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COVID-19


CITY OPERATIONS REOPENING
FAQs (PDF)
1) Are there tests available for COVID-19? Does the City’s health insurance cover the tests? What about treatment, does it cover that? Can’t I just go to the City’s Wellness Clinic?
A: COVID-19 testing is available in Rowan County and surrounding municipalities. In Rowan County, the Rowan County Health Department tests Monday through Friday, 10 a.m. to 2 p.m. at the Health Department, 1811 E. Innes St. There is no testing during Thanksgiving week at the Health Department. Additional testing is available at:
  • FastMed (Insurance will be billed. No appointment needed.)
  • CVS, Statesville Blvd. (Must book online.)
  • Novant Health Rowan (Call for an appointment. Testing criteria may apply.)
  • Carolina Pain and Weight Loss Clinic
  • W.G. Hefner Medical Center (Testing criteria may apply. Veterans only.)
If you are experiencing COVID-19-related symptoms (fever or chills, cough, shortness of breath or difficulty breathing, fatigue, muscle or body aches, headache, new loss of taste or smell, sore throat, congestion or runny nose, nausea or vomiting, or diarrhea), please contact your health care provider or the Health Department to discuss whether testing is recommended. The City’s health insurance provides coverage for COVID-19 testing and treatment, and the co-pays related to COVID-19 testing and treatment will be waived. Although the City has a Wellness Clinic, the Wellness Clinic is not currently seeing or treating any employees experiencing COVID-19-related symptoms. Please contact your health care provider if you are experiencing any of these symptoms.
2) If a co-worker has COVID-19, will I be notified?
A: The City does not conduct testing for COVID-19. The City requires that employees who test positive notify their supervisors of the positive test and isolate themselves in accordance with the City of Salisbury COVID-19 Information Sheet (which is available on the Employee Portal). The City may also be notified as a result of the Rowan County Health Department’s notification procedure. When the City is notified that an employee has tested positive for COVID-19, the City will notify employees that may have been in contact with the infected employee so other employees can monitor symptoms. Employees will not be informed of the identity of the employee testing positive without the consent of the infected employee. The City is limited by privacy laws from disclosing information that would identify the employee. Employees may also be notified by the Rowan County Health Department.
If you are notified that you have been in close contact with another employee who has tested positive for COVID-19, you may be asked to quarantine for 14 days, unless otherwise directed by your health care provider or the Health Department. If you are notified that you have been potentially exposed, but not in close contact with another employee, you will be directed to monitor your symptoms and to quarantine only if you develop symptoms.
For additional information, please review the City’s COVID-19 Information Sheet, which is available through the Employee Portal.
3) Will I be sent home if I am sick? Will I be required to take leave? When will I be allowed to return to work?
A:) If you are experiencing symptoms of COVID-19 (see question 1), your supervisor will ask you to go home in accordance with the City’s COVID-19 Information Sheet. If you are able to work from home, your supervisor may allow you to work from home (see question 6). If you are not able to work from home, you may be eligible for paid leave under the Families First Coronavirus Response Act (see question 7).
The City follows the CDC recommendations for returning to work if you tested positive for COVID-19, had symptoms of COVID-19, or both. In any of these cases, you should not return to work until you have been given clearance by your health care provider or the Rowan County Health Department, and are permitted to return to work by Human Resources. If your doctor has ordered you to self-quarantine, or has given you other instructions for COVID-19 related symptoms, the City asks that you comply with your doctor’s instructions before returning to work.
4) If I call in sick, can my supervisor ask me about my illness or symptoms to see if it is related to COVID-19?
A: Yes. Your supervisor may ask you about symptoms to determine if your sickness may be related to COVID-19. This information will remain confidential and will help the City to ensure the safety of other employees. The information is also relevant for the type of leave for which you may qualify (see question 7). Supervisors and Department Heads should keep Human Resources informed in order to provide employees with the appropriate information.
For additional information, please review the City’s COVID-19 Information Sheet.
5) I called in sick and took time off from work. I am now feeling better. Can my supervisor request that I get a doctor’s note before returning to work?
A: If you took time off from work because you suspected or were confirmed to have COVID-19, you will be required to provide clearance from your health care provider or the Rowan County Health Department before returning to work. (See Question 3 for additional information.) If you took time off for an illness that was unrelated to COVID-19, please follow the City’s standard procedure for sick leave.
6) May I work from home?
A: In an effort to practice social distancing and limit the potential exposure of employees to others who may spread COVID-19, the City is encouraging supervisors to “platoon” shifts and allow employees whose essential duties can be performed remotely to work from home. The City has recently adopted a Flexible Work Policy, which requires that each employee working remotely enter into a written agreement that outlines the roles and responsibilities of the employee while working remotely. To determine whether you are able to work remotely, please contact your supervisor. For those employees working from home, it is critical to comply with all directions issued by the City’s IT and Risk Management Departments.
7) Will I be allowed emergency paid leave if I am diagnosed with COVID-19? What if a family member is diagnosed? What if I am required to stay home because my child’s school or childcare center is closed?
A: On March 18, Congress passed the Families First Coronavirus Response Act (the FFCRA or the Act) in response to this emergency. There are two parts of the Act relevant to employees. The first, the Emergency Paid Sick Leave Act (EPSL) provides for 10 days (or 80 hours) of paid sick leave for anyone diagnosed or quarantined for COVID-19 or those providing care for such individuals, or due to a bona fide need for leave to care for a child whose school or child care provider is closed or unavailable for reasons related to COVID-19. Leave under the EPSL is in addition to any accrued leave, and you will not be required to exhaust your accrued leave before using the EPSL emergency sick leave.
The second is the Emergency Family and Medical Leave Act (EFMLA), which provides for paid emergency FMLA leave due to a bona fide need for leave to care for a child whose school or childcare provider is closed or unavailable for reasons related to COVID-19. Under the Act, the first 10 days of EFMLA leave for childcare-related reasons are unpaid (though you may use accrued leave or, where applicable, emergency leave). The remaining 10 weeks of EFMLA leave are paid at 2/3 of your regular rate of pay.
The Act is currently set to expire December 31, 2020. Unless it is extended, employees will not be eligible for leave after the Act expires.
Due to the essential nature of their job duties, especially in the midst of this kind of emergency, police officers and firefighters are not entitled to the 12 weeks of emergency leave provided by the EFMLA for child care. (Police officers and firefighters remain eligible for leave under the FMLA for reasons unrelated to childcare.) Police officers and firefighters will be entitled to the 10 days (or 80 hours) of paid sick leave provided in the EPSL. The City is also working with these employees to make child care arrangements, and remains committed to working with its police officers and firefighters and being as flexible as possible to meet their other needs during this emergency.
For all employees, please discuss your particular needs with your supervisors.
8) Does the City plan on closing non-essential operations in response to an uptick in recent COVID-19 cases?
A: In the spring, the City limited its operations and platooned employees to practice social distancing while continuing to provide services to the citizens of Salisbury. Since then, the City has gradually re-opened its operations consistent with the Governor’s orders. The City continues to closely monitor the situation and will adjust operations accordingly. Based on recent trends, the City expects that operations will be further reduced, potentially back to the level of service provided in the spring, but there is no definite timeline for that action right now. If your department is closed or the departmental schedule is modified, you will be notified by your supervisor and provided with additional instructions.
Please be aware that the list of “essential employees” for a COVID-19-related reduction in services is not the same as the list of “essential employees” for inclement weather events found on the City’s website. A preliminary list of essential employees for COVID-19-related reduction in services has been developed. This lists is subject to change based on any local or State order that is put into effect. In the event of a reduction in services, your supervisor will inform you if your position has been designated as “essential” and what that means for your work schedule.
9) Can departments reduce certain services to prevent interacting with the public? For instance, can certain services be performed electronically?
A: Department heads, in consultation with the City Manager or his designee, may reduce services to limit interactions and encourage social distancing in an effort to prevent the potential spread of COVID-19. Several departments have implemented these protocols. Employees may also be asked to work remotely in accordance with the City’s Flexible Work Policy.
10) I am an hourly employee. Can I have the same type of flexibility as an exempt employee?
A: With the approval of your Department Head and in accordance with the City’s Flexible Work Policy, employees whose essential job functions can be performed remotely, both hourly and salaried, may be permitted to work remotely (see question 6). If that work can be performed in a flexible way, you may be allowed flexibility as to the hours you work. If, on the other hand, your job requires that your work be performed at a specific time or during specific time periods, you may not be allowed the same flexibility. Please discuss these issues with your supervisor.
11) I have been offered a flexed schedule but do not want to come to work at all. Do I have to come to work?
A: Employees that refuse to come to work can be required to take accrued leave and are also subject to discipline for refusing to come to work, except where the refusal to come to work is protected by law (see question 14). Employees that are unable to work due to a bona fide need for leave to care for a child whose school or childcare provider is closed or unavailable for reasons related to COVID-19 may be entitled to leave under emergency legislation passed by Congress (see question 7).
12) If the Governor enacts another “stay at home” order, can I still come to work?
A: The Governor’s previously enacted “stay at home” order (Executive Order No. 121) is no longer in effect. If another “stay at home” order is put into effect, either by the County under its emergency management authority, by the City under its local state of emergency declaration, or by the Governor, City services may be reduced consistent with such restrictions. The details of the restrictions would determine whether and to what extent employees can come to work to perform their job duties. Generally speaking these orders restrict non-essential employees from coming to work (see questions 8 and 13). If such an order is re-enacted, your supervisor will inform you about your work responsibilities.
13) If I am a non-essential employee, what happens if I run out of sick leave and annual leave?
A: The City is making every effort to continue operations consistent with the health of our employees and citizens and the requirements of the various orders in place at the local, state, and federal level. The City is also working with employees to provide remote working opportunities to continue operations to the extent consistent with the current guidance. If the City is again placed under a “stay at home” order, it is possible that non-essential operations could be temporarily stopped. If non-essential operations are temporarily stopped, employees in non-essential positions would not be entitled to leave under the FFCRA (see question 7). However, the City anticipates providing employees that are unable to work or telework with emergency paid administrative leave until normal operations resume and employees can return to work. However, the City’s final decision about providing emergency paid administrative leave will depend on the specific nature and length of any “shelter in place” or “stay at home” order that is in effect, and the City’s resources.
14) If I am scared to come to work and need to stay home because I am at a high risk for severe illness related to COVID-19, will I be disciplined?
A: The City has a responsibility under the Americans with Disabilities Act (ADA) to make reasonable accommodations for employees with serious medical conditions, which could include providing some period of unpaid leave for an employee with a serious medical condition that may make the employee a heightened risk for COVID-19-related complications. In that case, you would be eligible to use accrued leave, but the ADA does not provide for paid leave. You could not be disciplined for taking leave where it is required by the ADA or otherwise required by law. Depending on the circumstances, you may be eligible for paid sick leave or paid FMLA leave under the emergency legislation passed by Congress (see question 7), but it would depend on your specific circumstances.
15) Is the City providing child care for employees whose children are home because their school or child care center has been closed due to COVID-19?
A: The City is making every effort to ensure that essential personnel have child care arrangements for their children. Currently, City staff with school-aged children (Kindergarten and up) may contact Parks and Recreation at (704) 216-PLAY to discuss available recreational child care programs. If this option is not available to you, please discuss your circumstances with your supervisor. Please also see question 7 for information about leave entitlements related to child care.
15) What if I refuse to wear a mask? Can I be disciplined?
A: The City has mandated that employees wear a face covering to protect against the spread of COVID-19 (see City of Salisbury COVID-19 Pandemic Prevention and Protective Measures Guidance, available on the Employee Portal). Employees must wear a face covering at all times unless an exception applies. The face covering requirement is critical to ensure the health and safety of City employees and members of the public that interact with City employees. Serious, intentional, willful, or repeated refusal to wear a face covering may subject employees to disciplinary action, up to, and including, dismissal.

Other resources:

Info Sheet (PDF)

This information sheet is for those that have tested positive for COVID-19, those that have symptoms of COVID-19, and for those that may have been exposed to an individual that has tested positive for COVID-19. Please review this information sheet carefully. If you have questions about your symptoms, please call the Rowan County Health Department or your health care provider. If you have questions related to your work status or this information sheet, please contact the Human Resources Department at (704) 638-5217 or humanresources@salisburync.gov.


If you have tested positive for COVID-19 OR have symptoms* of COVID-19:

If you have tested positive or have symptoms of COVID-19, please notify your supervisor, do not come to work, and contact your health care provider and/or the Rowan County Health Department. Employees will likely be required to isolate by the Rowan County Health Department and/or their health care provider.

You may not return to work until you have been cleared by the Rowan County Health Department and/or by your health care provider. (See “Returning to Work” section below.)

* Symptoms of COVID-19 include: fever or chills, cough, shortness of breath or difficulty breathing, fatigue, muscle or body aches, headache, new loss of taste or smell, sore throat, congestion or runny nose, nausea or vomiting, and/or diarrhea.
If you have been in close contact* with someone who has tested positive for COVID-19:

If a member of your household or someone else with whom you have been in close contact tests positive for COVID-19, or if you receive a notice from Human Resources or from the Rowan County Health Department that you have been in close contact with someone who has tested positive for COVID-19, you may not return to work unless you have written clearance from your health care provider and/or the Rowan County Health Department.

EXCEPTION: This requirement does not apply to Critical Infrastructure/Essential Employees. (See next section.)

* The CDC defines close contact as, “Someone who was within 6 feet of an infected person for a cumulative total of 15 minutes or more over a 24-hour period within 48 hours of the infected person developing symptoms or testing positive for COVID-19.”
If you are an essential employee:

Critical Infrastructure/Essential Employees who have been in close contact with a positive individual that does not reside in their immediate household may be required to come to work so long as they are asymptomatic. If you are unsure whether your position qualifies as Critical Infrastructure/Essential employee, ask your supervisor.

As long as you remain asymptomatic, you should adhere to the following practices prior to and during your work shift for 14 days after your last exposure:

Do:
  • Pre-Screen: measure your temperature and assess symptoms prior to starting work.
  • Monitor symptoms: as long as you don’t have a fever or symptoms, you should self-monitor for symptoms throughout your shift.
  • Wear a mask: you should wear a face mask at all times while in the workplace.
  • Social distance: you should maintain 6 feet and practice social distancing.
  • Disinfect and clean work spaces: clean and disinfect all areas such as your office, City vehicle, shared electronic equipment, and shared spaces routinely.
Do Not:
  • Stay at work if you become sick.
  • Share headsets or objects used near face.
  • Congregate in the break room or other crowded places.
What if I have had very limited contact with someone who tests positive for COVID-19?

If you might have been exposed to an individual with COVID-19, but not in close contact (see previous section), you will not be required to isolate or quarantine and may return to work as long as you do not have symptoms. If you develop symptoms of COVID-19, please follow the guidance for individuals with symptoms of COVID-19.

What are Isolation and Quarantine?

In accordance with CDC Guidance, individuals that have tested positive for COVID-19 or have symptoms of COVID-19 may be asked or ordered to isolate. Individuals that have been exposed to COVID-19 but are asymptomatic may be asked or ordered to quarantine.

  • Isolation separates sick people with a contagious disease from people who are not sick.
  • Quarantine separates and restricts the movement of people who were exposed to a contagious disease to see if they become sick.

If you test positive for COVID-19, the Rowan County Health Department or your health care provider may ask or order that you isolate for a period of time. Isolation generally lasts 10 days from the onset of symptoms and until you have been fever-free for a period of 24 hours (without the use of fever-suppressing medication). If you are exposed to someone who has tested positive, the Rowan County Health Department or your health care provider may ask or order you to quarantine. Quarantine generally lasts 14 days from the date of exposure, so long as you remain asymptomatic.

When can I return to work?

You may not return to work without clearance from Human Resources. Your supervisor is not authorized to return you to work. This is a serious pandemic and failure to obtain clearance from Human Resources can put the health and safety of your co-workers and others at risk.

Currently, if you have had symptoms of COVID-19 and/or test positive for COVID-19, you may not return to work without written documentation from the Rowan County Health Department or from your health care provider. Similarly, if you have been in close contact with someone that has tested positive for COVID-19, you may not return to work without written documentation from the Rowan County Health Department or from your health care provider.

Will others be notified?

If you test positive for COVID-19, others you have been around will be notified of their potential exposure. Please make a list of individuals who meet these criteria for a “close contact” (someone who was within 6 feet of an infected person for a cumulative total of 15 minutes or more over a 24-hour period within 48 hours of symptom onset or positive test) and be prepared to provide your list to Human Resources (and possibly the Rowan County Health Department). Your name will not be shared with your co-workers without your permission. If you do not want your name shared, other employees with whom you have been I contact will only be told that they have been exposed.

Do I have to use sick leave?
Emergency Sick Leave.

Full-time and part-time employees may be entitled to a special type of “Emergency Sick Leave” to be used specifically for eligible absences related to COVID-19, or to care for an individual with COVID-19. However, you are only eligible if provide documentation to Human Resources that your leave is related to COVID-19 (for example, testing results). If you decide not to test, which is your choice, and cannot otherwise provide documentation that your leave is related to COVID-19, you will be required to use your accrued sick leave, if any, during the isolation period. NOTE: The federal legislation that provides for this Emergency Sick Leave is set to expire December 31, 2020.

Submitting time sheets.

If you have been approved, by Human Resources, that your leave is related to COVID-19, your time sheet should be coded “Emergency Paid Sick Leave” so it does not come out of your regular sick time. *Once you use the 80 hours of EPSL, you will then need to use your SL.* If you are out of sick leave, you may be approved to use Annual Leave. Full-time employees get up to 80 hours (Police and Fire receive days equivalent to their scheduled hours) and part-time employees receive a pro-rated portion.

How do I get tested?

Testing is available at several locations within Rowan County. The Rowan County Health Department is one option to test. It is free, and it is offered Monday through Friday from 10:00 a.m. to 2:00 p.m. at 1811 East Innes St. A list of additional sites may be found here. Of course, you may always contact your health care provider.

Other questions

If you have any further questions, please contact the Human Resources Department at (704) 638-5217 or humanresources@salisburync.gov.

If you try to call and cannot reach us, please leave a message. We are handling a high number of calls but we will get back to you! Thank you for all that you do for the City of Salisbury.

Some key changes for personnel:

  • Essential personnel will remain on the job. Those employees include Public Safety, Solid Waste, Transit, SRU, Telecommunications, Payroll contacts and Communications
  • We should provide as many services to our residents as we can while working remotely.
  • Non-essential employees will still be paid. If the “Stay at Home” order lasts a longer period of time, we will re-evaluate payroll options.
  • Employees who will not be present at work should change their email and voice mail out-of-office messages to the following pre-established messages:
    • Email:

      Due to COVID19, the City of Salisbury has set up temporary remote work arrangements for some employees. Please keep in mind that in some cases l may be slower to respond than usual. You can also stay up to date on City’s responses to COVID-19 by visiting the city’s website or our official social media accounts. Thank you for your email.

      Alternate ending: If you need to speak with me immediately, please call my cell phone at XXX-XXX-XXXX. Or If you need to speak with someone immediately, please call __________ at XXX-XXX-XXXX.

    • Voice Mail:

      Due to COVID19, the City of Salisbury has set up temporary remote work arrangements for some employees. We value your phone call, but in some cases I will be slower to respond than usual. You can also stay up to date on City’s responses to COVID-19 by visiting the city’s website or our official social media accounts. Thank you for your call.

      Alternate ending: If you need to speak with me immediately, please call my cell phone at XXX-XXX-XXXX. Or If you need to speak with someone immediately, please call __________ at XXX-XXX-XXXX.

If you have questions, please talk with your supervisor.

We understand that many employees are experiencing stress, anxiety, and/or depression as a result of the COVID-19 pandemic. We want to reassure you that the Employee Assistance Program (EAP) is a reliable source of support during this time.

  • Their phones are being answered 24/7/365 with clinicians available to assist.
  • They are offering virtual and telephonic counseling sessions using confidential and secured paperwork submission options and virtual counseling sessions.
  • Their website has a wealth of resources related to COVID-19 including online seminars.

You may contact the EAP by phone at 1-800-633-3353, 24/7/365. You may also visit their website at www.powerflexweb.com/1096/login.html
username: salisbury1753
password: guest


Tips to Stay Calm And Reduce Fear (PDF)
Mask Mandate (PDF)
City of Salisbury
COVID-19 Pandemic Prevention and Protective Measures Guidance
Cloth Face Coverings, Physical Distancing, and Disinfection Protocol
Introduction

The City of Salisbury issues this COVID-19 Pandemic Prevention and Protective Measures Guidance (the “Guidance”) to communicate to all City employees the City’s requirements and protocols regarding cloth face coverings, physical distancing, and disinfecting work spaces. This Guidance applies to all City employees while at work, whether in City buildings or in the field. Strict adherence to this Guidance is required for City employees and will foster a culture of safety among our employees and the public. This Guidance is consistent with the Governor’s Executive Orders. As a leading organization in our community, it is imperative that we set an example to our citizens by demonstrating consistent compliance with those orders. This Guidance follows the Governor’s Three W’s directives:

  • WEAR a cloth covering over your nose and mouth
  • WAIT 6 feet apart, avoid close contact
  • WASH your hands or use hand sanitizer
Do it for each other and our loved ones!
Updates and Questions

This Guidance may be updated as public health guidance and conditions change. Additionally, departments may have more stringent standards based upon the business needs, environment, and nature of work, and employees are expected to adhere to those more stringent standards. If you have questions about when, where, or how you should be following this Guidance, ask your supervisor.

Failure to Comply with this Guidance

Employees are required to strictly adhere to the mandatory requirements of this Guidance. Serious, intentional, willful, or repeated violations of this Guidance may result in disciplinary action, up to and including dismissal.

Wear a Mask—Cloth Face Covering Required
  1. Wear a Cloth Face Covering At All Times. Employees are required to wear a cloth face covering at all times while on duty or on City property, unless an exception applies. If you have questions, please review the Common Scenarios section of this Guidance.
    Exceptions: Cloth face coverings may be removed when:
    1. Employees are working alone in an enclosed room, or are alone in vehicle.
    2. Employees are actively eating or drinking.
    3. Employees are engaging in strenuous physical activity.
    4. The face covering impedes employees’ visibility when operating equipment or vehicles, or otherwise creates a safety hazard.
    5. Employees are seeking to communicate with a hearing impaired person in a way that requires your mouth to be visible.
    6. Employees have requested and been given an accommodation by Human Resources.
    7. Guidance for Wearing a Cloth Face Covering.
      • Type of Face Covering. Face coverings can be made of a variety of materials, such as cloth, silk, or linen. A cloth face covering may be factory-made or hand-sewn or can be improvised from household items such as scarves, T-shirts, or towels. Ideally, a face-covering has covering consist of two (2) or more layers fabric. N-95 masks should not be worn as a cloth face covering. These should be reserved for specific situations as directed by your supervisor and risk management, such as entering customers’ homes or for emergency response personnel when it is know that they are in the presence of an infected or suspected infected person.
      • Proper Fit. Face coverings should fit snugly but comfortably against the side of the face. They should be secured with ties or ear loops. Simply holding a face covering over the mouth and nose is not sufficient. Face coverings must completely cover the nose and mouth of the employee. They are ineffective if either the mouth or the nose is uncovered. Face coverings should allow for breathing without restriction.
      • Putting On/Taking Off. When putting on or removing a cloth face covering, employees should not touch their eyes, nose or mouth. Employees should wash their hands or use hand sanitizer putting on and after removing a cloth face covering. Employees should only touch the mask ear loops or outside edges, not touch the central body of the mask.
      • Design. Employees’ face coverings should not have logos or writing except City logos, state or professional associations, City Affiliates and items that display small brand logos (such as Nike, Under Armor, Adidas).

    Wait—Physical Distancing Requirements
    1. Maintain Social Distance. Employees are required to physically distance from others in the work environment to the maximum extent consistent with their job duties. Supervisors are required to adjust job duties to the extent possible to allow employees to maintain social distance. Except where doing so is inconsistent with job duties, employees must:
      • Maintain at least six (6) feet of distance from others.
      • Eliminate physical contact with others, such as handshakes, fist bumps, etc.
      • Avoid touching surfaces touched by others to the extent possible.
    2. Staggered Schedules. Where possible, supervisors shall alternate schedules or stagger arrival and departure times for employees to limit exposure to other employees.
    3. Virtual Meetings. Meetings should be conducted via video conference or phone. When this is not possible or practical, meetings should be held outside with six (6) feet of space between each person. If meetings must be held indoors, ensure that no more than 10 people are in any given space and that the space allows for six (6) feet between each person.
    4. Avoid Congregating. Employees should avoid congregating. This includes in parking lots, outdoor spaces, warehouses, etc. If you must be in a group, ensure there is six (6) feet of space between each person. Be aware of physical spacing in break rooms and common areas. Avoid eating or socializing in these spaces when six (6) feet of distance cannot be maintained.
    1. Wash Your Hands. Employees should wash their hands often with soap and water for 20 seconds. Employees should avoid touching their eyes, nose, and mouth with unwashed hands. When soap and water is not readily available, employees should use hand sanitizer.
    2. Clean Your Workspace. At the beginning and end of each day, employees should clean and disinfect the workspace they use throughout the day. Custodians will continue to perform routine cleaning and disinfecting of common areas.
    3. Clean Common Areas and Equipment. Employees should make an effort to clean any break room surfaces they touch before and after use including tables, chairs, refrigerator door handles, microwaves, coffee machines, vending machines, etc. Give special attention to common surfaces including copiers, phones, desk surfaces, door knobs, and shared work terminals.
    4. Clean Vehicles. Employees should clean and disinfect vehicles at the end of each shift including wiping down all high-touch surfaces for driver and passenger if more than one person has occupied a vehicle.
    5. Limit Use of Shared Equipment. Employees should not use other team members’ phones, desks, offices, work tools, equipment, or personal items.
    6. Departmental Responsibilities. Each department is provided with necessary disinfecting spray and/or wipes and hand sanitizer. If additional disinfecting products are needed, please contact Jake Sterling. If an employee tests positive for COVID-19, Human Resources, Risk Management, or the Department Leader will notify Public Works that a “deep cleaning” is needed. At that time, no one should enter the building until it is cleared and approved by their supervisor. Deep cleaning of the impacted site will be performed in accordance with CDC recommendations.

    Common Scenarios—“Do I need to wear a cloth face covering?”
    • More than one (1) employee riding in a vehicle.
    • If employees are riding more than one (1) person per vehicle, then all employees must wear a cloth face covering while in the vehicle. Remember, it is imperative that we set an example to our citizens by demonstrating consistent compliance with the Governor’s Orders.
    • Public Works employee is mowing and weed eating in the cemetery.
    • Once on site, the cloth face coverings should continue to be worn while employees are within six (6) feet of each other. Once on mower or performing tasks such as weed eating, the face covering can be removed if desired, as long as physical distancing can be maintained.
    • Office employee is working in their individual office.
    • Employee does not need to wear a mask in their individual office unless they are meeting with a coworker in the office where six (6) feet of physical distance cannot be maintained.
    • Salisbury Utilities Department is called out to an emergency main break.
    • If employees are riding more than one (1) person per vehicle, then all employees should wear a cloth face covering while in the vehicle traveling to the site. Once on site, the cloth face coverings should continue to be worn when six (6) feet of distance cannot be maintained consistently. If at any time during the repair the employees are engaging in strenuous physical activity where the wearing of the face covering creates a safety hazard, then removing the cloth face covering is allowed, regardless of physical distancing requirements.
    • Employee stops to get fuel in city vehicle. While there, they take their break and go into convenience store to get a drink and use the restroom.
    • If employee is only fueling vehicle and not going into the convenience store, then no face covering is needed as long as six (6) feet of physical distance is maintained with any other employee or member of the public. If employee goes into the store, then a face covering must be worn at all times.
    • An employee is training a new employee using the same vehicle.
    • Yes, the employees should consistently wear a face covering while in the same vehicle and should routinely disinfect the vehicle at the end of each shift.

Blue Cross Blue Shield (BCBS) on waiving testing for COVID-19:

COVID-19 testing is available in Rowan County and surrounding municipalities. In Rowan County, the Rowan County Health Department tests Monday through Friday, 10 a.m. to 2 p.m. at the Health Department, 1811 E. Innes St. There is no testing during Thanksgiving week at the Health Department. Additional testing is available at:

  • FastMed (Insurance will be billed. No appointment needed.)
  • CVS, Statesville Blvd. (Must book online.)
  • Novant Health Rowan (Call for an appointment. Testing criteria may apply.)
  • Carolina Pain and Weight Loss Clinic
  • W.G. Hefner Medical Center (Testing criteria may apply. Veterans only.)
If you are experiencing COVID-19-related symptoms (fever or chills, cough, shortness of breath or difficulty breathing, fatigue, muscle or body aches, headache, new loss of taste or smell, sore throat, congestion or runny nose, nausea or vomiting, or diarrhea), please contact your health care provider or the Health Department to discuss whether testing is recommended. The City’s health insurance provides coverage for COVID-19 testing and treatment, and the co-pays related to COVID-19 testing and treatment will be waived. Although the City has a Wellness Clinic, the Wellness Clinic is not currently seeing or treating any employees experiencing COVID-19-related symptoms. Please contact your health care provider if you are experiencing any of these symptoms.

Email Links:

We need to continue being vigilant in our efforts to protect the City from Cyber Crime. We continue to receive phishing emails, employees and the IT department have been targeted. These is an increase in phishing emails. It seems the bad guys have suddenly found themselves some more free time lately. Make sure you delete any emails that have suspicious links. Call the person who sent it if you are not sure if the email is real.

Be vigilant and CLICK SMART. Have a wonderful rest of your day.

Video Conferencing:

Many of us have been working from home, and the City’s tool of choice for teleconferencing has been Zoom. It has been working well for my team, as well as many others. As with many other good things in life, some people always find a way to take advantage of us. This is happening across the world with Zoom and other teleconferencing platforms.

Do not accept meeting invites from people you do not know, hackers are sending invitations out to people as a way to deliver viruses and malware. If you are in a meeting that has chat capability, do not click on links that are presented in the chat window unless you know you can trust them. This has been another method hackers have been using to steal personal information, or deliver viruses and malware. Be aware and click smart!

When setting up a video conference meeting, make sure to limit sharing capabilities, and use a password to limit who has access to the meeting.


City of Salisbury Seal

City Organization

Download Org. Chart (PDF)

Management Team
  • City of Salisbury Citizens
    • Mayor & City Council
      • City Manager: Lane W. Bailey
        • Assistant City Manager: Zack Kyle
          • Community Planning Services Director: Hannah Jacobson
          • Engineering Director: Wendy Brindle
          • Parks and Recreation Director: Nick Aceves
          • Public Works Director: Craig Powers
          • Transit Director: Rodney Harris
        • Administrative Services Director & City Clerk: Kelly Baker
        • Communications Director: Linda McElroy
        • Downtown Development (Interim): Latoya Price
        • Finance Director: Shannon Moore
        • Fire Chief: Bob Parnell
        • Human Resources Director: Ruth C. Kennerly
        • Police Chief: Jerry Stokes
        • Salisbury-Rowan Utilities Director: Jim Behmer
      • City Attorney: Graham Corriher
Departments & Sub-divisions
  • Administration
    • Human Relations
  • Communications
  • Community Planning Services
    • Code Enforcement
    • Development Services
    • Planning Services
  • Downtown Development
  • Engineering
  • Finance
    • Customer Service
  • Fire
  • Human Resources
    • Risk Management
  • Parks and Recreation
  • Police
  • Public Works
    • Fleet
    • Grounds
    • Maintenance
    • Stormwater
    • Streets & Signs
    • Telecommunications
  • Salisbury-Rowan Utilities
  • Transit

Download City Facilities Map (PDF)


Map # Name Address
1 City Hall 217 S. Main St.
2 City Office Building 132 N. Main St.
3 Customer Service Center 1415 S. Martin Luther King Jr. Ave.
4 Police Department 130 E. Liberty St.
5 Fire Station #1 514 E. Innes St.
6 Fire Station #2 2312 S. Main St.
7 Fire Station #3 1604 W. Innes St.
8 Fire Station #4 2325 Statesville Blvd.
9 Fire Station #6 310 Cedar Springs Rd.
10 Fire Marshall 634 Park Ave.
11 Salisbury-Rowan Utilities 1 Water St.
12 Grant Creek Plant 1915 Grubb Ferry Rd.
13 Town Creek Plant 850 Heiligtown Rd.
14 Fleet 519 N. Fulton St.
15 Public Works 303 W. Franklin St.
15 Traffic (Signs and Signals) 303 W. Franklin St.
15 Traffic (Street Lighting) 303 W. Franklin St.
16 Grounds Maintenance 231 W. Franklin St.
17 Transit Operations 300 W. Franklin St.
18 Park Avenue Center 632 Park Avenue
19 City Park Center 316 Lake Dr.
20 Salisbury Civic Center 315 S. Martin Luther King Jr. Ave.
21 Hall Gym 1400 W. Bank St.
22 Miller Center 1400 W. Bank St.
Service or Department Phone Number
Accidents (Risk Management) (704) 638-5226
Arborist (Trees)Landscape (704) 638-4481
Business Licenses/Registration (704) 638-5208
Bus Schedules/Routes (704) 638-5252
Cemetery Division (704) 638-5250
City General Information (704) 638-5270
City Clerk (704) 638-5224
City Council (704) 638-5224
Code Enforcement (Nuisances) (704) 216-7559
Customer Service/Billing (704) 638-5300
Dead Animals on Road (704) 638-5256
Development Services (704) 638-5208
Digging (NC Call Before You Dig) 811
Downtown Development/DSI (704) 638-7814
Engineering (704) 638-5200
Environmental Services (704) 638-5375
Facilities Maintenance Manager (704) 638-5265
Facilities Maintenance (On Call) (704) 239-8858
FOG Program (Fats, Oils, Grease and Wax) (704) 216-7568
Finance Department (704) 638-5303
Fire Department (non-emergency) (704) 638-5351
GIS (Geographic Information Services) (704) 638-5246
Hotwire Communications (800) 355-5668
Human Resources (704) 638-5217
Hurley Park (704) 638-4459
Inspections/Permits/Zoning (704) 638-5208
Inspections/Permits/Zoning (704) 638-5208
Inclement Weather (Reporting to work) (704) 638-2132
I.T. Hotline (Employees) (704) 216-8020
Leaf/Limb Collection (704) 638-5256
One Stop Development Shop (704) 638-5208
Parks and Recreation Department (Admin) (704) 216-7529
Permits/Zoning/Inspections (704) 638-5208
Planning Division (704) 638-5242
Police Department (non-emergency) (704) 638-5333
Public Works (704) 638-5260
Solid Waste Division (704) 638-5256
Stormwater Division (Public Works) (704) 216-8028
Street Division (704) 638-5251
Street Lighting (Not Traffic Signals) (704) 638-5213
Street Signs (7am-5pm M-F) (704) 638-5213
Street Signs (After Business Hours) (704) 638-5333
Traffic Signal Problems (704) 638-5213
Traffic Signal Problems (Emergencies) 911
Transit Division (Buses) (704) 638-5252
Trash Pickup (704) 638-5256
Water-Sewer (Salisbury-Rowan Utilities)
Customer Service/Billing/Service Activation (704) 638-5300
Utilities Administration (704) 638-5205
Emergencies - After 4pm (M-F)
(Manhole Overflows, Breaks/Blockages/Backups)
(704) 638-5339
Weather Info (Reporting to work) (704) 638-2132
Wellness Nurse (Employees) (704) 216-7541

Employees can choose to complete the RoCo Alert sign-up form to receive employee-only RoCo Alerts. Please note this is a different form than for our community members. Each phone number is entered manually.

Communication is one of the major priorities for the City of Salisbury organization. To ensure that you are receiving these alerts in a timely manner, if at all, please download and complete this form and send to Linda McElroy, Communications Director, via interoffice or email lmcel@salisburync.gov.

A few things to remember:

  • Please write numbers and your name legibly
  • Only include your cell number
  • If you know an alert has been sent (via co-workers or other means), and you did not receive it, please contact Communications immediately so we can identify the issue quickly
Download Employee Alerts Form (PDF)

Communications Logo

Communications

The Communications department supports all City departments for external and internal communications. If you need assistance from Communications, please email coscommunications@salisburync.gov.

Communications is responsible for maintaining the City’s image and reputation. They manage the City’s communications toolkit, including:

Branding:
  • The City of Salisbury has established standards for city and department branding. All city employees who create or order branded items/uniforms/clothing, marketing materials, signs or other official communications that will be seen by the public, must meet the city’s branding guidelines.
    • To ensure brand compliance, any public materials must be reviewed by Communications before they are shown to the public.
    • Employees can contact the Communications team to request support with any public communications. Email requests to coscommunications@salisburync.gov.
  • Not sure if you should contact Communications? Here’s a flowchart to walk you through the process: FLOWCHART (PDF)
Branded Items/Uniforms/Clothing
  • Any branded items/uniforms/clothing must comply with the city’s established branding standards. All branded materials will be subject to review by Communications and if on-compliant could be subject to a cease-and-desist. In that case, all non-compliant items would have to be confiscated.
  • To prevent non-compliance, make sure any new branded items have been reviewed by the Communications team.
Logos:
  • City logo files are saved on the city network at N://Department_Shares/Communications/Public/City Logos
  • If you need a file size or type not in the folder, contact coscommunications@salisburync.gov. Do not resize logos! The images may become distorted. You might not be able to tell, but we can.
New Logos:
  • All city departments, divisions, projects, boards and commissions should have logos provided by the Communications team.
  • If you need a new logo, contact coscommunications@salisburync.gov to request a logo design meeting.
  • You cannot create your own logo. You can contact Communications and schedule a logo design meeting, where you can sketch your ideas. Logos not reviewed by Communications could be declared non-compliant with city branding, and then anything branded with that logo could be confiscated.
Letterheads
PowerPoint Templates:
Business Cards:
  • All city employees must order business cards through the communications department. To order your business cards, email fblai@salisburync.gov with the following information:
    • Employee’s Information
    • Quantity of business cards
      • 250 1-sided cards is roughly $25
      • 500 1-sided cards is roughly $27
      • 1000 1-sided cards is roughly $29
      • 250 2-sided cards is roughly $30
      • 500 2-sided cards is roughly $32
      • 1000 2-sided cards is roughly $34
    • Line item # for billing
  • A pdf proof of the business card will always be sent back to you for approval
  • Job title changes must be agreed upon by HR and your department head.
  • Please note that business cards are not ordered unless ALL the information required has been provided AND approval of the card proofs has been sent via email.
  • Business card orders typically take two weeks.
  • Communications will manage the allocation for the card order, if you need a copy of the receipt for your records, please state in your email.
Email Signatures:
  • All city employees have a city email account provided by the IT department. City employees are required to use the established city email signature on their city email account.
    • You can copy and paste the city email templates from this document: DOWNLOAD WORD DOC
    • If you have any technical difficulties with your email signature, contact fblai@salisburync.gov
    • City employees cannot customize their city email signatures with personal fonts, font colors, background colors/patterns, or quotes/sayings without approval. Personalized email signatures are for your personal email, not your work email.
The city’s social media policy:
VIEW POLICY (PDF)

To summarize this policy:
  • Your personal social media posts could affect your job in the work place. Remember, as Salisbury employees we should reflect SWAY at all times, whether on or off duty.
  • All social media is PUBLIC.
  • Proceed with caution on your personal social media.
  • Want something posted to a city or department social media account?
    • Contact communications at coscommunications@salisburync.gov
    • There are also trained social media admins for each department account. Not sure who your department’s admin is? Ask the Communications department, or ask your department head.
    Want training to be a social media admin?
    Want to start a new city department social media account?

Send details to coscommunications@salisburync.gov

Communications will reach out to you with next steps. The city has many media channels, from the TV show, to the monthly newsletter, to press releases and social media posts. All news, whether big or small, has a proper channel for communicating to the public.

For events, remember that your marketing should start two months out from the start date of your event. The less time you have for marketing your event, the less success you will have in getting attention from the public.

News

For news articles in the Lamplighter, you should contact Communications at coscommunications@salisburync.gov by the first of the month ONE MONTH PRIOR to the month when you want your article featured. The files for the Lamplighter go to the printer around the 15th of each month, and the Communications team requires two weeks to write/review the article and acquire any needed photography.

For example, if you want your news in the July edition of the Lamplighter, you must contact Communications by June 1st.

Events

For an event to be included in the monthly lamplighter, Communications must have the details of the event by the first of the month TWO MONTHS PRIOR to the month when you want your event featured. This is because the newsletter provides event info one month prior so that citizens don’t miss events by not having enough warning.

For example, if you event is in July, your event information must be provided to Communications by May 1st.

If you contacted Communications about your event already, it will automatically be included in the newsletter.

  1. In Outlook, click File to see your Account Information page.
  2. Click the Change link under your current photo. Note: If you don’t see the Change link, it may be because some information, such as your name, photo, or title, is collected from systems that your IT or human resources department control. If you want to update those details, contact your administrator. If you need help finding your administrator, see How do I find out who my admin is?
  3. Depending on your setup, the next steps may vary slightly after you have clicked Change:
    • If you’re prompted to sign in to Microsoft 365, click the pencil icon after you sign in, then select Upload photo to choose a photo.
    • If you’re prompted to sign in Outlook Web App, click the Browse button after you sign in.
Tip: Outlook can use .jpg, .png, .gif, .bmp, or .tif photo file formats. It can take up to 48 hours for the new photo to appear.

Finance Logo

Finance

When are bids/quotes or RFPs needed?
When should I use a PO (purchase order) or a p-card (purchase card)?

The guidelines for purchases vary depending on what an employee is purchasing. Purchases fall into three general categories: Services, Construction, and Other Stuff. Finance has provided three flowcharts for each category to guide your process:


Flowchart: Services (PDF)

Flowchart: Construction (PDF)

Flowchart: Other Stuff (PDF)

If you have further questions, please contact Gayla Long, Purchasing Coordinator, at (704) 638-5305 or glong@salisburync.gov.

P-Card Policy & Forms (PDF)

The purpose of this policy is to provide to employees a procedure in the purchasing process for the use of procurement cards for small value purchases (less than $1,000 per purchase).

The use of procurement cards has been proven to be a cost effective method of obtaining low cost supply and service items for the City. Some travel and training costs may also be handled best through the procurement card process. Use of the procurement card is a privilege extended to City employees. As with all City privileges, the use of the procurement card can be revoked for inappropriate or unauthorized use.

When to Use Your P-card:
  1. The items and/or services to be purchased are for the official use of the City of Salisbury.
  2. The types of items and/or services to be purchased are those established by the direct supervisor and approved by Financial Services.
  3. The cost of the proposed purchase does not exceed the small value purchase transaction limit ($1,000) established by the Department Director/Division Manager and approved by Financial Services.
Who has a P-card?

Procurement cards will be issued, with direct supervisor approval, to those who actually make official City purchases from a vendor.

Process for using a P-card:

For the procurement card process to operate efficiently, a timely response to each of the elements of the procedures is required from those concerned. Failure to do so could result in past due transactions appearing on the statements and cards being rejected because of limits being exceeded.

Employee absence should be anticipated and arrangements put in place so that the process flow will not be delayed. It is recommended by the Purchasing Department to suspend the card of any cardholder who is on leave.

For the protection of all, the Purchasing Manager is to be notified immediately when a card is lost or stolen. If Purchasing Manager cannot be reached, Cardholder shall call Bank of America at 888-449-2273 immediately.

Issuance of procurement card:
  1. The employee must sign documentation verifying agreement to conditions of use.
  2. The direct supervisor will determine the purchase authority of his/her employee up to the amount allowed by state contract or statute.
  3. Purchasing will review the enrollment request and process for issuance of a procurement card to the employee.
  4. New procurement cards are ordered as needed with authorization from the department head member over the employee.
Use of procurement card:
  1. The cardholder will retain itemized vendor’s receipts, records of telephone and internet orders and/or copies of mail orders and file for future reconciliation of the purchase card statement.
  2. Description, business purpose, and account code for purchase shall be written on itemized vendor’s receipts.
  3. Cardholders are expressly prohibited from splitting orders as a way to circumvent the $1000 limitation.
Payment of procurement card charges:
  1. The direct supervisor will ensure that sufficient funds are available to pay for every purchase.
  2. Allocation of purchases shall be done on a weekly basis in the program. It is the cardholder’s responsibility to assign the correct account number to each item on the statement. Weekly allocation will allow for timely posting to the General Ledger. Failure to allocate may result in the card being suspended.
  3. Undocumented or Lost Receipts (telephone orders) may be approved by completing the Lost Receipt Form and signed by the direct supervisor.
  4. When meals are purchased, itemized receipts are required. Name of attendees and the occasion/purpose are required on the receipt.
  5. The cardholder will receive from purchasing a printed statement on a monthly basis and will reconcile the monthly statement with the receipts and sign as correct.
  6. The cardholder and direct supervisor will review the reconciled statement, mark the statement as “Approved for payment”, sign and return the original printed statement to Financial Services with receipts on a timely basis (within 10 working days).
  7. Financial Services is responsible for auditing all purchases and will investigate any purchase that appears to be in violation of City policy and will recommend any remedial action that appears to be necessary to correct said violation. Random purchases will also be selected by the Purchasing Manager for closer scrutiny and all documentation for that purchase will be reviewed.
  8. Any disputed transactions are to be referred to the Purchasing Manager for handling. The cardholder will need to work with the Purchasing Manager to handle these issues including calling Bank of America.
  9. Any purchase of a gift card for any reason must be pre-approved by the Purchasing Manager. Gift cards could have taxable consequences for employees receiving them and therefore must be tracked by Financial Services for proper handling.
  10. Accidental or inappropriate use of the p-card should be documented on the Reimbursement Form and signed by the direct supervisor. Notify Purchasing Manager by email of misuse. Attach a copy of the form to monthly statement.
  11. All payments shall go to Customer Service for deposit and receipt shall be attached to this form.
Check Request Process

Per the purchasing policy, Purchasing Cards can be used to make purchases of items under $1,000. Purchases of items over $1,000 should be initiated with a Purchase Order Requisition. A third mechanism for paying City expenses is via the use of a Check Request.

Check requests are commonly used to pay for expenses such as services, utilities, memberships, travel expenses, subscriptions, etc. Purchase of items should generally either be paid for with a Purchasing Card or via a Purchase Order.

The Check Request is prepared by the department expending the funds. An invoice should be attached to the Check Request. The Finance Department requires one Check Request per invoice. After the Check Request has been approved/signed by an authorized person at the department level (Department Head or his/her designee), the Check Request is then sent to the Finance Department for payment.

In the Finance Department, the Check Request is approved by the Finance Manager or Accounting Technician. Payments are processed by Friday for all Check Requests received by Wednesday at noon of the same week.


Check Request Process and Example (PDF)

Check Request Process and Example (EXCEL)

The City Council and Management Team meet at an annual Budget Retreat held for the purpose of establishing goals and priorities for the City’s Budget.

In preparation for this Retreat, the City’s Finance Staff contracted with a consultant to prepare a comprehensive 10-Year Capital Improvement Plan (CIP) for both the General Fund and the Water and Sewer Fund. The CIP helps guide funding priorities in the upcoming city budget.

Additionally, the City’s Management Team meets with the City’s Boards and Commissions for goal setting sessions and with their own department to clarify and establish goals. Goals from the Boards and Commissions are presented to City Council to request city funding.

Each department manager begins considering the personnel needed, operational costs, and capital outlay associated with performing the goals as set forth by City Council. Budget staff prepare and have available on the City’s server budgetary request forms in accordance with the Budget Calendar.

Upon return of the completed forms and departmental input of budget requests, the City Manager and Budget Team meet with each member of the City's Management Team to review their respective budget requests and justifications. The City Manager and Budget Team then evaluate each department's request for personnel, operational items, and capital outlay. The evaluation process is detailed and time-consuming. For each department, every line item justification is reviewed in light of the departmental goals and needs. Any additional personnel must be justified by the department and then assessed by Human Resources and Finance for need and appropriate staffing. Operational items are usually held to an increase no greater than that of the inflation rate.

A large impact on budgetary dollars is the amount spent on capital outlay. All departments submit a ten-year capital improvement program with each item justified and ranked as to priority. Every capital outlay item is reviewed regarding need and whether the capital acquisition assists in accomplishing the stated goals. The budget document is then assembled using a file downloaded from the financial system and combined with personal computer spreadsheets and word processing files.

The Budget Message is prepared by the City Manager with highlights of the major budgetary discussions with supporting analyses for their recommendations.

The availability of the budget document, before and after adoption, is made known through published newspaper notices and announcements at regularly scheduled Council meetings. Additionally, the recommended and adopted budget document is accessible for downloading through the City’s web site at salisburync.gov/Finance.

The City Manager submits the budget to City Council and, after proper public notice, the City Council conducts a public hearing and budget work sessions. The City Council then adopts the budget through the passage of an ordinance by June 30.

During the fiscal year, the City Manager holds quarterly meetings with the City’s Management Team to discuss budget-to-actual variances, along with any un-budgeted expenses that have been identified after the budget adoption.

At this point, the cycle begins again for the budgetary process. The various Boards and Commissions meet for their goal setting sessions while the City is gathering input from its citizens via surveys and group meetings.

This policy establishes procedures for authorization of travel and other expenses by City employees, elected officials, and appointed officials for the purpose of conducting City business, and to establish procedures for reimbursement of the cost of authorized travel and other expenses. Any employee or City official traveling on official business is expected to exercise the same care in incurring expenses that a prudent person would exercise if traveling on personal business and expending personal funds.

Travel Policy (PDF)

The City sometimes auctions old equipment and/or vehicles on the thrird-party site GovDeals.

Visit GovDeals

Health & Wellness Logo

Health & Wellness

Clinic Services (PDF)
Clinic Hours

As we begin seeing more cases of COVID-19 in our community, the City of Salisbury Employee Wellness Clinic nurse practitioner will be managing most visits by phone over the next couple of weeks.

Schedule An Appointment

Please make an appointment at timecenter.com/cityofsalisbury for a triage phone call, or call the office at (704) 216-7541.

COVID-19 Response

If you have non-urgent visits planned to your primary care provider for medication refills, consider calling and rescheduling until after the peak exposure time has decreased. Instead, please contact our nurse practitioner; she can refill medications for you to avoid exposure at your doctor’s office.

At this time, the City of Salisbury Employee Wellness Clinic cannot see or test any employees experiencing Flu (A/B/COVID-19) or flu-like cold symptoms: cough, fever, sore throat, shortness of breath, chills, runny nose, diarrhea. Employees with any of these symptoms should follow these CDC guidelines:

  • Mildly ill patients should stay home and contact their healthcare provider by phone for guidance about clinical management.
  • Patients who have severe symptoms, such as difficulty breathing, should seek emergency room care immediately
  • Patients over the age of 60 and individuals who have underlying medical conditions or are immunocompromised should contact their physician early in the course of even mild illness.

If you are unsure about your symptoms, you can use the CDC symptom checker for guidance: https://www.cdc.gov/coronavirus/2019-ncov/symptoms-testing/index.html.

Testing sites for COVID-19 are limited to patients who meet certain criteria. The Rowan County Health Department is encouraging everyone to first contact your primary care office by telephone to be screened, and they will determine if you need testing. If you do not have a primary care provider, please call the Rowan County COVID-19 phone number: 980-432-1800 and they will provide direction.

These are the CDC resources for managing COVID-19 in your home:

  • https://www.cdc.gov/coronavirus/2019-ncov/hcp/guidance-prevent-spread.html
  • https://www.cdc.gov/coronavirus/2019-ncov/if-you-are-sick/steps-when-sick.html
  • https://www.cdc.gov/coronavirus/2019-ncov/prepare/cleaning-disinfection.html

When in doubt, even if you think it’s just allergies, stay home, isolate yourself and call for guidance. That’s the key to keeping the spread minimal. We will get through this together.

SMART Plan

Need help getting your New Year’s resolution to stick this year? The key is to make a realistic plan with specific goals and measurable outcomes.
Becky Noell, our Wellness Nurse Practitioner can help you succeed!
If you would like some help setting up your SMART plan, make a regular appointment and Becky will spend 30 minutes one-on-one going over your goals and how to make your plan realistic and simple to follow. You can do this any time throughout the year but it may be especially helpful to do in the next couple of weeks and then use the January Jumpstart Challenge to keep you motivated and on track.

Better Health Through Better Living!

Volunteer on this internal, employee-driven committee to help improve the overall health and wellness of yourself and your co-workers!

  • Assist with the Benefits Fair!
  • Share your ideas on health!
  • Help others achieve wellness!
It's easy to sign up
  1. Get your supervisor's approval (plus be employed at least 6 months and meets satisfactory performance)
  2. Email: WellnessCommittee@salisburync.gov
Committment & expectations:
  • Must attend all meetings (Meetings are 3rd Wednesday of each month, at 10 a.m. in HR conference room, 2nd floor of COB)
  • Must serve on the committee for 1 year
  • Member must actively contribute to meetings/events
Join Us On Facebook!

'Like' the idea of a healthier lifestyle?
'Like' us on Facebook for Tips & tricks to a healthier you!

How Do I Join?

Search "Salisbury Employees Health & Wellness"
or go directly to
URL: facebook.com/groups/COSWellness

Questions?

Email: WellnessCommittee@salisburync.gov

  • Challenges & Program Updates
  • Cooking Tips & Recipes
  • Benefits Fair Information
  • Healthy Routine Suggestions
  • Accountability Tool
What is EAP?

FREE and CONFIDENTIAL assistance to employees dealing with challenges of everyday living.

  • Offers help for personal and/or professional concerns
  • Free and confidential, 24 hours a day, 7 days a week
  • Provides work-life resources for issues including legal and financial
How can I access EAP services?

You can access your Employee Assistance Program & Work-Life Services two ways:

  1. Call 1-800-633-3353
  2. Visit www.mygroup.com
    Click on My Portal Login- Work-Life
    User Name: salisbury1753
    Password: guest
Who is eligible for HealthMapRx?

City of Salisbury employees, dependents or retirees currently covered by health insurance, if taking medicine for diabetes or pre-diabetes.

Why sign up for HealthMapRx?
  • Cash incentive $120 per year
  • Co-pay waiver at 100% for diabetic medications
  • One-on-one meetings with a Care Manager
How do I sign up for Health Map Rx?
Download Policy Manual (PDF)

The goal of the City of Salisbury is to offer a comprehensive benefits package that will meet the needs of our employees and their families. This following is a benefits summary that provides an overview of the available benefits for City of Salisbury employees and their families. For further details, download the .pdf above or visit the Mark III Employee Benefits Website.

Download Member Guide (PDF`)
Medical

The City of Salisbury is pleased to offer you a choice of two medical benefit plans. The plans are both Preferred Provider Organization plans (PPO). The plans are PPO Base and PPO Buy-up. The PPO Base plan has a less rich benefit design than the PPO Buy-up plan, and it has a lower corresponding payroll deduction amount.

Dental

The City’s dental benefits allow you to choose a participating dentist in the BCBSNC network. If you choose to use a non-participating dentist, BCSBNC will pay you, the employee, directly. You may have to pay your dentist up front and wait on your reimbursement from BCBSNC. Your dental coverage is tied to your medical election.

Life Insurance

The City of Salisbury provides, at no charge to the employee, a life insurance policy in the amount of the employee's annual salary rounded up to the nearest thousand (not to exceed $200,000). Additional life insurance is available for the employee and family members through payroll deduction.

Holidays

The City of Salisbury offers the following paid holidays:

  • New Year’s Day
  • Dr. Martin Luther King, Jr. Day
  • President’s Day
  • Good Friday
  • Memorial Day
  • Independence Day
  • Labor Day
  • Veteran’s Day
  • Thanksgiving Day
  • Day after Thanksgiving Day
  • Christmas (3 days)
Leave
Annual

Annual leave provides you time for vacationing, rest, relaxation or to conduct personal affairs. Full pay, benefits, and the accrual of leave time continue during annual leave. For each calendar month you are employed full time, you accrue Annual Leave time according to your length of service. Fire and Police are not eligible for holiday pay, and therefore accrue annual leave at a higher rate.

Sick

Sick leave is to be used for employee illness or disability or that of a member of the immediate family or a parent, child or spouse living outside the household who requires the employee’s personal care or attention.

Bereavement

Employees are entitled up to three (3) consecutive days off with pay for the funeral of an immediate family relative: (mother, father, guardian, sister, brother, spouse, domestic partner, child, aunt, uncle, nephew, niece, mother-in-law, father-in-law, grandparent, or grandchild, plus combinations of half, step, in-law, and adopted relationships that can be derived from those named.

Employees are entitled to one (1) day for the death of a relative other than an immediate family member.

Employees are entitled to four (4) hours to attend the funeral of a co-worker.

Flex Spending Accounts

Flexible spending accounts allow you to redirect a portion of your taxable income in order to receive nontaxable benefits. You can set aside pretax dollars to reimburse yourself for qualified health care expenses and/or dependent day care expenses.

Wellness
Nurse Practitioner

The City of Salisbury is committed to giving you the programs and benefits you need to take good care of yourself and your family. As a participant in the City of Salisbury’s BCBSNC Health Plan you may obtain services from the onsite Nurse Practitioner at no charge without using any leave accrual. The Nurse Practitioner is located in the Customer Service Center, 1415 S Martin Luther King Jr Ave, Salisbury, NC 28144.

Wellness Health Program

Wellness Health Program offers a variety of programs to help you take control of your health:

  • blood pressure screenings
  • weight management
  • tobacco cessation
  • quarterly health challenges
  • wellness education programs
Wellness Center

The Wellness Center, operated by the City of Salisbury's Nurse Practiotioner as part of the Wellness Health Program, is located at 1415 S. Martin Luther King Jr. Ave, Salisbury, NC 28144.

To schedule your clinic appointment, please visit: timecenter.com/cityofsalisbury or call (704) 638-5217 between the hours of 8:30 am and 5:00 pm.

Retirement
Retirement

Full-time employees and employees who work 1000 hours or more per year automatically become a member of the North Carolina Local Government Retirement System. Employers and employee required contributions are mandated by state legislature. The employee’s share of the cost is 6% and is automatically deducted from the employee’s paycheck. Employees are vested with five years of creditable service.

401K

As a part of the total compensation package, employees who work over 20 hours per week on a regular basis will receive an employer contribution of 3% of their annual salary to the NC401(k) Plan. An employee can elect to contribute up to 100% of compensation or $18,500 annually to the plan (whichever is lower). By participating in the NC401(k) Plan, an employee has the opportunity to build savings while reducing today's taxes.

An employee’s contributions to the Plan are deducted directly from his/her paycheck before taxes are calculated. This means the employees current taxable income is reduced and the amount of taxes he/she pays on his/her income is also reduced. Prudential Financial 401(k) services is the plan administrator. Employees can call the 401(k) Action Line toll-free (866) NC401K1 or visit the web site at a href="http://www.prudential.com/ncplans">www.prudential.com/ncplans.

457

The Deferred Compensation Program also known by the Internal Revenue Code, 457, is a tax-deferred program designed to help you save for retirement through payroll deduction. Under IRS guidelines, an employee may defer up to 100% or $18,500 annually to the 457 plan (whichever is lower). Employees are permitted to participate in both the 401-K Plan and the 457 plan. Each plan has an annual limit non-inclusive of the counter plan.

Contact Information
Medical and Prescription Drugs
Blue Cross Blue Shield of North Carolina (BCBSNC)

PO Box 35
Durham, NC 27702-0035
www.bcbsnc.com
1 (877) 258-3334

Dental
Blue Cross Blue Shield of North Carolina

PO Box 2100
Winston-Salem, NC 27102
www.bcbsnc.com
1 (800) 305-6638

Vision
Blue Cross Blue Shield of North Carolina (BCBSNC)

PO Box 35
Durham, NC 27702-0035
www.bcbsnc.com
1 (877) 258-3334

Life Insurance
Lincoln Financial Group

PO Box 2609
Omaha, NE 68103-2609
www.lfg.com
1 (800) 423-2765

Flex Spending Account
Flores & Associates, LLC

PO Box 31397
Charlotte, NC 28231-1397
www.flores-associates.com
(704) 335-8211

Retirement
NC Retirement System

325 North Salisbury St.
Raleigh, NC 27603-1385
www.myncretirement.com
(919) 807-3050 or (877) 627-3287 toll free

NC 401(k) Plan
Prudential Financial, Inc.

Kelly Martindale — Retirement Education Counselor
Kelly.Martindale@prudential.com
www.prudential.com/ncplans
(910) 949-3366


Human Resources Logo

Human Resources

Visit Self-Service Portal

 

The City of Salisbury provides employees with a self-service portal to access their confidential info:

  • Pay/Tax Information
  • Personal Information (Address, Home Phone, Etc.)
  • Accrual Balance (Annual/Sick)

You can also see all current open positions.

How to Use Employee Self-Service (PDF)

The self-service portal has a unique login and password that DO NOT match your city network login and password.

Your login is a combination of the first initial of your first name, your last name, and the last 4 numbers of your social security number. For example, Joe Smith 123456789 would have a username of jsmith6789

Don't remember your password? Email humanresources@salisburync.gov for assistance.

Job Classification Grade Minimum Mid Maximum FLSA Essential/Nonessential
Accountant I 17 35,935.03 46,715.54 57,496.04 Non-Exempt Non-essential
Accountant II 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Accounting Technician I 14 31,042.03 40,354.64 49,667.24 Non-Exempt Non-essential
Accounting Technician II 15 32,594.13 42,372.37 52,150.61 Non-Exempt Non-essential
Administrative Services Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Administrative Services Manager 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Administrative Specialist 15 32,594.13 42,372.37 52,150.61 Non-Exempt Non-essential
Assistant Systems Manager Administrator 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Assistant Utilities Director 28 61,461.09 79,899.42 98,337.74 Exempt Essential
Automated Metering Infrastructure (AMI) Technician I 11 26,815.27 34,859.85 42,904.44 Non-Exempt Non-essential
Automated Metering Infrastructure (AMI) Technician II 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
Automated Metering Infrastructure (AMI) Supervisor 19 39,618.37 51,503.88 63,389.39 Non-Exempt Non-essential
Arborist 17 35,935.03 46,715.54 57,496.04 Non-Exempt Essential
Assistant City Manager 34 82,363.75 107,072.87 131,781.99 Exempt Essential
Assistant Fire Marshall 20 41,599.29 54,079.07 66,558.86 Non-Exempt Essential
Assistant Public Garden Manager 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-Essential
Assistant Public Services Director 28 61,461.09 79,899.42 98,337.74 Exempt Essential
Automotive Service Technician 11 26,815.27 34,859.85 42,904.44 Non-Exempt Essential
BackFlow Program Coordinator 15 32,594.13 42,372.37 52,150.61 Non-Exempt Non-essential
Battalion Chief 25F 54,385.00 70,700.50 87,016.00 Varies Essential
Battalion Chief- Administration 25F 54,385.00 70,700.50 87,016.00 Exempt Essential
Battalion Chief- Operations 25F 54,385.00 70,700.50 87,016.00 Non-Exempt Essential
Battalion Chief/Fire Marshal 25F 54,385.00 70,700.50 87,016.00 Exempt Essential
Budget & Benchmarking Analyst 23 48,156.38 62,603.29 77,050.20 Exempt Non-essential
Budget & Performance Manager 27 58,534.37 76,094.69 93,655.00 Exempt Non-essential
Business Systems Analyst 23 48,156.38 62,603.29 77,050.20 Exempt Essential
Cemetery Coordinator 19 39,618.37 51,503.88 63,389.39 Exempt Non-essential
Chemist 18 37,731.77 49,051.31 60,370.84 Exempt Non-essential for Wastewater, Essential for Water
City Attorney 34 82,363.75 107,072.87 131,781.99 Exempt Non-essential
City Clerk 20 41,599.29 54,079.07 66,558.86 Exempt Non-essential
City Engineer 31 71,148.89 92,493.56 113,838.24 Exempt Essential
Code Enforcement Officer 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-essential
Code Enforcement Officer Senior 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Code Services Manager 22 45,863.22 59,622.18 73,381.14 Exempt Non-essential
Communications Specialist 17 35,935.03 46,715.54 57,496.04 Exempt Non-essential
Communications Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Crew Leader 16 34,223.83 44,490.99 54,758.14 Non-Exempt Essential
Crime Analyst 20 41,599.29 54,079.07 66,558.86 Non-Exempt Non-essential
Customer Service Manager 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Customer Service Representative I 8 23,164.04 30,113.25 37,062.47 Non-Exempt Non-essential
Customer Service Representative II 10 25,538.35 33,199.86 40,861.36 Non-Exempt Non-essential
Deputy Clerk 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Deputy Police Chief 28 61,461.09 79,899.42 98,337.74 Exempt Essential
Development Services Coordinator 17 35,935.03 46,715.54 57,496.04 Non-Exempt Non-essential
Development Services Manager 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Development Services Specialist 20 41,599.29 54,079.07 66,558.86 Non-Exempt Non-essential
Development Technician 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
Downtown Development Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Engineer I 21 43,679.25 56,783.02 69,886.80 Exempt Non-essential
Engineer II 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Engineer III 27 58,534.37 76,094.69 93,655.00 Exempt Non-essential
Engineering Technician I 14 31,042.03 40,354.64 49,667.24 Non-Exempt Non-essential
Engineering Technician II 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-essential
Environmental Compliance Coordinator 20 41,599.29 54,079.07 66,558.86 Non-Exempt Non-essential
Environmental Service Manager 26 55,747.02 72,471.13 89,195.23 Exempt Non-essential
Equipment/Vehicle Service Technician 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Events Coordinator 18 37,731.77 49,051.31 60,370.84 Exempt Non-essential
Finance Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Financial Services Manager 28 61,461.09 79,899.42 98,337.74 Exempt Non-essential
Fire Captain 22F 47,292.00 61,479.60 75,667.20 Non-Exempt Essential
Fire Chief 31 71,148.89 92,493.56 113,838.24 Exempt Essential
Fire Control Specialist I 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Fire Control Specialist II 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Fire Division Chief - Administration 27 58,537.37 76,094.69 93655 Exempt Essential
Fire Division Chief - Fire Marshall 27 58,537.37 76,094.69 93655 Exempt Essential
Fire Division Chief - Operations 27 58,537.37 76,094.69 93655 Exempt Essential
Fire Engineer I 17F 37,300.00 48,490.00 59,680.00 Non-Exempt Essential
Fire Engineer II 18F 39,165.00 50,914.50 62,664.00 Non-Exempt Essential
Fire Lieutenant 21F 45,040.00 58,552.00 72,064.00 Non-Exempt Essential
Fire/Life Safety Education Specialist 17 35,935.03 46,715.54 57,496.04 Non-Exempt Non-Essential
Fleet Services Division Manager 23 48,156.38 62,603.29 77,050.20 Exempt Essential
Fleet Services Supervisor 19 39,618.37 51,503.88 63,389.39 Exempt Essential
FOG Inspector 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
FOG Program Coordinator 15 32,594.13 42,372.37 52,150.61 Non-Exempt Non-essential
GIS Manager 26 55,747.02 72,471.13 89,195.23 Exempt Non-essential
Help Desk Technician 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Housing Planner 21 43,679.25 56,783.02 69,886.80 Exempt Non-essential
Human Relations Manager 28 61,461.09 79,899.42 98,337.74 Exempt Non-essential
Human Resources Analyst I 20 41,599.29 54,079.07 66,558.86 Exempt Non-essential
Human Resources Analyst II 22 45,863.22 59,622.18 73,381.14 Exempt Non-essential
Human Resources Coordinator 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Human Resources Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Information Technology Architect 26 55,747.02 72,471.13 89,195.23 Exempt Essential
Information Technology Manager 28 61,461.09 79,899.42 98,337.74 Exempt Essential
Intern 1 16,462.25 21,400.93 26,339.60 Non-Exempt Non-essential
Laboratory Services Supervisor 22 45,863.22 59,622.18 73,381.14 Exempt Non-essential
Laboratory Analyst I 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Laboratory Analyst II 16 34,223.83 44,490.99 54,758.14 Non-Exempt Essential
Lead Mechanic 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Lead Water Treatment Plant Operator 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Lead Wastewater Treatment Plant Operator 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Mail Coordinator 7 22,060.99 28,679.28 35,297.58 Non-Exempt Non-essential
Maintenance Supervisor 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Maintenance Technician 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Maintenance Worker I 6 21,010.46 27,313.60 33,616.74 Non-Exempt Essential
Maintenance Worker I (NEW P/S & SRU) 9 24,322.24 31,618.91 38,915.58 Non-Exempt Essential
Maintenance Worker II 9 24,322.24 31,618.91 38,915.58 Non-Exempt Essential
Maintenance Worker II (NEW P/S & SRU) 11 26,815.27 34,859.85 42,904.44 Non-Exempt Essential
Maintenance Worker III 13 29,563.84 38,432.98 47,302.14 Non-Exempt Essential
Management Analyst 22 45,863.22 59,622.18 73,381.14 Exempt Non-essential
Maintenance Operations Manager 19 39,618.37 51,503.88 63,389.39 Exempt Essential
Master Police Officer 18P 43,391.54 56,409.00 69,426.46 Non-Exempt Essential
Mechanic 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential, Non-essential for Transit
Network Administrator 24 50,564.19 65,733.45 80,902.71 Exempt Essential
Parking Control Specialist 9 24,322.24 31,618.91 38,915.58 Non-Exempt Non-essential
Parks & Recreation Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Parts Supervisor 16 34,223.83 44,490.99 54,758.14 Non-Exempt Essential
Planner 20 41,599.29 54,079.07 66,558.86 Non-Exempt Non-essential
Planning & Community Development Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Plants Operation Manager 26 55,747.02 72,471.13 89,195.23 Exempt Essential
Police Captain 26P 61,321.72 79,718.23 98,114.75 Exempt Essential
Police Chief 31 71,148.89 92,493.56 113,838.24 Exempt Essential
Police Community Resource Specialist 20 41,599.29 54,079.07 66,558.86 Non-Exempt Essential
Police Corporal 19P 45,561.13 59,229.46 72,897.80 Non-Exempt Essential
Police Evidence and Property Custodian 11 26,815.27 34,859.85 42,904.44 Non-Exempt Non-essential
Police Lieutenant 24P 55,620.61 72,306.80 88,992.98 Exempt Essential
Police Officer I 16P 39,357.40 51,164.62 62,971.84 Non-Exempt Essential
Police Officer II 17P 41,325.28 53,722.87 66,120.45 Non-Exempt Essential
Police Records Clerk 10 25,538.35 33,199.86 40,861.36 Non-Exempt Non-essential
Police Records Manager 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Police Sergeant 21P 47,839.18 62,190.93 76,542.69 Non-Exempt Essential
Pretreatment Coordinator 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-essential
Preventative Maintenance Manager 22 45,863.22 59,622.18 73,381.14 Exempt Essential
Project Manager - Facilities 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Project Manager - Landscape 25 53,092.39 69,020.10 84,947.82 Exempt Non-essential
Project Manager - Utilities 26 55,747.02 72,471.13 89,195.23 Exempt Non-essential
Project Manager - Utilities Engineering 246 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Project Safe Rowan Community Resource Specialist 20 41,599.29 54,079.07 66,558.86 Non-Exempt Non-essential
Public Garden Manager 19 39,618.37 51,503.88 63,389.39 Non-Exempt Non-essential
Public Works Director 31 71,148.89 92,493.56 113,838.24 Exempt Essential
Public Works Administrative Services Manager 23 48,156.38 62,603.29 77,050.2 Exempt Essential
Public Works Business Analyst 19 39,618.37 51,503.88 63,389.39 Exempt Non-Essential
Public Works Internal Services Manager 24 50,564.19 65,733.45 80,902.71 Exempt Essential
Public Works Technician I 17 35,935.03 46,715.54 57,496.04 Non-Exempt Essential
Purchasing Coordinator 18 37,731.77 49,051.31 60,370.84 Exempt Non-Essential
Radio Systems Technician 16 34,223.83 44,490.99 54,758.14 Non-Exempt Essential
Records Clerk/IT Technician 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Recreation Aide 6 21,010.46 27,313.60 33,616.74 Non-Exempt Non-essential
Recreation Coordinator 19 39,618.37 51,503.88 63,389.39 Exempt Non-essential
Recreation Program Manager 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Recreation Specialist 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
Regulatory Compliance Technician 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
Residuals Operator 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential
Risk Manager 23 48,156.38 62,603.29 77,050.20 Exempt Non-Essential
Seasonal Worker 6 21,010.46 27,313.60 33,616.74 Non-Exempt Essential
Senior Administrative Specialist 17 35,935.03 46,715.54 57,496.04 Non-Exempt Non-essential P/S: Essential
Senior Automated Metering Infrastruture (AMI) Technician 14 31,042.03 40,354.64 49,667.24 Non-Exempt Non-essential
Senior Customer Service Representative 12 28,156.03 36,602.84 45,049.65 Non-Exempt Non-essential
Senior Engineer 28 61,461.09 79,899.42 98,337.74 Exempt Non-essential
Senior Maintenance Operations Manager 22 45,863.22 59,622.18 73,381.14 Exempt Essential
Senior Maintenance Supervisor 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Senior Maintenance Worker 11 26,815.27 34,859.85 42,904.44 Non-Exempt Essential
Senior Maintenance Worker (NEW P/S & SRU) 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Senior Management Analyst 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Senior Office Assistant 13 29,563.84 38,432.98 47,302.14 Non-Exempt Non-essential P/S: Essential
Senior Planner 22 45,863.22 59,622.18 73,381.14 Exempt Non-essential
Senior Residuals Operator 15 32,594.13 42,372.37 52,150.61 Non-Exempt Non-essential
Senior Systems Analyst 24 50,564.19 65,733.45 80,902.71 Exempt Non-essential
Senior Utility Instrumentation & Controls Technician 21 43,679.25 56,783.02 69,886.80 Non-Exempt Essential
Senior Utility Maintenance Technician 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Senior Wastewater Treatment Plant Operator 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Senior Water Treatment Plant Operator 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Service Distribution Manager 22 45,863.22 59,622.18 73,381.14 Exempt Essential
Stormwater Technician I 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-essential
Stormwater Technician II 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Summer Youth Employment 1 16,462.25 21,400.93 26,339.60 Non-Exempt Non-essential
Systems Analyst I 21 43,679.25 56,783.02 69,886.80 Exempt Essential - SRU & Comm: Non-essential
Systems Analyst II 24 50,564.19 65,733.45 80,902.71 Exempt Essential - SRU & Comm: Non-essential
Telecommunications Manager 26 55,747.02 72,471.13 89,195.23 Exempt Essential
Telecommunications Technician 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Traffic Signal Technician I 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Traffic Signal Technician II 16 34,223.83 44,490.99 54,758.14 Non-Exempt Essential
Transit Director 30 67,760.85 88,089.11 108,417.36 Exempt Essential
Transit Dispatcher 12 28,156.03 36,602.84 45,049.65 Non-Exempt Non-Essential
Transit Fleet Supervisor 17 35,935.03 46,715.54 57,496.04 Non-Exempt Non-essential
Transit Operator 10 25,538.35 33,199.86 40,861.36 Non-Exempt Non-essential
Transit Service Worker/Transit Operator 10 25,538.35 33,199.86 40,861.36 Non-Exempt Non-essential
Transit Planner/Operations Supervisor 22 45,863.22 59,622.18 73,381.14 Non-Exempt Non-essential
Urban Design Planner 23 48,156.38 62,603.29 77,050.20 Exempt Non-essential
Utilities Construction Inspector 18 37,731.77 49,051.31 60,370.84 Non-Exempt Non-essential
Utilities Director 31 71,148.89 92,493.56 113,838.24 Exempt Essential
Utilities Engineering Manager 26 55,747.02 72,471.13 89,195.23 Exempt Non-essential
Utilities Locator 14 31,042.03 40,354.64 49,667.24 Non-Exempt Essential
Utilities Systems Manager 26 55,747.02 72,471.13 89,195.23 Exempt Essential
Utility Instrumentation & Controls Technician 18 37,731.77 49,051.31 60,370.84 Non-Exempt Essential
Utility Maintenance Technician 14 31,042.03 40,354.64 49,667.24 Non-Exempt Non-essential
Utility Maintenance Coordinator 20 41,599.29 54,079.07 66,558.86 Non-Exempt Essential
Victim Witness Advocate 18P 43,391.54 56,409.00 69,426.46 Non-Exempt Non-essential
Utilities Maintenance Supervisor 21 43,679.25 56,783.02 69,886.80 Exempt Essential
Warehouse Technician 16 34,223.83 44,490.99 54,758.14 Non-Exempt Non-essential
Wastewater Treatment Plant Operator 13 29,563.84 38,432.98 47,302.14 Non-Exempt Essential
Water Quality Technician I 13 29,563.84 38,432.98 47,302.14 Non-Exempt Essential
Water Quality Technician II 15 32,594.13 42,372.37 52,150.61 Non-Exempt Essential
Water Quality Technician III 17 35,935.03 46,715.54 57,496.04 Non-Exempt Essential
Wastewater Treatment Plant Supervisor/ORC 22 45,863.22 59,622.18 73,381.14 Non-Exempt Essential
Wastewater Treatment Plant Operator 13 29,563.84 38,432.98 47,302.14 Non-Exempt Essential
Web & Marketing Coordinator 21 43,679.25 56,783.02 69,886.80 Exempt Non-essential

Check on what positions in the City of Salisbury are currently open:

Current Open Positions
Executime Rollout:

Departments are divided into groups, each with specific start dates.

GROUP 1

12/12/2020 - START USING EXECUTIME

12/28/2020 - PAYROLL TRANSFER

Group 1 includes:

  • Administration & I.T.
  • Communications
  • Downtown Development
  • Engineering
  • Finance & Customer Service
  • Human Resources
  • Planning, Code & Development Services
  • Parks & Recreation

 

GROUP 2

12/26/2020 - START USING EXECUTIME

1/11/2020 - PAYROLL TRANSFER

Group 2 includes:

  • Public Works
  • SRU
  • Transit

 

GROUP 3

1/23/2020 - START USING EXECUTIME

2/8/2020 - PAYROLL TRANSFER

Group 3 includes:

  • Police

 

GROUP 4

1/23/2020 - START USING EXECUTIME

2/8/2020 - PAYROLL TRANSFER

Group 4 includes:

  • Fire

 


Frequently Asked Questions:
Download FAQs (PDF)

Q: What is ExecuTime?
A: ExecuTime is the new, technology-based time-entry, attendance and payroll system to which the City will transition in October.
Q: Why are we transitioning to this new system? We’re used to the current payroll system.
A: The City has used a paper-based time entry and payroll system for many years. Salisbury is one of a very few municipalities that still use paper forms to track attendance. In addition, departments spend an excessive amount of time processing the forms every other week that could be better used for other tasks. The new time entry and payroll system is expected to reduce paper, reduce payroll processing time, and provide for a more accurate and efficient way to document employee work hours.
Q; I’m not comfortable using a computer.
A: The end goal after this transition is that all employees are paid accurately and on time. All employees will be trained on how to use ExecuTime accurately. If you are still unsure of the clock in/clock out procedures after training, please direct your questions to your direct supervisor or Human Resources, immediately. Inaccurate time entry could result in an incorrect or missing paycheck.
Q: How will I enter my time?
A: Time entry will vary based on employee employment classification:
  • Non – exempt (hourly) employees will clock-in and out online or via the actual time clock, including going to and coming back from lunch
  • Fire/Police 207k employees will clock-in and out as they arrive to and leave work
  • Exempt (salaried) employees will only enter time exceptions, such as annual leave, sick leave, etc. ExecuTime will automatically account for all holidays
Q: Do I have to come into the office to clock in and clock out? What about when I work from home?
A: ExecuTime is web-based, and can be accessed via a computer or smartphone to clock in and out. You do not have to be in the office to access the system.
Q: Who will and how will we train our employees to accurately use ExecuTime?
A: Supervisors will be responsible for much of this transition and the accuracy of time entry by their employees. It is important that supervisors understand their role fully, to include:
  • Training all employees who report to them.
  • Reminding employees to clock-in/clock-out, as well as approving each employee’s time and releasing it to payroll.
  • Transit supervisors will be responsible for allocating time to different cost centers. SRU, Public Works, and Parks & Recreation employees will enter the cost center themselves.

Department Heads:

  • Approving time entry for their direct reports and releasing it to payroll.
  • Designating one (1) secondary approver. In a situation where the department head is out of the office, the secondary will approve all of the department head’s reports. The secondary approver’s time will go to payroll for processing.
Q: When will ExecuTime training begin?
A: ExecuTime training has already started for some employees. Training for supervisors will continue over the next month.
Q: When will ExecuTime begin?
A: Members of various departments will begin to use ExecuTime on December 12, 2020. Other departments will gradually begin to use the system through January 2021.
Q: Who is responsible for approving my time card?
A: Direct supervisors will approve all time entries.
MOST FREQUENT CONCERNS:
CLOCKING IN/CLOCKING OUT
Q: After I click “Clock in” on the time clock the display read “clock-in stored.” What does this mean?
A: “Clock-in stored” is displayed when the clock is unable to communicate with the server. Although it is displaying this message, the clock is storing your clock in/out transaction. Once the connection to the server is restored, your clock in/out transaction will be transferred. DO NOT CLOCK IN A SECOND TIME. Please verify that your hours transferred over correctly before approving your timecard.
Q: What should I do if I forget to clock-in?
A: If you forget to clock-in please clock-in as soon as possible. Next follow-up with your supervisor immediately so that your time can be adjusted in ExecuTime.
Q: I tried to clock-in but the system says, “You are already clocked in.” What do I do?
A: You are receiving this message because you did not clock out the previous night/day. You will need to clock-out and then clock-in. Next, follow-up with your supervisor immediately so that your time can be adjusted in ExecuTime.
Q: How do I convert standard time to Executime (military time)?
A: A quick rule of thumb for converting standard time to military time (which is what Executime uses) is: If you want to convert standard time to military time, add 1200 to any time from 1:00pm to 11:00pm. So if you want to say 6:30pm in military lingo, add 1200 to 6:30 to get 1830.
From 0000 to 1200 is essentially the same as Standard Time From 1300 to 2400 - subtract 1200 to get the standard time.
Time Conversion Table (PDF)
Military Time Regular Time
0000 12:00 A.M. Midnight
0100 1:00 A.M.
0200 2:00 A.M.
0300 3:00 A.M.
0400 4:00 A.M.
0500 5:00 A.M.
0600 6:00 A.M.
0700 7:00 A.M.
0800 8:00 A.M.
0900 9:00 A.M.
1000 10:00 A.M.
1100 11:00 A.M.
1200 12:00 P.M. noon
1300 1:00 P.M.
1400 2:00 P.M.
1500 3:00 P.M.
1600 4:00 P.M.
1700 5:00 P.M.
1800 6:00 P.M.
1900 7:00 P.M.
2000 8:00 P.M.
2100 9:00 P.M.
2200 10:00 P.M.
2300 11:00 P.M.
0000 12:00 A.M. Midnight

Click on a policy name to open the corresponding document.


1. Introduction
1.0 City Manager's Welcome
1.1 At Will Employment
2. Introductory Language and Policies
2.1 About the Organization
2.2 The Salisbury Way
2.3 Mission, Vision and Core Values
2.4 Organization
2.5 Organization Facilities
2.6 Revisions to Manual
3. Hiring and Orientation Policies
3.1 Equal Employment Opportunity Policy
3.2 Harassment Policy
3.3 Disability Accommodation
3.4 Religious Accommodation
3.5 Posting and Screening of Openings
3.6 Conflicts of Interest
3.7 Nepotism and Romantic Relationship Policy
3.8 Job Descriptions
3.9 Newly Hired/Probationary Period
3.10 Training Program
3.11 Proof of Citizenship and Right to Work
4. Wage and Hour Policies
4.1 Fair Labor Standards Act
4.2 Pay Period
4.3 Payroll Deductions
4.4 Direct Deposit
4.5 Recording Time
4.6 Overtime Non-Exempt Employees
4.7 Call Back Policy
4.8 Attendance Policy
4.9 Job Abandonment
4.10 Travel and Expense Reimbursement
4.11 Rest and Meal Periods
5. Performance, Discipline, Layoffs and Termination
5.1 Performance Evaluation
5.2 Compensation
5.3 Promotions
5.4 Salary Increases
5.5 Transfers
5.6 Workforce Reductions (Layoffs)
5.7 Standards of Conduct
5.8 Criminal Activity - Arrests
5.9 Drug and Alcohol Policy Drug Testing Policy
5.10 Disciplinary Process
5.11 Problem Solving Procedure
5.12 Grievance Policy
5.13 Secondary Employment
5.14 Exit Interview
5.15 Post Employment Reference Policy
6. General Policies
6.1 Driving Record
6.2 Use of City Vehicles
6.3 Activities Outside Employment
6.4 Personnel and Medical Records
6.5 Employee Privacy and Right to Inspect
6.6 Information Technology Services (ITS)
6.7 Social Media
6.8 Employee Suggestions
6.9 Bulleting Boards TV Monitors
6.10 NonSolicitation Policy
6.11 Personal Appearance
6.12 Telephone Use
6.13 Personal Cell Phone Mobile Device Use
6.14 Mail Use
6.15 Off Duty Use of City Property or Premises
6.16 Security
6.17 Third Party Disclosures
6.18 Recycling Policy
6.19 Personal Data Changes
6.20 Severe Weather Policy
6.21 Flexible Work
7. Benefits
7.1 Regular Full Time Employees
7.2 Regular Part Time Employees
7.3 Temporary Employees
7.4 Health Insurance
7.5 Dental Insurance
7.6 Vision Care Insurance
7.7 Flex Spending Account
7.8 Disability Insurance
7.9 Life Insurance Policy
7.10 NC 401K and 457 Deferred Compensation Plan
7.11 Retirement
7.12 Leave Share
7.13 COBRA
7.14 Unemployment Compensation Insurance
7.15 Wellness
7.16 Employment Assistance Program (EAP)
7.17 Continuing Education Policy and Tuition Assistance
7.18 Holiday Pay
7.19 Vacation and Sick Leave
7.20 Requesting leaves of Absence
7.21 Family and Medical Leave of Absence Policy
7.22 Military Leave (USERRA)
7.23 Jury Duty and Witness Leave
7.24 Bereavement Leave
7.25 Mentor Partnership Leave
7.26 Administrative Leave
7.27 Education Leave
7.28 Workers' Compensation Coverage
8. Safety and Loss Prevention
8.1 General Safety Policy
8.2 Light or Modified Duty
8.3 Tobacco Use Policy
8.4 Policy Against Violence
9. Trade Secrets and Non-Competition
9.1 Employee Non Competition
9.2 Confidentiality and Non Disclosure of Trade Secrets
10. Customer Relations
10.1 Products and Services Knowledge
10.2 Customer Client and Visitor Relations
11. Closing Statement
11.1 Closing Statements
12. Acknowledgement of Receipt and Review
12.1 Acknowledgement of Receipt and Review
Download Policy Manual (PDF)

The goal of the City of Salisbury is to offer a comprehensive benefits package that will meet the needs of our employees and their families. This following is a benefits summary that provides an overview of the available benefits for City of Salisbury employees and their families. For further details, download the .pdf above or visit the Mark III Employee Benefits Website.

Download Member Guide (PDF`)
Medical

The City of Salisbury is pleased to offer you a choice of two medical benefit plans. The plans are both Preferred Provider Organization plans (PPO). The plans are PPO Base and PPO Buy-up. The PPO Base plan has a less rich benefit design than the PPO Buy-up plan, and it has a lower corresponding payroll deduction amount.

Dental

The City’s dental benefits allow you to choose a participating dentist in the BCBSNC network. If you choose to use a non-participating dentist, BCSBNC will pay you, the employee, directly. You may have to pay your dentist up front and wait on your reimbursement from BCBSNC. Your dental coverage is tied to your medical election.

Life Insurance

The City of Salisbury provides, at no charge to the employee, a life insurance policy in the amount of the employee's annual salary rounded up to the nearest thousand (not to exceed $200,000). Additional life insurance is available for the employee and family members through payroll deduction.

Holidays

The City of Salisbury offers the following paid holidays:

  • New Year’s Day
  • Dr. Martin Luther King, Jr. Day
  • President’s Day
  • Good Friday
  • Memorial Day
  • Independence Day
  • Labor Day
  • Veteran’s Day
  • Thanksgiving Day
  • Day after Thanksgiving Day
  • Christmas (3 days)
Leave
Annual

Annual leave provides you time for vacationing, rest, relaxation or to conduct personal affairs. Full pay, benefits, and the accrual of leave time continue during annual leave. For each calendar month you are employed full time, you accrue Annual Leave time according to your length of service. Fire and Police are not eligible for holiday pay, and therefore accrue annual leave at a higher rate.

Sick

Sick leave is to be used for employee illness or disability or that of a member of the immediate family or a parent, child or spouse living outside the household who requires the employee’s personal care or attention.

Bereavement

Employees are entitled up to three (3) consecutive days off with pay for the funeral of an immediate family relative: (mother, father, guardian, sister, brother, spouse, domestic partner, child, aunt, uncle, nephew, niece, mother-in-law, father-in-law, grandparent, or grandchild, plus combinations of half, step, in-law, and adopted relationships that can be derived from those named.

Employees are entitled to one (1) day for the death of a relative other than an immediate family member.

Employees are entitled to four (4) hours to attend the funeral of a co-worker.

Flex Spending Accounts

Flexible spending accounts allow you to redirect a portion of your taxable income in order to receive nontaxable benefits. You can set aside pretax dollars to reimburse yourself for qualified health care expenses and/or dependent day care expenses.

Wellness
Nurse Practitioner

The City of Salisbury is committed to giving you the programs and benefits you need to take good care of yourself and your family. As a participant in the City of Salisbury’s BCBSNC Health Plan you may obtain services from the onsite Nurse Practitioner at no charge without using any leave accrual. The Nurse Practitioner is located in the Customer Service Center, 1415 S Martin Luther King Jr Ave, Salisbury, NC 28144.

Wellness Health Program

Wellness Health Program offers a variety of programs to help you take control of your health:

  • blood pressure screenings
  • weight management
  • tobacco cessation
  • quarterly health challenges
  • wellness education programs
Wellness Center

The Wellness Center, operated by the City of Salisbury's Nurse Practiotioner as part of the Wellness Health Program, is located at 1415 S. Martin Luther King Jr. Ave, Salisbury, NC 28144.

To schedule your clinic appointment, please visit: timecenter.com/cityofsalisbury or call (704) 638-5217 between the hours of 8:30 am and 5:00 pm.

Retirement
Retirement

Full-time employees and employees who work 1000 hours or more per year automatically become a member of the North Carolina Local Government Retirement System. Employers and employee required contributions are mandated by state legislature. The employee’s share of the cost is 6% and is automatically deducted from the employee’s paycheck. Employees are vested with five years of creditable service.

401K

As a part of the total compensation package, employees who work over 20 hours per week on a regular basis will receive an employer contribution of 3% of their annual salary to the NC401(k) Plan. An employee can elect to contribute up to 100% of compensation or $18,500 annually to the plan (whichever is lower). By participating in the NC401(k) Plan, an employee has the opportunity to build savings while reducing today's taxes.

An employee’s contributions to the Plan are deducted directly from his/her paycheck before taxes are calculated. This means the employees current taxable income is reduced and the amount of taxes he/she pays on his/her income is also reduced. Prudential Financial 401(k) services is the plan administrator. Employees can call the 401(k) Action Line toll-free (866) NC401K1 or visit the web site at a href="http://www.prudential.com/ncplans">www.prudential.com/ncplans.

457

The Deferred Compensation Program also known by the Internal Revenue Code, 457, is a tax-deferred program designed to help you save for retirement through payroll deduction. Under IRS guidelines, an employee may defer up to 100% or $18,500 annually to the 457 plan (whichever is lower). Employees are permitted to participate in both the 401-K Plan and the 457 plan. Each plan has an annual limit non-inclusive of the counter plan.

Contact Information
Medical and Prescription Drugs
Blue Cross Blue Shield of North Carolina (BCBSNC)

PO Box 35
Durham, NC 27702-0035
www.bcbsnc.com
1 (877) 258-3334

Dental
Blue Cross Blue Shield of North Carolina

PO Box 2100
Winston-Salem, NC 27102
www.bcbsnc.com
1 (800) 305-6638

Vision
Blue Cross Blue Shield of North Carolina (BCBSNC)

PO Box 35
Durham, NC 27702-0035
www.bcbsnc.com
1 (877) 258-3334

Life Insurance
Lincoln Financial Group

PO Box 2609
Omaha, NE 68103-2609
www.lfg.com
1 (800) 423-2765

Flex Spending Account
Flores & Associates, LLC

PO Box 31397
Charlotte, NC 28231-1397
www.flores-associates.com
(704) 335-8211

Retirement
NC Retirement System

325 North Salisbury St.
Raleigh, NC 27603-1385
www.myncretirement.com
(919) 807-3050 or (877) 627-3287 toll free

NC 401(k) Plan
Prudential Financial, Inc.

Kelly Martindale — Retirement Education Counselor
Kelly.Martindale@prudential.com
www.prudential.com/ncplans
(910) 949-3366

What is EAP?

FREE and CONFIDENTIAL assistance to employees dealing with challenges of everyday living.

  • Offers help for personal and/or professional concerns
  • Free and confidential, 24 hours a day, 7 days a week
  • Provides work-life resources for issues including legal and financial
How can I access EAP services?

You can access your Employee Assistance Program & Work-Life Services two ways:

  1. Call 1-800-633-3353
  2. Visit www.mygroup.com
    Click on My Portal Login- Work-Life
    User Name: salisbury1753
    Password: guest

`
Parks and Recreation Logo

Parks and Recreation

Park Ave. Community Center call 704-638-2110 (contact person Scott Ludwick)

Park and Shelter/Gazebo rentals call 704-638-2110 (contact person Scott Ludwick)

Hurley Park call 704-638-4459 (contact person Danelle Cutting)

City Park Recreation Center call 704-638-5295 (contact person Teri Shaw)

Salisbury Civic Center call 704-638-5275 (contact person Megan Simpson)

Miller Recreation Teen Center call 704-638-5297 (contact person Delando Clowney)

Hall Gym call 704-638-5289 (contact person Steve Clark)

Contact the appropriate staff as listed for the facility you need to schedule prior to determining or advertising your work event/meeting. Centers and parks can be booked weeks or sometimes months in advance, so a facility might not be available if you do not book it soon enough.

Be ready to answer questions like:

  • What is the space needed for?
  • How many people are expected?
  • Are there technology needs (many of the facilities don’t currently have projectors, etc.)?
  • Who from your department will be hosting/attending?
  • Is this during normal operating hours?

Complete the rental form/contract. There is NO FEE for city work related business (there is a charge for personal use). If the building is rented for a work related event/meeting but used for a personal event your supervisor might be contacted. This form allows P&R staff to make sure the facility is properly booked.

Please leave the facility how you found it. Please clean up and place trash bags in nearby dumpsters or rollouts.

For more questions call 704-216-7529.

There is a fee to use P&R facilities for personal use.

Contact the appropriate staff as listed for the facility you need to schedule prior to determining or advertising your work event/meeting. Centers and parks can be booked weeks or sometimes months in advance, so a facility might not be available if you do not book it soon enough.

Be ready to answer questions like:

  • What is the space needed for?
  • How many people are expected?
  • Are there technology needs (many of the facilities don’t currently have projectors, etc.)?
  • Who from your department will be hosting/attending?
  • Is this during normal operating hours?

Complete the contract.

Please leave the facility how you found it. Please clean up and place trash bags in nearby dumpsters or rollouts.

For more questions call 704-216-7529.


Public Works Logo

Public Works

Public Works began using a new work order system, Asset Essentials, on January 11, 2021. Similar to SARA, which Information Technology will continue to use, Asset Essentials routes your Facilities, Fleet and other Public Works requests to appropriate team members. To use Asset Essentials, staff must request a sign up email from IT, allowing you to enter service requests. You have 48 hours to sign up once you receive the email from IT. Please view this instructional video from Craig Powers below for more information: https://vimeo.com/492643567/83f4566aff

Login to Asset Essentials
Emergency Requests

Please note: All Emergency requests should be called into the Facilities Emergency/After Hours Phone Line at (704) 239-8858. An Asset Essential work order request should be keyed after the fact to allow the Facilities Team to maintain accurate records of requests.

Generally this type of closure request would be due to an upcoming event.

Employees must request a Special Event Permit (SEP) from city staff at our One Stop Shop by calling 704-638-5208 or visiting City Office Building (COB) at 132 N Main Street, First Floor.

The employee requesting the SEP must be mindful of the following:

  • SEP document must be filled out 60 days prior to the event
  • A map for the event and/or closure must be submitted along with the SEP
  • Pull page 17 of the document – Addendum B, Public Works Traffic Loaner Form
    • Complete information on Page 17 in its entirety (this includes garbage cans, recycling cans, barricades, and cones) – this page is specifically for Public Works
    • Include a contact name and best contact phone number at the top of the form (there is not a space for this)
    • Sign and date the form at the bottom and return via email to sbrow@salisburync.gov and kdoyl@salisburync.gov
  • The One Stop Shop will send out a notice to the different departments to advise the event has been added to the Events Calendar.
  • One stop will assign the employee an identification number and put it on the calendar.
  • Stephen Brown of Public Works will advise Operations Manager Danny Rogers and Sign Supervisor Allen Hutton of event date and which items to deliver

This would be due to various situations, such as trees in the roadway or power lines, etc.

For emergencies regarding stop signs, road name signs, barricades, Stormwater issues, Solid Waste issues, or paving issues, call in the following order:

Call Order/Contact Cell Phone Home Phone
Rickey Walls 704-640-3578 704-278-3770
Chris Walton 704-202-8181
Chris Hardin 980-521-1442
Said Jakupovic 704-680-8084
Patrick Snyder 704-640-7398 704-637-7556
Brandon Wilhelm 704-751-2705
Danny Rogers 704-245-9069 704-680-7711
Allen Hutton 336-870-8414
Mark Pullium 704-880-5797

For trees in the Roadway – 24 hours a day/7 days per week, call the following:

Contact Call Order Home Phone
Primary on Call 24/7 – Call 1st 980-432-2788
Brad Gorman 24/7 – Call 2nd 704-738-3846
Greg Hyde 24/7 – Call 3rd 336-543-7142
Mark Smith 24/7 – Call 4th 704-239-1171

When fueling City vehicles or equipment, employees will routinely have to refuel.

Fuel cards are assigned by the Finance Department.

The fuel card for each vehicles stays with that vehicle. Employees are not to use different fuel cards for different equipment.

Each employee is assigned a PIN# to use when fueling.

Employees are also given a list of approved gas stations to use for fueling purposes.

At the end of each work day, employees are to put their name and vehicle number on any fuel receipts. Fuel receipts need to be turned in weekly to the departmental admin team member, as they are used to fill out Monthly Fuel Reports.

Fleet Services no longer has pool vehicles for loan. All vehicles are now assigned to departments.

Though each department may handle using city vehicles a little differently, below is protocol used in Public Works.

An employee is required to check out a vehicle for use as needed for work each day.

Check out is required prior to the employee using or driving the vehicle in any capacity. New employees typically get with a supervisor to establish which truck or equipment he will need to use for the day, while established employees know what equipment to use.

The employee is required to fill out the Vehicle/Equipment Daily Check Sheet. These are kept in a pre-determined spot – typically on a board - in each division (for example: Grounds Maintenance, Street Department, etc).

Required Information on the Vehicle/Equipment Daily Check Sheet includes:
  • Vehicle Number
  • Beginning and ending mileage
  • Check oil levels (note quarts added as necessary)
  • Check all fluids as listed
  • Check all parts as listed
  • Check fire extinguisher

Once an employee has checked out the vehicle, he must return the clipboard back containing the sheet to where it belongs before use.

The employee must check the vehicle back in after use, following the steps above.

Note: This report is forwarded to Fleet Services monthly to aid in preventative maintenance of vehicles and equipment.


Risk Management Logo

Risk Management

Contact Leigh Ellington, Risk Manager at Leigh.Ellington@salisburync.gov.

Contact risk management in the case of any situation that puts the city at risk. For example:

  • worker's comp
  • accidents
  • property insurance
  • implementation of safety and loss prevention programs

Not sure who to contact after an incident? Check this flowchart for help:

Risk Management Flow Chart (PDF)

Before submitting an incident report, follow these two steps:

  1. Call the Risk Manager, Leigh Ellington, at (704) 638-5226 or Cell: (980) 892-2985
  2. Get your supervisor's approval

Here are the different types of incident report forms:

5.9 DRUG AND ALCOHOL POLICY

 

The City of Salisbury considers drug and alcohol abuse a serious matter which will not be tolerated. The City absolutely prohibits employees from using, selling, possessing, or being under the influence of illegal drugs, alcohol, or a controlled substance or prescription drug not medically authorized while at their job, on City property, or while on work time.

 

Therefore, it is the City’s policy that an employee shall:

1. Not report to work or be subject to duty while his/her ability to perform job duties is impaired due to alcohol or drug use which occurred on or off duty.

2. Not possess or use drugs or alcohol, or have the odor of alcohol or drugs on his/her breath or person, during working hours, on breaks, during meal periods while on City property, while on the job or while operating any City equipment or vehicles.

3. Not directly or through a third party sell, distribute, or provide drugs or alcohol to any person or to any other employee while either employee or both employees are on duty, “on call”, in uniform, on City property, or operating City equipment.

4. Submit immediately to a reasonable request for testing by a supervisor or other City representative based on one of the reasons set forth below. Refusal shall constitute insubordination and will normally result in immediate dismissal.

5. Notify his/her supervisor, before beginning work, when taking any medications or drugs, prescription or non-prescription, which may interfere with the safe and effective performance of duties or operation of City equipment.

6. Provide, within 24 hours of request, a current valid prescription for any drug or medication identified when a drug screen/analysis is positive. The prescription must be in the employee’s name.

7. Notify the Salisbury Police Department and Risk Management, or police department in the local jurisdiction, of any accidents and/or property damage in a City vehicle and notify the supervisor of any type of accident and/or property damage. Failure to comply with these responsibilities or any other reasonable request by a Supervisor or other City representative may result in immediate disciplinary action. Supervisory Responsibilities

 

Supervisors shall:

1. Disseminate this drug and alcohol policy and any subsequent revisions to all subordinates.

2. Attend and utilize all scheduled training regarding this policy.

3. Comply with this policy and enforce it consistently.

4. Prevent any employee reasonably believed to be under the influence of drugs or alcohol from working and arrange for testing if appropriate.

5. Upon an employee’s refusal to submit testing, remind the employee that testing is mandatory and that refusal to participate is insubordination and will normally result in dismissal.

6. Arrange for escort and transportation of employee to a testing facility. Instruct an employee believed to be under the influence of drugs or alcohol to wait for a reasonable time before attempting travel without assistance or arrange for transportation if necessary.

7. Inform the Salisbury Police Department, Human Resources and Risk Management if they have reasonable suspicion that an employee is in possession of illegal drugs.

8. Inform any employee experiencing unexplained changes in work performance or behavior of the availability of assistance through Employee Assistance Program (EAP).

 

Basis for testing:

Mandatory and random testing of employees - The City will use mandatory or random testing only to the extent that the City is required by law, or in order to comply with the recommendations or requirements of professional “standards” group such as the North Carolina Criminal Justice Training and Standards Commission or the National Fire Protection Association (NFPA). To comply with the U.S. Department of Transportation requirements and City policy, unannounced drug tests will be given to a predetermined percentage of safety sensitive employees which will include drivers with a commercial driver’s license (CDL). The Human Resources Department will inform supervisors and employees when to go for random testing.

 

Post-Accident - This test will be given immediately to any City employee involved in an accident, which is defined as either causing an accident or being injured in an accident, in the following circumstances:

(1) when the controlled substance test is conducted pursuant to state or federal law; or

(2) where there is a reasonable possibility that employee drug or alcohol use could have contributed to the accident or injury.

 

For the purposes of this policy, “injured” is defined as requiring medical attention more extensive than minor first aid administered on-site or losing time from work to recover from the injury. In addition, the testing requirement is mandatory for all City employees involved in an accident while driving a City vehicle where the police report determines the City employee was at fault or property damage exceeds $100. Supervisors are responsible to make all reasonable efforts to assure that the employee undergoes post-accident testing. Reasonable Suspicion-The City will require testing of any employee or applicant based on abnormal actions sufficient to cause reasonable suspicion that he/she has violated this policy. Supervisors must document reasonable suspicion within 24 hours using the form provided. All reasonable suspicion testing must be cleared through the Human Resources Department whenever possible.

 

Violation - A violation of this policy will result in disciplinary action up to and including termination of employment. The refusal to submit to a drug or alcohol test as provided for in this policy, or refusal to sign a consent form will, under most circumstances, result in termination of employment.

The Risk Manager will reach out to departments to set up driving tests for those using city vehicles.

Contact Leigh Ellington, Risk Manager at Leigh.Ellington@salisburync.gov.

The Safety Committee meets second Wednesday’s at 10am at City Park.

In some situations, an employee will be approved for light duty. Refer this flowchart:

Light Duty Flowchart (DOC)

Salisbury University Logo

Salisbury University

The employees of the City of Salisbury are our greatest asset. Training and developing of current as well as future leaders is a vital part of ensuring we continuously improve our workforce.

Salisbury University (SU) is the City of Salisbury’s continuing education and leadership development program for our employees. This program uses a cohort model that blends professional content with real-life situations.

We believe in the continuing education of our employees; therefore, the City of Salisbury offers education reimbursement.

Programs three (3), four (4), five (5) and six (6) will need prior approval from a supervisor and/or department head.

SU program graduates will be able to: have the fundamental skills to be a successful contributor to the City of Salisbury’s success; learn about the Salisbury Way (SWAY) and how to be a vital part of it; create a hospitable climate for success with in the city and the community; cultivate collaborative leadership with colleagues; and manage people, data and processes to foster continuous improvement.

Our Mission
To create, promote and foster individual and organizational effectiveness by developing and offering an assortment of innovative and diverse programs to support the city’s commitment to employee development, partnerships, and organizational enrichment.
Our Goals
  1. Provide quality, cost-effective training designed to increase individual city productivity and development
  2. Provide opportunities and space that enhance knowledge, develop skills and enrich the City of Salisbury, NC
  3. Create, promote and foster a culture that values development and growth opportunities for all

Do you have an idea for a training opportunity or see any coursework missing? What’s your idea?

Contact us at training@salisburync.gov

We believe in the continuing education of our employees. If you are interested in attending an outside class and having the City pay for your attendance, you are required to provide advance written notice.

Your written notice must indicate a description of the class, including the subject matter, length and cost. Depending on the type of training, the City may reimburse some or all of the fees, including materials expenses, meals and transportation.

The individual course or degree program being pursued by the employee must be taken at an institution accredited by a nationally recognized accrediting agency and must either:

  • Improve or maintain skills and knowledge related to the employee’s current job; or
  • Provide required qualifications for advancement consideration to a job at a level immediately above the employee’s current level.
Reimbursement Amount

One half the cost of tuition, required fees, and required textbooks will be reimbursed for approved education up to a maximum of $300 for each undergraduate course and $400 for each graduate course.

Conditions for Reimbursement

ALL THE FOLLOWING CONDITIONS MUST BE SATISFIED FOR REIMBURSEMENT TO BE MADE:

Each class is approved in advance by the employee’s Department Head and the Human Resources Director as meeting the requirement of these guidelines. Availability of funds will be determined at the time of approval.

  • Covered costs have been paid by the employee and are not covered by any other source for reimbursement.
  • Course was completed with a grade of “C” or higher (or “pass” if pass/fail)
  • Employee has submitted evidence of payment and grade
  • Employee remains actively employed by the City for a minimum of six (6) months after completion.

(Employees who leave City of Salisbury employment prior to the 6-month mark after completing coursework are subject to tuition reimbursement costs being deducated from their final paycheck.)

Requirements:

  • New Employee Orientation
  • SWAY Cafe

This program provides employees with the foundational skills needed by all employees of the City of Salisbury such as New Employee Orientation (NEO), timecard and SWAY culture training.

New Employee Orientation is held twice per month in the Human Resources training room. During this class, new hires meet with several different department representatives to gain insight into various policies, procedures and initiatives including:

  • Salisbury Way (SWAY)
  • Information Technology
  • Human Resources
  • Risk Management

Requirements:

  • N/A

This program focuses on the overall health and wellness of employees looking to enhance the long-term emotional, physical, mental and their financial health. The courses taught will include: but are not limited to:

  • Financial education
  • Dealing with difficult people
  • Mindfulness in the workplace

Requirements:

  • Prior approval from supervisor and/or department head

Estimated Time Involved:

  • Three (3) Half (1/2) day classroom training over two (2) months

This program provides education for employees who want to progress into a leadership role. Some of the courses taught in this program include:

  • Leadership 101
  • Coaching & Mentoring
  • Creating a Culture of Greatness

Courses are subject to change depending on needs and trends.

Requirements:

  • Prior approval from supervisor and/or department head
  • Currently in a supervisory role or newly promoted to a supervisory role

This program provides continuing education for supervisory role employees. Some of the courses taught in this program are:

  • Family Medical Leave Act (FMLA)
  • Employee Performance Review (EPR)
  • Disciplinary Action Report (DAR)
  • Budgeting
  • Timecard
  • Purchasing

Courses are subject to change depending on needs and trends.

Requirements:

  • Application
  • Prior approval from supervisor and/or department head

This program is a pre-requisite for the Salisbury University Advance Leadership Academy. The program will provide opportunities for employees to demonstrate advance work competencies, to practice leadership skill building, and to enhance self-awareness of individual leadership styles and skills.

The Capstone program requires employees, in conjunction with the mentor, to accomplish the following:

  • Utilize best practices to identify an existing need in the city
  • Create a sustainable Capstone project
  • Assume significant leadership for addressing/meeting the need
  • Engage in self-assessment and self-reflection related to professional identity
  • Practice leadership roles
  • Utilize best practices to evaluate intended outcomes of the selected intervention
  • Provide the City of Salisbury, NC with deliverables

Requirements:

  • Application
  • Prior approval from supervisor and/or department head
  • Leadership Capstone Program completion

Estimated Time Involved:

  • Nine (9) months

The Salisbury University Advance Leadership Academy was created with the ultimate goal of identifying and nurturing future generations of City of Salisbury leaders. Up to 16 employees will be selected to join this hands-on, highly experiential leadership development opportunity designed specifically for promising innovators. The Advanced Leadership Academy will use both internal subject matter experts as well as external trainers to refine and strengthen the leadership skills of those selected for this dynamic program.

Courses include but are not limited to:

  • Leadership Development Courses
  • Interviewing and Selection
  • Family Medical Leave Act (FMLA)
  • Budget Process
  • Contracts
  • Disciplinary Action Report (DAR)
  • City Policies
  • Managing Change
  • Conflict Resolution
  • Fair Labor Standard Act (FLSA)
  • Coaching Your Team: Improving Workplace Performance
  • Communication
  • Leadership/Buddy to the Boss