HomeMy WebLinkAboutAgenda - City Council - 01/18/2022AGENDA
SOUTH BURLINGTON CITY COUNCIL South Burlington City Hall 180 Market Street SOUTH BURLINGTON, VERMONT
Participation Options In Person: 180 Market Street – Room 301 – 3rd Floor Assistive Listening Service Devices Available upon request: Reach out to staff or committee members before meeting begins Electronically/Virtually: https://www.gotomeet.me/SouthBurlingtonVT/city-council-meeting01-18-2022 You can also dial in using your phone: +1 (646) 749-3122 Access Code: 329-259-813
Regular Session 6:30 P.M. Tuesday, January 18, 2022
1.Pledge of Allegiance (6:30 PM)
2.Instructions on exiting building in case of emergency and review of technology options –
Jessie Baker, City Manager (6:31 – 6:32 PM)
3.Agenda Review: Additions, deletions or changes in order of agenda items (6:33 – 6:34 PM)
4.Comments and questions from the public not related to the agenda (6:35 – 6:45 PM)
5.Announcements and City Manager’s Report (6:45 – 6:55 PM)
6.Consent Agenda: (6:55 – 7:00 PM)
A.*** Consider and Sign DisbursementsB.*** Approve FY23 Unified Planning Work Program project applicationsC.*** Approve Transportation Impact Fee Credit Request for 1068 Williston Road(Hampton/Holiday Inn site)
7.*** Consider an extension or amendment to the City’s mask mandate – Jessie Baker, CityManager (7:00 – 7:45 PM)
8.*** FY23 Budget discussion and approval of the FY23 General Fund, Capital ImprovementPlan, and Enterprise Fund budgets with direction to send all to the Steering Committee –
Andrew Bolduc, Deputy City Manager (7:45 – 8:30 PM)
9.*** Consider a request to place an adult cannabis retail sales ballot item on the 2022 TownMeeting Day ballot – Jessie Baker, City Manager (8:30 – 9:00PM)
10.*** Approve the Town Meeting Day warning and ballot – Jessie Baker, City Manager,Andrew Bolduc, Deputy City Manager (9:00 – 9:05 PM)
11. *** Received a request from Summit Properties to apply for CDBG funds and potentially set
a public hearing for 7:00 pm on February 22, 2022 – Jessie Baker, City Manager (9:05 – 9:25 pm)
12. *** Receive December 2021 Financials including prior months – Andrew Bolduc, Deputy City Manager (9:25 – 9:45 PM) 13. *** Consider a draft of a Charter Commission charge – Jessie Baker, City Manager (9:45 – 10:05 PM) 14. *** Receive the FY22 Policy Priorities and Strategies - Report #1 – Jessie Baker, City Manager (10:05 – 10:20 PM) 15. *** Receive, amend, and approve the annual City Manager evaluation process – Jessie Baker, City Manager (10:20 – 10:35 PM) 16. Reports from Councilors on Committee assignments (10:35 – 10:45 PM)
17. Other Business (10:45 – 10:50 PM) 18. Adjourn (10:50 PM) Respectfully Submitted:
Jessie Baker City Manager
*** Attachments Included
Champlain Water District
Check/Voucher Register - Check Report by Fund
From 1/19/2022 Through 1/19/2022
Check Date Check Number Vendor Name Invoice Description Check Amount Invoice Number
1/19/2022 4356 Champlain Water District - Retail Month End Invoices 56,625.03 SBWD-381
1/19/2022 4357 Champlain Water District SBWD Water Consumption - December
2021
144,965.96 CONSUMPTIONSB-123121
1/19/2022 Champlain Water District Month End Invoices 569.07 SBWD-374
1/19/2022 4358 Engineers Construction Inc.Replace Hydrant on Airport Drive 10,752.37 4287
1/19/2022 4359 Ferguson Waterworks #576 Hydrant Connections 1,127.82 1058369-2
1/19/2022 4360 South Burlington Sewer Department December 2021 Sewer Billings 381,493.90 SBSEWER-123121
1/19/2022 4361 South Burlington Stormwater Department December 2021 Stormwater Fees 222,357.99 SBSTORM-123121
Total 70 - South Burlington Water
Department
817,892.14
Report Total 817,892.14
70 - South Burlington Water Department
SOUTH BURLINGTON CITY COUNCIL
Page: 1
575 Dorset Street South Burlington, VT 05403 tel 802.846.4106 fax 802.846.4101 www.sburl.com
MEMORANDUM
TO: Jessie Baker, City Manager;
South Burlington City Council
FROM: Paul Conner, Director of Planning & Zoning
SUBJECT: FY ‘23 CCRPC Unified Planning Work Program projects
DATE: January 18, 2022 City Council meeting
The Chittenden County Regional Planning Commission solicits proposals annually from municipalities for
transportation and transportation-related projects for their Unified Planning Work Project (UPWP).
Further information about the CCRPC’s UPWP process can be found on their website
(https://www.ccrpcvt.org/about-us/commission/annual-work-plan-budget-finances/). For
transportation projects involving consultants, the City is generally responsible for 20% of the project
cost. For projects of regional importance, the City may not have any financial responsibility. The City can
also seek technical assistance from CCRPC staff on transportation and land use planning projects. For
land use planning projects, the City pays a per-hour fee for services.
Below please find the proposed FY 2023 list as approved by the Planning Commission at their January
11, 2022 meeting. If awarded, the final cost estimates may be revised slightly.
Proposed FY 2022 Projects:
1. Connections to New Bike/Ped Bridge in South Burlington and Burlington
Project Type: Transportation (consulting)
Priority: Transportation 1
Summary: Recently, federal funding has come through for the bike and pedestrian bridge over I-89,
connecting from approximately the Quarry Hill area to the University Mall. Funding for the project
has spurred the need to study how the bridge can and should connect to existing and potential new
transportation connections on both sides of the interstate, and further into South Burlington and
Burlington. The land use on each side of the interstate should also be studied to further support the
utility and success of the bridge project. This may qualify as a project of regional importance and
therefore require no funding from South Burlington.
Project Cost Estimate: $90,000
Local match requirement: $18,000
Local match source: P&Z Consulting, TIF District, and/or DPW Engineering funds
2
2. Evaluation of Bicycle / Pedestrian Lighting Needs – arterial route
Type: Transportation
Priority: Transportation 2
Summary: Evaluate Kennedy Drive or another arterial roadway within the City for potential lighting
improvements to better serve the needs of bicyclists and pedestrians using the facility. The
evaluation would include both a lighting needs assessment for users and a scoping-level review of
installation options
Estimated cost $25,000
Estimated Local Match Requirement: $5,000
Match Source: P&Z Consulting or DPW Engineering
3. Study Four Intersections for Connectivity
Type: Transportation
Priority: Transportation 3
Summary: Public Works & the Bike/Ped Committee have identified a handful of intersections
where further study of crosswalks and connection to existing bike/ped networks is warranted. The
specific intersections mentioned are at Songbird Road, Nicklaus Circle, and Pheasant Way. This
request may be worded without specific identification of those intersections, in case needs change
before work begins.
Estimated cost: $20,000
Estimated Local match requirement: $4,000
Match Source: P&Z Consulting
4. Traffic Counts / Stop Sign Warrant Analysis
Type: Transportation [likely in-house]
Priority: Transportation 4
Summary: Public Works has a working list of a handful of warrant analyses and traffic count sites to
consider.
Estimated Cost: n/a service provided by CCRPC staff
5. Land Use Plan Planning Technical Support
Type: Planning
Priority: Planning 1
Similar to this current year, allocate funding of CCRPC staff time at CCRPC rate to support long-range
planning projects as identified in City’s Work Plan. May include update of the Official Map, City
Center Form Based Code updates, Climate Action Plan, infill affordable housing using building types,
natural resources planning, scenic views, etc. [note: work on the official map may be eligible under
Transportation; to be assessed with CCRPC Staff]
Proposed amount $25,000 (local funds) at CCRPC rate.
This would be broken into Climate Action Plan support (likely $15,000) and general technical
assistance (principally GIS mapping) (likely $10,000)
MEMORANDUM
TO: Jessie Baker, City Manager; South Burlington City Council
FROM: Paul Conner, Director of Planning and Zoning
SUBJECT: 1068 Williston Road Impact Fee Credit Request
DATE: January 18, 2021 City Council meeting
Joe Larkin, on behalf of Champlain School Apartment Partnership, has requested that the City Council
authorize issuance of credit against Highway Impact Fees for the approved project at the site. This credit
is being requested as an addition to the credit authorized in April 2020. The additional credit is being
sought following review and approval of an additional 74-dwelling unit building on the site.
Eligibility:
Road Impact Fee Ordinance Section 8 - Credits for “In-Kind” Contributions
A. "In-Kind" contribution shall mean provision, by a person subject to payment of an impact fee, of land or equipment or
construction of facilities that are included in the impact fee analyses and computations, and which are included in or
consistent with the City's Comprehensive Plan.
B. Upon recommendation of the Development Review Board or Administrative Officer, the City Council may approve a
credit against any impact fee levied under this ordinance for the value of "In-Kind" contributions. The amount of credit
for an "In-Kind" contribution shall be based on the actual cost to the person requesting the credit of providing or creating
the facilities. The Development Review Board or Administrative Officer shall indicate the basis on which the amount of
credit is determined. The amount of credit for an "In-Kind" contribution shall not exceed the total amount of the impact
fee for that type of facility which would otherwise be levied on the proposed development.
Details of request:
The project received site plan approval #SP-21-035 to modify a previous approval for renovations to the
Holiday Inn and construction of a Hampton Inn on the property. The amendment further modifies the
Holiday Inn and adds a 74-dwelling unit building to the site. The approved plans include construction of a
new roadway segment that is shown on the City’s Official Map. The segment would begin at the Dorset
Street / Williston Road intersection, head north, and then east to the property line. Per the Official Map,
this roadway segment would eventually link to Patchen Road.
The applicant has estimated the updated roadway construction cost for their segment at $440,643. The
applicant is seeking permissible credit for Highway Impact Fees that would be owed for the increase in
p.m. peak hour vehicle trips generated by the new development. Site plan approval #SP-21-035 estimates
25 additional p.m. peak hour trips beyond those previously approved and credited. Highway Impact Fees
are levied at a rate of $999 per p.m. peak hour trip generated, less credit for past taxes paid and future
taxes to be paid via property tax.
Pursuant to the Impact Fee Ordinance, the Administrative Officer recommended the issuance of the credit
for these 25 trips in SP-21-035 As this figure is significantly less than the total estimated construction costs
for the roadway, a full credit is warranted. Staff therefore recommends the Council approve the highway
impact fee credit for the 25 additional pm peak hour trip ends.
\\vhb\gbl\proj\SBurlington\57913.01 Larkin Holiday Inn\docs\Permits\Local Materials\Zoning
Permit Phase 1\Holiday Hampton CC Impact Fees Cover Letter.docx
January 12, 2022
Mr. Paul Connor, AICP
Director of Planning and Zoning
City of South Burlington
575 Dorset St.
South Burlington, VT 05403
Re: Request for Credit for Traffic Impact Fees
Holiday Inn Redevelopment Project, 1068 Williston Road
#SP-21-035
Dear Paul,
On behalf of Champlain School Apartments Partnership, VHB is writing to request City Council approval of
a fee credit equal to 25 additional trips for the Holiday Inn Redevelopment Project (“Project”) located at
1068 Williston Road. This would bring the total number of increased trips to 55.
Findings of Facts and Decision #SP-21-035 Traffic Impact Fee Section (page 15) includes a
recommendation by the Administrative Officer that the City Council issue a credit against traffic impact
fees for the Project due to the fact that the Project proposes to construct approximately 250 linear feet of
a planned City street in the T-4 District, which is a traffic fee eligible project. The construction cost is now
estimated to be $440,643 which includes 15% contingency.
Please feel free to contact me with any questions or if any additional materials are required.
Sincerely,
Peter Smiar, PE
Director of Land Development - Vermont
psmiar@vhb.com
Cc: Joe Larkin (via email)
Deb Sherman (via email)
RESOLUTION AND RULE REGARDING USE OF FACE COVERINGS WITHIN CITY
OWNED BUILDINGS WITHIN THE CITY OF SOUTH BURLINGTON
WHEREAS, on November 23, 2021, the Vermont Legislature enacted, and the Governor
signed, Act 1 (S.1) relating to temporary municipal rules in response to Covid-19; and
WHEREAS, the City Council desires to enact and encourage measures that promote the public
health, safety, and welfare of its residents to further the goal of slowing the spread of COVID-19;
and
WHEREAS, in accordance with the authority granted under Act 1, the City Council desires to
adopt a temporary rule requiring the use of face coverings within City owned and operated
buildings that are open to the public within the City of South Burlington.
NOW THEREFORE BE IT RESOLVED, that the South Burlington City Council hereby
adopts a Rule, requiring all individuals in the City of South Burlington to wear a face covering
that covers at least their mouth and nose within City owned and operated buildings in the City of
South Burlington that are open to the public.
NOW THEREFORE BE IT FURTHER RESOLVED, that the South Burlington City Council
directs the City Manager to disseminate and publish information to businesses and places of
public access that are open to the public in the City of South Burlington, as well as to
organizations that represent such entities, encouraging the wearing of face coverings by
individuals while indoors at locations that are open to the public in the City of South Burlington.
NOW THEREFORE BE IT FURTHER RESOLVED, that face coverings are not required for
children under two (2) years of age; a person with a disability who cannot wear a face covering
or cannot safely wear a face covering for reasons related to their disability; a person for whom
wearing a face covering would create a risk to workplace health, safety, or job duty as
determined by the workplace risk assessment; or any person while eating or drinking inside a
City owned building that is open to the public.
This Rule is in addition to all other ordinances and rules of the City of South Burlington and all
applicable laws of the State of Vermont. All ordinances, rules, or parts of ordinances, rules,
resolutions, regulations, or other documents inconsistent with the provisions of this Rule are
hereby repealed to the extent of such inconsistency.
If any section or provision of this Rule is held by a court of competent jurisdiction to be invalid,
such finding shall not invalidate any other part of this Rule.
This Rule shall take effect at 7:30 am on Wednesday, January 19, 2022 and shall remain in effect
for a period not to exceed 30 days following its initial adoption. The City Council shall meet
2022 -
during the 30-day period in which this initial Rule is in effect and vote either to rescind this Rule
or to extend it for an additional 30 days. Thereafter, the City Council shall meet at a minimum
once every 30 days to reconsider this Rule, at which meeting the City Council shall vote either to
rescind this Rule or to extend it for an additional 30-day period. The filing of a petition under 24
V.S.A. §§ 1972 and 1973, shall not govern the taking effect of this Rule.
Dated at South Burlington, Vermont this ___ day of December, 2022.
______________________ ______________________
Helen Riehle, Chair Meaghan Emery, Vice Chair
______________________ _______________________
Tim Barritt, Clerk Thomas Chittenden
_______________________
Matt Cota
RESOLUTION AND RULE REGARDING USE OF FACE COVERINGS WITHIN CITY
OWNED BUILDINGS AND IN PLACES OF PUBLIC ACCESS WITHIN THE CITY OF
SOUTH BURLINGTON
WHEREAS, on November 23, 2021, the Vermont Legislature enacted, and the Governor
signed, Act 1 (S.1) relating to temporary municipal rules in response to Covid-19; and
WHEREAS, the City Council desires to enact and encourage measures that promote the public
health, safety, and welfare of its residents to further the goal of slowing the spread of COVID-19;
and
WHEREAS, in accordance with the authority granted under Act 1, the City Council desires to
adopt a temporary rule requiring the use of face coverings within City owned and operated
buildings that are open to the public and in place of public access within the City of South
Burlington.
NOW THEREFORE BE IT RESOLVED, that the South Burlington City Council hereby
adopts a Rule, effective at 6:00 am on Wednesday, January 19, 2022, requiring all individuals in
the City of South Burlington to wear a face covering that covers at least their mouth and nose
within City owned and operated buildings that are open to the public and while indoors at
locations that are open to the public in the City of South Burlington.
NOW THEREFORE BE IT FURTHER RESOLVED, that face coverings are not required for
children under two (2) years of age; a person with a disability who cannot wear a face covering
or cannot safely wear a face covering for reasons related to their disability; a person for whom
wearing a face covering would create a risk to workplace health, safety, or job duty as
determined by the workplace risk assessment; or any person while eating or drinking inside any
establishment that serves food or beverage.
This Rule is in addition to all other ordinances and rules of the City of South Burlington and all
applicable laws of the State of Vermont. All ordinances, rules, or parts of ordinances, rules,
resolutions, regulations, or other documents inconsistent with the provisions of this Rule are
hereby repealed to the extent of such inconsistency.
If any section or provision of this Rule is held by a court of competent jurisdiction to be invalid,
such finding shall not invalidate any other part of this Rule.
This Rule shall take effect at 6:00 am on Wednesday, January 19, 2022 and shall remain in effect
for a period not to exceed 30 days following adoption. The City Council shall meet during the
30-day period in which this Rule is in effect and vote either to rescind this Rule or to extend it
for an additional 30 days. Thereafter, the City Council shall meet at a minimum once every 30
days to reconsider this Rule, at which meeting the City Council shall vote either to rescind this
2022 -
Rule or to extend it for an additional 30-day period. The filing of a petition under 24 V.S.A. §§
1972 and 1973, shall not govern the taking effect of this Rule.
Dated at South Burlington, Vermont this ___ day of January, 2022.
______________________ ______________________
Helen Riehle, Chair Meaghan Emery, Vice Chair
______________________ _______________________
Tim Barritt, Clerk Thomas Chittenden
_______________________
Matt Cota
RESOLUTION AND RULE REGARDING USE OF FACE COVERINGS WITHIN CITY
OWNED BUILDINGS AND IN PLACES OF PUBLIC ACCESS WITHIN THE CITY OF
SOUTH BURLINGTON
WHEREAS, on November 23, 2021, the Vermont Legislature enacted, and the Governor
signed, Act 1 (S.1) relating to temporary municipal rules in response to Covid-19; and
WHEREAS, the City Council desires to enact and encourage measures that promote the public
health, safety, and welfare of its residents to further the goal of slowing the spread of COVID-19;
and
WHEREAS, in accordance with the authority granted under Act 1, the City Council desires to
adopt a temporary rule requiring the use of face coverings within City owned and operated
buildings that are open to the public and in place of public access within the City of South
Burlington.
NOW THEREFORE BE IT RESOLVED, that the South Burlington City Council hereby
adopts a Rule, effective at 6:00 am on Wednesday, January 19, 2022, requiring all individuals in
the City of South Burlington to wear a face covering that covers at least their mouth and nose
within City owned and operated buildings that are open to the public and while indoors at
locations that are open to the public in the City of South Burlington.
NOW THEREFORE BE IT FURTHER RESOLVED, that face coverings are not required for
children under two (2) years of age; a person with a disability who cannot wear a face covering
or cannot safely wear a face covering for reasons related to their disability; a person for whom
wearing a face covering would create a risk to workplace health, safety, or job duty as
determined by the workplace risk assessment; or any person while eating or drinking inside any
establishment that serves food or beverage.
A location that is open to the public in the City of South Burlington may opt out of requiring face
coverings inside their establishment provided it is clearly posted on all entrances to the location
in a manner that can be clearly seen and easily read by all potential entrants that the
establishment has opted out of the City of South Burlington’s Mask Mandate and that face
coverings are not required inside the establishment or location.
This Rule is in addition to all other ordinances and rules of the City of South Burlington and all
applicable laws of the State of Vermont. All ordinances, rules, or parts of ordinances, rules,
resolutions, regulations, or other documents inconsistent with the provisions of this Rule are
hereby repealed to the extent of such inconsistency.
If any section or provision of this Rule is held by a court of competent jurisdiction to be invalid,
such finding shall not invalidate any other part of this Rule.
2022 -
This Rule shall take effect at 6:00 am on Wednesday, January 19, 2022 and shall remain in effect
for a period not to exceed 30 days following adoption. The City Council shall meet during the
30-day period in which this Rule is in effect and vote either to rescind this Rule or to extend it
for an additional 30 days. Thereafter, the City Council shall meet at a minimum once every 30
days to reconsider this Rule, at which meeting the City Council shall vote either to rescind this
Rule or to extend it for an additional 30-day period. The filing of a petition under 24 V.S.A. §§
1972 and 1973, shall not govern the taking effect of this Rule.
Dated at South Burlington, Vermont this ___ day of January, 2022.
______________________ ______________________
Helen Riehle, Chair Meaghan Emery, Vice Chair
______________________ _______________________
Tim Barritt, Clerk Thomas Chittenden
_______________________
Matt Cota
MEMORANDUM
TO: South Burlington City Council FROM: Andrew Bolduc, Deputy City Manager DATE: January 18, 2023 City Council Meeting RE: FY 2023 Proposed General Fund City Budget ______________________________________________________________________________
Proposed FY 2023 GF Budget Using the three additions from the January 10, 2022 meeting as a baseline, please consider each of the following five options for warning the City’s proposed annual Budget for voter approval at the
City’s annual meeting in March.
Option #1 - Overall Tax Rate Increase at or below 3% to include 1.08% ($190,567.27) increase to
pennies
This option reflects a GF increase of 1.92% plus the 1.08% penny impact. Or in raw numbers,
approximately $335,000 + $190,567.27. This option requires the removal of $805,000 from the
proposed FY 23 GF Budget.
Option #2 – Overall Tax Rate Increase at or below 4.08% to include increase to pennies
This option reflects a GF increase of 3% plus the 1.08% penny impact. In raw numbers, $521,952 (3%) and $190,567.27 (1.08%). This option requires reducing the proposed FY 23 GF Budget by $615,000. Management’s recommendation is that these cuts include the following:
CCTV-Planning Commission $15,960.00
Fire/EMS Staff Support $100,000.00
Climate Action Plan Reserve $25,000.00
Indoor Rec $75,000.00
City Center Capital Reserved $110,000.00
Maintenance & Landscaping $15,000.00
Designated Reserve $10,000.00
Paving $50,000.00
Facility Staff $71,331.49
IT Staff $82,748.33
CIP Staff (GF share) $ 50,000.00
Total $605,039.82
Option #3 – Overall Tax Rate Increase of 7.55%
This option reflects an increase in the municipal tax rate from 2022 of 2.95% and an overall increase of 7.55% with the pennies for open space and paths pulled out of the GF fund budget and re-included separately. Because the pennies were included in the operational budget in FY 22, another way to highlight this option is that the operational GF increase reflects 6.47% and the 2021 reappraisal impact to the pennies reflects 1.08% of the overall 7.55% increase.
Option #4 – Two ballot items, 1) FY 23 GF 2.95% increase to the municipal tax rate; and 2) amend pennies to reduce levy to $0.77 This option reflects a request by Council at the January 10, 2022 meeting to provide draft language for an additional ballot item that would amend the two previously voter-approved voter $0.01 on the tax
rate levies to $0.77. If passed, this would have the effect of making these specific levies revenue-
neutral through the city-wide appraisal. Sample ballot language:
Starting in FY 2023, shall the City’s prior voter authorizations to levy an additional one penny on the
annual city tax rate for the sole purpose of funding bicycle and pedestrian infrastructure
improvements, and one penny for the purpose of funding the acquisition of lands and rights in lands to
preserve open land, natural areas, and land devoted to recreational use, 50% of which was further
authorized for the payment of debt proceeds to fund open space enhancement projects and 5% of
which was authorized to pay for maintenance costs, each be hereafter amended to instead levy 77% of
one penny (0.0077) on the annual city tax rate, the entirety of the proceeds of which are to continue to
be deposited into the already established reserve funds for such purposes?
Option #5 – Tax Rate Increase of 6.47%, add revenue loss ARPA funds to offset penny increase
this year
This option reflects using revenue loss ARPA funds to offset tax payer impacts the reappraisal had to
prior voter-approved levies. Functionally, the full $190,567.27 would be included added as a revenue
to reduce the tax rate by 1.08%.
Recommended Action Please consider the various options for approval of the proposed FY 23 City Budget. When agreed
upon, please consider for approval the final CIP and FY 23 Budget resolutions attached. The warning
of the ballot is warned as a separate agenda item.
FY23 General Fund Budget - Option #1
2020 2020 2021 2021 2022 2023 2022 vs 2023 2022 vs 2023
Tax Rate BUDGET ACTUAL BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
Total General Fund Budget $24,566,749.93 $24,156,046.80 $26,293,220.89 $24,349,875.64 $26,745,676.56 $28,497,250.50 $1,751,573.94 6.55%
General Fund Non-Property Tax Revenues $8,440,420.00 $8,120,149.68 $9,611,331.80 $8,990,054.82 $9,347,272.00 $10,448,666.00 $1,101,394.00 11.78%
Net to be raised by property tax $16,126,329.93 $16,035,897.12 $16,681,889.09 $15,359,820.82 $17,398,404.56 $17,384,544.51 -$13,860.05 -0.08%
Grand List $30,531,900.00 $30,653,315.17 $31,087,069.77 $40,615,363.32
Estimated Tax Rate $0.5282 $0.5442 $0.5597 $0.4280 -$0.1316 -23.5%
Actual Tax rate $0.5427 $0.5542 $0.4350 -$0.0070 -1.60%
Other approved ballot items
Open space $310,870.00 $406,153.63 $95,283.63 30.65%
Penny for Paths $310,870.00 $406,153.63 $95,283.63 30.65%
$621,740.00 $812,307.27 $190,567.27
Total Amount to be raised by property Tax $18,196,851.77
Estimated Tax Rate $0.4480 $0.0130 3.00%
FY23 General Fund Budget - Option #2
2020 2020 2021 2021 2022 2023 2022 vs 2023 2022 vs 2023
Tax Rate BUDGET ACTUAL BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
Total General Fund Budget $24,566,749.93 $24,156,046.80 $26,293,220.89 $24,349,875.64 $26,745,676.56 $28,497,250.50 $1,751,573.94 6.55%
General Fund Non-Property Tax Revenues $8,440,420.00 $8,120,149.68 $9,611,331.80 $8,990,054.82 $9,347,272.00 $10,448,666.00 $1,101,394.00 11.78%
Net to be raised by property tax $16,126,329.93 $16,035,897.12 $16,681,889.09 $15,359,820.82 $17,398,404.56 $17,584,504.69 $186,100.13 1.07%
Grand List $30,531,900.00 $30,653,315.17 $31,087,069.77 $40,615,363.32
Estimated Tax Rate $0.5282 $0.5442 $0.5597 $0.4330 -$0.1267 -22.6%
Actual Tax rate $0.5427 $0.5542 $0.4350 -$0.0020 -0.47%
Other approved ballot items
Open space $310,870.00 $406,153.63 $95,283.63 30.65%
Penny for Paths $310,870.00 $406,153.63 $95,283.63 30.65%
$621,740.00 $812,307.27 $190,567.27
Total Amount to be raised by property Tax $18,396,811.95
Estimated Tax Rate $0.4530 $0.0180 4.13%
FY23 General Fund Budget - Option #3
2020 2020 2021 2021 2022 2023 2022 vs 2023 2022 vs 2023
Tax Rate BUDGET ACTUAL BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
Total General Fund Budget $24,566,749.93 $24,156,046.80 $26,293,220.89 $24,349,875.64 $26,745,676.56 $28,497,250.50 $1,751,573.94 6.55%
General Fund Non-Property Tax Revenues $8,440,420.00 $8,120,149.68 $9,611,331.80 $8,990,054.82 $9,347,272.00 $10,448,666.00 $1,101,394.00 11.78%
Net to be raised by property tax $16,126,329.93 $16,035,897.12 $16,681,889.09 $15,359,820.82 $17,398,404.56 $18,189,544.51 $791,139.95 4.55%
Grand List $30,531,900.00 $30,653,315.17 $31,087,069.77 $40,615,363.32
Estimated Tax Rate $0.5282 $0.5442 $0.5597 $0.4478 -$0.1118 -20.0%
Actual Tax rate $0.5427 $0.5542 $0.4350 $0.0128 2.95%
Other approved ballot items
Open space $310,870.00 $406,153.63 $95,283.63 30.65%
Penny for Paths $310,870.00 $406,153.63 $95,283.63 30.65%
$621,740.00 $812,307.27 $190,567.27
Total Amount to be raised by property Tax $19,001,851.77
Estimated Tax Rate $0.4678 $0.0328 7.55%
FY23 General Fund Budget - Option #4
2020 2020 2021 2021 2022 2023 2022 vs 2023 2022 vs 2023
Tax Rate BUDGET ACTUAL BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
Total General Fund Budget $24,566,749.93 $24,156,046.80 $26,293,220.89 $24,349,875.64 $26,745,676.56 $28,497,250.50 $1,751,573.94 6.55%
General Fund Non-Property Tax Revenues $8,440,420.00 $8,120,149.68 $9,611,331.80 $8,990,054.82 $9,347,272.00 $10,448,666.00 $1,101,394.00 11.78%
Net to be raised by property tax $16,126,329.93 $16,035,897.12 $16,681,889.09 $15,359,820.82 $17,398,404.56 $18,189,544.51 $791,139.95 4.55%
Grand List $30,531,900.00 $30,653,315.17 $31,087,069.77 $40,615,363.32
Estimated Tax Rate $0.5282 $0.5442 $0.5597 $0.4478 -$0.1118 -20.0%
Actual Tax rate $0.5427 $0.5542 $0.4350 $0.0128 2.95%
Other approved ballot items With Voter Amendment
Open space $310,870.00 $314,289.57 $3,419.57 1.10%
Penny for Paths $310,870.00 $314,289.57 $3,419.57 1.10%$628,579.14
Total Amount to be raised by property Tax $18,818,123.65
Estimated Tax Rate $0.4633 $0.0283 6.51%
FY23 General Fund Budget - Option #3
2020 2020 2021 2021 2022 2023 2022 vs 2023 2022 vs 2023
Tax Rate BUDGET ACTUAL BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
Total General Fund Budget $24,566,749.93 $24,156,046.80 $26,293,220.89 $24,349,875.64 $26,745,676.56 $28,497,250.50 $1,751,573.94 6.55%
General Fund Non-Property Tax Revenues $8,440,420.00 $8,120,149.68 $9,611,331.80 $8,990,054.82 $9,347,272.00 $10,639,233.27 $1,291,961.27 13.82%
Net to be raised by property tax $16,126,329.93 $16,035,897.12 $16,681,889.09 $15,359,820.82 $17,398,404.56 $17,998,977.24 $600,572.68 3.45%
Grand List $30,531,900.00 $30,653,315.17 $31,087,069.77 $40,615,363.32
Estimated Tax Rate $0.5282 $0.5442 $0.5597 $0.4432 -$0.1165 -20.8%
Actual Tax rate $0.5427 $0.5542 $0.4350 $0.0082 1.88%
Other approved ballot items
Open space $310,870.00 $406,153.63 $95,283.63 30.65%
Penny for Paths $310,870.00 $406,153.63 $95,283.63 30.65%
$621,740.00 $812,307.27 $190,567.27
Total Amount to be raised by property Tax $18,811,284.50
Estimated Tax Rate $0.4632 $0.0282 6.47%
R – 2022 -
RESOLUTION A RESOLUTION AMENDING THE CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEARS 2023-2032 WHEREAS, the City’s Capital Improvement Program was first adopted October 4, 1993, and amended in 1999, 2001, 2006, 2013, 2014, 2015 (July), 2015 (December), 2017 (January), 2017 (December), 2018 (December), 2019 (December), and 2021 (January); and,
WHEREAS, on June 18, 2012, the Council adopted a policy that requires that the City Manager prepare a capital improvement program update annually for review by the City Council; and,
WHEREAS, in accordance with 24 V.S.A. §4443, a properly warned hearing was held on 1/10/2022 and a copy of the proposed Fiscal Year 2023-2032 Capital Improvement was Program provided to the Planning Commission and City Clerk; and,
WHEREAS, the proposed Fiscal Year 2023-2032 Capital Improvement Program has been made available to the public online and in the City Clerk’s Office.
NOW, THEREFORE, BE IT RESOLVED that the City Council hereby amends the Capital Improvement
Program by striking the 2020 FY 2022-2031 amendment in its entirety, and replaces it with the City’s Fiscal Year 2023-2032 Capital Improvement Program (Exhibit A) attached hereto.
APPROVED this _____ day of ______________ , 2022.
SOUTH BURLINGTON CITY COUNCIL
__________________________________ ________________________________ Helen Riehle, Chair Meaghan Emery, Vice Chair
__________________________________ ________________________________ Tim Barritt, Clerk Tom Chittenden __________________________________ Matt Cota
R – 2022 -
RESOLUTION A RESOLUTION ADOPTING AND WARNING THE FY 2023 CITY BUDGET AND ENTERPRISE FUNDS INCLUDING THE USE OF AMERICAN RESCUE PLAN ACT (ARPA) FUNDS WHEREAS, pursuant to the City’s Charter, the South Burlington City Manager prepared and submitted the FY 2023 annual budget to the South Burlington City Council with the stated purpose of maintaining current service levels, staying at or below a 3% tax rate increase for municipal operations, ensuring a sustainable fund balance for future councils, and to maintain investment in capital; and,
WHEREAS, included in the annual budget are certain capital improvement expenditures that are eligible for funding with ARPA funds the City received to help offset impacts caused by the COVID-19 pandemic; and,
WHEREAS, at its regularly warned meetings through December and January, the Council and public reviewed the City budget through individual department budget presentations; and,
WHEREAS, in accordance with the City’s Charter and applicable provisions of state law, a properly
warned public hearing on the FY 2023 budget was held on 1/10/2022 for further public comment.
NOW, THEREFORE, BE IT RESOLVED that, pursuant to its authority under 24A V.S.A. §13-1302(c), the City Council does hereby adopt and warn for public vote by austalian ballot at the City’s annual
meeting the City’s FY 2023 Budget including the General Fund and all enterprise funds and shall forward copies of the proposed budget to each member of the Steering Committee.
BE IT FURTHER RESOLVED, that if the voters approve the proposed budget, the following eligible capital improvement expenditures shall be funded through the use of ARPA funds: Dispatch consoles; Ambulance; Cyber security/Microsoft 365; Firefighting PPE; General Fund revenue loss, and, all previous Council approved uses of ARPA funds.
APPROVED this _____ day of ______________ , 2022.
SOUTH BURLINGTON CITY COUNCIL
__________________________________ ________________________________
Helen Riehle, Chair Meaghan Emery, Vice Chair
__________________________________ ________________________________ Tim Barritt, Clerk Tom Chittenden
__________________________________ Matt Cota
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCEGENERAL FUND CAPITAL IMPROVEMENT PROGRAM OVERVIEW:SUMMARY FINANCIALS (in $1,000)FY 23FY 24FY 25FY 26FY 27FY 28FY 29FY 30FY 31FY 32Total:Costs Subtotaled:Studies, Design, Eng., Inspection, GC, Legal 3,274 1,867 2,573 772 112 112 62 112 381 2 9,266 Land/ROW/Easement Acquisition ‐ 50 ‐ ‐ 50 ‐ 50 ‐ ‐ 4,221 4,371 Construction 4,338 14,087 26,063 8,232 4,543 1,817 1,772 1,512 412 268 63,044 Furniture & Equipment 1,211 2,030 980 2,889 2,239 1,506 1,337 1,118 1,704 845 15,859 Bond Payment Obligations (aggregate) 599 627 784 1,024 1,407 1,550 1,527 1,504 1,480 1,104 11,607 Note Repayments 333 330 326 322 319 ‐ ‐ ‐ ‐ ‐ 1,631 City Center Bond Anticipated Repayment 990 980 975 986 975 965 951 936 919 901 9,578 TIF District Debt Repayment 344 752 865 1,272 1,259 1,638 1,687 2,830 2,788 2,744 16,178 To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 860 8,600 To Indoor Recreation Reserve Fund 75 300 575 625 825 900 975 1,050 1,050 1,050 7,425 Total CIP Costs:12,023 21,883 34,002 16,981 12,589 9,348 9,222 9,922 9,594 11,995 147,558 Funding Sources Subtotaled:General Fund (sourced from Property Taxes) 2,823 5,782 4,231 5,110 5,382 4,355 4,726 4,182 3,668 2,975 43,234 CIP Reserve Fund 998 988 1,161 1,477 1,846 1,989 1,971 1,952 1,930 1,907 16,218 Penny for Path Debt Proceeds 384 428 395 360 150 140 ‐ ‐ ‐ ‐ 1,857 Grant/Donation/Developer/ARPA Funds 1,444 3,658 6,651 568 450 580 100 300 479 4,121 18,351 Open Space Debt Proceeds 450 190 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 640 Anticipated Debt Proceeds ‐ ‐ 400 250 2,596 ‐ ‐ ‐ ‐ ‐ 3,246 City Center Debt Proceeds 1,700 5,200 10,350 4,900 ‐ ‐ ‐ ‐ ‐ ‐ 22,150 Highway Impact Fee 1,540 ‐ 115 275 ‐ ‐ ‐ ‐ 120 ‐ 2,050 Recreation Impact Fee 285 50 300 200 50 ‐ ‐ ‐ ‐ ‐ 885 Public Facility Impact Fee ‐ 49 48 76 96 103 102 101 100 99 775 Police Impact Fee 110 110 110 97 80 63 45 27 9 ‐ 651 TIF District Financing ‐ Proceeds 1,364 4,122 8,569 1,682 ‐ ‐ ‐ ‐ ‐ ‐ 15,737 Other ‐ Open Space, Rents, Facility use fees, Energy etc.581 555 805 715 680 480 590 530 500 150 5,587 TIF District Revenues (Increment) 344 752 865 1,272 1,259 1,638 1,687 2,830 2,788 2,744 16,178 Total CIP Revenues12,023 21,883 34,002 16,981 12,589 9,348 9,222 9,922 9,594 11,995 147,558 This page totals all General Fund capital expenditure (CE) costs by summed by cost types and funding sources annually. Information reflected on this page includes bond payments for prior capital projects. The City makes cash payments for maintenance and replacement in lieu of debt where possible in order to preserve debt capacity to undertake larger City priorities, i.e. the envisioned City Center. The General Fund has reserve fund related to capital projects: City Center Reserve Fund, for City Center expenditures. Costs below fall into three categories: project related (studies, property rights, construction, furniture & equipment), debt (payment on financing) and funding CIP reserve funds. NOTE that this is a program of planned expenditures and revenues and all costs are estimated and time tables are tenative and subject to change.
SUMMARY OF CAPITAL IMPROVEMENT PROJECTS
CITY OF SOUTH BURLINGTON, VT
DRAFT‐FY 2023‐2032
CIP Projects funded with General Fund (Property tax money)
FY22 Approved FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Total
Highways
Paving 700 750 1,000 1,000 1,000 1,000 1,000 1,000 1,000 ‐ ‐ 7,750
Fleet Replacement 225 225 380 350 400 420 450 280 380 480 ‐ 3,365
Fueling System Replacement ‐ ‐ ‐ ‐ 175 ‐ ‐ ‐ ‐ ‐ 175
Removal of infected ash trees 50 50 150 150 150 ‐ ‐ ‐ ‐ ‐ ‐ 500
Fire & Ambulance
Vehicle Replacement ‐ 740 30 740 1,350 40 40 40 375 ‐ 3,355
Equipment‐Fire & AMB 55 52 69 44 76 ‐ 108 60 142 150 350 1,051
Communication Tower‐Debt repayment 212 208 205 201 197 194 ‐ ‐ ‐ ‐ ‐ 1,005
Vehicles‐AMB ‐ ‐ ‐ ‐ 310 ‐ 350 350 ‐ ‐ ‐ 1,010
Fire Station Furniture ‐ ‐ ‐ ‐ ‐ ‐ 500 100 ‐ 200 800 Police
Police Station Financing Debt Service 51 36 20 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 59
Vehicle Replacement 96 110 160 165 170 175 180 185 190 195 195 1,725
Body Worn Camera / Cruiser Camera / Digital E 45 90 90 90 90 90 100 100 100 100 100 950
Security and Building Access Equiptment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 ‐ 100
Communications, Computers, Electronics 98 100 90 90 120 130 130 130 130 140 140 1,200
Recreation & Parks
Overlook Park 15
Bleacher Replacement ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10
Szymanski Park Replace Playground 20 ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ 50
Szymanski Pickleball Courts 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40
Szymanski Basketball Court 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15
Szymanski Improve Rec Path ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50
Jaycee Parking Lot Repaving ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50
Jaycee Skinned Softball Field 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25
Jaycee Playground Improvement ‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45
Farrell Playground Replacement ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 ‐ ‐ 60
Red Rocks Facility Replacement ‐ 500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 500
Wheeler House Improvements ‐ ‐ 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100
Vet‐Irrigation System Upgrades ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100
Recrowning of Athletic Fields at Vet 10 200 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 410
Vet‐Baseball Field Dugout Replacement ‐ 35 35 35 35 35 ‐ ‐ ‐ ‐ 175
Veterans Parking Lot Repaving ‐ 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100
Vet Memorial Basketball Courts ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50
Vet ‐ Band Shell Beam ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25
Vet ‐ Band Shell Lighting ‐ 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20
Parks System Master Plan ‐ 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100
Fleet Replacement ‐ SUV/Truck ‐ 50 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100
Fleet Purchase ‐ Senior Bus ‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40
Fleet Replacement ‐ Trailer ‐ ‐ 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16
Park Amenity Roof Replacements 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 IT
IT Hardware 17 20 20 20 21 21 21 22 22 22 ‐ 189
Servers 18 12 45 19 47 18 12 45 19 47 ‐ 264
Software 15 34 34 34 34 34 34 34 34 ‐ 287
CM
Public Art 5 5 37 22 20 20 20 20 20 20 20 204
Indoor Recreation Facility‐Reserved fund ‐ 75 300 575 625 825 900 975 1,050 1,050 1,050 7,425
Bonds Payment 88 84 81 77 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 242
Library
Bookmobile replacement ‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60
Physical Plant
HVAC 31 85 50 35 35 115 35 35 50 60 531
Vehicles ‐ 31 ‐ 40 ‐ ‐ ‐ ‐ 45 ‐ 116
Generators ‐ ‐ ‐ 90 ‐ ‐ 90 ‐ ‐ ‐ 180
City Center
To City Center Reserved Fund 860 860 860 860 860 860 860 860 860 860 860 8,600
TOTAL 2,555 2,823 5,782 4,231 5,110 5,382 4,355 4,726 4,182 3,668 2,975 43,234
SUMMARY OF CAPITAL IMPROVEMENT PROJECTS
CITY OF SOUTH BURLINGTON, VT
DRAFT‐FY 2023‐2032
FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Total
CIP Projects with Special Funding Sources
Highways
Fueling System Replacement ‐ ‐ ‐ ‐ 75 ‐ ‐ ‐ ‐ ‐ 75
Roads Improvement
Intersection Improvements Airport Parkway‐Lime Kiln (Road) ‐ ‐ ‐ 50 200 200 ‐ ‐ ‐ ‐ 450
Williston Road Street Improvements (Road) ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 369 4,221 4,690
Spear Street Widening (Road) ‐ ‐ 315 325 2,596 ‐ ‐ ‐ ‐ ‐ 3,236
Fire & Ambulance
Vehicle ‐Ambulance 310 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 310
Police ‐
Dispatch Equipment‐ Communications, Computers 225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 225
Police Station Financing Debt Service 470 470 470 457 440 423 405 387 369 ‐ 3,891
Building Stewardship Fund 50 50 50 50 50 50 50 50 50 50 500
Recreation & Parks ‐
South Village Soccer Field 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 125
Jaycee Park Master Plan ‐ 50 500 250 ‐ ‐ ‐ ‐ ‐ ‐ 800
Jaycee Skinned Softball Field ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Fleet Purchase ‐ Senior Bus ‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40
Fleet Replacement ‐ Trailer ‐ ‐ 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6
Utility Vehicle 26 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 26
Dog Park Ammenities 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60
Open Space Projects ‐
Open Space Debt Payment 125 125 125 125 125 ‐ ‐ ‐ ‐ ‐ 626
Underwood Property 195 150 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 345
Red Rocks Improvements 160 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200
Wheeler Homestead & Nature Park Upgrades 200 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250
Bike & Peds Improvements ‐
Williston Road Crosswalk Locations 250 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 450
Kennedy Dr/Twin Oaks Crosswalk 169 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 169
S. Dorset Street Shared Use Path 70 660 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 730
Spear Street Bike/Ped Improvements (Phase 1)50 100 300 350 ‐ ‐ ‐ ‐ ‐ ‐ 800
Wayfinding 30 30
Patchen Jaycee CW 15 15
Dorset Songbird CW 5 15 20
Kimball Avenue Shared Use Path (Phase 2) ‐ 60 240 100 ‐ ‐ ‐ ‐ ‐ ‐ 400
Shelburne Rd Crosswalk Imp ‐ 23 93 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 116
Hinesburg Rd Shared Use Path ‐ ‐ 100 150 250 ‐ ‐ ‐ ‐ ‐ 500
Allen Rd. Bike Ped Imp (Lower) ‐ ‐ 100 100 ‐ ‐ ‐ ‐ ‐ ‐ 200
Hinesburg Rd Dubois Crosswalk ‐ ‐ 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15
Shelburne Road Ped/Bike Facilities ‐ ‐ ‐ 50 100 250 ‐ ‐ ‐ ‐ 400
Queen City Park Road Bike/Ped imp ‐ ‐ ‐ 50 150 200 ‐ ‐ ‐ ‐ 400
Airport Parkway (Phase 2) ‐ ‐ ‐ ‐ ‐ 100 100 300 300 ‐ 800
Airport Parkway (Phase 1) ‐ 275 288 563
Spear St Pheasant Way CW 40 40
Shelburne Brewer CW 20 20
Dorset St Niklaus Cir CW 20 20 IT
Software‐Office 365 Migration 39 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 39
CM
Indoor Recreation Facility 1,700 5,200 10,000 4,900 21,800
Mary Street Sidewalk 140 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 140
Bond Payment 8 57 234 567 967 1,127 1,122 1,117 1,111 1,104 7,415
Library ‐
Bookmobile replacement ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50
Energy Projects ‐
Facility Stewardship 10 10 10 10 10 10 10 10 10 ‐ 90
Fire Station #2 Weatherization ‐ ‐ ‐ ‐ ‐ 20 160 ‐ ‐ ‐ 180
Facilities Review 10 10 10 10 10 10 10 10 10 ‐ 90
Solar at Airport Parkway WWTP ‐ ‐ 150 100 ‐ ‐ ‐ ‐ ‐ ‐ 250
City Center ‐
Williston Road Streetscape 142 951 1,051 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,144
Garden Street 2,622 2,550 5,067 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10,239
Pedestrian/Bicycle Access at I‐89 Exit 14 600 3,329 8,568 880 ‐ ‐ ‐ ‐ ‐ ‐ 13,377
City Center Park 60 120 231 802 ‐ ‐ ‐ ‐ ‐ ‐ 1,213
Bond Payment 1,333 1,732 1,840 2,258 2,234 2,604 2,638 3,765 3,707 3,645 25,756
Total 9,200 16,101 29,771 11,871 7,207 4,993 4,496 5,740 5,926 9,020 104,324
SUMMARY OF CAPITAL IMPROVEMENT PROJECTS
CITY OF SOUTH BURLINGTON, VT
DRAFT‐FY 2023‐2032
FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30 FY 31 FY 32 Total
ENTERPRISE CIP PROJECTS
Waste Water (Sewer) Projects
Fleet Replacement 220 249 80 60 75 55 80 60 60 ‐ 939
Airport Parkway Outfall ‐ ‐ ‐ ‐ ‐ 50 650 600 ‐ ‐ 1,300
Bartlett Bay Updgrade 400 3,200 8,000 6,000 ‐ ‐ ‐ ‐ ‐ ‐ 17,600
Hinesburg Rd. PS and Dorset St. FM ‐ 100 150 1,750 1,700 ‐ ‐ ‐ ‐ ‐ 3,700
Lane Press Pump Station & Force Main ‐ 50 1,500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,550
Commerce Ave Force Line Replacement ‐ 25 250 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 275
Gravity Sleeves ‐ ‐ ‐ ‐ ‐ 500 500 ‐ ‐ ‐ 1,000
Pump Station Telemetry ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Pump Station Upgrades ‐ 200 ‐ 200 ‐ 200 ‐ 200 ‐ ‐ 800
Bond Payment 1,082 1,082 1,082 1,082 1,082 1,082 1,082 1,082 1,082 1,082 10,815
Storm Water Projects
To Fleet Reserve Fund 115 200 150 200 200 200 200 200 ‐ ‐ 1,465
Fleet Replacement 306 306 306 306 306 306 306 306 306 306 3,060
Stormwater Projects 2,481 2,313 2,425 2,047 2,000 2,200 2,000 2,000 ‐ ‐ 17,466
Water Projects
High Service 2 By‐Pass ‐ ‐ ‐ 30 200 ‐ ‐ ‐ ‐ ‐ 230
AMR & Meter Replacement 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60
Dorset Street East Tank Booster Station ‐ 353 380 80 120 80 ‐ ‐ ‐ ‐ 1,013
National Guard Avenue PRV Vault ‐ ‐ 20 150 ‐ ‐ ‐ ‐ ‐ ‐ 170
U‐Mall Flow Control Valve Vault 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50
Spear Meadows Bypass Project ‐ 20 30 200 ‐ ‐ ‐ ‐ ‐ ‐ 250
Bond Payment 107 102 97 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 307
TOTAL 4,820 8,200 14,470 12,105 5,683 4,673 4,818 4,448 1,448 1,388 62,050
GENERAL FUND ‐ ROAD IMPROVEMENTSCAPITAL IMPROVEMENT PROGRAM EXPENDITUREPROJECT:Spear Street WideningN/AN/ADEPARTMENT/STAFF CONTACT:FINANCIALS (in $1,000)FY 23FY 24FY 25FY 26FY 27FY 28FY 29FY 30FY 31FY 32Total:Estimated Costs:Studies, Design, Engineering, Inspection, GC, Legal 315 325 640 Land/ROW/Easement Acquisition‐ Construction2,596 2,596 Furniture & Equipment‐ TOTAL ESTIMATED COSTS:‐ ‐ 315 325 2,596 ‐ ‐ ‐ ‐ ‐ 3,236 Funding Sources:General Fund‐ Grant/Donation/Developer Contribution‐ Secured Debt Proceeds (Penny for Path Projects Fund)‐ Anticipated Bond2,596 2,596 Roads Improvement Impact Fee 115 275 390 Recreation Impact Fee 100 100 Trade‐In Generated Revenues‐ Other100 50 150 TOTAL FUNDING SOURCES:‐ ‐ 315 325 2,596 ‐ ‐ ‐ ‐ ‐ 3,236 STATUS: In scoping.DESCRIPTION: Reconstruct and widen Spear Street to add a shoulder on the east side of the road. This project is the complete length of the street from Route 2 to the Shelburne Town line. OPERATING BUDGET IMPACT: JUSTIFICATION: This project is outlined in the Spear Street Corridor Study and will improve the delivery of public services and access to Spear Street as a bicycle/pedestrian connection for users. AVG ESTIMATED SAVINGS PER YEAR:FINANCIALS COMMENT: Options outlined by the committee include funding through amendment of Rec. Impact Fees, proposing a complete street bond issue, or a reserve fund. In current $. City has the option to apply for a grant to complete the scoping study earlier.AVE ESTIMATED REVENUES PER YEAR:Justin Rabidoux
GENERAL FUND ‐ RECREATION AND PARKSCAPITAL IMPROVEMENT PROGRAM EXPENDITUREPROJECT:0FINANCIALS (in $1,000)FY 23FY 24FY 25FY 26FY 27FY 28FY 29FY 30FY 31FY 32Total:Estimated Costs:Studies, Design, Engineering, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction 50‐ Furniture & Equipment 10 10 Anticipated Debt RepaymentAL ESTIMATED COSTS:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 Funding Sources:General Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Grant/Donation/Developer Contribution‐ Current Bond‐ Anticipated Debt‐ Road Improvement Impact Fee‐ Recreation Impact Fee60 ‐ 60 Trade‐In Generated Revenues‐ Other: Open Space FundL FUNDING SOURCES:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 Recreation & Parks |Holly ReesDog Park‐ AmmenitiesSTATUS: DESCRIPTION: As the City Council appointed Dog Park Committee begins its work, it will be necessary for funds to construct additional dog parks/ammenities in the city. Assuming a modest budget as a placeholder for such development of Wheeler, Phase 2 improvements to Farrell and potenial design work for additional lands.OPERATING BUDGET IMPACT: NoneJUSTIFICATION:To support City Council directed committee workAVG ESTIMATED SAVINGS PER YEAR:FINANCIALS COMMENT:AVG ESTIMATED REVENUES PER YEAR:DEPARTMENT/STAFF CONTACT:
Proposed Cannabis Ballot Lanaguge:
Shall the voters of the City of South Burlington permit the operation of cannabis retailers within
the City, pursuant to 7 V.S.A. §863(a)(1), and subject to such municipal ordinance and
regulation as the City Council may lawfully adopt and implement?
115 Catamount Drive
Milton, VT 05468
844.283.9333 www.ceresmedvt.com info@ceresvt.com @ceres_vt
Request to Include Consideration of Retail Cannabis Sales on South Burlington’s City Council Agenda
CeresMED asks that the city of South Burlington add the topic of adult-use retail cannabis sales to the
City Council January 18th meeting agenda. Vermonters have overwhelmingly supported the
legalization of adult-use cannabis and with Act 164, the state of Vermont created a framework that
guides the establishment of an adult-use cannabis industry.
The question of opting into adult-use cannabis sales that faces South Burlington does not diminish
local control of how cannabis sales are regulated. Per Act 164, South Burlington may establish its own
Cannabis Control Board that will govern the rollout of adult-use cannabis sales. While local cannabis
businesses will still adhere to the safety requirements of the state, they will also be subject to the
requirements of the city of South Burlington.
The constituents of South Burlington should be permitted to vote on this matter, as it is the
constituents who would purchase cannabis or who may wish to establish their own cannabis business
in their home city. Should the citizens of South Burlington not have the opportunity to support
implementing adult-use cannabis sales, they will undoubtedly look to surrounding cities in which to
purchase cannabis, start businesses, or for employment in the cannabis industry.
Impact of Adult-Use Retail Cannabis Sales in South Burlington, Vermont
The potential impact of allowing retail adult-use cannabis sales in South Burlington, Vermont (VT) is
great in terms of the ability to generate revenue, contribute to supportive efforts for social equity, and
create new employment opportunities for Vermonters. We urge South Burlington to vote to opt-in to
retail cannabis sales and to consider adopting language similar to Burlington as seen below.
“Shall the [town of…] permit the operation of cannabis retailers that are licensed by the State of Vermont
under Act 164, beginning in [month] of 2022, such sales also being subject to any city ordinances or
regulations that [Town, or City] may lawfully adopt.”
115 Catamount Drive
Milton, VT 05468
844.283.9333 www.ceresmedvt.com info@ceresvt.com @ceres_vt
Economic Impact of Retail Cannabis Sales
Local communities across VT, such as South Burlington, stand to receive substantial financial income
by permitting adult-use cannabis retail sales. As of March 2021, twenty-one communities across
Vermont have approved cannabis sales in their
municipalities.1Chittenden County could realize 50% of the estimated
$250 million in economic gains. Each community that opts-in will
have the option to include an additional 1% tax that will go directly
to the city or town and can be used as the city or town sees fit. This
would provide the cities of Chittenden County with an estimated
$1.25 million in additional revenue should those cities choose to
implement a local tax.
In addition to revenue generated from taxes, adult-use cannabis retail sales will provide further
economic benefit and revitalization to South Burlington. Benefits noted from other States with adult-
use cannabis sales include:2
• Wages paid to employees of cannabis companies also benefit other local businesses such as grocery
stores, restaurants, etc.
• Cannabis businesses pay state and local taxes which can fund health, education, and other
infrastructure needs.
• Real estate and construction businesses benefit from new opportunities.
• Dispensaries will attract tourists, leading to increased spending at other local businesses.
Social Equity Impact of Retail Cannabis Sales
The Cannabis Control Board (CCB) has embraced its mission of safely, equitably, and effectively
implementing and administering the laws enabling this next phase of VT’s cannabis industry. As a part
of that mission, the CCB has prioritized social equity – and South Burlington has the opportunity to
continue that support by permitting adult-use retail cannabis sales.
It is estimated that for each
dollar spent by medical
cannabis patients or adult-use
customers at the retail level, an
additional $3 in economic
benefit is realized at the local
level.2
“The Board recognizes the disproportionate impact of the historically government-led policies that fueled
the economic oppression of Black and Brown people for generations and continues to disadvantage these
individuals as well as Indigenous people, people of color, and other historically marginalized groups. The
Board aspires to build an equitable and accessible program in order to mitigate the past harm inflicted by
the prohibition of cannabis.”
Cannabis Control Board
115 Catamount Drive
Milton, VT 05468
844.283.9333 www.ceresmedvt.com info@ceresvt.com @ceres_vt
South Burlington is one of the most diverse cities in VT and is surrounded by the two most diverse
cities in VT – Burlington and Winooski. Should South Burlington opt-in to adult-use sales, the city will
directly increase legal access to cannabis, create employment opportunities, and create business
opportunities not only for its constituents, but also for those in surrounding cities and towns.
Conclusion
It is our hope that we can continue, along with fellow cannabis businesses, to operate in South
Burlington. South Burlington is primed to support adult-use cannabis sales as it has been zoned for
cannabis and has been home to CeresMED for nearly four years.
With the emerging adult-use cannabis industry in Vermont, the city of South Burlington has an
opportunity to leverage the industry to improve local economy, facilitate job creation, and support
social equity. Through retail cannabis sales, South Burlington could generate the funds to accelerate
all of the city’s major projects and in doing so, become a model of best practices in leveraging the
cannabis industry to further support community specific goals.
References
1.Burlington, Montpelier, Winooski OK local cannabis sales. https://www.wcax.com/2021/03/03/vermont-
voters-weigh-in-on-local-cannabis-sales/. Accessed March 24, 2021.
2.Chart: U.S. marijuana industry’s economic impact to approach $70B by 2021.
https://mjbizdaily.com/chart-u-s-marijuana-industrys-economic-impact-approach-70b-2021/. Accessed
March 24, 2021.
WARNING
CITY OF SOUTH BURLINGTON ANNUAL CITY MEETING MARCH 1, 2022
The legal voters of the City of South Burlington are hereby notified and warned to meet at their respective
polling places at the Chamberlin School on White Street, the Frederick H. Tuttle Middle School on Dorset
Street and the Orchard School on Baldwin Avenue on Tuesday, March 1, 2022 at 7 o’clock in the forenoon,
at which time the polls will open until 7 o’clock in the evening, at which time the polls will close, to vote
by Australian Ballot on the following Articles:
ARTICLE I ELECTION OF CITY OFFICERS AND CITY COUNCILORS
To elect all City Officers and City Councilors required by law. ARTICLE II ANNUAL CITY BUDGET
Shall the City adopt the City Council’s proposed budget for the Fiscal Year July 1, 2022 to June 30, 2023 totaling _____________ (________________) of which, excluding previously approved additional levies, it is estimated __________________ ($_____________) will be raised by local property taxes?
ARTICLE III AMENDMENT OF PREVIOUSLY APPROVED LEVIES Starting in FY 2023, shall the City’s prior voter authorizations to levy an additional one penny on
the annual city tax rate for the sole purpose of funding bicycle and pedestrian infrastructure improvements, and one penny for the purpose of funding the acquisition of lands and rights in lands to preserve open land, natural areas, and land devoted to recreational use, 50% of which was further
authorized for the payment of debt proceeds to fund open space enhancement projects and 5% of which was authorized to pay for maintenance costs, each be amended to instead levy 77% of one penny (0.0077) on the annual city tax rate, the entirety of the proceeds of which are to continue to be deposited into the already established reserve funds for such purposes? ARTICLE IV AUTHORIZING RETAIL CANNABIS SALES Shall the voters of the City of South Burlington permit the operation of cannabis retailers
within the City, pursuant to 7 V.S.A. §863(a)(1), and subject to such municipal ordinance and
regulation as the City Council may lawfully adopt and implement?
The legal voters of the City of South Burlington are further warned and notified that a virtual public
information meeting will be held to discuss Articles I and II on Monday, February 28, 2021 on GoToMeeting. The link is below:
Please join the meeting from your computer, tablet or smartphone.
https://www.gotomeet.me/SouthBurlingtonVT/city-council-meeting-sm02-28-2022sm
You can also dial in using your phone. United States: +1 (669) 224-3412
Access Code: 296-671-597
POLLING PLACES FOR VOTING ON THESE ARTICLES ARE THE CHAMBERLIN SCHOOL ON WHITE STREET, THE FREDERICK H. TUTTLE MIDDLE SCHOOL ON DORSET STREET AND THE ORCHARD SCHOOL ON BALDWIN AVENUE. VOTERS ARE TO GO TO THE POLLING PLACE IN THEIR RESPECTIVE DISTRICT.
The legal voters of the City of South Burlington are further notified that voter qualification, registration and
absentee voting relative to said annual meeting shall be as provided by the Vermont Statutes Annotated.
Dated at South Burlington, Vermont, this 18th day of January, 2022.
______________________ ______________________ Helen Riehle, Chair Meaghan Emery, Vice Chair
______________________ _______________________
Tim Barritt, Clerk Thomas Chittenden
_______________________ Matt Cota
Received and recorded this ___ day of January, 2022.
__________________________________________ Donna Kinville, City Clerk
1
REQUEST FOR CITY COUNCIL SUPPORT FOR CDBG APPLICATION
SUMMIT AT O’BRIEN FARM -- LOT 10 & LOT 11
01/13/2021
Request: On behalf of Summit Properties, I am writing to request City Council
support for the Community Development Block Grant (CDGB) application for the
proposed Summit at O’Brien Farm development located at lots 10 and 11 of the
Hillside at O’Brien Farm community in South Burlington, Vermont (collectively the
“Development”). In particular, Summit requests the following:
That City Council set a public hearing for February 22, 2022, for the
purpose of authorizing the City Manager to submit a CDBG application for
the Development.
As discussed in detail below, this Development will bring a high-impact, mixed-
income community consisting of 71 affordable apartments and 23 market rate
apartments to the City. Of particular note, the Development will greatly exceed
the minimum number of inclusionary units required within the greater O’Brien
Farm community and at much deeper affordability than the inclusionary zoning
requirement provides. The minimum inclusionary requirement is 51 units
affordable to individuals and families earning less than 80% of AMI, whereas
Summit’s proposal will provide 71 affordable units, all of which will be affordable
to residents earning less than 60% of AMI. Moreover, at least 25% of the
affordable units will be set aside for the homeless and at risk of homelessness,
and affordable to those earning less than 30% of AMI. CDBG funding is a critical
component to achieving these levels of affordability, especially in light of recent
construction cost increases.
2
Overall Summary:
The Developments will consist of two new construction multi-family apartment
buildings of 47 units each. Although located on abutting parcels, each of the
Developments will be separately financed, owned, and constructed. Therefore,
Summit is in the process of moving forward with separate financing applications
for each lot within the Development. Construction is expected to begin on each
of the developments in the summer of 2022, with a placed in-service date in late
summer of 2023.
The Developments will provide numerous amenities, including underground
parking, a fitness center, outdoor community space including patio, available
storage lockers, laundry, central elevator, and on-site management office. The
Apartments include common areas and residential units that support people with
disabilities, including physical accessibility and Universal Design features. Every
unit in the project will be adaptable and visitable, as defined by the Vermont
Housing Finance Agency’s Universal Design standards. Studio’s will average
approximately 500 sq. feet, one-bedroom’s approximately 675 sq. feet, and two
bedrooms over 900 sq. feet. Rents will include all utilities.
Lot 10 Summary
Lot 10 will consist of 8 market-rate and 39 perpetually affordable housing units.
The affordable apartments will include 12 units set aside for individuals and
families earning less than 30% of Area Median Income (“AMI”). These units will
provide supportive services for the homeless and at-risk through a partnership
with COTS. The remaining 27 income-restricted units will be affordable to low-
income families and individuals earning less than 60% of AMI.
Lot 11 Summary
Lot 11 will consist of 15 market-rate and 32 perpetually affordable housing units.
The affordable apartments will include 8 units set aside for individuals and
families earning less than 30% of AMI. These units will provide supportive
services for the homeless and at-risk through a partnership with COTS. The
3
remaining 24 income-restricted units will be affordable to low-income families
and individuals earning less than 60% of AMI.
Compliance with HUD’s Consolidated Plan:
This application is consistent with the three guiding principles identified in the
2020-2024 HUD consolidated plan.
➢Achieving Perpetual Affordability of Housing Resources and Investments:
Collectively, the Developments will add 71 permanently affordable
apartments to the housing stock of Chittenden County. 20 of these
apartments will be affordable to individuals and families earning less than
30% of AMI. These apartments will be targeted to Vermonters who are
homeless and at-risk. The ability to bring this number of high-quality, new-
construction affordable apartments on-line in separate, but adjoining
projects, offers a unique, high impact opportunity for the State.
➢Development consistent with “Smart Growth” Pattern: The
Developments will be integrated into the greater Hillside at O’Brien farm
community, within South Burlington’s transit overlay district adjacent to
Kennedy Drive in South Burlington. This location has been specifically
identified by the City as a focus for new development and is part of the
City’s core development area, supported by transit and City services.
➢Linking Homelessness with Permanent Housing Systems: The
Developments will provide supportive services for the homeless and at-risk
through a partnership with COTS. Summit and COTS will utilize the same
model that has proven successful in two recent affordable communities in
Winooski, Vermont, to provide housing and supportive services to folks
specifically identified and referred by COTS.
4
Thank you very much for your consideration of this application. If you have any
questions please do not hesitate to reach out by phone or email using the contact
information below.
Sincerely,
Tom Getz
On behalf of Summit Properties
Contact Information:
Tom Getz, CEO
tgetz@summitpmg.com
802-846-5430 ext. 3113
50' Wetland Setbac
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50' WetlandSetbackWetland C
Type III
Existing Lot 1
Area = 8.9 acres
"Lancaster"
Area = 5.0 acres
"Stonington"
Existing Lot 2
Existing Lot 3
Open Land
Area = 2.0 acresExist
ing
Pond
#
1
Existin
g
P
o
n
d
#
2
Existing
P
o
n
d
#
3
Lot 6
Park
Area = 3.0 ac
Lot 9 Are
a
=
1
.
9
a
c
Lot 8
Area = 4.6 ac
Lot 4
Area = 1.1 ac
Lot 5
Area = 8.83
acres
Lot 5
Area = 9.1 acres
Lot 7
Area = 2.44 acres
22 Units
22 U
n
i
t
s
16 Units
55 Units
Lot 10
Area = 0.9 ac
Revised Lot 14
Area = 1.1 ac
Revised Lot 13
Area = 2.1 ac
Revised Lot 15
Area = 2.3 ac
Revised Lot 17
Area = 4.3 ac
Lot 16
Area = 6.72 ac
Revised Lot 11
Area = 1.2 ac
Revised Lot 12
Area = 1.6 ac
Revised Lot 18
Area = 0.56 ac
Note: Lot 12-15 permanent improvements are
shown for schematic purposes
10' paved pathLot 10
Area = 0.9 ac
HILLSIDE @
O'BRIEN FARM
OWNER AND APPLICANT:
ISSUED FOR PERMIT REVIEW
NOT FOR CONSTRUCTION
PROPERTY INFORMATION:
C-2
SITE PLAN
Old Farm Road and Kennedy Drive,
South Burlington, Vermont
O'BRIEN BROTHERS
1855 WILLISTON ROAD
SOUTH BURLINGTON, VT 05403
CITY ROADS &
LOTS 10-11
164 Main Street, Suite 201 P: (802) 878-0375
Colchester, Vermont 05446
email@krebsandlansing.com
Revised Lot 14
Area = 1.1 ac
Revised Lot 12
Area = 1.6 ac
Revised Lot 13
Area = 2.1 ac
Revised Lot 15
Area = 2.3 ac
Revised Lot 17
Area = 4.3 ac
Revised Lot 16
Area = 6.7 ac
Revised Lot 11
Area = 1.2 ac
Gravel
Wetland #1
Gravel Wetland #2
8 Spaces2 New Spaces
6 Spaces (2 new)
8 Spaces
10 Spaces
29 Parking Spaces
32 Parking Spaces
Proposed 47 Unit Building
24 Garage Spaces
Proposed 47 Unit Building
24 Garage Spaces
New Bike
Rack
New Bike
Rack
Snow
Storage
Snow
Storage
Snow
Storage
Screened
Trash/
Recycling
Screened
Trash/
Recycling
Stone
retaining
wall
8' concrete sidewalk
10' con
c
r
e
t
e
s
i
d
e
w
a
l
k10' concrete sidewalk8' paved path
5' concrete sidewalk 5' concrete sidewalk5' concrete sidewalk
5' concrete sidewalk5' concrete sidewalkRevised Lot 18
Area = 0.56 ac
Snow
Storage
LIMIT OF PROPOSED PHASE
Note: Lot 12-15 permanent improvements are
shown for schematic purposes
Note: Lot 12-15 permanent improvements are
shown for schematic purposes
Temporary gravel
pedestrian path
during construction
Stop
bar and
stop
sign
Stop bar
and stop
sign
Stop bar and
stop sign
Stop bar and
stop sign
Stop bar and stop sign. Refer to
landscape plans by Wagner
Hodgson Landscape
Architecture for details of special
paving and brick crosswalks.
Refer to landscape plans by
Wagner Hodgson Landscape
Architecture for details of special
paving and brick crosswalks.
Refer to plans by Lamoureux &
Dickinson for details of turn
lanes and signalization.
"Bikes Yield to
Peds" MUTCD
R9-6 sign
"Bikes Yield to
Peds" MUTCD
R9-6 sign
"Bikes Yield to
Peds" MUTCD
R9-6 sign
Sidewalk
connection to
future phase
From:
To:
Subjects:
Date:
Andrew Bolduc, Deputy City Manager
Martha Machar, Finance Officer
City Council
Analysis of FY22, Quarter Ended December 31, 2021
January 14, 2022
FY22 financial reports for the period ending December 31, 2021 are attached. Only summary
reports for general fund budget are included. Detail reports can be found in the Council box.
Overall, the general fund expenses and revenues through the end of the second quarter are on
target. Expenses are at 47.37% which is consistent with prior year’s spending. Revenues are at
59.93%, this is also consistent with past fiscal years. While some revenue lines are still below
budget others are above and in the aggregate are balancing each other out.
Find below the financial narratives from department managers for the second quarter ending
12/31/2021.
IT:
Expenditures:
The IT budget lines are all progressing as planned. While we have seen significant cost
increases in IT hardware, we are leaning on upgrading older workstations rather than
outright replacements to keep us on track.
The IT utility services line appears behind, but we have a contract renewal for our fiber
connection between 575 Dorset and 19 Gregory dr. coming up later in FY22 that will
close the gap.
We are being cautious with our spending out of the software budget line to accommodate
any remote work or other unexpected needs. We will also have some larger software
license renewals upcoming.
PLANNING AND ZONING
Expenditures:
Through half of the fiscal year, we have expended 43% of the P&Z budget
Staffing: Permanent salaries are slightly above the budgeted amount, but this is expected and approved. The Council authorized the use of ARPA funds to help fill the City
Planner position in this current fiscal year. The position was filled in November. As a
result, the line item will continue to outpace the budget for the remainder of this fiscal year.
Materials, meetings, advertising, etc. These items are presently well below their budgeted amounts, but we do expect them to in in the range of the budget by the end of the fiscal year
Stipends. Stipends will be paid out in the 3rd quarter.
Dues, Training, etc. Dues and training are at approximately 40% of budget through half the year. We expect these to be expended through the fiscal year.
Consulting & Committee Support. Though six months we are at 5% of expenditures.
However, a number of projects’ billing have recently been submitted and other projects are ongoing. We anticipate this line item to be expended during the year on the various planning projects: transportation, PUDs/LDRs, mapping, climate action, etc.
Revenues:
Through one-half of the year, revenues are at a robust 71%of the year’s projections.
Development Review. This item is for projects before the DRB (or their administrative equivalents). Revenues are at 63% of the total annual budget. This is positive for the
budget and will likely result in robust zoning permit revenues in the coming months and
year.
Permitting revenues are at over 75% of budget through half the year. The permitting figure is especially variable year-to-year based on when permits for anticipated multi-
family or commercial buildings are received and issued.
Bianchi Ruling: The Bianchi Ruling fees are collected at the time of sale or re-financing of a home, which tends to occur at times with very low interest rates. These have continued very strongly for the moment.
RECREATION:
To Date Total Expenses: 33%
Administrative: 33%
Salary: We have several months of unpaid salary for our vacant Recreation Specialist
position.
Overtime: We have overspent this line item by nearly $5,000; though the decision was a
calculated one needed to support standard levels of services while we are still down a
Recreation Specialist position that was vacated in August. We are currently in the
interview process and hope to find the right candidate which will allow us to return to full
staff once more. Program staff are doing all they can to mitigate additional overtime by
flexing their schedules.
Printing: COVID has shifted many of our priorities and we have chosen to limit our
printed marketing to seasonal post cards to alert the community of new program and
event offerings. This is a substantial savings to what has been budgeted for.
Additionally, the city has decided not to continue with the SoBuLife publication, as the
pivot to a bi-weekly electronic newsletter now serves that need, so we are following that
marketing lead by eliminating the traditional hard copy SoBuPlay magazine.
All other line items in this category are trending as predicted.
Programs: 17%
General Supplies: Impacts of COVID are still providing stumbling blocks to program
offerings. With more limited programming, the need for supply purchase has been
minimal.
Advertising: We have narrowed any paid for print marketing and have focused on
maintaining our inventory of A-frame signs to support drop in posters to market directly
at park and school locations. This, in addition to our free social media resources, weekly
newsletter and website-based marketing have proven to be successful in reaching the
community.
School Usage: This annual contribution to the school is anticipated to be paid out in the
fourth quarter.
Red Rocks: 83%
Salary: Any staffing and supply monies in this section will be spent out in the fourth
quarter as we look to open the gates mid-June and support the park with our traditional
Park Ranger services. Should this not be the case, any money in this line item could help
support the greater city budget. There are no expected overages anticipated in this
section.
Clothing: Clothing purchases were bulk ordered this fall ahead of the anticipated season
opening. No further expenses are anticipated out of this line item for the remainder of the
year.
Facility: 12%
Supplies: Park supplies are tracked and reserved for any winter/spring purchases ahead
of the upcoming open season. Items such as refreshed hoops, nets, picnic tables etc. are
all assessed over the winter so this line item will likely be utilized fully in the coming few
months.
Facility Improvements: As with park supplies, much of the needed facility
improvements such as bathroom upgrades, sign replacement, annual wood chip
replacement etc. are all utilized in the late winter/early spring months in preparation of
seasonal opening.
Senior Programs: 18%
Senior Program Expense: Onboarding the Senior Center has been a smashing success!
We have focused on outreach to residents and program creation in October and
November to get things up and running. There has been a great deal of expenses related
to upfitting the catering kitchen as well as the general program supplies needed to support
daily programs. While we are sensitive to not over spending, there may need to be some
adjustments made to the budget as we continue to see the full launch of the center.
Special Activities: 20%
Adult Programs: We have not been able to support any paid adult programs due to
limited access to space due to COVID. Additionally, with limited staff, we have decided
to maintain what we can of our community event and engagement opportunities to
support the adult population, as well as invest our staff time in creating sustainable
volunteer coordinated adult drop in leagues that provide opportunities for play but don’t
require paid contracts, which is why we have not spent any money in this line item. We
look forward to the addition of a new staff member and the hopeful conclusion of the
pandemic so we can focus on expanding our adult programming.
Youth Programs: We have run as many of our traditional youth programs as possible
through this fall and the expenses reflect that. Though we are not producing as much as
we would like, the impacts to youth programming are more minimal than adult programs
as we have been able to maintain league play for both fall soccer as well as early winter
basketball.
Ski and Ride: Due to COVID protocols, the school has decided to keep the Middle
School Ski and Ride program in-house and have facilitated the program this year
independent of the Recreation and Parks Department. No money has been either
expensed or generated for this program this year.
Chorus: Due to COVID protocols, the SBCC did not operate a fall session. We are
working with them to see if they might be able to do a delayed start spring session;
utilizing the Senior Center for weekly evening practices and the auditorium for a late
spring concert. Likely only half of this line item will be paid out this year.
CIP: 38%
Capital Projects in the Works:
Overlook: Additional Plantings/ Pine Tree Removal
Szymanski: Resurfacing of court and construction of four pickleball courts
as well as resurfacing of relining basketball court.
Veterans Memorial: Bathroom Facility Upgrades, Basketball Court Facility
Upgrades, Replacement of Baseball Dug Out.
Wheeler: Installation of Dog Park
South Village: Development of Recreation Facility (youth soccer field)
REVENUES:
To Date Total Revenues: 34%
Senior Programs
Grants: No grants to report to date. With the launch phase of the Senior Center
now complete, we can add research of grants to our to do list. Our Senior/Adult
Recreation Specialist, Rebecca Isham, has prioritized attending monthly
VASCAMP (Vermont Association of Senior Centers and Meal Providers)
meetings and is researching several grant opportunities through that network.
Donations: To date we have not collected substantial donations. The Senior
Center was a $5,000 benefactor of Bernie Sanders “Mitten Money”, but that has
been placed in a specialty fund and not in the operational budget.
Rentals: As we have on-boarded the Senior Center, the focus has been
programming. Now that we are up and running, we will accommodate more
intentional marketing of the space for rentals. We have drafted marketing
materials and have protocols and procedures for utilization of the program space
and catering kitchen.
Meals: While the meal program began in October though AgeWell, we didn’t
start collecting money for the meals until November. We will continue to see
monthly revenue of around $750 in meal revenue for the remainder of the year.
Special Activities:
VRPA discount tickets: Vermont Recreation and Parks Association is no longer
running their discount amusement park ticket program, so there will not be any revenue
or expense for this program this year.
Youth Programs: Tracking slightly behind where might like with youth program
revenues, but are thankful that we have been able to offer viable options for year-round
play so far and are lucky to be able to access school facilities for the first time during this
pandemic to support youth recreation programs. We hope to have swim lessons coming
onboard soon with The Edge to add to our inventory of offerings.
Adult Evening Programs: As mentioned, there are no revenues for adult programs that
have been so significantly impacted by both COVID and our limited staffing; though it
should be noted that the senior center serves adults age 55 and thrives with offerings such
as bone builders, tai chi, seated yoga as well as a variety of game programs.
Afterschool Ski: As mentioned, the Middle School Ski Program is not part of our
inventory this year due to COVID protocols, so we are no seeing expense or revenue for
this program; though the children of the community still have access to the program
directly through the school and supported by a robust scholarship program offered by
Bolton Mountain.
Drivers Education: We still have two Drivers’ Education Sessions that will be open for
registration in this fiscal year. This program has been extremely popular as we continue
work with the school to try to catch up on the backlog of needs created during the initial
phase of the pandemic where Drivers Ed was taken off the SBHS class offerings.
Additionally, Rice does not have a school supported Driver’s Education class, so this
program offerings supports those students as well.
LIBRARY:
Expenditures:
The Library budget as of December was under spent for a variety of reasons. Salaries are low due to vacancies, which were filled in December. Materials ordering was down as I
asked existing staff to hold the line until relevant staff could be hired and give their input.
Our AV budget was on hold until we had signed a new processing agreement for those items.
We were so fortunate to be able to have the grand opening and our Program Palooza in September and to continue ongoing programming through December. We didn’t program
or offer inter-library loan last summer though, which kept our program supplies, and
delivery/postage lines low. At the same time, the Palooza and later in person programs used allocated funds appropriately.
Thanks to staff at Public Works, the bookmobile was sold this year, its rusty floor and lack of temperature control making it unsafe for staff and public use. We will not be
spending the maintenance line. We will be working with the Trustees on a possible future
replacement vehicle.
Postage looks low, but as we now are using the joint postal meter we won’t get the bill for that until later. Online and print subscriptions includes our physical magazines, online
databases like Consumer Reports, ebooks and our ebook consortium fees and fees for
Vermont databases. Online demand continues to grow which affects this budget line.
Revenues:
Revenues are also affected by being closed in July but additionally we had problems with the public PCs and printing, copier jams, and the like which reduced some revenue. It is
not surprising that the revenue line that is performing best is non-resident fees. By
December we had handed out over 1,200 library cards, including people from towns who are not covered by the Homecard agreement (many from Burlington.)
Room reservations are a bit behind as we established policies and procedures, loaded that onto the web, and started giving the public access to meeting room spaces. We look
forward to posting the auditorium and the AV studio in January.
The fund transfer was approved by Council and money spent can be seen under Library Equipment.
Highway, Stormwater, Sewer and Water
Below is a summary of any budget line items that are disproportionate to what would be
anticipated (revenue and expense) at this point in the fiscal year (end of December 2021).
Highway Expenses: Highway expenditures are on target for this point in the fiscal year.
Highway Paving: This line item shows as ~97% spent. However, the budgeted amount for this line item does not include carry over from FY21.
Highway Revenues: Highway revenue is on target for this point in the fiscal year.
Highway Miscellaneous Revenue: This line item significantly exceeds anticipated
income. This is primarily due to the fact that equipment replaced in FY22 was sent to auction in August 2021 and grant revenue from the E-bike hub project was deposited here.
Stormwater Expenses: Stormwater expenses are on target for this point in the fiscal year.
Vehicle Maintenance: This line item is over spent. This is due to repair of various pieces
of equipment including the pipe camera van, boom flail mower arm, and one of the City’s street sweeper.
Stormwater Revenues: Stormwater revenue is on target for this point in the fiscal year.
No items of note.
Sewer Expenses: Wastewater expenditures are on target for this point in the fiscal year.
Salaries – Overtime: This line item is 80.83% expended. The sewer department has been short staffed and existing staff put in extra hours to complete tasks. New staff has been brought on board.
Plant Supplies: Replacement of UV bulbs at Airport Parkway pushed this account expenditure to 66% in the first half of the year.
Sewer Line Maintenance/Supplies: Force main breaks on Commerce Avenue have
caused expenditures under this line item to exceed the budgeted amount. We’ve had issues with this force main for quite some time and are actively designing a replacement force main.
Pump Station Supplies: Fees for the new pump station Mission cellular monitoring
system are coded here. Overages are expected in FY22.
Truck Parts: The tanker truck continues to have mechanical issues and is in need of replacement. This have caused this line item to exceed the expected amount.
HVAC Maintenance: Age related maintenance has driven up costs under this line item. The hot water tank at Airport Parkway failed and replacement was ~$13,000. This single
expenditure accounts for the majority of costs under this line item.
Sewer Revenues: Wastewater revenue is on target for this point in the fiscal year.
No items of note.
Water Expenses: Water expenses are on target for this point in the fiscal year.
Distribution Materials: This line item is slightly ahead of where would be expected
because the water department is purchasing materials ahead of when they expect they
will be needed. This is being done to mitigate any potential supply chain issues. It is expected that this line item will finish on budget.
Water Revenues: Water revenues are on target for this point in the fiscal year.
No items of note.
FIRE/AMBULANCE SERVICES
Please find below, a budget line-item review for either major expense or revenues that are
disproportional to their annual budgeted amount.
Fire Department Expenses:
1. Overtime budget – is 90% expended. COVID variants continue to cause staff and their
families to isolate if they have had a primary exposure. Three new employees have
recently graduated for the Recruit class, which will reduce other overtime expense as they
can now count for minimum staffing of eight personnel/day. One suppression
firefighter’s position remains unfunded.
2. Training - As COVID’s effects ease somewhat for in person didactic and practicums. We
have been able to take advantage of several on-line re-certification programs but the
practical sessions will be to be conducted to maintain several special rescue certifications
in late winter and spring, these are needed to protect fellow employees and our citizens.
3. Replacement vehicles –L-1 is scheduled for long awaited chassis re-furnishment.
Awaiting notification from the manufacturer for date of departure. A-1 replacement is
reflected in the ARPA funding.
Fire Department Revenues:
COVID Vaccine Implementation Program – In February with the City’s permission, SBFD
entered into a State DOH contract to provide the State with EMS Vaccine inoculators. 18
FF/EMTs delivered more than 4800 vaccines in clinics throughout the state. This program
was essentially revenue neutral, but resulted in a net income of approximately $15000.
Inspections – Revenues are flat as a number of projects have been delayed because of supply
chain issues and a trades persons labor challenge.
POLICE
Please find below a budget line-item review by fund for either major expenses or revenues worth
reporting that are disproportional to their annual budgeted amount.
Police Salaries – Overtime:
Low Census – The department has retired / resigned three officers in the first half of FY
22. This is compounded by the two officers that retired / resigned in late FY 21 which
resulted in five total vacancies. Additionally, we have had one officer on long term
FMLA leave and one officer on military deployment. The organization was able to hire
one lateral (certified) police officer during this time – the organization has 34 serviceable
officers currently, authorized 39.
COVID-19 – Th organization is struggling with long term sick absences related to
COVID-19, now more than in 2020.
Mandatory Training – Overtime:
New Legislated Use of Force Standardized / Policy – The department trained all sworn
staff on the newly legislated use of force standard and policy in the first quarter of FY 22.
This State mandate drove the increase seen in this line.
Radio Equipment – Supplies:
Break / Fix – We simply have had to repair and replace a variety of radio components.
Traffic Unit Supplies:
Governor’s Highway Safety Grant – Typically the organization receives a $5,000
equipment grant from the State of Vermont in September of each year. This FY 22
funding was ear marked to replace our aging alco sensor fleet. The organization
purchased the new alco sensor technology and once we receive the grant funding the
budget line will be approximately 50% expended.
Community Outreach:
Although we look to be trending upward in this line, the budget was prepared with the
full contracted service with Howard.
Towing Services:
The organization has simply had to tow more vehicles that were seized as part of
investigations – shooting at the mall, vehicle / cyclist collision on Dorset Street, and a
number of other drug crimes.
Radio Equipment Maintenance:
Break / Fix – We simply have had to repair and replace a variety of radio components.
Recruiting & Testing
Polygraph Examinations – Each police applicant under goes a polygraph examination
(required to attend the Vermont Police Academy). Our recruitment efforts have advanced
applicants to this stage it the process but not everyone is successful.
Career Fairs – The organization has reinvested in college career fairs. These efforts have
been focused on institutions where our officers are alumni, each institution charges a
small fee to participate in these events.
Recruitment Material – the organization has made small investments in recruitment
materials; posters, flyers, etc. Recruitment is a critical need at this point and I anticipate
over spending this line.
Vermont District Court (Revenue)
There is little in the way of criminal prosecution occurring that results in fines being
collected. Much the same can be said about traffic ticket revenue, the Department is not
spending our resources on traffic enforcement regularly.
Alarm Registrations (Revenue):
This process occurs in April of each year.
Alarm Fines (Revenue):
We try to work proactively with alarms that become chronic to avoid issuing fines and placing a
property on a do not respond list”.
Note: The police department has several revenue sources that are granted funded or pass-through
expenses – extra duty, bullet proof vests, drug task force, ICAC. These funds are allotted as
needed or justified and, in most cases, operate on the federal fiscal year
City of South Burlington General Ledger
Expenditure Report - GENERAL FUND
Current Year Period 6 Dec
% Budget Unencumbered FY-21/22 MTD
Account Budget Expenditures Expended Balance Pd 6 Dec
GENERAL GOVERNMENT EXP.
CITY COUNCIL $136,690.00 $64,623.18 47.28% $72,066.82 $5,000.00
ADMINISTRATIVE INSURANCE $5,660,585.96 $1,823,086.10 32.21% $3,837,499.86 $450,073.28
CITY MANAGER $450,292.08 $248,288.15 55.14% $202,003.93 $58,202.66
LEGAL/ACCOUNTING ACTUARY $319,463.83 $139,757.42 43.75% $179,706.41 $48,529.33
ADMINISTRATIVE SERVICES $1,130,930.19 $444,832.26 39.33% $686,097.93 $70,997.03
INFORMATION TECHNOLOGY $271,001.01 $117,326.51 43.29% $153,674.50 $30,649.28
CITY CLERK $261,237.66 $121,561.65 46.53% $139,676.01 $29,890.42
ASSESSING/TAX/FINANCE $303,082.50 $167,848.57 55.38% $135,233.93 $30,042.59
PLANNING/DESIGN REVIEW $402,954.07 $174,370.85 43.27% $228,583.22 $46,282.90
OPERATING TRANSFERS OUT $784,940.00 $621,740.00 79.21% $163,200.00 $0.00
Total GENERAL GOVERNMENT EX 9721177.30 $3,923,434.69 40.36% $5,797,742.61 $769,667.49
PUBLIC SAFETY
FIRE DEPARTMENT $3,389,789.16 $1,767,532.41 52.14% $1,622,256.75 $478,550.91
ELECTRICAL INSPECTIONS $1,450.00 $0.00 0.00% $1,450.00 $0.00
AMBULANCE $202,900.00 $43,316.32 21.35% $159,583.68 $6,912.15
POLICE DEPARTMENT $5,273,261.62 $2,425,607.63 46.00% $2,847,653.99 $546,355.69
OPERATING TRANSFERS OUT $872,000.00 $859,864.36 98.61% $12,135.64 $384.42
Total PUBLIC SAFETY $9,739,400.78 $5,096,320.72 52.33% $4,643,080.06 $1,032,203.17
STREETS & HIGHWAYS
HIGHWAY DEPARTMENT $3,221,317.45 $1,538,663.40 47.77% $1,682,654.05 $193,789.87
Total STREETS & HIGHWAYS $3,221,317.45 $1,538,663.40 47.77% $1,682,654.05 $193,789.87
CULTURE AND RECREATION
RECREATION ADMINISTRATION $362,721.68 $148,390.98 40.91% $214,330.70 $30,753.55
PROGRAMS $23,000.00 $4,399.85 19.13% $18,600.15 $263.45
RED ROCKS PARK $11,000.25 $9,219.76 83.81% $1,780.49 $81.90
FACILITIES $76,400.00 $11,906.45 15.58% $64,493.55 $2,127.16
SENIOR PROGRAMS $32,500.00 $7,858.11 24.18% $24,641.89 $1,930.36
SPECIAL ACTIVITIES $137,100.00 $32,666.79 23.83% $104,433.21 $4,202.55
PUBLIC LIBRARY $814,254.67 $337,234.25 41.42% $477,020.42 $89,032.54
CAPITAL/PARK MAINTENANCE $312,503.02 $153,757.85 49.20% $158,745.17 $32,591.01
Total CULTURE AND RECREATION 1798879.62 $727,352.42 40.43% $1,071,527.20 $161,072.53
OTHER ENTITIES
OTHER OPERATING ENTITIES $763,543.49 $597,581.56 78.26% $165,961.93 $72,978.28
Total OTHER ENTITIES $763,543.49 $597,581.56 78.26% $165,961.93 $72,978.28
CURRENT PRINCIPAL BONDS $1,020,386.32 $625,021.00 61.25% $395,365.32 $0.00
CURRENT INTEREST BONDS $480,971.59 $160,496.74 33.37% $320,474.85 $0.00
Total GENERAL FUND $26,745,676.55 $12,668,870.53 47.37% $14,076,806.02 $2,229,711.34
City of South Burlington General Ledger
Revenue Report - GENERAL FUND
Current Year Period 6 Dec
Estimated Received % Budget Uncollected FY-21/22 MTD
Account Revenue To Date Received Balance Pd 6 Dec
TAX REVENUE
TAX REVENUE $17,693,404.56 -$12,255,749.07 69.27% $5,437,655.49 -$135,633.99
LOCAL OPTION TAXES $3,800,000.00 -$1,652,413.96 43.48% $2,147,586.04 $0.00
Total TAX REVENUE $21,493,404.56 -$13,908,163.03 64.71% $7,585,241.53 -$135,633.99
INTEREST/PENALTY ON TAX $357,300.00 -$195,027.45 54.58% $162,272.55 -$5,516.09
Other Health Services $0.00 -$109,073.98 100.00% -$109,073.98 $0.00
CITY MANAGER $517,632.00 -$45,915.09 8.87% $471,716.91 -$11,049.20
CITY CLERK $312,000.00 -$180,439.20 57.83% $131,560.80 -$27,556.50
PLANNING $353,100.00 -$250,364.89 70.90% $102,735.11 -$16,923.03
FIRE DEPARTMENT $440,700.00 -$157,564.10 35.75% $283,135.90 -$32,082.23
ELECTRICAL INSPECTION $70,000.00 -$16,575.74 23.68% $53,424.26 -$3,140.00
AMBULANCE $910,000.00 -$406,026.85 44.62% $503,973.15 -$76,037.37
POLICE DEPARTMENT $452,375.00 -$198,424.94 43.86% $253,950.06 -$20,229.22
HIGHWAY DEPARTMENT $1,550,386.00 -$474,355.34 30.60% $1,076,030.66 -$20,156.06
Total RECREATION $244,100.00 -$84,338.57 34.55% $159,761.43 -$1,706.00
COMMUNITY LIBRARY $44,679.00 -$3,717.69 8.32% $40,961.31 -$1,470.83
Total GENERAL FUND $26,745,676.56 -$16,029,986.87 59.93% $10,715,689.69 -$351,275.52
City of South Burlington General Ledger
Expenditure Report - ENTERPRISE FUND/W.P.C.
Current Year Period 6 Dec
% Budget Unencumbered FY-21/22 MTD
Account Budget Expenditures Expended Balance Pd 6 Dec
W/POLLUTION CONTROL EXPS.
Salaries-Permanent $597,791.71 $315,768.82 52.82% $282,022.89 $101,631.08
Payment to Highway-wages $280,454.00 $5,291.29 1.89% $275,162.71 $1,315.32
Leave Time Turn-In $7,976.39 $0.00 0.00% $7,976.39 $0.00
Salaries-Overtime $50,000.00 $40,415.79 80.83% $9,584.21 $7,765.56
Payment to Sick Bank Fund $6,250.00 $0.00 0.00% $6,250.00 $0.00
Payroll Svc & Testing to $1,825.00 $0.00 0.00% $1,825.00 $0.00
PAFO Certification $11,400.00 $0.00 0.00% $11,400.00 $0.00
Sick Bank Payouts $10,000.00 $0.00 0.00% $10,000.00 $0.00
Fringe Benefits $0.00 $300.00 100.00% -$300.00 $0.00
FICA/Medicare $51,803.36 $28,311.57 54.65% $23,491.79 $8,621.74
Payment to Highway-FICA/M $21,454.73 $0.00 0.00% $21,454.73 $0.00
Nontaxable Fringe Ben. $4,800.00 $0.00 0.00% $4,800.00 $0.00
Vision Plan $973.59 $341.60 35.09% $631.99 $56.75
Disability Income $2,009.01 $2,364.05 117.67% -$355.04 $0.00
Long Term Disability Insu $3,831.84 $0.00 0.00% $3,831.84 $0.00
Group Health Insurance $183,863.39 $26,331.97 14.32% $157,531.42 $7,854.17
Group Life Insurance $1,643.25 $676.85 41.19% $966.40 $0.00
Group Dental Insurance $9,126.27 $2,954.82 32.38% $6,171.45 $492.47
Pension $71,337.26 $19,001.47 26.64% $52,335.79 $0.00
ICMA Match $22,851.77 $10,890.82 47.66% $11,960.95 $2,581.68
Pension Note Payment $39,075.00 $0.00 0.00% $39,075.00 $0.00
Office Supplies $2,000.00 $595.19 29.76% $1,404.81 $0.00
Plant Supplies $100,000.00 $66,644.87 66.64% $33,355.13 $2,679.24
Polymer $75,000.00 $73,922.25 98.56% $1,077.75 $49,128.00
Sewer Line Maint/Supplies $30,000.00 $49,803.39 166.01% -$19,803.39 $26,560.08
Pumping Station Supplies $25,000.00 $18,247.80 72.99% $6,752.20 $1,499.63
Laboratory Supplies $11,500.00 $7,296.63 63.45% $4,203.37 $2,821.11
Caustic Soda and Lime $110,000.00 $39,512.82 35.92% $70,487.18 $6,655.45
Alum $125,000.00 $100,944.55 80.76% $24,055.45 $22,292.92
Water-Airport-B/B-Pump $1,400.00 $819.72 58.55% $580.28 $233.28
Generator Preventive Main $8,000.00 $1,977.84 24.72% $6,022.16 $1,447.87
Clothing Supplies $3,750.00 $671.97 17.92% $3,078.03 $0.00
Truck Parts $7,500.00 $9,155.30 122.07% -$1,655.30 $5,517.96
Gas - Diesel Fuel - Oil $11,000.00 $8,318.05 75.62% $2,681.95 $1,673.25
Fuel - Airport Parkway $55,000.00 $18,712.73 34.02% $36,287.27 $5,088.35
Fuel - Bartlett Bay $6,000.00 $578.27 9.64% $5,421.73 $390.81
Telephone and Alarms $6,500.00 $3,258.68 50.13% $3,241.32 $502.86
Memberships/Dues $4,000.00 $635.00 15.88% $3,365.00 $0.00
Discharge Permits $15,000.00 $3,750.00 25.00% $11,250.00 $0.00
Workers Comp Insurance $37,101.47 $20,368.86 54.90% $16,732.61 $0.00
Property Insurance $60,640.99 $29,628.46 48.86% $31,012.53 $0.00
Unemployment Insurance $820.00 $0.00 0.00% $820.00 $0.00
Safety $5,000.00 $4,502.02 90.04% $497.98 $1,033.60
Billing Payment to CWD $66,135.00 $33,067.50 50.00% $33,067.50 $0.00
Soil/Sludge Management $120,000.00 $72,558.52 60.47% $47,441.48 $6,493.41
Landfill Fees $2,000.00 $0.00 0.00% $2,000.00 $0.00
HVAC Maintenance $17,500.00 $27,084.72 154.77% -$9,584.72 $9,935.84
Auditing $6,214.00 $0.00 0.00% $6,214.00 $0.00
Engineering/Consulting $17,500.00 $22,482.26 128.47% -$4,982.26 $11,453.26
Landfill Engineering $15,000.00 $10,644.79 70.97% $4,355.21 $5,271.64
PMT TO STORMWATER-GIS $1,500.00 $0.00 0.00% $1,500.00 $0.00
Administrative Services $150,336.00 $0.00 0.00% $150,336.00 $0.00
Burlington Sewer Lines $0.00 $1,018.77 100.00% -$1,018.77 $446.56
Travel & Training $6,000.00 $3,238.38 53.97% $2,761.62 $390.00
Utilities-Pumping Station $85,000.00 $38,555.41 45.36% $46,444.59 $8,877.91
Utilities--L/Fill Station $1,500.00 $0.00 0.00% $1,500.00 $0.00
Electric-Airport Parkway $190,000.00 $90,869.58 47.83% $99,130.42 $17,132.50
Electric-Bartlett Bay $120,000.00 $60,879.14 50.73% $59,120.86 $12,068.21
Replacement-Vehicles $40,000.00 $39,345.82 98.36% $654.18 $9,472.74
Building Improvements $5,000.00 $3,317.13 66.34% $1,682.87 $2,597.73
Pumps Replacements $50,000.00 $32,081.12 64.16% $17,918.88 $21,060.00
Pump Repairs $40,000.00 $10,639.30 26.60% $29,360.70 $7,333.30
Sewer blockage Removal $50,000.00 $33,254.78 66.51% $16,745.22 $0.00
PMT to SW for Hadley Loan $73,000.00 $73,648.00 100.89% -$648.00 $0.00
Bartlett Bay Upgrades $400,000.00 $58,675.58 14.67% $341,324.42 $28,599.90
Loan for Hadley Sewer $173,235.58 $111,786.68 64.53% $61,448.90 $111,786.68
Loan for Airport Parkway $965,647.23 $0.00 0.00% $965,647.23 $0.00
Capital Improvements-CIP $260,000.00 $137,389.01 52.84% $122,610.99 $0.00
Total W/POLLUTION CONTROL EXPS. $4,934,246.84 $1,772,529.94 35.92%$3,161,716.90 $510,762.86
Total ENTERPRISE FUND/W.P.C. $4,934,246.84 $1,772,529.94 35.92% $3,161,716.90 $510,762.86
City of South Burlington General Ledger
Revenue Report - ENTERPRISE FUND/W.P.C.
Current Year Period 6 Dec
Estimated Received % Budget Uncollected FY-21/22 MTD
Account Revenue To Date Received Balance Pd 6 Dec
OPERATING TRANSFERS IN
CHARGES FOR SERVICES
W.P.C. User Fees $3,900,000.00 -$1,938,871.43 49.71% $1,961,128.57 -$381,493.90
W.P.C. Truck Charges $20,000.00 -$1,375.00 6.88% $18,625.00 $0.00
Connection Fees $200,000.00 -$352,995.61 176.50% -$152,995.61 -$14,305.89
Enviromental Impact $0.00 -$6,477.00 100.00% -$6,477.00 $0.00
Total CHARGES FOR SERVICES $4,120,000.00 -$2,299,719.04 46.56% $2,201,774.86 -$395,799.79
BOND AND LOAN PROCEEDS
Colchester A/P Pkwy $742,310.00 $0.00 0.00% $742,310.00 $0.00
Total BOND AND LOAN PROCEEDS $742,310.00 $0.00 0.00% $742,310.00 $0.00
MISCELLANEOUS
Miscellaneous Rev.-W $11,434.00 -$9,338.40 81.67% $2,095.60 -$9,000.00
Total MISCELLANEOUS $11,434.00 -$9,338.40 81.67% $2,095.60 -$9,000.00
Total ENTERPRISE FUND/W.P.C. $4,873,744.00 -$2,309,057.44 47.38% $2,564,686.56 -$404,799.79
City of South Burlington General Ledger
Expenditure Report - STORM WATER UTILITIES
Current Year Period 6 Dec
% Budget Unencumbered FY-21/22 MTD
Account Budget Expenditures Expended Balance Pd 6 Dec
S/WATER UTILITIES EXPS
Salaries-Permanent $535,755.79 $251,938.76 47.02% $283,817.03 $82,823.94
Payment to Highway-Wages $78,215.00 $0.00 0.00% $78,215.00 $0.00
Salaries-Overtime $23,000.00 $10,256.16 44.59% $12,743.84 $4,431.01
Payment to Sick Bank Fund $6,250.00 $0.00 0.00% $6,250.00 $0.00
Payroll Svc & Testing to $1,825.00 $0.00 0.00% $1,825.00 $0.00
Fringe Benefits $0.00 $300.00 100.00% -$300.00 $0.00
FICA/Medicare $42,744.82 $20,855.26 48.79% $21,889.56 $7,015.92
Nontaxable Fringe Benefit $4,200.00 $0.00 0.00% $4,200.00 $0.00
Vision Plan $711.61 $187.38 26.33% $524.23 $31.23
Disability Income Insuran $5,566.44 $2,281.45 40.99% $3,284.99 $0.00
Group Health Insurance $144,151.53 $25,994.98 18.03% $118,156.55 $6,345.29
Health Insurance FICA $1,119.96 $0.00 0.00% $1,119.96 $0.00
Group Life Insurance $1,417.89 $692.50 48.84% $725.39 $0.00
Group Dental Insurance $6,630.42 $1,794.48 27.06% $4,835.94 $314.14
Pension $77,649.74 $0.00 0.00% $77,649.74 $0.00
ICMA Match $26,603.23 $10,862.15 40.83% $15,741.08 $2,546.77
Pension Note Payment $26,910.00 $0.00 0.00% $26,910.00 $0.00
Office Supplies $1,000.00 $866.43 86.64% $133.57 $173.19
Small Equipment/Tools $2,500.00 $1,511.92 60.48% $988.08 $874.09
Uniforms/Supplies $6,000.00 $1,870.71 31.18% $4,129.29 $161.96
Gasoline $2,500.00 $683.24 27.33% $1,816.76 $262.65
Oil $300.00 $86.66 28.89% $213.34 $41.34
Diesel Fuel $4,000.00 $2,325.62 58.14% $1,674.38 $699.54
Permit Requirement-Educat $8,500.00 $6,000.00 70.59% $2,500.00 $0.00
Telephone $2,000.00 $851.01 42.55% $1,148.99 $154.41
Postage $50.00 $42.73 85.46% $7.27 $42.73
Membership/Dues $300.00 $78.00 26.00% $222.00 $39.00
Discharge Permits Renewal $18,000.00 $15,454.40 85.86% $2,545.60 $0.00
Workers Comp Insurance $23,921.76 $13,133.14 54.90% $10,788.62 $0.00
Property Insurance $14,023.76 $6,851.88 48.86% $7,171.88 $0.00
Unemployment Insurance $820.00 $0.00 0.00% $820.00 $0.00
GIS-Fees/Software $50,000.00 $8,852.95 17.71% $41,147.05 $14.99
Sediment & Depris Disposa $500.00 $0.00 0.00% $500.00 $0.00
Water Quality Monitoring $30,000.00 $693.30 2.31% $29,306.70 $0.00
Building/Grounds Maint $250.00 $0.00 0.00% $250.00 $0.00
Vehicle Maintenance $5,500.00 $8,693.49 158.06% -$3,193.49 $3,374.84
Storm System Maint Materi $55,000.00 $13,258.59 24.11% $41,741.41 $313.75
Printing $100.00 $30.00 30.00% $70.00 $30.00
Legal Services $5,000.00 $4,524.75 90.50% $475.25 $2,463.50
To GF-Audit and Actuary $3,555.00 $0.00 0.00% $3,555.00 $0.00
Engineering-Watershed $60,000.00 $3,253.75 5.42% $56,746.25 $0.00
Billing Payment CWD $66,135.00 $33,067.50 50.00% $33,067.50 $0.00
Office Equipment Maintena $2,000.00 $921.43 46.07% $1,078.57 $183.15
Equipment Rental $500.00 $0.00 0.00% $500.00 $0.00
Administrative Services $134,392.00 $0.00 0.00% $134,392.00 $0.00
Conference/Training Expen $4,000.00 $864.38 21.61% $3,135.62 $54.38
S/W Bldg Utilities $3,000.00 $980.29 32.68% $2,019.71 $251.36
Stormwater Pumps Electric $300.00 $19.89 6.63% $280.11 $19.89
Vehicles/Equipment $200,000.00 $39,222.25 19.61% $160,777.75 $9,472.75
Stormwater Capital Projec $4,303,957.00 $2,453,795.12 57.01% $1,850,161.88 $332,805.83
Office Furniture/Equipmen $2,500.00 $470.70 18.83% $2,029.30 $0.00
Flow Restoration Plan Ana $7,500.00 $0.00 0.00% $7,500.00 $0.00
FICA Payment to Highway $18,773.00 $0.00 0.00% $18,773.00 $0.00
Total S/WATER UTILITIES EXPS $6,019,628.95 $2,943,567.25 48.90% $3,076,061.70 $454,941.65
Total STORM WATER UTILITIES $6,019,628.95 $2,943,567.25 48.90% $3,076,061.70 $454,941.65
City of South Burlington General Ledger
Revenue Report - STORM WATER UTILITIES
Current Year Period 6 Dec
Estimated Received % Budget Uncollected FY-21/22 MTD
Account Revenue To Date Received Balance Pd 6 Dec
S/WATER UTILITIES REVENUE
Intergovernmental Revenue $2,920,000.00 -$357,310.63 12.24% $2,562,689.37 -$181,204.73
S/W User Fees - Water Bil $2,528,629.00 -$1,160,015.22 37.08% $1,590,971.77 -$222,357.99
Payment from GF re: GIS $38,000.00 -$18,000.00 47.37% $20,000.00 $0.00
Pmts from other towns $60,000.00 -$19,640.41 32.73% $40,359.59 -$19,640.41
Stormwater Miscellaneous $0.00 -$15,000.00 100.00% -$15,000.00 $0.00
Hadley Sewer Proj-Sewer f $73,000.00 -$73,648.00 100.89% -$648.00 $0.00
Reserve Transfer In $400,000.00 $0.00 0.00% $400,000.00 $0.00
Total S/WATER UTILITIES REVENUE $6,019,629.00 -$1,643,614.26 27.30% $4,376,014.74 -$423,203.13
RESOLUTION CONVENING A CHARTER COMMISSION TO CONSIDER UPDATES TO
THE CITY’S MUNICIPAL CHARTER
XXX, XX, 2022
WHEREAS, the City of South Burlington’s (City) municipal charter (24A V.S.A. ch. 13§§ 101 –
2101) was last updated in 2012; and
WHEREAS, on November 15, 2021 the City Council identified “consider charter changes
related to governance” as a priority in their adopted FY22 Policy Priorities and Strategies; and
WHEREAS, the City Council from time to time convenes a Charter Commission to consider and
review charter changes and solicit input from the community; and
WHEREAS, the City Council acknowledges that South Burlington is a welcoming community,
home to a diverse population, including residents of all ages, nationalities, and backgrounds; and
WHEREAS, the City Council wishes to explore governance structures to ensure that voices are
equitably represented at policy making tables; and
WHEREAS, the City Council wishes to update the charter to reflect currently used language,
reflects current operations, and is modernized; and
WHEREAS, the Charter Commission is currently composed of four resident members and the
City Clerk for five total members and is supported by the City Manager and City Attorney; and
WHEREAS, the Council wishes to ensure that School Board governance is well represented in
these discussions; and
WHEREAS, the City Council wishes to receive recommendations from an established Charter
Commission in 2023.
NOW, THEREFORE, BE IT RESOLVED that the South Burlington City Council hereby
expands the existing Charter Commission to include two representatives appointed by the School
Board.
BE IT FURTHER RESOLVED that the Charter Commission consider governance models,
language updates, engage in a community feedback process, and prepare recommendations for
the City Council no later than July 2023.
BE IT FURTHER RESOLVED that the City Council charges the Charter Commission with
conducting a comprehensive public process to solicit feedback from South Burlington residents
on governance models.
Signed this _____ day of XXX, 2022.
______________________________________
Helen Riehle, Chair
______________________________________
Meaghan Emery, Vice-Chair
______________________________________
Tim Barritt, Clerk
______________________________________
Thomas Chittenden, City Councilor
______________________________________
Matt Cota, City Councilor
Description Creating a robust sense of place and opportunity for our residents and visitors.
Implementation Strategy Description Responsible
Leader(s)
LDR Updates:
*Explore rezoning the land around the airport
*Continue revisions to City Center Form Based Code and associated Official Map updates
to support successful development of the downtown
Paul *Airport Area ReZoning Task Force underway; consultant contract signed
*Staff presented concepts to Planning Commission 12/21 to update FBC T3+ area to
facilitate development and to update Official Map to clearly shown the I-89 Bike/Ped Bridge
and its landing areas as provided in RAISE grant. Commission supported; staff to follow up
with property owners and present updates
Start planning for (identify funding, project timeline, and connection to Comp Plan
update) the develop a Park Master Plan to assess neighborhoods for unique features and
determine how best to ensure equity of amenities like: accessibility, open space, park
space, walkability, e-bikes, etc.
*Focus on evaluating City trail connectivity [link to Walkable and Clean & Green]
Ashley, Holly * Incorporating budget item for a consultant to initiate a Park Master Plan (FY23?).
* Working on updating trail mapping to confirm locations of existing networks.
* Continued work on the Hubbard project that will provide additional connectivity for
residents, as well as make it a more welcoming space for all.
Plan for Recreation Center future (new facility, existing spaces, etc.)?Holly, Ilona * Plan to hold Council discussion in February
***Engage/invite residents to provide input on what a robust community means to them
*Exploring a model(s) to engage residents - including potentially a permanent Town
Meeting Day Survey to track longitudinal data or RDD-type survey with benchmarking
*Assess progress toward achieving a community identity
*Examine how to increase participation in city discussions
*Increase ways to foster invitations to diverse populations to help our City
Coralee and
all
*Library working with school ESL coordinator on Family Dinners with interpreters for several
languages. Staff will have time to engage participants.
*Library goal setting to include focus on outreach to residents from other countries,
Veterans, middle and high school students, city departments towards engagement.
*Researching options for collecting input from community, using various methods. (To build
on what we have learned from our work with Vince Bolduc's Town Meeting Day Survey, the
pilot Consensus program, etc.)
***Continue to strengthen community identity and commitment to communications
*Refine and enhance a strategy for outward communications (checklists, structures, types,
branding, etc)
*Develop comprehensive communications policy
*Provide training to staff and committees
*Update City's website for clear resident communication
*Provide resources for our non-English speaking population
Coralee * Continuing to develop materials to build out communications strategy.
* City's website is updated with news and information regularly.
* Researching options for digital media to be viewed in other languages, as well as being
ADA compliant.
* Calendar and story planning for twice monthly City News continues.
Develop a policy on when the City assumes ownership for privately developed parks, open
spaces, and roads (rec paths and sidewalks), and ensure maintenance resources are
developed
Paul, Holly,
Jessie, Justin
*Such policy exists to a certain extent in the LDRs/P&Z regs
*Connection to maintenance will be a priority over the next year as discussed during the
Budget presentation.
SBPD will continue to be a progressive leader in the evolution of police use of force and de-
escalation principals as we adopt, train, and implement the 2021 legislation on Use of
Force
Shawn *Revised and issued the use of force policy in accordance with the legislative mandates.
*Trained all officers on the policy and in subsequent scenario based training.
*Our response tempo has changed related to persons suffering from suicidal ideation.
Support Art in City Center PAC/Ilona * Appointed City Curator for Public Gallery
*3rd Show planned in January
Participate in the Airport Sound Committee and ensure noise mitigation funds are
available to the community
Jessie, Paul *No Committee Meetings have been held during this period.
*P&Z and FD staff have communicated with Airport consultant on permitting requirements
and streamlined review for noise insulation projects
Promote the expansion of Dog Park offerings both on publicly-owned lands and with new
development proposals
Holly, Paul *Holly to assume committee liaison role with CCAD in January
*Working with developers of Hill Side to provide Dog Park recommendations
Complete project to put land records online Donna *Working to find a company which can post the land records but require someone to sign in
to view index and images
Support Trustees in completing Library Strategic Plan Jennifer No progress yet
Modernize rules and regulations on dogs and common spaces for dogs Colin, Holly,
Justin,
Shawn,
Ashley
*The Committee has a very nice set of draft rules/regs that they worked for a while on pre-
pandemic
*Staff has suggested to them that they focus on formalizing these rules in Q1 & Q2 2022
*Establish vibrant streetscapes, civic spaces, public art and public facilities in the Central District and City Center.
Update #1 (January 2022)
Affordable and Community Strong
Committee
Interest
Must Do
*Be affordable, with housing for people of all incomes, lifestyles, and stages of life
*Be a recognized leader in public education offerings and outcomes
*Ensure transparent and accessible government.
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team
*Keep unique features, and maintain or enhance the quality of life of existing neighborhoods
City of South Burlington
FY22 Policy Priorities & Strategies - Report #1
Adopted by Council 11/15/21
*Provide quality public safety, infrastructure, health, wellness, and recreation services
*Take into account the quality of life of residents, employees, and visitors in the development of City policies, plans, projects, and regulations
*Actively plan for public spaces throughout the City, including public open spaces and public art, such that these spaces can be utilized daily and also for special community-oriented events.
Description Creating a robust sense of place and opportunity for our residents and visitors.
Implementation Strategy Description Responsible
Leader(s)
*Establish vibrant streetscapes, civic spaces, public art and public facilities in the Central District and City Center.
Update #1 (January 2022)
Affordable and Community Strong
*Be affordable, with housing for people of all incomes, lifestyles, and stages of life
*Be a recognized leader in public education offerings and outcomes
*Ensure transparent and accessible government.
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team
*Keep unique features, and maintain or enhance the quality of life of existing neighborhoods
*Provide quality public safety, infrastructure, health, wellness, and recreation services
*Take into account the quality of life of residents, employees, and visitors in the development of City policies, plans, projects, and regulations
*Actively plan for public spaces throughout the City, including public open spaces and public art, such that these spaces can be utilized daily and also for special community-oriented events.
Conduct a cultural assessment (artist/arts inventory) in preparation for a future potential
cultural plan (ARPA?)
PAC/Ilona No progress yet
Build art into public spaces throughout South Burlington PAC/Ilona * Draft Call to Artists in review by Committee
Plan for a Fall 2022 Literary Streetfest on Market Street Jennifer * New information from Burlington, which is bringing theirs back, leads to this going on the
back burner. May offer a related program at the time. Will work with Rec on Winter Festival.
Continue focus on developing City Center and successfully administering the TIF district
*Gain approval of a Substantial Change request
*TIF 5 year audit
Ilona *Substantial Change request approved by VEPC
Plan for effective use of ARPA funding
*Infrastructure (including IT)
*Affordable Housing
*Economic development and business support
Andrew *ARPA funds built into the FY23 budget
*Public process under development and will be presented to the Council in February
Complete LDR Amendment process:
*Extend inclusionary zoning city-wide
*Zoning District amendments to align with Comprehensive Plan
Paul *Draft expansion of Inclusionary Zoning before Council; first hearing held 1/3, alongside
current round of zoning district amendments to bring LDRs closer to Comp plan
Strengthen relationship with the School Board and develop a coordinated budget and
priorities for the City as a whole.
Jessie *Holding monthly meetings with shared agendas.
*Exploring shared demographer.
Increase and coordinate Recreation & Parks and Library programming to provide
opportunities for community engagement
Holly,
Jennifer
*Setting up introductory programmer meetings for January to begin conversation
Complete a city-wide assessment and update to city addresses to be compliant with state
required E9-1-1 system
Marla No progress yet
SBPD will continue to be a leader in recognizing bias in policing and establishing
meaningful relationships with the immigrant community. This work includes education for
staff and leveraging the partnership formed with our cultural brokers.
Shawn *The organization has been host to Dr. Avila's fair and impartial policing training.
*Evaluating the 2020 traffic stop data report released by Dr. Seguino.
Complete Szymanski Park Improvements Holly, Justin *Holly and Adam Cate working on initial pieces of repaving site ontract
*Working with Advantage Tennis for Spring construction
South Village Field: Determine future use and work with developer on construction Holly, Justin *Ongoing effort and exploring possibilities with developers for best possible use
Hubbard Natural Area: Complete design phase and prepare bid documents Ashley, Justin *Ongoing design/permitting discussions are occurring as well as community input on the
definition of 'development' and 'conservation'
Red Rocks: Complete permitting for park improvements Ashley, Justin *Ongoing design/permitting
*Discussions about the level of required stormwater mitigation are current issue
Committee
Interest
Core Services
Description
Implementation Strategy Description Responsible
Leader(s)
Be nimble in supporting future of U Mall.
*Consider additional commercial uses
*Consider campus housing
*Explore restoring unused impervious areas to natural state for stormawater
mitigation and community garden for local food production
Jessie, Ilona * Continuing to track status of U-Mall ownership including having initial
conversations with perspective purchasers
Dorset Street Signals:
*Complete hardware project planning and bidding
*Consider how to make Dorset more walkable
Justin *Plans will be bid in the spring, construction in fall 22/spring 23
*Community discussion will be needed on the appropriate blend of ped xing
protection (protected, leading, concurrent) and mainline vehicular
thoroughput
Develop plan to provide dispatch services to partner communities Shawn *Initial conversations held.
*CCPSA work is continuing
Develop metrics for fiscal and economic development: do we have a tax base goal?
What do we need to be financially sustainable? How do we support GL growth that
enables this?
Jessie, Ilona * EC holding discussions on data
Continue to represent the City on regional and state-wide boards: VLCT, CCRPC,
Clerks' Association, VT Bar Association, Green Mountain Water & Environment
Association (GMWEA), Vermont Chapter of the Institute of Transportation
Engineers (VTITE), and VT Clean Water Advisory Committee (CWAC)
All *Donna- now a member at large for the New England Clerks Assn.
*Library staff on Humanities Council VT Reads committee
*Manager Board President of VLCT
Assess the City's Industrial-Commercial Zoning districts: What uses MUST be away
from housing? Should we reserve land for those purposes only while making other
"business parks" eligible for a wider range of mixed uses?
Paul Not yet begun
Participate in the region's Building Homes Together campaign
(http://www.ecosproject.com/building-homes-together) with a focus on financing
tools, link to transportation, and food/gardening resources
Jessie, Paul *Jessie and several Councilors signed on to initiative
*P&Z staff continuing to work on streamlining of permits and enhanced
data tracking
Maintain presence on the Champlain Valley Conservation Partnership to support
regional conservation and stewardship goals.
Ashley * Coordinated meetings from July - December 2021.
* Produced outreach piece and identified focus area for conservation and
stewardship objectives.
Pending
Community or
Committee
interest
Consider ballot item on Commercial Cannabis Jessie *Council received a request from a local business owner on 1/10
*Economic Development Committee discussed on 1/11
*Before the Council on 1/18
Participate in State-wide Code Review conversations and adjust local ordinances as
needed
Terry *Working with State Elevator Board to reduce false calls from elevator
emergency call buttons.
*Looking for ADA compliant guard/shield installation for these buttons.
Offer City-owned spaces to community for use with a focus on events in City Center Coralee,
Holly,
Jennifer
The public spaces at 180 Market Street are available to rent/reserve.
Current information is on the City website at
https://www.southburlingtonvt.gov/how_do_i/reserve_a_room/index.php
Core Service
Being a supportive and engaged member of the larger regional and statewide community.
Must Do
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team
*Prioritize development that occurs within the community into the higher intensity areas identified within this Plan
*Support a diverse and vibrant economy built on quality jobs, employment centers and a supportive educational and research system; support markets for local agricultural
and food products.
Update #1 (January 2022)
Opportunity Oriented
City of South Burlington
FY22 Policy Priorities & Strategies - Report #1
Adopted by Council 11/15/21
Description
Implementation Strategy Description Responsible
Leader(s)
Williston Road Streetscape: Complete design and initiate ROW
acquisition
Justin, Ilona * Scheduling geotech testing as preliminary to stormwater
design.
Complete 8 to 10 projects prioritized in Penny for Paths as a step to
tie together network for accessibility for all
Justin, Ashley * Completed the Allen Road SUP project.
*Finished design and construction bid documents for a new
crosswalk at Kennedy Dr/Twin Oaks.
* Installed three new crosswalks across Hinesburg Road,
between Kennedy Drive and Williston Road.
Improve connections between maintenance costs and capital (public
and private) investments
*Assess maintenance standards and commitment to level of service
*Reflect these decisions in maintenance budgets
*2022 - Focus on line striping budget and timeline
*Continue to diversify the maintenance fleet (smaller more nimble
fleet pieces) to meet changing transportation designs
Justin *Striping budget increased 2x in FY'23 proposal
*Fleet will grow more diverse over time
Work with folks at GMT to improve and enhance transit options in
the City and throughout the region.
Jessie, Paul,
Justin
* Requested meeting with GMT (Ilona)
Garden Street: Complete the right of way acquisition and design; bid
out project
Justin, Ilona *Consultant has been recently reengaged to resume work
* Preparing right of way documents
Update City-wide official map to include examination of east-west
roads
Paul *Planning Commission considered as part of the FY 2023
CCRPC Unified Planning Work Program project.
*PC decided to not move this forward as part of the UPWP
process.
(No longer
Pending
funding; now
Must Do)
East-West Transportation Alternative Crossing (Ped/Bike Bridge):
Preliminary Design
Ilona * Received Grant Award Notice of 9.7M (FUNDED)
* Ironing out contractual issues
* Drafting RFQs for design consultants
Complete Transportation Impact Fee update Justin, Paul *Ongoing; preparing final list for consultant
Complete Transportation Demand Management Regulations Justin, Paul *Ongoing; in coordination with Transportation Impact Fees
LDR Amendments to promote walkable neighborhoods and
environmental conservation
*Replace Subdivision and Master Plan Standards
*New Planned Unit Development Types: Conservation, Traditional
Neighborhood
*Establish citywide Civic Space Types, Street Types and Building
Types and Residential Design
Justin, Paul *Round 1 under consideration by City Council
*Round 2: Infill development in mixed use areas being
considered by Planning Commission as their first priority in
winter '22
Bicycle and pedestrian friendly with safe transportation infrastructure.
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team
Must Do
Core Services
Update #1 (January 2022)
Walkable
*Develop a safe and efficient transportation system that supports pedestrian, bicycle, and transit options while accommodating the automobile
*Establish a city center with pedestrian-oriented design, mixed uses, and public buildings and civic spaces that act as a focal point to the
community.
City of South Burlington
FY22 Policy Priorities & Strategies - Report #1
Adopted by Council 11/15/21
Description
Implementation Strategy Description Responsible
Leader(s)
Bicycle and pedestrian friendly with safe transportation infrastructure.
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team Update #1 (January 2022)
Walkable
*Develop a safe and efficient transportation system that supports pedestrian, bicycle, and transit options while accommodating the automobile
*Establish a city center with pedestrian-oriented design, mixed uses, and public buildings and civic spaces that act as a focal point to the
community.
Consider UPWP applications to build out bike/ped infrastructure to
create an accessible network for all residents with focus on scoping
projects for next two years.
Paul, Ashley,
Justin
* Proposed FY '23 UPWP Project includes review of 4
intersections/crosswalks
* Worked with the Bike/Ped Committee to update their
priority project list for P4P.
Consider multi-modal transportation planning and implementation
expertise when hiring the next DPW Director
Jessie * In process
Core Services
Description
*Climate Change Resolution
Implementation Strategy Description Responsible
Leader(s)
Continue to reduce our phosphorus discharges into Lake Champlain;
work with DEC on a possible P-Credit Program as we are achieving
great results that others could benefit from with our P reduction
Justin *DPW's 1/3/22 presentation to Council demonstrated the ways in
which the City is excelling at P reduction
*** Develop the City's Climate Action Plan (including a specific
Transportation Implementation Plan and Governance Implementation
Plan) [Transportation Plan link to Walkable]
Paul *CAP Task Force held first meeting 11/29.
*Task Force to review of State CAP, project schedule, and receive
of complete "first draft" of CAP pathways and actions in January
Support reduction in fossil fuel use in South Burlington by looking at
viable alternative fuel options for City fleet
*Research capacity of new technology and weigh against cost of new
investment for future budget consideration
*Expand use of electric hand held equipment and investigate the
replacement of gas-powered equipment/fleet with
electric/renewable equivalents
*Integrate into relevant sections of the Climate Action Plan
*By leveraging the Cloud, reduce onsite hardware to result in lower
energy consumption
Justin, Paul,
Chiefs, Lou
*Large-scale EV fleet equipment remains high cost and lacks
demonstrated reliability - this will continue to be monitored
*DPW has EV handheld tools and will continue to work w/vendors
Prepare for an Chloride TMDL by instituting winter maintenance best
practices and working with the private sector on their SOPs. Perhaps
a Stormwater Credit can be created for private sector Cl- reductions
Justin, Paul *DPW's 1/3/22 presentation to Council demonstrated the ways in
which the City has done a lot in recent years to reduce winter salt
application
Improve management/maintenance of City-owned open spaces
*Pursue acquisition/conservation of properties based on Council
directions and priorities
*Develop a policy to evaluate a parcel's use (access or not)
*Review and update current Open Space Fund parameters
*Create City Open Space Management Plans
*Develop funding strategy for maintenance management and open
space plan
*Recommend process for funding ongoing maintenance and
management
*Ensure all documentation is centrally maintained
Jessie, Ashley,
Justin, Paul
* The NRCC began drafting the City's first Open Space Plan.
* Staff assessed capacity and resources for stewardship of future
land purchases.
* Worked with a UVM NR206 group to find documents related to
previous conservation land purchases, as well as determining a
process for tracking information and documents related to such
purchases.
*Draft Red Rocks Management Plan Update being reviewed by
Task Force.
* Working with VLT on Wheeler Conservation Easement.
* maintenance levels are directly correlated w/funding levels,
staff could happily discuss what is needed for each new
considered purchase/use of new land
Complete Auclair conservation plan Paul *Working with VT Land Trust on MOU with the City on shared
understanding, expectations. Closing on transfer of parcels from
current owner to VLT anticipated Winter 2022
City of South Burlington
Must Do
Emphasizing sustainability for long-term viability of a clean and green South
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team
FY22 Policy Priorities & Strategies - Report #1
Adopted by Council 11/15/21
Update #1 (January 2022)
Green & Clean
*Promote conservation of identified important natural areas, open spaces, aquatic resources, air quality, arable land and other agricultural resources,
historic sites and structures, and recreational assets
*Reduce energy consumption city-wide and increase renewable energy production where appropriate.
Description
*Climate Change Resolution
Implementation Strategy Description Responsible
Leader(s)
Emphasizing sustainability for long-term viability of a clean and green South
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team Update #1 (January 2022)
Green & Clean
*Promote conservation of identified important natural areas, open spaces, aquatic resources, air quality, arable land and other agricultural resources,
historic sites and structures, and recreational assets
*Reduce energy consumption city-wide and increase renewable energy production where appropriate.
Continue to collect, monitor and analyze energy data for City facilities
*Post reports to the website
Lou *Ongoing
Review and consider updates to Tree Ordinance Justin *Awaiting new Public Works Director
Review and consider changes to the City's Emerald Ash Borer Plan Justin *Awaiting new Public Works Director
LDR Updates:
*Update regulations to include requirements for increasing energy
efficiency for all development (highest already in the State) to
potentially include solar generation requirement for new
development
Paul *Draft in front of Council includes solar ready zone for
commercial buildings
*Staff examining rooftop solar options
*CAP Task Force examining disconnect from fossil fuels for new
development
Complete LDR Amendment process:
*Conservation PUDs and Environmental Protection Standards
*LDR Amendments to facilitate accessory dwelling units, solar ready
roofs and solar gain, accessory structures, and other minor
amendments
*Zoning District amendments to align with Comprehensive Plan
Paul *Under review by City Council; First hearing held 1/3
*Second hearing scheduled for 2/7
New LDR Amendment Round
*To support redevelopment and infill in built up areas including TDRs
and PUDs
Paul *Planning Commission reviewed prioritization and infill objectives
in December '21
*Begin review of draft amendments in January '22
Update All-Hazard Mitigation Plan Terry, Paul *Community self-assessment report completed Fall 2021
*Preparing information for consultant on Challenges, Goals,
Actions in January 2022
Achieve LEED Certification for 180 Market Street Ilona, Lou, Justin *Ongoing from a paperwork standpoint
Core Services
Must Do
Implementation Strategy Description Responsible
Leader(s)
***Focus on equity and inclusion
*Develop and adopt a City-wide equity and inclusion statement
*Year 1 implementation plan to the Council
*Internal staff training
*Increase representation on committees by inviting folks to participate
*Implement new processes for receiving inclusive input on city policies and
projects
*Participate in state-wide Fair and Impartial Policing training and policy
development
*Develop accessible outreach materials regarding elections and city services
All Staff (leads:
Jessie, Coralee,
Shawn)
*Staff have volunteered to participate in initial conversations on how to define
this work and how to move it forward
* Working with Ashley and committees to offer programs relating to Abenaki
towards a possible land acknowledgement statement.
* Communications plan for budget, ballot, and Annual Meeting includes channels
to include digital media, free print media, in person meetings, Channel 17, etc.
Consider charter changes related to governance and monitor reappointment
of legislative districts
Jessie, Donna *Charter change resolution to Council on 1/18 and Steering Committee on 1/24
*Donna has done a huge amount of work on reapportionment and is monitoring
this
*** Modernize the City's Personnel Policies and Practices
*Update Personnel Handbook
*Focus on recruitment and retention to reflect the community we serve
*Analyze the staff we need to provide the level of service we want to
provide
*Focus on onboarding, orientation, and cross-department collaboration
*Institute an annual review process and Staff Development Program with
staff input
*Ensure first responders have specialized training they need
*Consider benefits we can offer for PT employees for recruitment and
retention
*Consider succession planning
*Complete a wage classification study
*Support staff well-being, empowerment, and opportunities
Coralee *An updated Employee Handbook is in review by Senior Leadership to be
followed by Leadership Team review.
*Recruitment has been on-going and currently have more than 12 positions open
and in various stages. We have promoted from within in DPW and police, are in
the midst of a Sergeant selection in Police, have filled the CJC Director position,
interviewing for a Director of Public Works, and beginning selection process for
Captain in Fire.
*Dispatchers participated in a workshop on resiliency led by Marathon Health
which will be deployed out to the rest of the police department next, then to
other departments.
*HR is outlining a robust onboarding and orientation calendar (through the first 6
months), along with the collateral material.
* Beginning to collect data on the current training employees receive by
department. Creating a system for tracking the training of employees.
* Provided monthly virtual wellness lunch and learn using Marathon Health.
* Held a benefits/wellness fair for employees.
* Developed a new wellness incentive plan to be rolled out in February for
employees, building on last year's 3 Steps to Wellness plan. Incorporates
Marathon Health coaching and behavior health options, biometrics, wellness
challenges, and visits to dentist, physical, etc.
* In collaboration with Department Heads, HR monitoring retirement eligibility
dates as well as working to develop professional development opportunities for
employees to grow in leadership positions.
* Collaboration with Fire Union to best craft the promotional processes for Senior
Firefighter, Lieutenant, and Captain.
* Library mangers attended a day long workshop on Leadership.
Develop redundancy for IT services
*Including encrypted emails
*Malware-proofing
Mike *Redundancy work is ongoing.
*Encrypted emails are a feature now and will be improved with Office 365.
*New AntiVirus rolling out in January.
*** Continue commitment to moving to and maintaining electronic records
*Focus on Fire, Finance, and HR records and complete historic permits
*Work to link parcel data through Planning & Zoning, Assessor, and DPW
**Consider backup plans should we lose files and internet
All *P&Z staff completing last of our digitization: zoning permits, reports, prior plans
& regulations
***Update permitting systems and processes:
*Provide technology to streamline processes
*Build an expedited pathway for Sustainable Energy Projects
*Support efficient DRB review
Paul *P&Z staff has collected its objectives for permitting software; will be reaching
out to involved departments in early '22 in preparation for an RFP.
Must Do
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team Update #1 (January 2022)
Core Municipal Services and Administration
City of South Burlington
FY22 Policy Priorities & Strategies - Report #1
Adopted by Council 11/15/21
Implementation Strategy Description Responsible
Leader(s)
"This is how we are accomplishing this vision."
Role of City Manager and Leadership Team Update #1 (January 2022)
Core Municipal Services and Administration
Initiate review of progress on the 2016 Comprehensive Plan in preparation
for the 2024 Plan.
All Departments
and
Committees
*P&Z staff to prepare a worksheet for departments and committees in early '22
*** Continue focus on being customer service oriented
*Set internal and external customer service standards
*Focus on moving from paper forms to digital forms with possibility for
credit card payments
*Implement E-fax to eliminate fax machine needs
All *Recruiting for two new Public Service Specialists
Reduce water loss (which directly translated to lost water use revenue)
through the continuation of a water meter replacement program
Justin *Water meter replacement is ongoing and in 2021 DPW participated in a study
that used satellite imagery to locate leaks; from this work four leaks were
identified and repaired
Implement Office 365 Mike RFP published. Hopeful project will start in April and complete in March.
Complete Reappraisal and attend to equity concerns raised through BCA
process
Martha L Reappraisal complete new CLA 100.99% equity concerns will be addressed with
2022-2023 Grand List
Clean up delinquency list and put in place payment plans Martha L *Letters to owners with explanation of payment plan and abatement option will
be mailed January 7, 2022
Consider a policy on camping/domicile on public property or encampment
policy to best serve our neighbors and our property
Jessie, Colin Not started yet
Core Services
Must Do
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
To: South Burlington City Council
From: Jessie Baker, City Manager
Date: January 14, 2022
Re: Annual City Manager Evaluation
Per the contract between the City Manager and the Council, in accordance with human resources best
practice, and as recommended by the International City Management Association (ICMA), I recommend that
together we complete an evaluation process from January to March 2022. In my experience, this is the ideal
timing as it allows the current Council to evaluate performance before Town Meeting Day and set mutual
expectations going into the new elected year and fiscal year.
Contract: The contract between the City Manager and the Council states:
Section 6. PERFORMANCE EVALUATION
The EMPLOYER shall review and evaluate the performance of EMPLOYEE at least annually. The
performance evaluation shall be completed on a schedule mutually agreed between the EMPLOYER
AND THE EMPLOYEE each year during the term of this Agreement. Said review and evaluation shall be
in accordance with specific criteria developed by EMPLOYER with input from EMPLOYEE. Said criteria
may be amended as the EMPLOYER may, from time to time, determine necessary to meet the needs of
the CITY, after consultation with EMPLOYEE. Further, the EMPLOYER shall provide EMPLOYEE with a
written summary statement of the findings of the EMPLOYER and provide an adequate opportunity for
EMPLOYEE to discuss her evaluation with the EMPLOYER in an executive session prior to the
finalization of the evaluation.
Purpose: The purposes of the annual evaluation are:
1. To strengthen the relationship between the Council and City Manager.
2. To provide a mechanism for regular evaluation.
3. To ensure there is a set of shared expectations between the Council and Manager.
4. To identify performance objectives for the City Manager.
5. To provide feedback to the Manager and identify areas where improvements may be needed.
Recommended Process: I recommend feedback is solicited from both the Councilors and the Leadership
Team.
• Council: Attached is an Annual Evaluation form that is adapted from the model provided by the
National League of Cities and promoted by ICMA. It asks both rating questions aligned to performance
categories and provides an opportunity for open ended responses.
• Leadership Team: Attached is an evaluation tool I have used in the past that asks the Leadership Team
open ended questions.
• Process: I’d recommend that a timeline be adopted and an individual Councilor be identified to collect
and aggregate all responses and distribute them to the Council and Manager. These will then be
discussed in executive session.
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
•Timeline:
•January 18: Discuss, amend, and approve a process for evaluation.
•No later than January 24: Evaluation tools are distributed to City Council and Leadership Team
via email.
•February 4: Council and Leadership Team responses are due to the identified City Councilor.
These are returned via email.
•February 14: All results of compiled responses are shared with the Council and Manager.
•February 22: The Council and Manager discuss the results in Executive Session. Feedback from
the review will be used inform the development of performance goals and objectives for the
subsequent year.
•March 7: The Council Chair and Manager will then provide a summary report to be presented
in public session on March 7 with the new Council.
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
City Manager Annual Evaluation
Council
The purpose of the annual evaluation process to be conducted by and between the City Council and City Manager are:
1. To strengthen the relationship between the Council and City Manager.
2. To provide a mechanism for regular evaluation.
3. To ensure there is a set of shared expectations between the Council and Manager.
4. To identify performance objectives for the City Manager.
5. To provide feedback to the Manager and identify areas where improvements may be needed.
Each member of the City Council should complete this evaluation form and return it to XXXXXX at XXXX by February 4,
2022. The summary will then be discussed with the Council and Manager in executive session at a City Council meeting.
INSTRUCTIONS
This evaluation form contains ten categories of evaluation criteria. Each category contains a statement to describe a
behavior standard in that category. For each statement, use the following scale to indicate your rating of the city
manager’s performance.
5 Excellent (almost always exceeds the performance standard)
4 Above average (generally exceeds the performance standard)
3 Average (generally meets the performance standard)
2 Below average (usually does not meet the performance standard)
1 Poor (rarely meets the performance standard)
This evaluation form also provides space to enter narrative comments, including responses to specific questions and any
observations you believe appropriate and pertinent to the rating period.
This form as been adapted from a model provided by the National League of Cities and promoted by ICMA.
PERFORMANCE CATEGORY SCORING
1. INDIVIDUAL CHARACTERISTICS
_____ Diligent and thorough in the discharge of duties, “self-starter”
_____ Demonstrate by word and action the highest standards of ethical conduct and integrity
_____ Displays enthusiasm, cooperation, and willingness to adapt
_____ Exhibits mental and physical stamina appropriate for the position
_____ Exhibits composure and attitude appropriate for executive position
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
City Manager: Jessie Baker
Evaluation Period: July 2021 to January 2022
Date of Evaluation:
Evaluator:
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
2. PROFESSIONAL SKILLS AND STATUS
_____ Maintains knowledge of current developments affecting the practice of local government management
_____ Demonstrates a capacity for innovation and creativity
_____ Anticipates and analyzes problems to develop effective approaches for solving them
_____ Willing to try new ideas proposed by elected body members and/or staff
_____ Sets a professional example by handling affairs of the public office in a fair and impartial manner
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
3. RELATIONS WITH MEMBERS OF THE CITY COUNCIL
_____ Carries out directives of the body as a whole as opposed to those of any one member or minority group
_____ Sets meeting agendas that reflect the guidance of the elected body and avoids unnecessary involvement
in administrative actions
_____ Disseminates complete and accurate information equally to all members in a timely manner
_____ Assists by facilitating decision making without usurping authority
_____ Responds well to requests, advice, and constructive criticism
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
4. POLICY EXECUTION
_____ Implements actions in accordance with the intent of the council
_____ Supports the actions of the elected body, both inside and outside the organization, after a decision has
been reached
_____ Understands, supports, and enforces local government’s laws, policies, and ordinances
_____ Reviews ordinance and policy procedures periodically to suggest improvements to their effectiveness
_____ Offers workable alternatives to the elected body for changes in law or policy when an existing policy or
ordinance is no longer practical
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
5. REPORTING
_____ Provides regular information and reports to the elected body concerning matters of importance to the
local government, using the charter as guide
_____ Responds in a timely manner to requests from the elected body for special reports
_____ Takes the initiative to provide information, advice, and recommendations to the elected body on matters
that are nonroutine and not administrative in nature
_____ Produces reports that are accurate, comprehensive, concise, and written to their intended audience
_____ Produces and handles reports so as to convey the message that affairs of the organization are open to
public scrutiny
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
6. RESIDENT RELATIONS
_____ Is responsive to requests from residents
_____ Demonstrates a dedication to service to the community and its residents
_____ Maintains a nonpartisan approach in dealing with the news media
_____ Meets with and listens to members of the community to discuss their concerns, and strives to understand
their interests
_____ Makes an appropriate effort to maintain resident satisfaction with services
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
7. STAFFING
_____ Recruits and retains competent personnel for staff positions
_____ Applies an appropriate level of supervision to improve any areas of substandard performance
_____ Stays accurately informed and appropriately concerned about employee relations
_____ Manages the compensation and benefits plan professionally
_____ Promotes training and development opportunities for employees at all levels of the organization
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
8. SUPERVISION
_____ Encourages heads of departments to make decisions within their jurisdictions with minimal manager
involvement, yet maintains general control of operations by providing the right amount of
communication to the staff
_____ Instills confidence and promotes initiative in subordinates through supportive rather than restrictive
controls for their programs while still monitoring operations at the department level
_____ Develops and maintains a friendly and informal relationship with the staff and workforce in general, yet
maintains the professional dignity of the manager’s office
_____ Sustains or improves staff performance by evaluating the performance of staff members at least annually,
setting goals and objectives for them, periodically assessing their progress, and providing appropriate
feedback
_____ Encourages teamwork, innovation, and effective problem solving among the staff members
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
9. FISCAL MANAGEMENT
_____ Prepares a balanced budget to provide services at a level directed by council
_____ Makes the best possible use of available funds, conscious of the need to operate the local government
efficiently and effectively
_____ Prepares a budget and budgetary recommendations in an intelligent and accessible format
_____ Ensures that actions and decisions reflect an appropriate level of responsibility for financial planning and
accountability
_____ Monitors and manages fiscal activities of the organization appropriately
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
10. LEADERSHIP IN THE COMMUNITY
_____ Shares responsibility for addressing the difficult issues facing the community
_____ Avoids unnecessary controversy
_____ Cooperates with neighboring communities and the county
_____ Helps the council address future needs and develop adequate plans to address long-term trends
_____ Cooperates with other regional, state, and federal government agencies
Add the values from above and enter the subtotal _____ ÷ 5 = _____ score for this category
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
NARRATIVE EVALUATION
In answering the questions below, consider the shared work toward accomplishing the City’s Policy Priorities and
Strategies outlined in 2021.
1. What would you identify as the manager’s strength(s)?
2. What do you consider the foremost results achieved during the rating period and in relation to the
Strategic Vision?
3. What performance area(s) would you identify as most critical for improvement?
4. What constructive suggestions or assistance can you offer the manager to enhance performance?
5. What other comments do you have for the manager (e.g., priorities, expectations, goals, or objectives
for the new rating period)?
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
City Manager Annual Evaluation
Leadership Team Evaluation Tool
City Manager: Jessie Baker
Evaluation Period: July 2021 to January 2022
Date of Evaluation:
Evaluator:
The purpose of the annual evaluation process to be conducted by and between the City Council and City Manager are:
1. To strengthen the relationship between the Council and City Manager.
2. To provide a mechanism for regular evaluation.
3. To ensure there is a set of shared expectations between the Council and Manager.
4. To identify performance objectives for the City Manager.
5. To provide feedback to the Manager and identify areas where improvements may be needed.
As the City Council completes this evaluation, feedback from the Leadership Team is important. Please complete this
evaluation form and return it to Councilor XXXXX at XXXXX by February 4, 2022. The summary will then be discussed
with the Council and Manager in executive session at a City Council meeting.
LEADERSHIP TEAM - NARRATIVE EVALUATION
In answering the questions below, consider the shared work toward accomplishing the City’s Policy Priorities and
Strategies outlined in 2022.
1. What would you identify as the manager’s strength(s)?
2. What performance area(s) would you identify as most critical for improvement?
3. What constructive suggestions or assistance can you offer the manager to enhance performance?