership with Riverside Behavioral Health to provide formal and informal childcare providers with the behavioral health support necessary to best serve BIPOC/immigrant/low-income families. GOAL 4: Increase the quality of Out of School Time (OST) programs by implementing the Assessment of Program Practices Tool (APPT) developed by the National Institute of Out of School Time. Offer in-person observations using the APPT tool and provide feedback to 5 OST Task Force program providers. Provide training and funding opportunities for program staff based on the 5 observations. Develop and implement an afterschool workforce development program that will create jobs within after school programs that allow students seeking teaching licensure to accrue pre-practicum hours. FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ·¸¾ Vacant (New) Youth & Family Resource Navigator (New) ¶¿/¶·/¸¶¸· · · º¸,¼·¼.¶¶ º¹,·¶¼.¶¶ ·¸¾ Apolaya, Flor Home Visitor ¶½/¶·/¸¶¸· · · º¾,½·¶.¶¶ º¿,¶¾».¶¶ ·¸¾ Vacant SomerPromise Coordinator ¶½/¶·/¸¶¸· · · º¸,¼·¼.¶¶ º¹,·¶¼.¶¶ ·¸¾ Mendez, Jose Out of School Time Coordinator ¶½/¶·/¸¶¸· · · ¼¼,»¶º.¶¶ ¼½,¶·º.¶¶ ·¸¾ Holz, Maria Home Visitor ¶½/¶·/¸¶¸· · ¶ ¶.¶¶ ¶.¶¶ ·¸¾ Hosman, Christopher Director of SomerPromise ¶½/¶·/¸¶¸· · · ¾¼,¿¸¾.¶¶ ¾½,»¿».¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Somerville Department of Veterans’ Services honors the service and sacrifice of veterans through advocacy, services and engagement. The Department strives to take a “Veterans Come First” approach to all services by taking the time to engage with Somerville’s veterans, learn their concerns, and work to improve their lives and our responsiveness in meeting their needs. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 8% for FY22. There are no significant personnel changes within the department. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 12% for FY22. The Professional & Technical Services budget has been returned to pre-pandemic levels to support upcoming events. FY22 Goals & Measures of Progress Goal 1: Marketing, Communication and Advertising program development to proactively identify Veterans not currently engaged that are residents of in the City of Somerville. Analyze social media engagement, response to other strategic marketing/communications activities. Goal 2: Improve accessibility of mental resources for Veterans by 10%. Create data analysis pipeline by improved tracking and reporting for Veterans referrals to compare YOY referrals. Goal 3: Relaunch and revamp Commission on Monuments, Memorials and Dedications to recognize and honor living Veterans. Successful completion of at least 5 dedications honoring living Veterans. FY22 Budget Veterans Services Veterans Services City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  »º¹ Henry, Shannon Principal Clerk ¶½/¶·/¸¶¸· · · »¸,¿¼¾.¶¶ »º,¸¸º.¶¶ »º¹ Louis-Jacques, Ted Director of Veterans' Services ¶½/¶·/¸¶¸· · · ¾¼,¿¸¾.¶¶ ¾½,»¿».¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Somerville Public Library enhances the Somerville experience by acting as a trusted community connector, providing cultural and learning opportunities to all. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 14% for FY22. The FY22 budget proposes two new positions for the West Branch Library, one Librarian I, and a Librarian II. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 22% for FY22. The primary driver of this increase is due to skyrocketing demand for online services over the past year. This budget has been increased by $80,000 for FY22. FY22 Goals & Measures of Progress GOAL 1: Expand number of branch libraries in Somerville. Pilot a temporary storefront library. GOAL 2: Develop programming plan and procedures that enables groups and organizations to utilize new programmatic spaces at West Branch. Develop policies and procedures for hosting non-library events in community spaces at West Branch. GOAL 3: Advance racial and social justice within the public library community. Offer a series of programs or special events to the public, as well as two staff trainings during the year. GOAL 4: Serve as a trusted community connector. Launch website that guides users to community resources in multiple languages. Libraries Libraries City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¼·¶ Vacant (New) Librarian I (New) ¶¿/¶·/¸¶¸· · · º¹,¿¹¶.¶¶ ºº,¼¾º.¶¶ ¼·¶ Vacant (New) Librarian II (New) ¶¿/¶·/¸¶¸· · · º¿,¹·¶.¶¶ »¶,··º.¶¶ ¼·¶ Terry, Mary Librarian I ¶½/¶·/¸¶¸· · · »»,¿»¼.¶¶ »½,¸¹».¶¶ ¼·¶ Carr, Melinda Librarian I ¶½/¶·/¸¶¸· · · »¹,½½¸.¶¶ »º,»¹».¶¶ ¼·¶ Fletcher, Sojourner Library Technician II ¶½/¶·/¸¶¸· · · º¾,¼¸º.¶¶ º¿,¹º½.¶¶ ¼·¶ Hall, Patricia Library First Assistant ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »½,¾½¹.¶¶ ¼·¶ O'Donnell, Kerry Librarian I ¶½/¶·/¸¶¸· · · »¹,½½¸.¶¶ »º,»¹».¶¶ ¼·¶ Ventura, James Librarian II ¶½/¶·/¸¶¸· · · ¼¶,¹¼¶.¶¶ ¼¸,¾½¹.¶¶ ¼·¶ Murphy, Maria Library Senior Assistant ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »½,»¸¹.¶¶ ¼·¶ Imperioso, Ramo Library Technician III ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »½,»¸¹.¶¶ ¼·¶ Toeum, Thy Library Technician II ¶½/¶·/¸¶¸· · · º¾,¼¸º.¶¶ »¶,·¿½.¶¶ ¼·¶ Ragland, Margaret Librarian II ¶½/¶·/¸¶¸· · · »¿,½¼¶.¶¶ ¼¶,»¼¾.¶¶ ¼·¶ Perriello, James Library Technician III ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »¼,¸¸¹.¶¶ ¼·¶ Stevens, Karen Deputy Director ¶½/¶·/¸¶¸· · · ¿¸,¹¼º.¶¶ ¿¹,¶½¸.¶¶ ¼·¶ Vacant, C¼·¶ Library First Assistant ¶½/¶·/¸¶¸· · · »·,¼¾º.¶¶ »¸,º¹¶.¶¶ ¼·¶ Ghebremicael, Freweini Library Technician II ¶½/¶·/¸¶¸· · · º¾,¼¸º.¶¶ »¶,¾¿½.¶¶ ¼·¶ Cassesso-Ercolini, Ann Librarian II ¶½/¶·/¸¶¸· · · ¼¶,¹¼¶.¶¶ ¼¹,º¸¹.¶¶ ¼·¶ Mitchell, Alison Library Technician III ¶½/¶·/¸¶¸· · · »¹,½½¸.¶¶ »»,¶¹».¶¶ ¼·¶ Miller, Jessica Librarian I ¶½/¶·/¸¶¸· · · »¹,½½¸.¶¶ »º,»¹».¶¶ ¼·¶ Pigott, Brigid Librarian I ¶½/¶·/¸¶¸· · · »¹,½½¸.¶¶ »»,¶¹».¶¶ ¼·¶ Piantigini, Catherine Director of Libraries ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ ¼·¶ O'Kelly, Kevin Librarian II ¶½/¶·/¸¶¸· · · ¼¶,¹¼¶.¶¶ ¼¸,½¸¹.¶¶ ¼·¶ Coombs, Marita Branch Librarian - East ¶½/¶·/¸¶¸· · · ¼º,½»¸.¶¶ ¼¼,ºº¿.¶¶ ¼·¶ Sanchez, Carlos Library Technician II ¶½/¶·/¸¶¸· · · º¾,¼¸º.¶¶ »¶,¾¿½.¶¶ ¼·¶ Jacobs, Ellen Librarian I ¶½/¶·/¸¶¸· · · »¸,½·¼.¶¶ »¹,º½¶.¶¶ ¼·¶ Vacant, C¼·¶ Manager of Branch Services ¶½/¶·/¸¶¸· · · ¿¶,»»¸.¶¶ ¿·,¸º¼.¶¶ ¼·¶ Jacobs, Ellen Librarian II ¶½/¶·/¸¶¸· · · »¿,½¼¶.¶¶ ¼¸,··¾.¶¶ ¼·¶ Jones, Rita Library First Assistant ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »½,¾½¹.¶¶ ¼·¶ Almeida, Annamarie Library Technician III ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »½,¼½¹.¶¶ ¼·¶ Forsell, Meghan Library Technician III ¶½/¶·/¸¶¸· · · »º,¾»¸.¶¶ »¼,º½¹.¶¶ ¼·¶ Devin, Tim Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¸,¼¾¾.¶¶ ¼º,¶·¿.¶¶ ¼·¶ Vacant, C¼·¶ Librarian I ¶¿/¶·/¸¶¸¶ · · »¸,½·¼.¶¶ »¹,º½¶.¶¶ ¼·¶ Vacant, C¼·¶ Librarian II ¶¾/¶·/¸¶¸¶ · · »¿,·½¸.¶¶ »¿,¿½¼.¶¶ ¼·¶ Vacant, C¼·¶ Librarian I ¶¾/¶·/¸¶¸¶ · · »¸,½·¼.¶¶ »¹,º½¶.¶¶ ¼·¶ Vacant C¼·¶ Librarian I ¶¾/¶·/¸¶¸¶ · · »¸ ½·¼ ¶¶ »¹ º½¶ ¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Parks & Recreation department operates year-round programs throughout the City’s public facilities, playgrounds, schoolyards, and various other locations to promote positive and healthy activities for all members of the Somerville community. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 7% for FY22. Five Program Coordinator positions have been reclassified for FY22 and renamed to Specialized Program Coordinators. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 0.6% for FY22. There are no major changes to OM for FY22. FY22 Goals & Measures of Progress Goal 1: Increase accessibility for youth/adult leagues and special events by maximizing all available City facilities and fields. Utilize the small rink for programming during the summer months, coordinate with school district facilities to ensure 100% of available gym space is utilized for recreational programs benefiting Somerville residents, and acquire 1-2 more open spaces. Goal 2: As part of the field’s master plan, maximize opportunities utilizing permitted field space to improve field maintenance usability, and sustainability. Develop plans to use permit revenue to improve energy efficient lighting, general maintenance, and turf maintenance at least 1 field per year. Goal 3: Develop opportunities that increase recreational passive and active participation. Expand Champion’s workforce development program, increase female participation in programs, and expand programming for residents with special needs. Goal 4: Improve Parks & Recreation department’s outreach capacity. Create new partnerships with compatible community departments and/or organizations that will improve accessibility to leisure and recreational opportunities for Somerville residents of all ages, languages, and backgrounds. Parks & Recreation Parks & Recreation City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¼¹¶ Curley, John Facilities Mgr - Ice Rink ¶½/¶·/¸¶¸· · · ½¿,º½¼.¶¶ ¾¶,¶¾».¶¶ ¼¹¶ Palazzo, Danielle Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼º,»¿¼.¶¶ ¼¿,º¿·.¶¶ ¼¹¶ Querusio, Alicia Specialized Program Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ¼¹¶ Scarpelli, George Recreation Program Developer ¶½/¶·/¸¶¸· · · ··º,¸¶º.¶¶ ··»,¼¾¶.¶¶ ¼¹¶ Ballerini, Jamie Asst Pool Manager-Kennedy Pool ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ¼¹¶ Lathan, Jill Director of Parks & Recreation ¶½/¶·/¸¶¸· · · ·¸¿,¹¾º.¶¶ ·¹¶,¹½¼.¶¶ ¼¹¶ Vallesio, Jeremy Specialized Program Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ¼¹¶ Hudson, Stephanie Pool Manager ¶½/¶·/¸¶¸· · · ½¶,¼¹¸.¶¶ ½·,·½º.¶¶ ¼¹¶ Osoy, Marco Specialized Program Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ¼¹¶ Fenton, Makonnen Specialized Program Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ ¼¹¶ Bowdridge, Michael Ice Resurf/Oper Specialist ¶½/¶·/¸¶¸· · · º½,¿¾¾.¶¶ º¾,¹»¼.¶¶ ¼¹¶ Tsirigotis, Johnathan Specialized Program Coordinator ¶½/¶·/¸¶¸· · · ¼¹,¿¸º.¶¶ ¼º,º·º.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Field Maintenance Division is responsible for maintenance and upkeep of the City’s many athletic fields from the ground up. Field Maintenance ensures proper soil health and composition, care for the City’s synthetic turf fields, as well as long-term improvements to all playing surfaces. Personal Services Changes Ordinary Maintenance Changes Personal Services are projected up 9% for FY22. This is primarily driven by an increase to the Overtime line. Changes in salaries are due to negotiated collective bargaining agreements and merit increases based on annual performance reviews. Ordinary Maintenance costs are projected up 21% for FY22. FY22 Goals & Measures of Progress Goal 1: Continue Aeration/Topdressing on Lincoln park as well as all Parks and Recreation Maintained Fields and continue Training that was lost from FY20 for Parks and Recreation Fields Crew Obtain needed and requested equipment for aeration/topdressing and complete at least one training for fields crew. Goal 2: Upgrade irrigation at Hodgkin’s Park and Nunziato to match the remote access systems at Lincoln park and Trum Field Complete irrigation upgrade. Goal 3: Begin Construction at Dilboy Auxiliary Fields and Dilboy Stadium CIP Projects Manage reconstruction of Dilboy Auxiliary site which will include the irrigation and drainage at the site along with regrading and monitoring grow-in. Goal 4: Manage Re-surfacing projects of Dilboy Stadium Synthetic Turf Field Complete resurfacing and create a maintenance plan. FY22 Budget Fields Maintenance Fields Maintenance City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  ¼¹¹ Gambale, Stephen Athletic Field Laborer ¶½/¶·/¸¶¸· · · »º,¾½¼.¶¶ »½,½»¶.¶¶ ¼¹¹ Carter, Richard Working Foreman ¶½/¶·/¸¶¸· · · ¼¸,¶½¼.¶¶ ¼»,¸¾¶.¶¶ ¼¹¹ Waldrip, Benjamin Director of Operations - Fields Maintenance ¶½/¶·/¸¶¸· · · ¾¼,¿¸¾.¶¶ ¾½,»¿».¶¶ ¼¹¹ Aufiero, Bryant Athletic Field Laborer ¶½/¶·/¸¶¸· · · »º,¾½¼.¶¶ »¾,¹»¶.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To maintain the City’s infrastructure and guarantee a clean and safe environment for all. The Department of Public Works (DPW) administers and oversees the City’s lights and electrical lines, streets and public ways, city-wide vehicle fleet including Police, Fire, DPW and all City departments, refuse removal, environmental improvement programs, public buildings and grounds, parks and playgrounds, snow removal, open spaces, and school custodial services. The DPW Administration team oversees all personnel and financial matters related to the department. FY22 Goals & Measures of Progress Goal 1: Continue to update the DPW website to enable vendor and community relations and transition to paperless practices where possible including electronic archiving for retention of records such as invoices. Create online customer satisfaction surveys, online payment options, and showcase community engagement efforts on the DPW website. Goal 2: Create best practices for encumbrances which represent the reserved commitment of funds arising from purchase orders. Publish and implement best practices documentation. Goal 3: Create metrics to improve services for the City by analyzing the volume of vendor email communications with DPW including when and how DPW responds. Number of metrics analyzed on a regular basis related to vendor email communications. Goal 4: Provide training opportunities for Admin & Clerical Staff and for employees who operate vehicles and other large equipment. Number of trainings offered to staff. FY22 Budget DPW Administration DPW Administration City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶· Wingate, Julia Head Clerk ¶½/¶·/¸¶¸· · · »¾,·¼º.¶¶ »¿,º¼¶.¶¶ º¶· Vacant, Cº¶· Principal Clerk ¶½/¶·/¸¶¸· · · »¹,¸»¼.¶¶ »º,¶·».¶¶ º¶· Estrela, Stephanie Administrative Assistant SMEA B ¶½/¶·/¸¶¸· · · ¼¶,¸»¸.¶¶ ¼·,¼¼º.¶¶ º¶· Lathan, Jill (Interim) Commissioner of DPW ¶½/¶·/¸¶¸· · · ·º·,·ºº.¶¶ ·º¸,¸¸¼.¶¶ º¶· Bonaventura, Sheena Senior Clerk ¶½/¶·/¸¶¸· · · º»,»»¸.¶¶ º¼,¸»¸.¶¶ º¶· Vacant, Cº¶· Head Clerk ¶½/¶·/¸¶¸· · · »½,¶¸º.¶¶ »½,¾··.¶¶ º¶· Weisman, Eric Director of Operations ¶½/¶·/¸¶¸· · · ··¿,»¹¸.¶¶ ·¸¶,ºº¾.¶¶ º¶· Dell'Anno, Christine Executive Administrative Assistant Non-U… ¶½/¶·/¸¶¸· · · ¾º,½¿¸.¶¶ ¾»,ºº¸.¶¶ º¶· Sicard, Balkys Director of Finance & Administration ¶½/¶·/¸¶¸· · · ¿½,¾¶¶.¶¶ ¿¾,»»¶.¶¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To ensure all City buildings and schools are safe, clean, and welcoming to all that enter. To maintain optimal performance of City buildings & schools by performing preventative maintenance and repair services to elevators, mechanical, HVAC and control systems, electrical, plumbing, alarm, and security systems. Perform interior/exterior repairs and renovations including physical support. Provide custodial and maintenance services, clearing of snow from all City owned facilities and walkways, salting walkway surfaces. FY22 Goals & Measures of Progress Goal 1: Improved documentation for cleaning City buildings. Develop and implement standard operating procedures for cleaning City buildings Goal 2: Increase preventative maintenance initiatives for City and School buildings. Develop a preventative maintenance plan and schedule for City and School buildings. Goal 3: Complete renovations and upgrades at the Edgerly school to provide additional City and School Department capacity. Number of upgrades completed at the Edgerly school. DPW: Buildings DPW: Buildings City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶½ Vacant, Cº¶½ Superintendent of Buildings & Custodia… ¶¿/¶·/¸¶¸· · · ¾¾,½¾¶.¶¶ ¾¿,»¿½.¶¶ º¶½ Vacant (New) Preventive Maintenance Manager (New) ¶¿/¶·/¸¶¸· · · ½»,º¼¶.¶¶ ½¼,·»º.¶¶ º¶½ Vacant (New) Day Supervisor of Custodians (New) ¶¿/¶·/¸¶¸· · · »¼,¼¹¶.¶¶ »¿,½»».¶¶ º¶½ Norman, Tennyson HMEO ¶½/¶·/¸¶¸· · · »¸,¶¶¸.¶¶ »»,¸ºº.¶¶ º¶½ Mitrano, Vincent Maintenance Mechanic/PWL ¶½/¶·/¸¶¸· · · »·,º¾½.¶¾ »º,º»».¶¾ º¶½ Johnson, Matthew HMEO ¶½/¶·/¸¶¸· · · »¸,¶¶¸.¶¶ »»,¸ºº.¶¶ º¶½ Santangelo, Frank Foreman - SMEA B ¶½/¶·/¸¶¸· · · ¼»,¾¼¶.¾¶ ½¶,¿¹¿.¾¶ º¶½ Corbett, Stephen HMEO ¶½/¶·/¸¶¸· · · »¸,¶¶¸.¶¶ »¼,¸¿º.¶¶ º¶½ Hanscom, Mark Building Custodian City ¶½/¶·/¸¶¸· · · »¼,¾¹¾.¾¶ ¼·,º¼¸.¾¶ º¶½ Vacant Foreman - SMEA A ¶½/¶·/¸¶¸· · · ¾¾,·¸¸.¶¶ ¿¹,¼¼¸.¶¶ º¶½ Koslofsky, Alan Sr Bldg Custodian City ¶½/¶·/¸¶¸· · · »º,¾»¶.¹¸ »¿,½½¹.¹¸ º¶½ Logrippo, Patricia Building Custodian City ¶½/¶·/¸¶¸· · · »¾,»¼·.¶· ¼¹,··¹.¶· º¶½ Marino, Joseph Electrician ¶½/¶·/¸¶¸· · · ¼º,¶¸·.ºº ¼½,¸½».ºº º¶½ Keating, David Building Custodian City ¶½/¶·/¸¶¸· · · »¾,»¼·.¶· ¼¹,¸¼¹.¶· º¶½ D'Agostino, Peter Carpenter/Public Works Laborer ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼¶,º¹·.¾º º¶½ Vieira, Matthew Building Custodian City ¶½/¶·/¸¶¸· · · »¶,¼»¹.ºº »¹,¾¹¹.ºº º¶½ Hardy, Stephen Plumber ¶½/¶·/¸¶¸· · · ¼º,¶¸·.ºº ¼¾,·¸».ºº º¶½ Mitchell, Mark Building Custodian City ¶½/¶·/¸¶¸· · · »·,¼½·.¼º »»,¿º½.¼º º¶½ Silva, James Building Custodian City ¶½/¶·/¸¶¸· · · »¾,»¼·.¶· ¼¹,º¼¹.¶· º¶½ Pothier, Gerald Electrician ¶½/¶·/¸¶¸· · · ¼º,¶¸·.ºº ¼½,½½».ºº º¶½ Walsh, John Working Foreman / Carpenter ¶½/¶·/¸¶¸· · · ¼º,¼½º.º¾ ¼¿,»¶¾.º¾ º¶½ Mckenzie, Stewart Working Foreman / Plumber ¶½/¶·/¸¶¸· · · ¼º,¼½º.º¾ ¼¿,½»¾.º¾

June 04, 2021 City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To ensure the functionality and safety within the City of Somerville’s parks, playgrounds, dog parks, bike path, school yards, and green spaces. The Grounds Division maintains and services all city parks with daily duties including trash pickup and removal, recycling, equipment staging for events, flower and ornamental planning, mulching, spring and fall cleanups, Christmas light and holiday set up and breakdown, irrigation startup/winterization, and minor repairs. FY22 Goals & Measures of Progress Goal 1: Satisfy community gardener needs by working in conjunction to provide material resources. Amount of mulch, stone dust, and irrigation resources provided to the community gardeners. Goal 2: Maintain parks equipment through replacement, upgrades, and painting of equipment. Replace several damaged slides, paint benches, and replace lumber and pressure treated boards. Goal 3: Work with Public Space and Urban Forestry (PSUF) to establish proper maintenance practices and techniques in newly renovated parks. Establish a preventative maintenance program suitable for plantings and beds in new parks. Goal 4: Increase efficiency within parks maintenance crews. Research whether specifying work zones and specific tasks for workers will maximize production and reduce travel time for crews. FY22 Budget DPW: Grounds DPW: Grounds City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶¿ Vacant (New) Tree Warden (New) ¶¿/¶·/¸¶¸· · · ½·,¶¸¶.¶¶ ½·,¼½º.¶¶ º¶¿ Angiulo Jr, Anthony HMEO/PWL ¶½/¶·/¸¶¸· · · º¿,¶½¸.»¼ »¹,¹¾¶.»¼ º¶¿ Vacant, Cº¶½ SHMEO/PWL ¶½/¶·/¸¶¸· · · º¿,½»¸.½¸ »¸,¹¿·.½¸ º¶¿ Ardolino, Mark Working Foreman/SHMEO ¶½/¶·/¸¶¸· · · »½,·¸½.¾¶ ¼·,¾¶º.¾¶ º¶¿ Pantanella, Martha Foreman - SMEA B ¶½/¶·/¸¶¸· · · ¼»,¾¼¶.¾¶ ½·,·¹¿.¾¶ º¶¿ Kostopoulos, Cameron Mechanic Equipment Repairman ¶½/¶·/¸¶¸· · · »¶,»»¿.º¾ »¹,¸¹».º¾ º¶¿ Vacant, Cº¶½ HMEO/PWL ¶½/¶·/¸¶¸· · · º¾,»¾¼.¼¾ »·,·½·.¼¾ º¶¿ Preval, Jacques Laborer ¶½/¶·/¸¶¸· · · º¾,¿º¹.¶¾ »¸,¹¿».¶¾ º¶¿ Vacant, Cº¶» Working Foreman/SHMEO/Tree … ¶½/¶·/¸¶¸· · · ¼¹,º»·.»¼ ¼¼,¼¶¶.»¼ º¶¿ Maus, Bruce Public Grounds Gardener ¶½/¶·/¸¶¸· · · º¼,¾¿¹.¶¶ º¿,¹½¾.¶¶ º¶¿ Vacant, Cº¶» SHMEO/Tree Climber/PWL ¶½/¶·/¸¶¸· · · »¼,¹¿¼.½¼ »¿,¸¸¶.½¼ º¶¿ Waldrip, Ben Superintendent of Grounds ¶½/¶·/¸¶¸· · · ·¶¼,»¹¼.¶¶ ·¶½,¹»¹.¶¶ º¶¿ O'Regan, Cornelius SHMEO ¶½/¶·/¸¶¸· · · »¸,¾·¹.»¼ »¼,·¿¸.»¼ º¶¿ Quinn, Steven Foreman - SMEA A ¶½/¶·/¸¶¸· · · ¿·,½¶¶.·¼ ¿¾,·¼½.·¼ º¶¿ Kalton, John HMEO ¶½/¶·/¸¶¸· · · »·,»½».½¼ »»,¾º¾.½¼ º¶¿ Falaise, Jean-Claude Working Foreman/SHMEO ¶½/¶·/¸¶¸· · · ¼¸,¶¼º.º¾ ¼»,¾¼¾.º¾ º¶¿ Ferguson, Rasheenah HMEO/PWL ¶½/¶·/¸¶¸· · · º½,¼¸¿.¹¸ »¶,·º¾.¹¸ º¶¿ Vacant, Cº¶» SHMEO/Tree Climber/PWL ¶½/¶·/¸¶¸· · · »¼,¹¿¼.½¼ »¿,¹»¶.½¼ º¶¿ Mercier, Robert Public Works Maintenance ¶½/¶·/¸¶¸· · · »¶,¸½».¼¾ »¹,º¾¾.¼¾ º¶¿ Douglas, Jordan SHMEO/PWL ¶½/¶·/¸¶¸· · · »¸,¸¿¶.¼¶ »»,»º».¼¶ City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To provide a clean, safe, and productive learning environment for all students, teachers, and staff at Somerville Schools. FY22 Goals & Measures of Progress Goal 1: Expand on Standard Operating Procedures by developing publishing a set of cleanliness standards for School facilities. Publish a set of cleanliness standards for school facilities. Goal 2: Provide operational support for the expansion of the school composting and recycling programs. Number of schools participating in school composting and recycling programs. FY22 Budget DPW: School Custodians DPW: School Custodians City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing

June 04, 2021 SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º·· Shea, John Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼·,º½¼.º¶ º·· Vacant Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »º,¶¿¹.¼¶ »»,½º¹.¼¶ º·· Calioro, Peter Sr Custodian ¸ G ·¶% ¶½/¶·/¸¶¸· · · ¼·,¾¸¾.¾¶ ¼¹,»¶¿.¾¶ º·· Collette, Christopher Sr Custodian ¸ G ·¶% ¶½/¶·/¸¶¸· · · ¼»,¼¹¶.º¶ ¼½,¾¹¾.º¶ º·· Difranco, Antonio Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¼,¸¾º.¾¶ »½,¿¸½.¾¶ º·· Mcdonald, Roy Sr Custodian ¸ G ·¶% ¶½/¶·/¸¶¸· · · ¼º,¿¾¹.¼¶ ¼½,»¹¼.¼¶ º·· Szymkowski, Roman Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »½,º¸¶.¶¶ »¿,¶½¶.¶¶ º·· Logrippo, Vincent Jr Building Custodian ¶½/¶·/¸¶¸· · · »¹,¸ºº.¶¶ »»,»¶¸.¶¶ º·· Bowler, Michael Facilities Supervisor ¶½/¶·/¸¶¸· · · ·¸¶,½¹¸.¶¶ ·¸¾,·¾º.¶¶ º·· Valente, Cosmo Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼·,¼¸¼.º¶ º·· Finigan, Michael Jr Building Custodian ¶½/¶·/¸¶¸· · · »¹,¸ºº.¶¶ »¼,·»¸.¶¶ º·· Washington, Stanley Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »½,º¸¶.¶¶ »¿,»½¶.¶¶ º·· Donovan, James Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »½,¿¾½.¼¶ ¼¶,·º·.¼¶ º·· Rogers, Michael Sr Custodian ¸ G ·¶% ¶½/¶·/¸¶¸· · · ¼»,¼¹¶.º¶ ¼¾,½¹¾.º¶ º·· Whitlock Jr, Joseph Jr Building Custodian ¶½/¶·/¸¶¸· · · »¹,¸ºº.¶¶ »¼,·»¸.¶¶ º·· Barbetta, Anthony Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »»,·½¼.¶¶ »¼,¾··.¶¶ º·· Mitrano, Anthony Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »»,·½¼.¶¶ »¼,¾··.¶¶ º·· Reyes, Rodrigo Jr Building Custodian ¶½/¶·/¸¶¸· · · »¸,¸¶¶.¶¶ »º,¹»¶.¶¶ º·· Vacant, Cº·· Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »º,¶¿¹.¼¶ »»,½¸¶.¼¶ º·· Guarino, Jason Jr Building Custodian ¶½/¶·/¸¶¸· · · »¹,¸ºº.¶¶ »»,½»¸.¶¶ º·· Sturniolo, James Sr Custodian · G ·¶% ¶½/¶·/¸¶¸· · · »¾,¾¾».¸¶ ¼·,¶º¼.¸¶ º·· Moore, Harry Asst Super of Night Custodians ¶½/¶·/¸¶¸· · · ½¶,½·¼.¶¶ ½»,»·¾.¶¶ º·· Pena, Marco Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »½,¿¾½.¼¶ ¼¶,·º·.¼¶ º·· Hodgdon, Erinn Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »»,·½¼.¶¶ »¼,¾··.¶¶ º·· Consolo, William Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »½,¿¾½.¼¶ ¼¶,·º·.¼¶ º·· Hodgdon, James Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼·,¶½¼.º¶ º·· Consolo, Joseph Sr Custodian ¸ G ·¶% ¶½/¶·/¸¶¸· · · ¼»,¼¹¶.º¶ ¼¾,·¾¾.º¶ º·· Bocart, Miller Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼¶,½¸¼.º¶ º·· Hardy, John Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼·,¸½¼.º¶ º·· Fitzgerald, Robert Jr Building Custodian ¶½/¶·/¸¶¸· · · »¸,¸¶¶.¶¶ »º,¹»¶.¶¶ º·· Mcdaid, Thomas Jr Building Custodian ¶½/¶·/¸¶¸· · · »¹,¸ºº.¶¶ »¼,¹¶¸.¶¶ º·· Baugh, St Patrick Jr Building Custodian ¶½/¶·/¸¶¸· · · »¸,¸¶¶.¶¶ »º,¹»¶.¶¶ º·· Blaikie, Peter Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »¾,»¼¾.º¶ ¼·,¶½¼.º¶ º·· Colman, Ronald Jr Building Custodian ¶½/¶·/¸¶¸· · · »¸,½·¼.¶¶ »»,½½¶.¶¶ º·· Toledo, Roberilson Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »»,·½¼.¶¶ »¼,¾··.¶¶ º·· Capaviella, Philip Jr Building Custodian ¶½/¶·/¸¶¸· · · »¸,¸¶¶.¶¶ »¹,¾»¶.¶¶ º·· Capasso, Chris Jr Building Custodian ¶½/¶·/¸¶¸· · · º¿,¼¼¾.¶¶ »·,¸¿».¶¶ º·· Menjivar, Rubio Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »º,¼¹º.¾¶ »¼,¸¼».¾¶ º·· Rodriguez, Edgar Jr Building Custodian G ·¶% ¶½/¶·/¸¶¸· · · »º,¼¹º.¾¶ »¼,¸¼».¾¶

June 04, 2021 City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 FY22 Goals & Measures of Progress Goal 1: Decrease turnaround time to deliver new and replacement residential trash and recycling carts to 10 business days. Service request time to close for trash and recycling cart-related requests. Goal 2: Revise trash and recycling cart policy to be more equitable and make it easier for residents to obtain new and replacement carts. Publish an updated policy. Goal 3: Work with the School Department and OSEE to provide composting and recycling of food services at all schools. Number of schools using the composting and recycling food service. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov DPW: Solid Waste DPW: Solid Waste City of Somerville FY22 Budget City of Somerville FY22 Budget

Mission Statement The Highway Department is dedicated to serving the City’s residents through its wide range of operations, including sidewalk repairs, pothole repairs, snow operations, electronic waste pick-ups, and many other daily services. The Highway Department also keeps our squares and streets clean and free of trash. Twenty-four hours a day, seven days a week, Highway personnel is available to address immediate safety concerns. FY22 Goals & Measures of Progress Goal 1: Respond to all 311 sidewalk repairs, proactively survey and repair all unsafe or damaged sidewalk panels in Somerville’s major business districts and commercial corridors. Number of sidewalk-related 311 calls closed within SLA. Goal 2: Provide cross-training to Highway Department crew to allow operation of all Highway vehicles and equipment. Number of trainings held. Goal 3: Train in-house crew on the installation of Flexi-Pave around tree. This will help maintain ADA compliance on maybe streets and parks. Number of employees trained to install flexi-pave and percent of flexi-pave needs met by in-house crew. FY22 Budget DPW: Highway DPW: Highway City of Somerville FY22 Budget City of Somerville FY22 Budget

Personnel Listing SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶» Wingate, Thomas Motor Equipment Repairman ¶½/¶·/¸¶¸· · · ¼¶,¹»º.·¸ ¼¹,½¹¶.·¸ º¶» Kennedy, John Watchman ¶½/¶·/¸¶¸· · · º½,¿½¾.¼º »¶,½¾».¼º º¶» Mcdonough, Timothy Motor Equipment Repairman ¶½/¶·/¸¶¸· · · ¼¶,¹»º.·¸ ¼º,¹¹¶.·¸ º¶» Halloran, Edward SHMEO/Curbsetter/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼¸,·¹·.¾º º¶» Hardy, Daniel HMEO/PWL ¶½/¶·/¸¶¸· · · »·,»½».½¼ »»,¶¸¹.½¼ º¶» Corbin, Frank Working Foreman/SHMEO/Curbsetter/P… ¶½/¶·/¸¶¸· · · ¼º,¼½º.º¾ ¼¿,¼»¾.º¾ º¶» Goode, Paul SHMEO/PWL ¶½/¶·/¸¶¸· · · »¸,¾·¹.»¼ »¼,·¿¸.»¼ º¶» Lawhorne, Mark Superintendent of Highway ¶½/¶·/¸¶¸· · · ·¶¾,¼¼¶.¶¶ ·¶¿,º¿¹.¶¶ º¶» Diorio, Jason SHMEO/Cement Finisher/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼¶,¿¹·.¾º º¶» Cassesso, Christopher Temp Laborer ¶½/¶·/¸¶¸· · · º¾,¿º¹.¶¾ »¸,¹¿».¶¾ º¶» Hardy, Edward SHMEO/PWL G·¶% ¶½/¶·/¸¶¸· · · »¾,¶¿º.¿¸ ¼·,¼½».¿¸ º¶» Theus, Midouin SHMEO/Curbsetter/PWL ¶½/¶·/¸¶¸· · · »¼,¿¹º.¼¶ ¼¶,¸»¾.¼¶ º¶» Vacant, Cº¶» SHMEO/PWL ¶½/¶·/¸¶¸· · · º¿,½»¸.½¸ »¸,»¹·.½¸ º¶» Bunker, David Working Foreman/SHMEO/PWL ¶½/¶·/¸¶¸· · · ¼¸,¶¼º.º¾ ¼¼,¾·¾.º¾ º¶» Pantanella, Anthony Motor Equipment Repairman ¶½/¶·/¸¶¸· · · ¼¶,¹»º.·¸ ¼º,¹¹¶.·¸ º¶» Arria, Charles SHMEO/Cement Finisher/PWL ¶½/¶·/¸¶¸· · · »¼,¹¿¼.½¼ »¿,¾¶¶.½¼ º¶» Morales, Juan SHMEO/Cement Finisher/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼¶,¼¾·.¾º º¶» Barbiere, Jeffrey SHMEO/Cement Finisher/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼·,¸¾·.¾º º¶» Difraia, James Working Foreman/SHMEO/Cement Finis… ¶½/¶·/¸¶¸· · · ¼º,¼½º.º¾ ¼¿,¼»¾.º¾ º¶» Gallivan, Rory SHMEO/PWL G·¶% ¶½/¶·/¸¶¸· · · »»,¾¸¾.¶¾ »¾,½¶½.¶¾ º¶» Thornton, Richard Motor Equipment Repairman ¶½/¶·/¸¶¸· · · ¼¶,¹»º.·¸ ¼»,¶¹¶.·¸ º¶» Mccain, Joseph SHMEO/Curbsetter/PWL ¶½/¶·/¸¶¸· · · »¼,¿¹º.¼¶ ¼¶,¸»¾.¼¶ º¶» Winter, Karl Working Foreman / Motor Equipment Rep… ¶½/¶·/¸¶¸· · · ½¹,¼¿¾.º¾ ½¾,¶¹½.º¾ º¶» Barry, Thomas Highway Yard Foreman ¶½/¶·/¸¶¸· · · ¿º,·¿¸.¶¾ ·¶¶,¿¸¹.¶¾ º¶» Vacant, Cº¶» SHMEO/PWL ¶½/¶·/¸¶¸· · · º¿,½»¸.½¸ »¸,º¹¼.½¸ º¶» O'Connell, John Working Foreman / Waste Collection Insp… ¶½/¶·/¸¶¸· · · ¾·,¶¼¾.¹¹ ¾½,·º¶.¹¹ º¶» Murphy, Brien Waste Collection Inspector ¶½/¶·/¸¶¸· · · ½¾,¸¾·.¼¾ ¾º,º¸½.¼¾ º¶» Headley, Todd SHMEO/PWL ¶½/¶·/¸¶¸· · · »¶,¸»¶.¸º »¸,¾¾¿.¸º º¶» Dill, Robert SHMEO/Curbsetter/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼¶,¿¹·.¾º º¶» Vacant, Cº¶» SHMEO/PWL G·¶% ¶½/¶·/¸¶¸· · · »º,½¸½.¿¿ »½,¹¼¼.¿¿ º¶» Wood, James DPW Foreman ¶½/¶·/¸¶¸· · · ¼»,¾¼¶.¾¶ ½·,¸·º.¾¶ º¶» Browne, Michael Motor Equipment Repairman Foreman ¶½/¶·/¸¶¸· · · ¿·,½¶¶.·¼ ¿½,¿¼½.·¼ º¶» Roche, Charles Waste Collection Inspector ¶½/¶·/¸¶¸· · · ½¾,¸¾·.¼¾ ¾¹,¾½½.¼¾ º¶» Dolson, Zackary Motor Equipment Repairman ¶½/¶·/¸¶¸· · · ¼¶,¹»º.·¸ ¼¹,º¾¶.·¸ º¶» Mcdevitt, Kevin SHMEO/Cement Finisher/PWL ¶½/¶·/¸¶¸· · · »½,º½½.¾º ¼·,¶¹·.¾º

City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement To ensure electrical systems under the City’s purview, including fire alarm pull boxes, traffic signals, street lighting, publicly displayed information systems (i.e. blue lights, traffic speed message boards, etc.), and the City’s radio system, are well maintained, safe, and comply with all relevant regulations. The Division also strives to respond to requests and concerns from residents, including wire concerns and Dig Safe compliance requests, in a timely, courteous, and safe manner. Police, Fire and 311 receive special emphasis for traffic controls that malfunction. FY22 Goals & Measures of Progress Goal 1: Repair and replace inferior quality pedestrian buttons, countdown timers and emergency call boxes. Number of buttons, countdown timers, and emergency call boxes repaired or replaced. Goal 2: Continue to transition to citywide wireless, solar-powered emergency call boxes. Number of new citywide, solar-powered emergency call boxes installed. Goal 3: Upgrade the City’s blue light emergency notification system. Completion of the upgrade. FY22 Budget DPW: Lights & Lines DPW: Lights & Lines City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Personnel Listing Updated On 4 Jun, 2021 Back Reset Broken down by Position Name Search Search in table  Showing ƒ rows   = 402  Data SDeptSubject  Incumbent Name  Position Name  Fiscal Year  FTE  Allocation %  Base ($)  Total Comp ($)  º¶¸ Devellis, Vincent PV Foreman ¶½/¶·/¸¶¸· · · ¿·,½¶¶.·¼ ¿¾,»·½.·¼ º¶¸ Goode, Joseph Signal Maintainer ¶½/¶·/¸¶¸· · · »º,¾¼½.¾º »¾,»¿·.¾º º¶¸ Vacant, Cº¶¸ Electrician ¶½/¶·/¸¶¸· · · ¼¸,¾··.º¾ ¼¼,¶·¶.º¾ º¶¸ Cali, Kristofer Working Foreman Electrician ¶½/¶·/¸¶¸· · · ¼º,¼½º.º¾ ¼¾,¾¶¾.º¾ Records Download  Help  Share  City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

June 04, 2021 Mission Statement The Fleet Division is responsible for service and maintenance of all City owned vehicles which support city-wide functions for public works, emergency response, fire & safety including snow removal equipment, including the responsibility for the maintenance and service of the fuel management system. FY22 Goals & Measures of Progress Goal 1: Increase mobility for all sidewalk and road users by Installing speed limiters in all DPW vehicles to help prevent motor vehicle crashes caused by speed. Number of installations of speed limiters. Goal 2: Implement a web-based fuel management system. System installed by Sept 1, 2021. Goal 3: Continue to support acquisition of departmental vehicle purchases by providing guidance on the purchase of safe, sustainable vehicles. Number of hybrid and/or electric vehicles purchased. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov DPW: Fleet Management DPW: Fleet Management City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 Mission Statement DPW Snow operations ensures that City roadways and walkways are maintained in such a manner as to prevent or reduce accidents and injuries, facilitate the handling of emergencies by first responders, and maintain the mobility of all residents, all while focusing on an efficient deployment of resources. FY22 Goals & Measures of Progress Goal 1: Improve mobility for all pedestrians and road users Pilot snow clearing of sidewalks, develop a snow clearing dashboard. Goal 2: Develop and implement policies for snow removal and maintenance of new infrastructure, including GLX and other bike facilities Policies developed by November 1. Goal 3: Improve administrative procedures for snow-related procurement and contract management. Number of MCPPO trainings completed by Project Managers who deal with winter-related procurements. Goal 4: Review & update Internal Standard Operating Procedures (SOP). Number of snow-related SOP’s updated. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov DPW: Snow Removal DPW: Snow Removal City of Somerville FY22 Budget City of Somerville FY22 Budget

June 04, 2021 FY22 Budget This allotment is to finance the debt service on all City bonds with the exception of Water, Sewer, and Ice Rink Enterprise debt issues. Funds to cover Enterprise debt service are included in the respective Enterprise Fund Budgets. Funds budgeted in the cost codes below cover debt on a wide variety of projects, including Schools, equipment, street improvements, renovations to public buildings, and improvements to the City’s many recreational facilities. PRINCIPAL ON LONG TERM DEBTThis allotment covers the cost of principal payments on the City’s existing bonded debt with the exception of Enterprise debt service, which is included in their respective budgets. PRINCIPAL ON NOTESThis allotment covers the cost of interest-only payments on the City’s new Bond Anticipation Notes (BANs) with the exception of Enterprise fund BAN interest. INTEREST The interest the City pays on Bond Anticipation Notes and bond issues is determined primarily by market conditions, the City’s credit rating, the maturity schedule of the issue, and the supply of bonds at the time of the issue. The overall market interest rates have remained near historic lows for some time and coupled with the City’s strong credit rating have benefited the City with very favorable rates. DEBT EXCLUSION The FY22 budget proposal excludes debt service for the Somerville High School reconstruction project from the Proposition 2 1/2 limit. This amount is $6,033,611 and is included in the budget below as a separate line. City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Debt Service Debt Service City of Somerville FY22 Budget City of Somerville FY22 Budget

The Cherry Sheet is a form showing all state and county charges assessed against the City, as certified by the State Director of Accounts. The figures shown here are based on the latest version of the FY21 Cherry Sheet. RETIRED EMPLOYEE HEALTH INSURANCE This item is intended to reimburse the state for the costs of providing a health insurance plan for governmental retirees who were pensioned prior to the implementation of Chapter 32B by their local governmental unit. Chapter 32B enabled municipalities to establish a mechanism for group insurance for retirees. Each participating municipality is assessed for the governmental share of health insurance premiums paid on behalf of its retirees by the state. The state pays 90 percent of the total premium; the retiree’s co-payment is 10 percent of the total premium as well as full payment for catastrophic illness coverage. A proportionate share of administrative expenses is also assessed to each municipality. AIR POLLUTION CONTROL The Department of Environmental Protection supervises six districts statewide. The Metropolitan Boston Control District, of which Somerville is a member, has a staff of 35 pollution inspectors. The Commission is empowered through the Office of the Governor and has a mandate to control air pollution through the enforcement of the Metropolitan Boston Air Pollution Control Acts. METROPOLITAN AREA PLANNING COUNCIL Assessments are made to municipalities to finance the Metropolitan Area Planning Council (MAPC), which serves 101 communities. The MAPC promotes urban planning, regional collaboration and responds to common urban problems of member communities. MBTA The Massachusetts Bay Transportation Authority (MBTA) provides bus/minibus, trackless trolley and underground subway transportation across the city. The MBTA is composed of 175 communities: the 14 original member communities of the Metropolitan Transit Authority and 161 additional communities that are receiving MBTA service. The MBTA is required to assess each community‘s share of the overall assessment. All communities associated with the Authority must contribute to the MBTA State and Local Assistance Fund an amount not less than $136,026,868. Beginning in FY07, this amount is adjusted each July 1 by the rate of inflation unless the total assessment exceeds 102.5 percent of the previous year‘s assessment. An individual community’s assessment is determined based on the following formula: each community‘s assessment shall equal its weighted share of the total population of the 175 communities in the MBTA. Chapter 161A of the Acts of 2000, which increased the number of communities in the MBTA from 78 to 175, also determined the share for each community in conjunction with the 2000 U.S. Census. A portion of the total MBTA assessment supports the Boston District Commission (the District), which is responsible for bonds issued by the Transportation Authority prior to the creation of the Metropolitan Transit Authority in 1947. This assessment pays for administrative costs incurred by the District and is charged to the 14 cities and towns of the Boston Metropolitan District in proportion to their share of the District’s total equalized valuation. The MBTA covers the District‘s debt service costs. State Assessments State Assessments City of Somerville FY22 Budget City of Somerville FY22 Budget

REGISTRY OF MOTOR VEHICLES-HOLD PROGRAM Since February 1985, the Parking Violations Bureau has implemented a provision of Massachusetts General Laws, Chapter 90, which enables the City to request that the state Registry of Motor Vehicles not renew the license and registration of an operator/owner of a motor vehicle who has two or more outstanding parking tickets. This provision is imposed after the motorist has failed to pay the parking tickets and had an opportunity for a hearing. This program has resulted in a significant decrease in the number of delinquent State Assessments payments. EDUCATION The primary component of this allocation is the Charter School Sending Tuition assessment which is the amount charged for Somerville students who attend charter schools. The amount is based on the number of students multiplied by the tuition rate of the charter school as calculated by the state. The other assessments contained in this allotment are for grandfathered costs for special education services (Chapter 766 of the Acts of 1972) provided by other districts for students who are state wards who reside in Somerville and school choice tuition charges (Chapter 71 of the Acts of 1993), which are for Somerville residents attending another school district under school choice. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

This budget organization provides a centralized cost center for several employee and retiree benefits. HEALTH INSURANCE The City participates in the Commonwealth of Massachusetts Group Insurance Commission (GIC). The GIC offers a number of health maintenance organization(HMO), preferred provider (PPO), and indemnity health plan options to employees and retirees delivered through Tufts Health Plan, Harvard Pilgrim, and Unicare. Beginning in FY16, the City funds 80% of the premium costs for HMO and PPO plans and 75% of the premium costs for indemnity plans; the subscribers contribute 20% and 25% respectively. The budgetary item is the City’s share of health insurance costs and does not represent the full cost of health insurance. The full cost of health insurance is financed through a combination of city appropriations, employee and retiree contributions, and grant reimbursements. In FY22, the City will use all of these sources to meet its obligation to fund health insurance. MEDICARE PAYROLL TAX Pursuant to federal law, all employees hired after April 1, 1986 are subject to a 1.45% payroll tax to pay for future Medicare coverage. The City is obligated to match this 1.45% payment. LIFE INSURANCE Employees can elect to enroll in a $5,000 life insurance policy offered through Boston Mutual Life Insurance where the City contributes half the cost of the premium. Additional life insurance can be purchased at the employees’ expense. FY22 Budget - Health Insurance FY22 Budget - Life Insurance Health Insurance, Life Insurance, & Medicare Health Insurance, Life Insurance, & Medicare City of Somerville FY22 Budget City of Somerville FY22 Budget

FY22 Budget - Medicare City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov

Mission Statement The Workers’ Compensation Division is located within the Human Resources Department. Workers’ Compensation administers benefits for all City of Somerville and Somerville Public School employees excluding public safety officials. The goal of the Workers’ Compensation Division is to ensure that eligible, injured employees receive quality and timely medical services, receive timely benefits, and return to work as soon as they are capable. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Workers Compensation Workers Compensation City of Somerville FY22 Budget City of Somerville FY22 Budget

In Chapter 720 of the Acts of 1977, the Massachusetts Legislature extended unemployment compensation to eligible state and local government employees. The City provides a reimbursement method of payment to the Department of Labor and Workforce Development. This allotment also provides funds for disability insurance for non-union employees who suffer long-term, disabling injuries or illnesses as well as certain other contractually required coverage. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Unemployment Compensation Unemployment Compensation City of Somerville FY22 Budget City of Somerville FY22 Budget

The Somerville Retirement System is one of 105 contributory retirement systems for public employees in Massachusetts. A Retirement Board governs each system, and all boards, although operating independently, are bound together under one Retirement Law, Chapter 32 of the Massachusetts General Laws. Chapter 32 establishes benefits, contribution requirements, and an accounting and funds structure for all systems. The Somerville Retirement Board is the Administrator of the Somerville Retirement System. The Public Employee Retirement Administration Commission (PERAC) is the state regulatory authority that oversees all retirement systems in the Commonwealth. PERAC is required by Chapter 32 to oversee an actuarial valuation of each retirement system every three years. Actuarial funding determines the annual cost to fund a retirement system’s cost of benefits that accrue during the current year (normal cost) as well as the costs associated with any past service liability (unfunded actuarial accrued liability). The funding schedule derived from the actuarial valuation determines the series of payments to pay the annual normal cost as well as to amortize the unfunded accrued liability over a period of years. In accordance with Chapter 32, each retirement system’s unfunded accrued liability must be fully paid off by 2040. The City is required to pay into the Retirement System the actuarially determined contribution. The budgeted appropriation is the actuarially determined contribution for FY22. The Non-Contributory Pension Appropriation funds the pension costs for city retirees predating the adoption of Chapter 32 and for special situations requiring home-rule exemption from Chapter 32. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Pension Pension City of Somerville FY22 Budget City of Somerville FY22 Budget

The appropriation for Salary Contingency funds various salary and benefit items for both union and non-union employees that cannot be covered in the departmental budgets. The Salary Contingency funds collective bargaining agreement settlements, salary adjustments not budgeted in departmental accounts, cost of-living allowances, staffing for temporary vacancies, and administrative leaves. Some of the most common employee benefits funded are sick-leave buybacks, vacation payouts, and perfect attendance allowances. The City also maintains a Wage and Salary Stabilization Fund for similar purposes. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Salary Contingency Salary Contingency City of Somerville FY22 Budget City of Somerville FY22 Budget

The City appropriates money to a “Damages to Persons and Property” account to fund any potential unforeseen litigation settlements. The City’s Law Department represents the City in all pending and newly filed litigation matters. The Department has successfully minimized the amount of judgments and settlements in negligence cases and contract actions. The City holds an insurance policy on its buildings as well. FY22 Budget City of Somerville FY22 Budget Additional resources available at www.somervillema.gov/fy22budget Powered by OpenGov Damages & Building Insurance Damages & Building Insurance City of Somerville FY22 Budget City of Somerville FY22 Budget