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Agenda - City Council - 12/04/2023
CITY COUNCIL MEETING AGENDA December 4, 2023 Participation Options In Person: 180 Market Street, Main Floor, Auditorium Assistive Listening Service Devices available upon request Electronically: https://meet.goto.com/SouthBurlingtonVT/citycouncil-12-04-2023 You can also dial in using your phone. +1 (872) 240-3212 Access Code: 518-873-413 Regular Session 6:30 p.m. 1.Pledge of Allegiance (6:30 p.m.) 2.Instructions on exiting building in case of emergency and review of technology options – Jessie Baker, City Manager (6:31–6:32 p.m.) 3.Agenda Review: Additions, deletions or changes in order of agenda items (6:33–6:34 p.m.) 4.Comments and questions from the public not related to the agenda (6:35–6:45 p.m.) 5.Councilors’ Announcements and Reports on Committee assignments and City Manager’s Report (6:45–6:55 p.m.) 6.Consent Agenda: (6:55–7:00 p.m.) A.*** Consider and Sign Disbursements B.*** Approve Minutes from the November 16, 2023 Special City Council Meeting C.*** Approve the Rye Meadows Plowing Agreement D.*** Approve the Medalist Drive Plowing Agreement E.*** Approve the Sadie Lane Plowing Agreement F.*** Approve the Energy Efficiency and Conservation Block Grant program application for the replacement of HVAC units with heat pumps at the Public Works Garage G.*** Award Airport Parkway Facility Solids Handling Upgrade Final Engineering Contract to Aldrich and Elliott Water Resources Engineers H.*** Approve the VTrans Transportation Alternatives Program grant application for the Adelphia Cable Pond Scoping project I. *** Approve the VTrans Municipal Highway and Stormwater Mitigation Program Grant for the replacement of culverts in Butler Farms and Oak Creek Village J.*** Approve Resolution #2023-18 expanding the composition of the Energy Committee and appoint Brittany Baldwin and Marley Hauser to serve 3-year terms 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV 7. *** FY25 Budget: Receive the City Manager's Proposed Budget, request additional information, and provide direction to staff – Jessie Baker, City Manager (7:00–7:45 p.m.) 8. *** Discuss the CityPlan 2024 and vote to warn a public hearing for January 2nd at 7:00 p.m. – Paul Conner, Planning & Zoning Director (7:45–8:30 p.m.) 9. *** Discuss the Tax Increment Financing Winter Bond Pool application and approve the preparation of the materials – Ilona Blanchard, Community Development Director (8:30–9:15 p.m.) 10. *** Consider discontinuing Picard Circle and set a site inspection date for January 16, 2024 at 3:00 p.m. and a Public Hearing date for January 16, 2024 at 8:00 p.m. – Tom DiPietro, Public Works Director (9:15–9:35 p.m.) 11. Other Business (9:35–9:45 p.m.) 12. Consider entering into executive session for the purpose of discussing the negotiation or securing of real estate purchase or lease options, and specifically the Long property. (9:45 p.m.) 13. Adjourn Respectfully submitted: Jessie Baker City Manager All times are estimates ***Attachments included Champlain Water District Check/Voucher Register - Check Report by Fund From 12/5/2023 Through 12/5/2023 Check Date Check Number Vendor Name Invoice Description Check Amount Invoice Number 12/5/2023 4674 Aldrich & Elliott, PC Project 23022.002 8,442.96 81691 12/5/2023 4675 Aldrich & Elliott, PC Project 22025.001 86.13 81712 12/5/2023 4676 E.J. Prescott Hydrant Grease 110.04 6261233 12/5/2023 E.J. Prescott Break Trailer Restock 993.89 6261329 12/5/2023 E.J. Prescott Hydrant Replacement - 1751 Spear Street 1,065.34 6263883 12/5/2023 4677 F.W. Webb Company Spear Street Hydrant Broken by Vehicle 4,825.01 83229975 12/5/2023 4678 Frank W. Whitcomb Construction Sidewalk Patch 151.20 90023-00018408 12/5/2023 Frank W. Whitcomb Construction Spear Street Hydrant 146.08 90023-00018581 12/5/2023 Frank W. Whitcomb Construction Spear Street Hydrant 267.52 90023-00018582 12/5/2023 4679 MSK Engineers Project 1460-001 SL Inventory 3,167.40 16276 12/5/2023 4680 Robert Nappi Refund Acct 6912 416.28 REFUND-112123 12/5/2023 4681 Pike Industries, Inc.Brewer Parkway Service Line Patch 242.90 1260909 12/5/2023 4682 Ti-Sales, Inc.Meters and Flanges 2,492.76 INV0164143 Total 70 - South Burlington Water Department 22,407.51 Report Total 22,407.51 70 - South Burlington Water Department SOUTH BURLINGTON CITY COUNCIL Date: 11/28/2023 12:54:23 PM Page: 1 PAGE 1 SOUTH BURLINGTON SPECIAL CITY COUNCIL MEETING NOVEMBER 16, 2023 The South Burlington City Council held a regular meeting on Thursday, 16 November 2023, at 6:30 p.m., in the Auditorium, 180 Market Street, and by Go to Meeting remote participation. MEMBERS PRESENT: H. Riehle, Chair; M. Emery, T. Barritt, A. Chalnick, L. Kupferman ALSO PRESENT: J. Baker, City Manager; Chief S. Locke, Deputy City Manager; P. Conner, Director of Planning & Zoning; K. Peterson, Planner; M. Mittag, B. Britt, E. Fitzgerald, G. Silverstein, K. Easton 1. Instructions on exiting building in case of emergency and review of technology option: Ms. Baker provided instructions on emergency exit from the building and reviewed technology options. 2. Additions, deletions or changes in the order of agenda items: No changes were made to the agenda. 3. Comments and questions from the public not related to the agenda: There were no public questions or comments. 4. Announcements and City Manager’s Report: Council members reported on meetings and events they had recently attended. Ms. Baker: Thanks to staff leadership and Martha Machar, the FY24 proposed budget is almost completed. 5. Public Hearing: Draft City Municipal Plan 2024: Ms. Emery moved to open the public hearing. Mr. Barritt seconded. Motion passed unanimously. Mr. Britt: On p. 46, in the Transportation section, in the last paragraph regarding Hinesburg Road north of Tilley Drive, he asked to add that the city will be looking south of Tilley Drive to try to get a crosswalk. It hasn’t been possible in the past because of speed. He also suggested that the Table of Contents indicate a listing of maps. He noted that Map #1 doesn’t show the Great Swamp land and asked whether the city does not own it. Ms. Riehle said it is owned by a number of people. Development is not allowed CITY COUNCIL SPECIAL MEETING NOVEMBER 16, 2023 | PAGE 2 there, but it is not conserved in perpetuity. Mr. Britt also noted that Map #4 is missing a shared use path that is being built on Williston Roade between Dorset Street and Hinesburg Road. It also doesn’t show the paths at Technology Park. Mr. Conner showed an enlargement which does indicate the Williston Road path. It will be in the Bike/Ped Master Plan. Mr. Britt also suggested changing the word “transportation” to “vehicle.” Ms. Easton: The Holmes Rd. neighborhood is concerned with several things including 2 major developments going in nearby. The issue is the map being used for planning purposes. Map #4 shows a road going through the Easton property. Staff and the Planning Commission have been responsive to her concerns, but they say the language is “visionary” and “aspirational.” That seems to mean that someday the city will have that land. She stressed that property rights are enshrined in the Constitution and State Law. She didn’t think it was right for any government to take a proprietary position over someone’s property. As there was no further public comment, Ms. Emery moved to close the public hearing. Mr. Barritt seconded. Motion passed unanimously. 6. City Council Discussion of City Plan 2024: Ms. Baker noted that comments from the last Council session have been captured. Staff is working to incorporate them. Mr. Kupferman asked whether the city has any recourse regarding speeds on Hinesburg Road and Shelburne Rd. Ms. Riehle said the city applied to the State to reduce speeds on Hinesburg Road. The State did reduce the speed in a few spots but not nearly as much as the city wanted. Ms. Emery noted that at the Legislative Forum earlier today, Kate said she would look into this to see if a municipality can override State minimums. Ms. Emery referred to Ms. Easton’s comments and asked what the line on the map actually represents. Mr. Conner showed Map #4 and said the dashed lines represent aspirations. He indicated the “aspirational path” on the map. He noted that the Planning Commission made two modifications to clarify the role of the maps, stressing they are proposed. There is a statement on the map saying this path is “conceptual.” He noted that no parcel lines are shown on the map and said that at this scale, it is hard to show much. Ms. Riehle said she would support a Table of Contents for the maps. She also agreed with “Vehicle Transportation” and the comment about Hinesburg Road. Mr. Chalnick also agreed with Mr. Britt’s comments. The Council then continued with its comments on the Plan, from p. 84 on, as follows: Mr. Chalnick: Would prefer to eliminate Goal 84 (p. 83) as it duplicates which is in the Climate Action Plan. He also asked to delete the reference to “renewable energy development.” The task force looked at where it would be appropriate to have renewable energy and there are enough impervious surfaces to put it on. Mr. Barritt said there are also places where it can be at a height with agriculture underneath it. Mr. Mittag said it CITY COUNCIL SPECIAL MEETING NOVEMBER 16, 2023 | PAGE 3 also works with wind energy, and he wouldn’t leave it out. Mr. Chalnick said he wasn’t sure it should be a goal. Ms. Emery did see it as a goal and felt there was no risk to leaving it in. Ms. Peterson said this is for a specific land use type, not big chunks of open space, especially places not necessarily suitable for agriculture. The goal says “allow,” not encourage. She felt it should be left open for landowners. Mr. Kupferman noted that UVM has an application for solar on some of their land. He said he never thought that solar on bare land was good; in this case, he felt it works and the flexibility is OK and the language was acceptable. Mr. Chalnick: On p. 93, he would like a parallel sentence regarding permanent conservation at Hubbard Park. Members agreed on language placement. Mr. Barritt: On p. 92, change “poorly integrated” to “need to be better integrated and connected.: Members were OK with that language. Mr. Chalnick: On p. 103, he felt the language was not in sync with what the task force looked at for solar. Ms. Peterson said that language was provided by CCRPC to comply with the State. Mr. Conner said there is a process being required by the State to determine what is available. The language gives the plan substantial weight. Mr. Chalnick: On p. 104, he questioned a discrepancy in the numbers. Ms. Peterson said she will check with CCRPC which provided the numbers. Mr. Chalnick: Questioned whether it is appropriate to show the road on the Long property. Ms. Baker suggested holding that comment until after next week’s executive session. Mr. Conner said that for the next Council discussion (4 December), staff will provide updates. They will flag items that the Council wanted to discuss further. The Council can then warn a second public hearing for 2 January 2024. They could adopt the plan at that time or make changes and then hold another public hearing. 7. Other Business: No other business was presented. As there was no further business to come before the Council Ms. Emery moved to adjourn. Mr. Barritt seconded. Motion passed unanimously. The meeting was adjourned at 8:03 p.m. _________________________________ Clerk PLOWING AGREEMENT This AGREEMENT is entered into by and between Rye Associates LLC (“Developer”) and the CITY OF SOUTH BURLINGTON (“City”) (collectively referred to herein as “Parties”). WITNESSETH: WHEREAS, Developer is in the process of completing the construction of Rye Circle, Landon Road, Fall Street, Winter Lane, and associated sidewalk and shared use path (“Streets”); and WHEREAS, Developer has filed an Offer of Dedication for the Streets with the City; and WHEREAS, the City is not yet prepared to contemplate acceptance of the Streets until the Streets are completed in accordance with City specifications and standards; and WHEREAS, Developer desires the City to plow the Streets prior to acceptance; and WHEREAS, the City is willing to plow the Streets prior to acceptance under certain conditions. NOW, THEREFORE, in consideration of the mutual covenants herein contained, the Developer and City agree as follows: 1. City agrees to perform winter plowing services on the Streets on an as-needed basis, consistent with the plowing services provided by the City on all other public streets in the City of South Burlington. This area does not include shared use path through the park located in the center of the development. 2. License. Developer hereby grants to the City a license in and over the Streets for passage by the City’s snowplows and any other equipment needed by the City to plow the Streets. 3. Non-acceptance. The Developer acknowledges the City’s plowing of the Streets does not constitute an acceptance of its Dedication, and that the Streets will not be accepted as public streets until the South Burlington City Council adopts an appropriate resolution. 4. Maintenance and Repairs. The Developer shall be responsible for all maintenance and repairs to the Streets, including any necessitated by the City’s plowing of the Streets until such time as the City accepts the Streets as public streets. 5. Indemnity. The Developer indemnifies and holds the City, its officers, agents and employees, harmless from any and all liability, loss, damage, claim, cost, expense or fee, including reasonable attorneys’ fees, resulting from property damage and/or personal injury due to or arising out of the City’s plowing of the Streets, provided that dotloop signature verification: dtlp.us/UDg1-LmlL-euxE such claim, liability, damage, loss or expense is not caused by the gross negligence or willful misconduct of the City, its officers, agents and employees. 6. Binding Effect. This agreement shall be binding upon the heirs, successors and assigns of the Developer. 7. Road Condition. The Streets must be maintained in a condition acceptable to the City that does not risk damage or injury to City equipment or staff. If the City, at its sole discretion, finds the condition of the Streets unacceptable it will notify Developer in writing. Developer has 14 calendar days to correct the issue to the City’s satisfaction or this agreement is effectively terminated. The amount of time provided for correction of issues can be extended by the City in writing. 8. Parking. Parking on the Streets shall be prohibited between 12 o’clock midnight and 8’o’clock a.m. each day during the fourth (4)-month period starting December 1 of each year and continuing through March 31 of the following year. The City will not be responsible for managing parking (including the removal of vehicles) on privately owned roads. The City reserves the right to not plow any Street covered by the Agreement with car(s) parked on it. If the City does plow any Street covered by this Agreement with car(s) parked on it, Developer agrees to indemnify and hold harmless the City, its Officers, elected officials, agents and employees from any and all damage to any car parked on the Streets that may result from the City’s plowing of the Streets. 9. Duration. The term of this Agreement shall be two years, beginning on December 1, 2023, and expiring on November 30, 2025 (“Term”). Upon expiration of the Term, the Parties may agree, but are not obligated, to renew this Agreement for a successor three- year term or upon other terms and conditions deemed appropriate by the parties at that time. Nothing in this Agreement shall affect the City’s expectation that Developer will finish the process to turn the Streets being plowed over to the City. 10. Payment. For each year this Agreement is in effect, an annual payment of $2,080.00 shall be due to the City on or before November 1. (“Payment”). Failure to issue the Payment, or work out an alternative arrangement with the City, on or before November 1 may, in the discretion of the City, result in the termination of this Agreement by the City. dotloop signature verification: dtlp.us/UDg1-LmlL-euxE 11. Upon termination of this Agreement by the City for any of the reasons provided herein, the City shall have no liability to Developer for costs associated with past or future plowing of the Streets, shall have no obligation to return any portion of the Payment, or have any liability whatsoever for damages or any other injury resulting from the Streets not being plowed or Developer’s failure or inability to hire a replacement plow service after termination of this Agreement by the City. Upon acceptance of the Streets as public roadways by the City, this Agreement shall terminate and be of no further effect. 12. This Agreement sets out all terms agreed between the Parties and supersedes all other agreements between the Parties relating to its subject matter. In entering into this Agreement neither Party has relied on, and neither Party will have any right or remedy based on, any statement, representation or warranty (whether made negligently or innocently), except those expressly set out in this Agreement. 13. All claims arising out of or relating to this Agreement will be governed by the laws of the State of Vermont, excluding Vermont’s conflict of laws rules, and will be litigated exclusively in the state courts of Chittenden County, Vermont. IN WITNESS WHEREOF, the parties, as evidenced by the signatures of their Duly authorized Agents, do hereby execute this Plowing Agreement as of the ___ day of ________, 20__. DEVELOPER CITY OF SOUTH BURLINGTON By: ______________________________ By: ______________________________ Its Duly Authorized Agent Its Duly Authorized Agent Brad Dousevicz dotloop verified11/22/23 9:27 AM ESTAHBP-GX11-GQGV-AHNV dotloop signature verification: dtlp.us/UDg1-LmlL-euxE 180 Market Street, South Burlington, VT 05403 tel 802.658.7961 fax 802.658.7976 www.southburlingtonvt.gov Physical Address: 104 Landfill Road , South Burlington, VT 05403 To: South Burlington City Council From: Robert Fischer, Water Quality Superintendent Cc: Jessie Baker, City Manager, Tom DiPietro, Director of Public Works Date: November 28, 2023 Re: Award of Airport Parkway Facility Solids Handling Upgrade -Final Engineering Contract South Burlington’s Airport Parkway Wastewater Treatment Facility was originally constructed in 1966. It was last upgraded in 2011. As part of the initial engineering for the 2011 upgrade, the City decided to postpone the installation of a fourth influent clarifier as part of a Value Engineering Study performed by Underwood Engineers, Inc. of Concord, New Hampshire. Since that time, the solids produced at both of the City’s wastewater treatment facilities has steadily increased due to increased flows and changes to treatment processes that have improved phosphorus and solids removal. All solids from the Bartlett Bay Facility are brought to the Airport Parkway Facility for treatment. The introduction of additional non-volatile solids (i.e. less active) from the Bartlett Bay Facility has made it increasingly problematic to obtain the federally mandated volatile solids reduction required to continually produce Exceptional Quality (EQ) Biosolids. In order to address this concern, the City has moved forward with design of the fourth clarifier and some additional tank mixing as a component of the bond vote approved by voters in 2023. Aldrich and Elliott Water Resource Engineers (A&E) of Essex Junction, Vermont, was selected as the design engineer for this project after a qualifications based selection process conducted in November 2023. Included with this memo is a contract and scope of work for final engineering and related services. This document has been reviewed by department of public works staff, the City attorney, and staff at the Vermont Department of Environmental Conservation. The City is actively working with the State of Vermont to obtain a Clean Water State Revolving Fund (CW SRF) loan to cover the costs of engineering and construction associated with this project. Documents related to the loan, and any loan subsidy (i.e. grant) that is available, will be presented to council at a future meeting. Action: I recommend that council make a motion to approve entering into a contract with Aldrich and Elliott Water Resource Engineers for completion of the engineering work necessary to upgrade solids handling at the Airport Parkway Wastewater Treatment Facility. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. AGREEMENT BETWEEN OWNER AND ENGINEER FOR PROFESSIONAL SERVICES Copyright © 2014: National Society of Professional Engineers 1420 King Street, Alexandria, VA 22314-2794 (703) 684-2882 www.nspe.org American Council of Engineering Companies 1015 15th Street N.W., Washington, DC 20005 (202) 347-7474 www.acec.org American Society of Civil Engineers 1801 Alexander Bell Drive, Reston, VA 20191-4400 (800) 548-2723 www.asce.org The copyright for this EJCDC document is owned jointly by the three sponsoring organizations listed above. The National Society of Professional Engineers is the Copyright Administrator for the EJCDC documents; please direct all inquiries regarding EJCDC copyrights to NSPE. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. TABLE OF CONTENTS Page ARTICLE 1 – SERVICES OF ENGINEER ................................................................................................................... 1 1.01 Scope .............................................................................................................................................. 1 ARTICLE 2 – OWNER’S RESPONSIBILITIES ............................................................................................................ 2 2.01 General ........................................................................................................................................... 2 ARTICLE 3 – SCHEDULE FOR RENDERING SERVICES............................................................................................ 3 3.01 Commencement ............................................................................................................................. 3 3.02 Time for Completion ...................................................................................................................... 3 ARTICLE 4 – INVOICES AND PAYMENTS .............................................................................................................. 4 4.01 Invoices ........................................................................................................................................... 4 4.02 Payments ........................................................................................................................................ 4 ARTICLE 5 – OPINIONS OF COST .......................................................................................................................... 4 5.01 Opinions of Probable Construction Cost ....................................................................................... 4 5.02 Designing to Construction Cost Limit ............................................................................................ 5 5.03 Opinions of Total Project Costs ...................................................................................................... 5 ARTICLE 6 – GENERAL CONSIDERATIONS ............................................................................................................ 5 6.01 Standards of Performance ............................................................................................................. 5 6.02 Design Without Construction Phase Services ............................................................................... 8 6.03 Use of Documents .......................................................................................................................... 9 6.04 Electronic Transmittals ................................................................................................................. 10 6.05 Insurance ...................................................................................................................................... 10 6.06 Suspension and Termination ....................................................................................................... 12 6.07 Controlling Law ............................................................................................................................. 13 6.08 Successors, Assigns, and Beneficiaries ........................................................................................ 13 6.09 Dispute Resolution ....................................................................................................................... 14 6.10 Environmental Condition of Site .................................................................................................. 14 6.11 Indemnification and Mutual Waiver ........................................................................................... 15 6.12 Records Retention ........................................................................................................................ 16 6.13 Miscellaneous Provisions ............................................................................................................. 16 ARTICLE 7 – DEFINITIONS ................................................................................................................................... 16 7.01 Defined Terms .............................................................................................................................. 16 ARTICLE 8 – EXHIBITS AND SPECIAL PROVISIONS ............................................................................................. 20 8.01 Exhibits Included: ......................................................................................................................... 20 8.02 Total Agreement: ......................................................................................................................... 21 8.03 Designated Representatives: ....................................................................................................... 21 8.04 Engineer's Certifications: ............................................................................................................. 21 EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 AGREEMENT BETWEEN OWNER AND ENGINEER FOR PROFESSIONAL SERVICES Owner and Engineer further agree as follows: ARTICLE 1 – SERVICES OF ENGINEER 1.01 Scope A. Engineer shall provide, or cause to be provided, the services set forth herein and in Exhibit A. 1.02 Continuing Obligations A. Engineer agrees that if, because of death or other occurrences, it becomes impossible to effectively perform its services in compliance with this Agreement, neither Engineer nor Consultants nor their surviving members shall be relieved of their obligation to complete this Agreement. However, Owner may terminate this Agreement in accordance with Section 6.08 if it considers a death or incapacity of any member comprising the Engineer or Consultant to be a loss of such magnitude that would affect the Engineer’s ability to satisfactorily execute the Agreement. 1.03 Appearances A. Engineer shall provide appropriate representation at design conferences, public gatherings and hearings, and appearances before any legislative body, commission, board, or court, to justify, explain and defend its services under this Agreement. The Engineer shall make available any liaison or representatives that Owner deems necessary for the furtherance of the services set forth in Exhibit A to participate in conferences with THIS IS AN AGREEMENT effective as of November 15, 2023 (“Effective Date”) between City of South Burlington (“Owner”) and Aldrich + Elliott PC (“Engineer”). Owner's Project, of which Engineer's services under this Agreement are a part, is generally identified as follows: Airport Parkway WWTF Solids Upgrade Other terms used in this Agreement are defined in Article 7. Engineer's services under this Agreement are generally identified as follows: Step II Final Design Engineering Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 the Owner, ay any reasonable time, concerning interpretation and evaluation of all aspects or matters covered under this Agreement. B. Engineer further agrees to participate in meetings with Owner, the State of Vermont, and other interested or affected participants, for the purpose of review or resolution of any conflicts pertaining to the Agreement. C. If and when requested by the Owner, Engineer, or an appropriate representative, shall prepare and appear as a witness for any litigation related to this Agreement, on behalf of Owner. Engineer shall be compensated in accordance with this Agreement. 1.04 Public Relations A. Whenever it is necessary to perform work in the field, particularly with respect to reconnaissance, Engineer will endeavor to maintain good relations with the public and any affected property owners and/or tenants. Personnel employed by or representing Engineer and Consultants shall conduct themselves with propriety. Engineer agrees to inform the Owner and property owners and/or tenants, in a timely manner, if there is need for entering upon private property in order to provide the services described in Exhibit A. The Engineer agrees that any work will be done with minimum damage to the land and disturbance to the affected property owners and/or tenants. Upon request of the Engineer, the Owner shall furnish a letter of introduction to property owners soliciting their cooperation. In no way does this paragraph absolve the Owner or the Engineer from obtaining required permissions to enter onto private property as required by law. ARTICLE 2 – OWNER’S RESPONSIBILITIES 2.01 General A. Owner shall have the responsibilities set forth herein and in Exhibit B. B. Owner shall pay Engineer as set forth in Article 4 and Exhibit C. C. Owner shall be responsible for all requirements and instructions that it furnishes to Engineer pursuant to this Agreement, and for the accuracy and completeness of all programs, reports, data, and other information furnished by Owner to Engineer pursuant to this Agreement. Engineer may use and rely upon such requirements, programs, instructions, reports, data, and information in performing or furnishing services under this Agreement, subject to any express limitations or reservations applicable to the furnished items. D. Owner shall give prompt written notice to Engineer whenever Owner observes or otherwise becomes aware of: 1. any development that affects the scope or time of performance of Engineer’s services; 2. the presence at the Site of any Constituent of Concern; or EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 3. any relevant, material defect or nonconformance in: (a) Engineer’s services, (b) the Work, (c) the performance of any Constructor, or (d) Owner’s performance of its responsibilities under this Agreement. ARTICLE 3 – SCHEDULE FOR RENDERING SERVICES 3.01 Commencement A. Engineer is authorized to begin rendering services as of the Effective Date. 3.02 Time for Completion A. Engineer shall complete its obligations in accordance with Exhibit A, Part 1. within a reasonable time. Specific periods of time for rendering services, or specific dates by which services are to be completed, are provided in Exhibit A, Part 1, and are hereby agreed to be reasonable. B. If, through no fault of Engineer, such periods of time or dates are changed, or the orderly and continuous progress of Engineer’s services is impaired, or Engineer’s services are delayed or suspended, then with the written approval of the City the time for completion of Engineer’s services, and the rates and amounts of Engineer’s compensation, may shall be adjusted equitably. C. If Owner authorizes changes in the scope, extent, or character of the Project or Engineer’s services, then the time for completion of Engineer’s services, and the rates and amounts of Engineer’s compensation, may shall be adjusted equitably. D. Owner shall make decisions and carry out its other responsibilities in a timely manner so as not to delay the Engineer’s performance of its services. E. No charges or claims for damages shall be made by Engineer or Consultant against Owner for delays or hindrances, regardless of the cause, during the provision of any services pursuant to this Agreement. F. During the term of the Agreement, included with its monthly invoices, Engineer will make monthly progress reports indicating the tasks completed through the date of the report. G. All Documents or materials prepared or collected by the Engineer or any Consultant pursuant to this Agreement shall be subject to review and formal written approval by the Owner. The Engineer shall promptly respond to all Owner inquiries and comments regarding the services provided by Engineer in accordance with this Agreement. Formal written approval by the Owner shall not relieve the Engineer of its professional obligation to identify and timely correct any defects or errors in its work at its own expense. H. If Engineer fails, through its own fault, to complete the performance required in this Agreement within the time set forth, as duly adjusted, then Owner shall be entitled, as its sole remedy, to the recovery of direct damages, if any, resulting from such failure. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 ARTICLE 4 – INVOICES AND PAYMENTS 4.01 Invoices A. Preparation and Submittal of Invoices: Engineer shall prepare invoices in accordance with its standard invoicing practices and the terms of Exhibit C. Invoices must include a breakdown of services provided. Engineer shall submit its invoices to Owner on a monthly basis. Invoices are due and payable within 30 days of receipt. 4.02 Payments A. Application to Interest and Principal: Payment will be credited first to any interest owed to Engineer and then to principal. B. Failure to Pay: If Owner fails to make any payment due Engineer for services and expenses within 30 days after receipt of Engineer’s invoice, then: 1. amounts due Engineer will be increased at the rate of 1.0% per month (or the maximum rate of interest permitted by law, if less) from said thirtieth day; and 2. Engineer may, after giving seven twenty-one days written notice to Owner, suspend services under this Agreement until Owner has paid in full all amounts due for services, expenses, and other related charges. Owner waives any and all claims against Engineer for any such suspension. C. Disputed Invoices: If Owner disputes an invoice, either as to amount or entitlement, then Owner shall promptly advise Engineer in writing of the specific basis for doing so, may withhold only that portion so disputed, and must pay the undisputed portion subject to the terms of Paragraph 4.01. D. Sales or Use Taxes: If after the Effective Date any governmental entity takes a legislative action that imposes additional sales or use taxes on Engineer’s services or compensation under this Agreement, then Engineer may invoice such additional sales or use taxes for reimbursement by Owner. Owner shall reimburse Engineer for the cost of such invoiced additional sales or use taxes; such reimbursement shall be in addition to the compensation to which Engineer is entitled under the terms of Exhibit C. ARTICLE 5 – OPINIONS OF COST 5.01 Opinions of Probable Construction Cost Engineer’s opinions (if any) of probable Construction Cost are to be made on the basis of Engineer’s experience, qualifications, and general familiarity with the construction industry. However, because Engineer has no control over the cost of labor, materials, equipment, or services furnished by others, or over contractors’ methods of determining prices, or over competitive bidding or market conditions, Engineer cannot and does not guarantee that proposals, bids, or actual Construction Cost will not vary from opinions of probable Construction Cost prepared by Engineer. If Owner requires greater assurance as to probable Construction Cost, then Owner agrees to obtain an independent cost estimate. Opinions of Probable Cost and any revisions thereof should reflect compliance with Build America, Buy America (BABA) provisions of P.L. 117-58 and subsequent statutes mandating domestic preference. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 5.02 Designing to Construction Cost Limit A. If a Construction Cost limit is established between Owner and Engineer, such Construction Cost limit and a statement of Engineer’s rights and responsibilities with respect thereto will be specifically set forth in Exhibit F to this Agreement. 5.03 Opinions of Total Project Costs A. The services, if any, of Engineer with respect to Total Project Costs shall be limited to assisting the Owner in tabulating the various categories that comprise Total Project Costs. Engineer assumes no responsibility for the accuracy of any opinions of Total Project Costs. B. Opinions of Total Project Costs and any revisions thereof should reflect compliance with Build America, Buy America (BABA) provisions of P.L. 117-58 and subsequent statutes mandating domestic preference. ARTICLE 6 – GENERAL CONSIDERATIONS 6.01 Standards of Performance A. Standard of Care: The standard of care for all professional engineering and related services performed or furnished by Engineer under this Agreement will be the standards currently observed by a competent practitioner of Engineer’s profession. All products of whatever nature that Engineer delivers to Owner pursuant to this agreement shall be prepared in a professional manner and conform to the standards of quality normally observed by a competent person currently practicing in Engineer’s profession and such products shall be provided in accordance with Exhibit A. the care and skill ordinarily used by members of the subject profession practicing under similar circumstances at the same time and in the same locality. Engineer makes no warranties, express or implied, under this Agreement or otherwise, in connection with any services performed or furnished by Engineer. B. Technical Accuracy: Owner shall not be responsible for discovering deficiencies in the technical accuracy of Engineer’s services. Engineer shall correct deficiencies in technical accuracy without additional compensation, unless such corrective action is directly attributable to deficiencies in Owner-furnished information. C. Consultants: Engineer may retain such Consultants as Engineer deems necessary to assist in the performance or furnishing of the services, subject to reasonable, timely, and substantive objections by Owner. Engineer shall assign only competent and qualified personnel and Consultants to perform the services required under this Agreement. The Owner shall have the right to approve or disapprove of the Engineer’s personnel or Consultants assigned by Engineer to perform services under this Agreement and, at any time during the term of this Agreement, to require removal by Engineer of any such personnel or Consultant on the grounds of misconduct, negligence, or failure or refusal to perform in accordance with the standard required under Paragraph 6.01.A. In the event that Owner, at any time during the term of this Agreement desires the removal of any such personnel or Consultant, Engineer shall remove such person immediately upon written notice from Owner requiring the removal of such person or Consultant. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 D. Reliance on Others: Subject to the standard of care set forth in Paragraph 6.01.A, Engineer and its Consultants may use or rely upon design elements and information ordinarily or customarily furnished by others, including, but not limited to, specialty contractors, manufacturers, suppliers, and the publishers of technical standards. E. Conflict of Interest: While this Agreement is in force and effect, the Engineer, including any of its employees, agents, and Consultants, shall accept no services nor perform any services that would constitute a conflict of interest for or with the Owner. Engineer shall immediately notify the Owner whenever the Engineer, including any of its employees, agents, and its Consultants, discovers a situation which may constitute or appear to constitute such a conflict of interest for or with the Owner. Except with the approval of the Owner, during the life of the Agreement, the Engineer shall not employ personnel on the payroll of the Owner who are directly involved with the awarding, administration, monitoring, or performance of the Agreement or any portion of the Project that is the subject of the Agreement or any person so involved within one (1) year of termination of employment with the Owner. The Engineer warrants that no company or person has been employed or retained, other than a bona fide employee working solely for the Engineer, to solicit the Owner or secure this Agreement, and that no company or person has been paid or has an agreement with the Engineer to be paid, other than a bona fide employee working solely for the Engineer, any fee, commission, percentage, brokerage fee, gift, or any other consideration, contingent upon or resulting from the Owner’s award or making of the Agreement. For breach or violation of this warranty, the Owner shall have the right to annul the Agreement, without liability to the Owner, and to regain all costs incurred by the Owner in the performance of the Agreement. F. Compliance with Laws and Regulations, and Policies and Procedures: 1. Engineer and Owner shall comply with applicable Laws and Regulations. 2. Engineer shall comply with any and all policies, procedures, and instructions of Owner that are applicable to Engineer's performance of services under this Agreement and that Owner provides to Engineer in writing, subject to the standard of care set forth in Paragraph 6.01.A, and to the extent compliance is not inconsistent with professional practice requirements. 3. This Agreement is based on Laws and Regulations and Owner-provided written policies and procedures as of the Effective Date. The following may be the basis for modifications to Owner’s responsibilities or to Engineer’s scope of services, times of performance, or compensation: a. changes after the Effective Date to Laws and Regulations; b. the receipt by Engineer after the Effective Date of Owner-provided written policies and procedures; c. changes after the Effective Date to Owner-provided written policies or procedures. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 G. Engineer shall not be required to sign any document, no matter by whom requested, that would result in the Engineer having to certify, guarantee, or warrant the existence of conditions whose existence the Engineer cannot ascertain. Owner agrees not to make resolution of any dispute with the Engineer or payment of any amount due to the Engineer in any way contingent upon the Engineer signing any such document. H. The general conditions for any construction contract documents prepared hereunder are to be EJCDC® C-700 “Standard General Conditions of the Construction Contract” (2013 Edition), prepared by the Engineers Joint Contract Documents Committee, and with any changes as agreed upon by both Owner and Engineer unless expressly indicated otherwise in Exhibit J or elsewhere in this Agreement. I. Engineer shall not at any time supervise, direct, control, or have authority over any Constructor’s work, nor shall Engineer have authority over or be responsible for the means, methods, techniques, sequences, or procedures of construction selected or used by any Constructor, or the safety precautions and programs incident thereto, for security or safety at the Site, nor for any failure of a Constructor to comply with Laws and Regulations applicable to that Constructor’s furnishing and performing of its work. Engineer shall not be responsible for the acts or omissions of any Constructor. J. Engineer neither guarantees the performance of any Constructor nor assumes responsibility for any Constructor’s, failure to furnish and perform the Work in accordance with the Construction Contract Documents. K. Engineer shall not be responsible for any decision made regarding the Construction Contract Documents, or any application, interpretation, clarification, or modification of the Construction Contract Documents, other than those made by Engineer or its Consultants. L. Engineer is not required to provide and does not have any responsibility for surety bonding or insurance-related advice, recommendations, counseling, or research, or enforcement of construction insurance or surety bonding requirements. M. Engineer’s services do not include providing legal advice or representation. N. Engineer’s services do not include (1) serving as a “municipal advisor” for purposes of the registration requirements of Section 975 of the Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) or the municipal advisor registration rules issued by the Securities and Exchange Commission, or (2) advising Owner, or any municipal entity or other person or entity, regarding municipal financial products or the issuance of municipal securities, including advice with respect to the structure, timing, terms, or other similar matters concerning such products or issuances. O. While at the Site, Engineer, its Consultants, and their employees and representatives shall comply with the applicable requirements of Contractor's and Owner's safety programs of which Engineer has been informed in writing. P. Relationship to the Owner. The Engineer shall act as an independent contractor and not as an employee of the Owner. The Engineer shall have responsibility for general supervision of Engineer’s employees and its Consultants and shall be solely responsible for all procedures, methods of analysis, interpretation, conclusions and contents of work EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 8 performed under this Agreement. The Engineer shall be responsible for all costs and expenses incurred relative to the Engineer, employees of the Engineer, and Consultants, in connection with this agreement, including, without limitation, payment of salaries, fringe benefit contributions, payroll taxes, withholding taxes and other taxes or levies, office overhead expenses, telephone and other telecommunication expenses. Furthermore, except as the Owner may otherwise specify in writing, Engineer, Engineer’s personnel and Consultants, shall have NO AUTHORITY, express or implied, to act on behalf of the Owner in any capacity whatsoever as agent. Engineer, Engineer’s personnel and Consultants shall have NO AUTHORITY, express or implied to bind the Owner to any obligations whatsoever. Q. Equipment and Facilities. Engineer shall, at its own cost and expense, furnish all equipment and facilities that may be required in providing services pursuant to this Agreement. R. Non-Discrimination. The Engineer shall not discriminate against a Consultant, employee, or applicant for employment because of race, color, religion, ancestry, national origin, sex, sexual orientation, gender identity, place of birth, crime victim status, age or against a qualified individual with a disability. 6.02 Additions or Deletions. A. The Owner may, upon written notice, and without invalidating the Agreement, require changes to, additions to, or deletions from Exhibit A prior to the completion of this Agreement by means of an amendment. Subject to the terms and conditions set forth in this Agreement, any amendments of this nature shall be executed under the appropriate fee established in Exhibit C based on the adjusted quantity or type of tasks or services required, except that any claim for extensions of time caused thereby shall be made prior to the time such amendment is made. The Owner reserves the right to audit the records of the Engineer related to any adjustments to the quantity or type of tasks or services required. B. Any such adjusted tasks or services shall be subject, in all other respects, to the terms and conditions of this Agreement. C. Engineer shall not be compensated for services outside the scope of Exhibit A, Part 1 unless prior to the commencement of such services: (a) Engineer specifically identifies the services that it believes are outside the scope of Exhibit A, Part 1 and notifies the Owner in writing regarding the same, and Owner agrees that such services are outside the scope of Exhibit A, Part 1; (b) Engineer estimates the additional compensation required for these additional services; and (c) Owner, after receiving notice from Engineer, approves in writing a Supplemental Agreement specifying the additional services and amount of compensation therefor. Owner shall have not obligation whatsoever under this Agreement or any Supplemental Agreement unless and until this Agreement or any Supplemental Agreement is approved by the Owner in accordance with this Sub- Paragraph 6.02.C. 6.03 Design Without Construction Phase Services A. Engineer shall be responsible only for those Construction Phase services expressly required of Engineer in Exhibit A, Paragraph A1.05. With the exception of such expressly required services, Engineer shall have no design, Shop Drawing review, or other obligations during EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 9 construction, and Owner assumes all responsibility for the application and interpretation of the Construction Contract Documents, review and response to Contractor claims, Construction Contract administration, processing of Change Orders and submittals, revisions to the Construction Contract Documents during construction, construction observation and review, review of Contractor’s payment applications, and all other necessary Construction Phase administrative, engineering, and professional services. Owner waives all claims against the Engineer that may be connected in any way to Construction Phase administrative, engineering, or professional services except for those services that are expressly required of Engineer in Exhibit A. 6.04 Inspection of Documents A. The Owner shall, at all times, have access to the plans, studies, data sheets, surveys, survey notes, subsoil information, drawings tracings, estimates, specifications, proposals, diagrams, calculations, electronic data media (“EDM”) and other materials prepared or collected by the Engineer or any Consultants pursuant to this Agreement, hereafter referred to as “Instruments of Professional Service”, for the purpose of inspection, accounting, and auditing. Engineer and any Consultant shall provide whatever access the Owner deems necessary to accomplish any such inspection, accounting, or auditing. 6.05 Use of Documents A. Subject to receipt by Engineer of full payment due and owing for services relating to preparation of the Documents, Engineer agrees that the Documents shall become the property of the Owner as they are prepared or developed or collected pursuant to this Agreement. The Engineer agrees that neither Engineer nor any sub-consultant shall disclose any Documents, or discuss the same with anyone, without the prior written authorization of the Owner provided, however that the Engineer is authorized to disclose, where relevant, any such Documents to its Consultants and vice versa. The Engineer and any Consultant shall surrender to the Owner upon demand at any time any Documents that have been prepared or developed or collected by the Engineer pursuant to this Agreement. Upon completion of the work, in full, these Documents will be appropriately endorsed by the Engineer or appropriate Consultant and surrendered to the Owner. Data and intellectual property rights to any Documents or developed or collected pursuant to this Agreement are reserved to the Owner. No publications or publicity of the services provided to the Owner, in part or in total, shall be made without the written approval of the Owner. All Documents are instruments of service, and Engineer shall retain an ownership and property interest therein (including the copyright and the right of reuse at the discretion of the Engineer) whether or not the Project is completed. B. If Engineer is required to prepare or furnish Drawings or Specifications under this Agreement, Engineer shall deliver to Owner at least one original printed record version of such Drawings and Specifications, signed and sealed according to applicable Laws and Regulations. C. Owner may make and retain copies of Documents for information and reference in connection with the use of the Documents on the Project. Engineer grants Owner a limited license to use the Documents on the Project, extensions of the Project, and for related uses of the Owner, subject to receipt by Engineer of full payment due and owing for all services relating to preparation of the Documents, and subject to the following limitations: EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 10 (1) Owner acknowledges that such Documents are not intended or represented to be suitable for use on the Project unless completed by Engineer, or for use or reuse by Owner or others on extensions of the Project, on any other project, or for any other use or purpose, without written verification or adaptation by Engineer. ; (2) aAny such use or reuse, or any modification of the Documents, without written verification, completion, or adaptation by Engineer, as appropriate for the specific purpose intended, will be at Owner’s sole risk and without liability or legal exposure to Engineer or to its officers, directors, members, partners, agents, employees, and Consultants. ; (3) Owner shall indemnify and hold harmless Engineer and its officers, directors, members, partners, agents, employees, and Consultants from all claims, damages, losses, and expenses, including attorneys’ fees, arising out of or resulting from any use, reuse, or modification of the Documents without written verification, completion, or adaptation by Engineer.; and (4) sSuch limited license to Owner shall not create any rights in third parties. D. If Engineer at Owner’s request verifies the suitability of the Documents, completes them, or adapts them for extensions of the Project or for any other purpose, then Owner shall compensate Engineer at rates or in an amount to be agreed upon by Owner and Engineer. 6.06 Electronic Transmittals A. Owner and Engineer may transmit, and shall accept, Project-related correspondence, Documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Project website, in accordance with a mutually agreeable protocol. B. If this Agreement does not establish protocols for electronic or digital transmittals, then Owner and Engineer may jointly develop such protocols. C. When transmitting items in electronic media or digital format, the transmitting party makes no representations as to long term compatibility, usability, or readability of the items resulting from the recipient’s use of software application packages, operating systems, or computer hardware differing from those used in the drafting or transmittal of the items, or from those established in applicable transmittal protocols. 6.07 Insurance A. Engineer shall procure and maintain insurance as set forth in Exhibit G on a primary and non-contributory basis. Engineer shall cause Owner to be listed as an additional insured on any applicable general liability insurance policy carried by Engineer. B. Owner shall procure and maintain insurance as set forth in Exhibit G. Owner shall provide proof of coverage of this insurance to Engineer and to Consultants upon request. C. Owner shall require Contractor to purchase and maintain policies of insurance covering workers' compensation, general liability, motor vehicle damage and injuries, and other insurance necessary to protect Owner's and Engineer's interests in the Project. Owner shall require Contractor to cause Engineer and its Consultants to be listed as additional insureds with respect to such liability insurance purchased and maintained by Contractor for the Project. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 11 D. Owner and Engineer shall each deliver to the other certificates of insurance evidencing the coverages indicated in Exhibit G. Such certificates shall be furnished prior to commencement of Engineer’s services and at renewals thereafter during the life of the Agreement. E. All policies of property insurance relating to the Project, shall allow for waiver of subrogation rights and contain provisions to the effect that in the event of payment of any loss or damage the insurers will have no rights of recovery against any insured thereunder or against Engineer or its Consultants. Owner and Engineer waive all rights against each other, Contractor, the Consultants, and the respective officers, directors, members, partners, employees, agents, consultants, and subcontractors of each and any of them, for all losses and damages caused by, arising out of, or resulting from any of the perils or causes of loss covered by any Commercial Package insurance relating to the Project. Owner and Engineer shall take appropriate measures in other Project-related contracts to secure waivers of rights consistent with those set forth in this paragraph. F. All policies of insurance shall contain a provision or endorsement that the coverage afforded will not be canceled and that renewal will not be refused, until at least 30 days prior written notice has been given to the primary insured. Upon receipt of such notice, the receiving party shall promptly forward a copy of the notice to the other party to this Agreement. G. Consultants. The Engineer shall require and verify that all Consultants maintain appropriate levels of insurance respective to the services they provide. Engineer shall ensure that the Owner is an additional insured on insurance required from Consultants and provide a copy of each Certificate of Insurance to the City for their records. H. Primary Coverage. For any non-professional claims related to this Agreement, the Engineer’s coverage shall be the primary and non-contributory insurance in respect to the Owner, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the Owner shall be excess of the Engineer’s insurance and shall not contribute with Engineer’s insurance until limits are fully exhausted. I. Acceptability of Insurers. Any insurance required by this Agreement is to be placed with insurers with a current A.M. Best’s rating of no less than A-VII. J. Deductibles and Self-Insurance Retentions. Any deductibles or self-insurance retentions must be declared to and approved by the Owner. K. Claims Made Policies. If any of the required policies provide coverage on a claims-made basis: (1) The retroactive date must be shown and must be before the date of this Agreement; (2) Insurance must be maintained and evidence of insurance must be provided for at least (3) threeyears after completion or termination of this Agreement provided such coverage is commercially available at reasonable rates, and; (3) If coverage is canceled or non-renewed, and not replaced with another claims-made policy with a retroactive date prior to the date of this Agreement, the Consultant must purchase “extended reporting” coverage for a minimum of five years after the completion or termination of this Agreement. L. At any time, Owner may request that Engineer or its Consultants, at Owner’s sole expense, provide additional insurance coverage, increased limits, or revised deductibles that are EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 12 more protective than those specified in Exhibit G. If so requested by Owner, and if commercially available, Engineer shall obtain and shall require its Consultants to obtain such additional insurance coverage, different limits, or revised deductibles for such periods of time as requested by Owner, and Exhibit G will be supplemented to incorporate these requirements. 6.08 Suspension and Termination A. Suspension: 1. By Owner: Owner may suspend the Project for up to 90 days upon seven days written notice to Engineer. 2. By Engineer: Engineer may, after giving seven twenty-one days written notice to Owner, suspend services under this Agreement if Owner has failed to pay Engineer for invoiced services and expenses, as set forth in Paragraph 4.02.B, or in response to the presence of Constituents of Concern at the Site, as set forth in Paragraph 6.10.D. B. Termination: The obligation to provide further services under this Agreement may be terminated: 1. For cause, a. by either party upon 30 days written notice in the event of substantial failure by the other party to perform in accordance with the terms hereof through no fault of the terminating party. b. by Engineer: 1) upon seven twenty-one days written notice if Owner demands that Engineer furnish or perform services contrary to Engineer’s responsibilities as a licensed professional; or 2) upon seven twenty-one days written notice if the Engineer’s services for the Project are delayed or suspended for more than 180 90 days for reasons beyond Engineer’s control, or as the result of the presence at the Site of undisclosed Constituents of Concern, as set forth in Paragraph 6.10.D. 3) Engineer shall have no liability to Owner on account of such termination. c. by Owner: If, through any cause, the Engineer shall breach any of the terms of this Agreement, the Owner shall have the right to terminate the Agreement by giving twenty-one (21) days written notice to Engineer. d. Notwithstanding the foregoing, this Agreement will not terminate under Paragraph 6.06.B.1.a if the party receiving such notice begins, within seven days of receipt of such notice, to correct its substantial failure to perform and proceeds diligently to cure such failure within no more than 30 days of receipt thereof; provided, however, that if and to the extent such substantial failure cannot be reasonably cured within such 30 day period, and if such party has diligently EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 13 attempted to cure the same and thereafter continues diligently to cure the same, then the cure period provided for herein shall extend up to, but in no case more than, 60 days after the date of receipt of the notice. 2. For convenience, by Owner effective upon Engineer’s receipt of notice from Owner. C. Effective Date of Termination: The terminating party under Paragraph 6.06.B may set the effective date of termination at a time up to 30 days later than otherwise provided to allow Engineer to demobilize personnel and equipment from the Site, to complete tasks whose value would otherwise be lost, to prepare notes as to the status of completed and uncompleted tasks, and to assemble Project materials in orderly files. D. Payments Upon Termination: 1. In the event of any termination under Paragraph 6.08(B)(1)(a) and (b), Engineer will be entitled to invoice Owner and to receive full payment for all services performed or furnished in accordance with this Agreement and all Reimbursable Expenses incurred through the effective date of termination. Upon making such payment, Owner shall have ownership of those Documents paid for and provided to Owner, the limited right to the use of Documents, at Owner’s sole risk, subject to the provisions of Paragraph 6.03. 2. In the event of any termination by Owner for breach under Paragraph 6.08.B(1)(c), termination shall be without further compensation, claim or remedy to Engineer. In the event of termination by Owner for convenience or by Engineer for cause, Engineer shall be entitled, in addition to invoicing for those items identified in Paragraph 6.06.D.1, to invoice Owner and receive payment of a reasonable amount for services and expenses directly attributable to termination, both before and after the effective date of termination, such as reassignment of personnel, costs of terminating contracts with Engineer’s Consultants, and other related close-out costs, using methods and rates for Additional Services as set forth in Exhibit C. 6.09 Controlling Law A. This Agreement is to be governed by the Laws and Regulations of the state of Vermont. in which the Project is located. 6.10 Successors, Assigns, and Beneficiaries A. Owner and Engineer are hereby bound and the successors, executors, administrators, and legal representatives of Owner and Engineer (and to the extent permitted by Paragraph 6.10.B the assigns of Owner and Engineer) are hereby bound to the other party to this Agreement and to the successors, executors, administrators and legal representatives (and said assigns) of such other party, in respect of all covenants, agreements, and obligations of this Agreement. B. Neither Owner nor Engineer may assign, sublet, or transfer any rights under or interest (including, but without limitation, money that is due or may become due) in this Agreement without the written consent of the other party, except to the extent that any assignment, subletting, or transfer is mandated by law. Unless specifically stated to the contrary in any EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 14 written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement. C. Unless expressly provided otherwise in this Agreement: 1. Nothing in this Agreement shall be construed to create, impose, or give rise to any duty owed by Owner or Engineer to any Constructor, other third-party individual or entity, or to any surety for or employee of any of them. 2. All duties and responsibilities undertaken pursuant to this Agreement will be for the sole and exclusive benefit of Owner and Engineer and not for the benefit of any other party. 3. Owner agrees that the substance of the provisions of this Paragraph 6.08.C shall appear in the Construction Contract Documents. 6.11 Dispute Resolution A. Owner and Engineer agree to negotiate all disputes between them in good faith for a period of 30 days from the date of notice prior to invoking the other provisions of this Agreement, or exercising their rights at law. B. If the parties fail to resolve a dispute through negotiation under Paragraph 6.09.A, then either or both may invoke the procedures of Exhibit H. If Exhibit H is not included, or if no dispute resolution method is specified in Exhibit H, then the parties may exercise their rights at law. 6.12 Environmental Condition of Site A. Owner represents to Engineer that as of the Effective Date to the best of Owner’s knowledge no Constituents of Concern, other than those disclosed in writing to Engineer, exist at or adjacent to the Site. B. If Engineer encounters or learns of an undisclosed Constituent of Concern at the Site, then Engineer shall notify (1) Owner and (2) appropriate governmental officials if Engineer reasonably concludes that doing so is required by applicable Laws or Regulations. C. It is acknowledged by both parties that Engineer’s scope of services does not include any services related to unknown or undisclosed Constituents of Concern. If Engineer or any other party encounters, uncovers, or reveals an undisclosed Constituent of Concern, then Owner shall promptly determine whether to retain a qualified expert to evaluate such condition or take any necessary corrective action. D. If investigative or remedial action, or other professional services, are necessary with respect to undisclosed Constituents of Concern, or if investigative or remedial action beyond that reasonably contemplated is needed to address a disclosed or known Constituent of Concern, then Engineer may, at its option and without liability for consequential or any other damages, suspend performance of services on the portion of the Project affected thereby until such portion of the Project is no longer affected. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 15 E. If the presence at the Site of undisclosed Constituents of Concern adversely affects the performance of Engineer’s services under this Agreement, then the Engineer shall have the option of (1) accepting an equitable adjustment in its compensation or in the time of completion, or both; or (2) terminating this Agreement and receiving compensation for services performed up through the effective date of the termination with all Documents, or drafts thereof, becoming the property of Owner in accordance with Section 6.05.Afor cause on seven days notice. F. Owner acknowledges that Engineer is performing professional services for Owner and that Engineer is not and shall not be required to become an "owner," “arranger,” “operator,” “generator,” or “transporter” of hazardous substances, as defined in the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), as amended, which are or may be encountered at or near the Site in connection with Engineer’s activities under this Agreement. 6.13 Indemnification and Mutual Waiver A. Indemnification by Engineer: To the fullest extent permitted by Laws and Regulations, Engineer shall indemnify and hold harmless Owner, and Owner’s officers, directors, members, partners, consultants, and employees, from losses, damages, and (including reasonable attorneys’ fees) arising from third-party claims or actions relating to the Project, provided that any such claim, action, loss, damages, is attributable to bodily injury, sickness, disease, or death, or to injury to or destruction of tangible property (other than the Work itself), but only to the extent caused by any negligent act or omission of Engineer or Engineer’s officers, directors, members, partners, agents, employees, or Consultants. B. Indemnification by Owner: Owner shall indemnify and hold harmless Engineer and its officers, directors, members, partners, agents, employees, and Consultants as required by Laws and Regulations, but only to the extent caused by any negligent act or omission of Owner or Owner’s officers, directors, members, partners, agents, employees, or its consultants. C. Environmental Indemnification: To the fullest extent permitted by Laws and Regulations, Owner shall indemnify and hold harmless Engineer and its officers, directors, members, partners, agents, employees, and Consultants from all claims, costs, losses, damages, actions, and judgments (including reasonable consultants’ and attorneys fees and expenses) caused by, arising out of, relating to, or resulting from an undisclosed or unknown Constituent of Concern at, on, or under the Site, provided that (1) any such claim, cost, loss, damages, action, or judgment is attributable to bodily injury, sickness, disease, or death, or to injury to or destruction of tangible property (other than the Work itself), including the loss of use resulting therefrom, and (2) nothing in this paragraph shall obligate Owner to indemnify any individual or entity from and against the consequences of that individual's or entity's own negligence or willful misconduct. D. No Defense Obligation: The indemnification commitments in this Agreement do not include a defense obligation by the indemnitor unless such obligation is expressly stated. E. Percentage Share of Negligence: To the fullest extent permitted by Laws and Regulations, a party’s total liability to the other party and anyone claiming by, through, or under the other party for any cost, loss, or damages caused in part by the negligence of the party and EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 16 in part by the negligence of the other party or any other negligent entity or individual, shall not exceed the percentage share that the party’s negligence bears to the total negligence of Owner, Engineer, and all other negligent entities and individuals. F. Mutual Waiver: To the fullest extent permitted by Laws and Regulations, Owner and Engineer waive against each other, and the other’s employees, officers, directors, members, agents, insurers, partners, and consultants, any and all claims for or entitlement to special, incidental, indirect, or consequential damages arising out of, resulting from, or in any way related to this Agreement or the Project, from any cause or causes. 6.14 Records Retention A. Engineer shall maintain on file in legible form, for a period of five years following completion or termination of its services, all Documents, records (including cost records), and design calculations related to Engineer’s services or pertinent to Engineer’s performance under this Agreement. Upon Owner’s request, Engineer shall provide a copy of any such item to Owner at cost. 6.15 Miscellaneous Provisions A. Notices: Any notice required under this Agreement will be in writing, addressed to the appropriate party at its address on the signature page and given personally, by registered or certified mail postage prepaid, or by a commercial courier service. All notices shall be effective upon the date of receipt. B. Survival: All express representations, waivers, indemnifications, and limitations of liability included in this Agreement will survive its completion or termination for any reason. C. Severability: Any provision or part of the Agreement held to be void or unenforceable under any Laws or Regulations shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon Owner and Engineer, which agree that the Agreement shall be reformed to replace such stricken provision or part thereof with a valid and enforceable provision that comes as close as possible to expressing the intention of the stricken provision. D. Waiver: A party’s non-enforcement of any provision shall not constitute a waiver of that provision, nor shall it affect the enforceability of that provision or of the remainder of this Agreement. E. Accrual of Claims: To the fullest extent permitted by Laws and Regulations, all causes of action arising under this Agreement shall be deemed to have accrued, and all statutory periods of limitation shall commence, no later than the date of Substantial Completion. ARTICLE 7 – DEFINITIONS 7.01 Defined Terms A. Wherever used in this Agreement (including the Exhibits hereto) terms (including the singular and plural forms) printed with initial capital letters have the meanings indicated in the text above, in the exhibits, or in the following definitions: EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 17 1. Addenda—Written or graphic instruments issued prior to the opening of bids which clarify, correct, or change the bidding requirements or the proposed Construction Contract Documents. 2. Additional Services—The services to be performed for or furnished to Owner by Engineer in accordance with Part 2 of Exhibit A of this Agreement. 3. Agreement—This written contract for professional services between Owner and Engineer, including all exhibits identified in Paragraph 8.01 and any duly executed amendments. 4. Application for Payment—The form acceptable to Engineer which is to be used by Contractor during the course of the Work in requesting progress or final payments and which is to be accompanied by such supporting documentation as is required by the Construction Contract. 5. Basic Services—The services to be performed for or furnished to Owner by Engineer in accordance with Part 1 of Exhibit A of this Agreement. 6. Change Order—A document which is signed by Contractor and Owner and authorizes an addition, deletion, or revision in the Work or an adjustment in the Construction Contract Price or the Construction Contract Times, or other revision to the Construction Contract, issued on or after the effective date of the Construction Contract. 7. Change Proposal—A written request by Contractor, duly submitted in compliance with the procedural requirements set forth in the Construction Contract, seeking an adjustment in Construction Contract Price or Construction Contract Times, or both; contesting an initial decision by Engineer concerning the requirements of the Construction Contract Documents or the acceptability of Work under the Construction Contract Documents; challenging a set-off against payments due; or seeking other relief with respect to the terms of the Construction Contract. 8. Constituent of Concern—Asbestos, petroleum, radioactive material, polychlorinated biphenyls (PCBs), hazardous waste, and any substance, product, waste, or other material of any nature whatsoever that is or becomes listed, regulated, or addressed pursuant to (a) the Comprehensive Environmental Response, Compensation and Liability Act, 42 U.S.C. §§9601 et seq. (“CERCLA”); (b) the Hazardous Materials Transportation Act, 49 U.S.C. §§5501 et seq.; (c) the Resource Conservation and Recovery Act, 42 U.S.C. §§6901 et seq. (“RCRA”); (d) the Toxic Substances Control Act, 15 U.S.C. §§2601 et seq.; (e) the Clean Water Act, 33 U.S.C. §§1251 et seq.; (f) the Clean Air Act, 42 U.S.C. §§7401 et seq.; or (g) any other federal, State, or local statute, law, rule, regulation, ordinance, resolution, code, order, or decree regulating, relating to, or imposing liability or standards of conduct concerning, any hazardous, toxic, or dangerous waste, substance, or material. 9. Construction Contract—The entire and integrated written contract between the Owner and Contractor concerning the Work. 10. Construction Contract Documents—Those items designated as “Contract Documents” in the Construction Contract, and which together comprise the Construction Contract. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 18 11. Construction Contract Price—The money that Owner has agreed to pay Contractor for completion of the Work in accordance with the Construction Contract Documents. 12. Construction Contract Times—The number of days or the dates by which Contractor shall: (a) achieve milestones, if any, in the Construction Contract; (b) achieve Substantial Completion; and (c) complete the Work. 13. Construction Cost—The cost to Owner of the construction of those portions of the entire Project designed or specified by or for Engineer under this Agreement, including construction labor, services, materials, equipment, insurance, and bonding costs, and allowances for contingencies. Construction Cost does not include costs of services of Engineer or other design professionals and consultants; cost of land or rights-of-way, or compensation for damages to property; Owner’s costs for legal, accounting, insurance counseling, or auditing services; interest or financing charges incurred in connection with the Project; or the cost of other services to be provided by others to Owner. Construction Cost is one of the items comprising Total Project Costs. 14. Constructor—Any person or entity (not including the Engineer, its employees, agents, representatives, and Consultants), performing or supporting construction activities relating to the Project, including but not limited to Contractors, Subcontractors, Suppliers, Owner’s work forces, utility companies, other contractors, construction managers, testing firms, shippers, and truckers, and the employees, agents, and representatives of any or all of them. 15. Consultants—Individuals or entities having a contract with Engineer to furnish services with respect to this Project as Engineer’s independent professional associates and consultants; subcontractors; or vendors. 16. Contractor—The entity or individual with which Owner enters into a Construction Contract. 17. Documents—Data, reports, Drawings, Specifications, Record Drawings, building information models, civil integrated management models, and other deliverables, whether in printed or electronic format, provided or furnished in appropriate phases by Engineer to Owner pursuant to this Agreement. 18. Drawings—That part of the Construction Contract Documents that graphically shows the scope, extent, and character of the Work to be performed by Contractor. 19. Effective Date—The date indicated in this Agreement on which it becomes effective, but if no such date is indicated, the date on which this Agreement is signed and delivered by the last of the parties to sign and deliver. 20. Engineer—The individual or entity named as such in this Agreement. 21. Field Order—A written order issued by Engineer which requires minor changes in the Work but does not change the Construction Contract Price or the Construction Contract Times. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 19 22. Laws and Regulations; Laws or Regulations—Any and all applicable laws, statutes, rules, regulations, ordinances, codes, and orders of any and all governmental bodies, agencies, authorities, and courts having jurisdiction. 23. Owner—The individual or entity named as such in this Agreement and for which Engineer's services are to be performed. Unless indicated otherwise, this is the same individual or entity that will enter into any Construction Contracts concerning the Project. 24. Project—The total undertaking to be accomplished for Owner by engineers, contractors, and others, including planning, study, design, construction, testing, commissioning, and start-up, and of which the services to be performed or furnished by Engineer under this Agreement are a part. 25. Record Drawings—Drawings depicting the completed Project, or a specific portion of the completed Project, prepared by Engineer and based on Contractor's record copy of all Drawings, Specifications, Addenda, Change Orders, Work Change Directives, Field Orders, and written interpretations and clarifications, as delivered to Engineer and annotated by Contractor to show changes made during construction. 26. Reimbursable Expenses—The expenses incurred directly by Engineer in connection with the performing or furnishing of Basic Services and Additional Services for the Project. 27. Resident Project Representative—The authorized representative of Engineer assigned to assist Engineer at the Site during the Construction Phase. As used herein, the term Resident Project Representative or "RPR" includes any assistants or field staff of Resident Project Representative. The duties and responsibilities of the Resident Project Representative, if any, are as set forth in Exhibit D. 28. Samples—Physical examples of materials, equipment, or workmanship that are representative of some portion of the Work and that establish the standards by which such portion of the Work will be judged. 29. Shop Drawings—All drawings, diagrams, illustrations, schedules, and other data or information that are specifically prepared or assembled by or for Contractor and submitted by Contractor to illustrate some portion of the Work. Shop Drawings, whether approved or not, are not Drawings and are not Construction Contract Documents. 30. Site—Lands or areas to be indicated in the Construction Contract Documents as being furnished by Owner upon which the Work is to be performed, including rights-of-way and easements, and such other lands furnished by Owner which are designated for the use of Contractor. 31. Specifications—The part of the Construction Contract Documents that consists of written requirements for materials, equipment, systems, standards, and workmanship as applied to the Work, and certain administrative requirements and procedural matters applicable to the Work. 32. Subcontractor—An individual or entity having a direct contract with Contractor or with any other Subcontractor for the performance of a part of the Work. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 20 33. Substantial Completion—The time at which the Work (or a specified part thereof) has progressed to the point where, in the opinion of Engineer, the Work (or a specified part thereof) is sufficiently complete, in accordance with the Construction Contract Documents, so that the Work (or a specified part thereof) can be utilized for the purposes for which it is intended. The terms “substantially complete” and “substantially completed” as applied to all or part of the Work refer to Substantial Completion thereof. 34. Supplier—A manufacturer, fabricator, supplier, distributor, materialman, or vendor having a direct contract with Contractor or with any Subcontractor to furnish materials or equipment to be incorporated in the Work by Contractor or a Subcontractor. 35. Total Project Costs—The total cost of planning, studying, designing, constructing, testing, commissioning, and start-up of the Project, including Construction Cost and all other Project labor, services, materials, equipment, insurance, and bonding costs, allowances for contingencies, and the total costs of services of Engineer or other design professionals and consultants, together with such other Project-related costs that Owner furnishes for inclusion, including but not limited to cost of land, rights-of-way, compensation for damages to properties, Owner’s costs for legal, accounting, insurance counseling, and auditing services, interest and financing charges incurred in connection with the Project, and the cost of other services to be provided by others to Owner. 36. Work—The entire construction or the various separately identifiable parts thereof required to be provided under the Construction Contract Documents. Work includes and is the result of performing or providing all labor, services, and documentation necessary to produce such construction; furnishing, installing, and incorporating all materials and equipment into such construction; and may include related services such as testing, start- up, and commissioning, all as required by the Construction Contract Documents. 37. Work Change Directive—A written directive to Contractor issued on or after the effective date of the Construction Contract, signed by Owner and recommended by Engineer, ordering an addition, deletion, or revision in the Work. 38. Agency−The Vermont Department of Environmental Conservation (VT DEC). 39. Day – A calendar day of 24 hours measured from midnight to the next midnight. ARTICLE 8 – EXHIBITS AND SPECIAL PROVISIONS 8.01 Exhibits Included: A. Exhibit A, Engineer’s Services. B. Exhibit B, Owner’s Responsibilities. C. Exhibit C, Payments to Engineer for Services and Reimbursable Expenses. D. Exhibit D, Duties, Responsibilities and Limitations of Authority of Resident Project Representative. E. Exhibit E, Notice of Acceptability of Work. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 21 F. Exhibit F, Construction Cost Limit. [Not Used] G. Exhibit G, Insurance. H. Exhibit H, Dispute Resolution. I. Exhibit I, Limitations of Liability. [Not Used] J. Exhibit J, Special Provisions. K. Exhibit K, Amendment to Owner-Engineer Agreement. 8.02 Total Agreement A. This Agreement, (together with the exhibits included above) constitutes the entire agreement between Owner and Engineer and supersedes all prior written or oral understandings. This Agreement may only be amended, supplemented, modified, or canceled by a written instrument duly executed by both parties. Amendments should be based whenever possible on the format of Exhibit K to this Agreement. 8.03 Designated Representatives A. With the execution of this Agreement, Engineer and Owner shall designate specific individuals to act as Engineer’s and Owner’s representatives with respect to the services to be performed or furnished by Engineer and responsibilities of Owner under this Agreement. Such an individual shall have authority to transmit instructions, receive information, and render decisions relative to this Agreement on behalf of the respective party whom the individual represents. 8.04 Engineer's Certifications A. Engineer certifies that it has not engaged in corrupt, fraudulent, or coercive practices in competing for or in executing the Agreement. For the purposes of this Paragraph 8.04: 1. "corrupt practice" means the offering, giving, receiving, or soliciting of any thing of value likely to influence the action of a public official in the selection process or in the Agreement execution; 2. "fraudulent practice" means an intentional misrepresentation of facts made (a) to influence the selection process or the execution of the Agreement to the detriment of Owner, or (b) to deprive Owner of the benefits of free and open competition; 3. "coercive practice" means harming or threatening to harm, directly or indirectly, persons or their property to influence their participation in the selection process or affect the execution of the Agreement. 8.05 Federal Requirements A. Agency Concurrence. Signature of a duly authorized representative of the Agency in the space provided on the signature page of EJCDC form E-500 hereof does not constitute a commitment to provide financial assistance or payments hereunder but does signify that this Agreement conforms to Agency’s applicable requirements. This Agreement shall not be EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 22 effective unless the Funding Agency’s designated representative concurs. No amendment to this Agreement shall be effective unless the Funding Agency’s designated representative. B. Audit and Access to Records. Owner, Agency, the Comptroller General of the United States, or any of their duly authorized representatives, shall have access to any books, documents, papers, and records of the Engineer which are pertinent to the Agreement, for the purpose of making audits, examinations, excerpts, and transcriptions. Engineer shall maintain all required records for three years after final payment is made and all other pending matters are closed. C. Restrictions on Lobbying. Engineer and each Consultant shall comply with “Byrd anti- lobbying amendment (31 U.S.C 1352)” if they are recipients of engineering services contracts and subcontracts that exceed $100,000 at any tier. If applicable, Engineer must complete a certification form on lobbying activities related to a specific Federal loan or grant that is a funding source for this Agreement. Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any other applicable award. Each tier shall disclose any lobbying with non-Federal funds that takes place in connection with obtaining any Federal award. Certifications and disclosures are forwarded from tier to tier up to the Owner. Necessary certification and disclosure forms shall be provided by Owner. D. Suspension and Debarment. Engineer certifies, by signing this Agreement, that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible or voluntarily excluded from participation in this transaction by any Federal department or agency. Engineer will not contract with any Consultant for this project if it or its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. Necessary certification forms shall be provided by the Owner. The Engineer will complete and submit a form AD-1048, “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion - lower tier transactions,” to the Owner who will forward it to the Agency. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 23 IN WITNESS WHEREOF, the parties hereto have executed this Agreement, the Effective Date of which is indicated on page 1. Owner: Engineer: City of South Burlington Aldrich + Elliott, PC By: By: Print name: Print name: Wayne Elliott, PE Title: Title: President Date Signed: Date Signed: Address for Owner’s receipt of notices: Address for Engineer’s receipt of notices: City of South Burlington 180 Market St, South Burlington, VT 05403 Aldrich + Elliott, PC 6 Market Place, Suite 2 Essex Junction, VT 05452 Designated Representative (Paragraph 8.03.A): Designated Representative (Paragraph 8.03.A): Wayne Elliott, PE Title: Title: President Phone Number: Phone Number: (802) 879-7733 X103 E-Mail Address: E-Mail Address: welliott@aeengineers.com Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT A, consisting of 18 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Engineer’s Services Article 1 of the Agreement is supplemented to include the following agreement of the parties. Engineer shall provide Basic and Additional Services as set forth below. PART 1 – BASIC SERVICES A1.01 Study and Report Phase [Not Included] A. Engineer shall: 1. Consult with Owner to define and clarify Owner’s requirements for the Project, including design objectives and constraints, space, capacity and performance requirements, flexibility, and expandability, and any budgetary limitations, and identify available data, information, reports, facilities plans, and site evaluations. a. Engineer must identify study, and evaluate multiple potential alternative solutions potentially available to Owner, unless Owner and Engineer mutually agree with Agency concurrence that only one feasible solution exists. The number of alternative solutions should be appropriate to the specific project as concurred in by the Agency. 2. Identify potential solution(s) to meet Owner’s Project requirements, as needed. 3. Study and evaluate the potential solution(s) to meet Owner’s Project requirements. 4. Visit the Site, or potential Project sites, to review existing conditions and facilities, unless such visits are not necessary or applicable to meeting the objectives of the Study and Report Phase. 5. Advise Owner of any need for Owner to obtain, furnish, or otherwise make available to Engineer additional Project-related data and information, for Engineer’s use in the study and evaluation of potential solution(s) to Owner’s Project requirements, and preparation of a related report. 6. After consultation with Owner, recommend to Owner the solution(s) which in Engineer’s judgment meet Owner’s requirements for the Project. 7. Identify, consult with, and analyze requirements of governmental authorities having jurisdiction to approve the portions of the Project to be designed or specified by Engineer, including but not limited to mitigating measures identified in an environmental assessment for the Project. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 8. Prepare a report (the “Report”) which will, as appropriate, contain schematic layouts, sketches, and conceptual design criteria with appropriate exhibits to indicate the agreed- to requirements, considerations involved, and Engineer’s recommended solution(s). For each recommended solution Engineer will provide the following, which will be separately itemized: opinion of probable Construction Cost; proposed allowances for contingencies; the estimated total costs of design, professional, and related services to be provided by Engineer and its Consultants; and, on the basis of information furnished by Owner, a tabulation of other items and services included within the definition of Total Project Costs. The report mentioned in paragraph 1.01.A.8 of Exhibit A to the Agreement is the Preliminary Engineering Report as defined in RUS Bulletin 1780-2 or the State of Vermont Department of Environmental Conservation. This document must meet customary professional standards as required by 7 CFR 1780.55 and/or those standards set forth by the Vermont Department of Environmental Conservation. The Report must be concurred by the appropriate funding Agency. 9. Advise Owner of any need for Owner to provide data or services of the types described in Exhibit B, for use in Project design, or in preparation for Contractor selection and construction. 10. When mutually agreed and approved by the Agency, assist Owner in evaluating the possible use of building information modeling; civil integrated management; geotechnical baselining of subsurface site conditions; innovative design, contracting, or procurement strategies; or other strategies, technologies, or techniques for assisting in the design, construction, and operation of Owner’s facilities. The subject matter of this paragraph shall be referred to in Exhibit A and B as “Project Strategies, Technologies, and Techniques.” 11. If requested to do so by Owner, assist Owner in identifying opportunities for enhancing the sustainability of the Project, and pursuant to Owner’s instructions plan for the inclusion of sustainable features in the design. 12. Use ASCE 38, “Standard Guideline for the Collection and Depiction of Existing Subsurface Utility Data” as a means to advise the Owner on a recommended scope of work and procedure for the identification and mapping of existing utilities. 13. Develop a scope of work and survey limits for any topographic and other surveys necessary for design. 14. Perform or provide the following other Study and Report Phase tasks or deliverables: Provide an Environmental Report as defined at 7 CFR 1790 or other Agency approved format. The Environmental Report must be concurred in by the Agency. 15. Furnish review copies of the Report and any other Study and Report Phase deliverables to Owner within [ ] days of the Effective Date and review it with Owner. Within days of receipt, Owner shall submit to Engineer any comments regarding the furnished items. 16. Revise the Report and any other Study and Report Phase deliverables in response to Owner’s and Agency’s comments, as appropriate, and furnish three (3) written copies and one (1) electronic copy of the revised Report and any other Study and Report Phase deliverables to the Owner within 30 days of receipt of Owner’s and Agency’s comments. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 17. Engineer’s services under the Study and Report Phase will be considered complete on the date when Engineer has delivered to Owner the revised Report and any other Study and Report Phase deliverables. A1.02 Preliminary Design Phase A. After acceptance by Owner and concurrence by Agency of the Report and any other Study and Report Phase deliverables; selection by Owner of a recommended solution; issuance by Owner of any instructions of for use of Project Strategies, Technologies, and Techniques, or for inclusion of sustainable features in the design; and indication by Owner of any specific modifications or changes in the scope, extent, character, or design requirements of the Project desired by Owner, (1) Engineer and Owner shall discuss and resolve any necessary revisions to Engineer’s compensation (through application of the provisions regarding Additional Services, or otherwise), or the time for completion of Engineer’s services, resulting from the selected solution, related Project Strategies, Technologies, or Techniques, sustainable design instructions, or specific modifications to the Project, and (2) upon written authorization from Owner, Engineer shall: 1. Prepare Preliminary Design Phase documents consisting of final design criteria, preliminary drawings, outline specifications, and written descriptions of the Project. 2. In preparing the Preliminary Design Phase documents, use any specific applicable Project Strategies, Technologies, and Techniques authorized by Owner and Agency during or following the Study and Report Phase, and include sustainable features, as appropriate, pursuant to Owner’s instructions. 3. Provide necessary field surveys and topographic and utility mapping for Engineer’s design purposes. Comply with the scope of work and procedure for the identification and mapping of existing utilities selected and authorized by Owner pursuant to advice from Engineer based on ASCE 38, “Standard Guideline for the Collection and Depiction of Existing Subsurface Utility Data,” as set forth in Paragraph A1.01.A.12 above. If no such scope of work and procedure for utility mapping has been selected and authorized, then at a minimum the utility mapping will include Engineer contacting utility owners and obtaining available information. 4. Visit the Site as needed to prepare the Preliminary Design Phase documents. 5. Advise Owner if additional reports, data, information, or services of the types described in Exhibit B are necessary and assist Owner in obtaining such reports, data, information, or services. 6. Continue to assist Owner with Project Strategies, Technologies, and Techniques that Owner has chosen to implement. 7. Based on the information contained in the Preliminary Design Phase documents, prepare a revised opinion of probable Construction Cost, and assist Owner in tabulating the various cost categories which comprise Total Project Costs. 8. Obtain and review Owner’s instructions regarding Owner’s procurement of construction services (including instructions regarding advertisements for bids, instructions to bidders, Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 and requests for proposals, as applicable), Owner’s construction contract practices and requirements, insurance and bonding requirements, electronic transmittals during construction, and other information necessary for the finalization of Owner’s bidding- related documents (or requests for proposals or other construction procurement documents), and Construction Contract Documents. Also obtain and review copies of Owner’s design and construction standards, Owner’s standard forms, general conditions (if other than EJCDC® C-700, Standard General Conditions of the Construction Contract, 2013 Edition), supplementary conditions, text, and related documents or content for Engineer to include in the draft bidding-related documents (or requests for proposals or other construction procurement documents), and in the draft Construction Contract Documents, when applicable. Engineer must also incorporate all Agency regulations, forms, and design and construction standards applicable to the project in development of the documents indicated in this Article. 9. Perform or provide the following other Preliminary Design Phase tasks or deliverables: The Engineer shall identify the building codes and accessibility standards used in the design and indicate them on the drawings and specifications and certify that the final drawings and specifications comply with those standards. 10. Furnish 2 review copies of the Preliminary Design Phase documents, opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables to Owner within 60 days of authorization to proceed with this phase, and review them with Owner. Within 30 days of receipt, Owner shall submit to Engineer any comments regarding the furnished items. 11. Revise the Preliminary Design Phase documents, opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables in response to Owner’s comments, as appropriate, and furnish to Owner 2 copies of the revised Preliminary Design Phase documents, revised opinion of probable Construction Cost, and any other deliverables within 14 days after receipt of Owner’s comments. B. Engineer’s services under the Preliminary Design Phase will be considered complete on the date when Engineer has delivered to Owner the revised Preliminary Design Phase documents, revised opinion of probable Construction Cost, and any other Preliminary Design Phase deliverables. A1.03 Final Design Phase A. After acceptance by Owner of the Preliminary Design Phase documents, revised opinion of probable Construction Cost as determined in the Preliminary Design Phase, and any other Preliminary Design Phase deliverables, subject to any Owner-directed modifications or changes in the scope, extent, character, or design requirements of or for the Project, and upon written authorization from Owner, Engineer shall: 1. Prepare final Drawings and Specifications indicating the scope, extent, and character of the Work to be performed and furnished by Contractor. 2. Visit the Site as needed to assist in preparing the final Drawings and Specifications. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 3. Provide technical criteria, written descriptions, and design data for Owner’s use in filing applications for permits from or approvals of governmental authorities having jurisdiction to review or approve the final design; assist Owner in consultations with such authorities; and revise the Drawings and Specifications in response to directives from such authorities, as appropriate. 4. Advise Owner of any recommended adjustments to the opinion of probable Construction Cost. 5. After consultation with Owner, include in the Construction Contract Documents any specific protocols for the transmittal of Project-related correspondence, documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Project website. Any such protocols shall be applicable to transmittals between and among Owner, Engineer, and Contractor during the Construction Phase and Post-Construction Phase, and unless agreed otherwise shall supersede any conflicting protocols previously established for transmittals between Owner and Engineer. 6. Assist Owner in assembling known reports and drawings of Site conditions, and in identifying the technical data contained in such reports and drawings upon which bidders or other prospective contractors may rely. 7. In addition to preparing the final Drawings and Specifications, assemble drafts of other Construction Contract Documents based on specific instructions and contract forms, text, or content received from Owner. 8. Prepare or assemble draft bidding-related documents (or requests for proposals or other construction procurement documents), based on the specific bidding or procurement- related instructions and forms, text, or content received from Owner. 9. Perform or provide the following other Final Design Phase tasks or deliverables: a. Those outlined in Exhibit J. 10. Furnish for review by Owner, its legal counsel and Agency, and other advisors, 3 copies of the final Drawings and Specifications, assembled drafts of other Construction Contract Documents, the draft bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables, within 180 days of authorization to proceed with the Final Design Phase, and review them with Owner. Within 30 days of receipt, Owner shall submit to Engineer any comments regarding the furnished items, and any instructions for revisions. 11. Revise the final Drawings and Specifications, assembled drafts of other Construction Contract Documents, the draft bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables in accordance with comments and instructions from the Owner, as appropriate, and submit 3 final copies of such documents to Owner within 30 days after receipt of Owner’s comments and instructions. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 12. Provide the Owner and Agency with a written certification that the final Drawings and Specifications, other assembled Construction Contract Documents, bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables comply with all requirements of Agency. Use the Engineer’s Certification of Final Plans and Specifications (Attachment GC-B) for this purpose. 13. Services required to determine compliance with Build America, Buy America (BABA) provisions of P.L. 117-58, and all subsequent revisions and/or amendments. B. Engineer’s services under the Final Design Phase will be considered complete on the date when Engineer has delivered to Owner the final Drawings and Specifications, other assembled Construction Contract Documents, bidding-related documents (or requests for proposals or other construction procurement documents), and any other Final Design Phase deliverables and all final design phase deliverables have been accepted by Owner. C. In the event that the Work designed or specified by Engineer is to be performed or furnished under more than one prime contract, or if Engineer’s services are to be separately sequenced with the work of one or more prime Contractors (such as in the case of fast-tracking), Owner and Engineer shall, prior to commencement of the Final Design Phase, develop a schedule for performance of Engineer’s services during the Final Design, Bidding or Negotiating, Construction, and Post-Construction Phases in order to sequence and coordinate properly such services as are applicable to the work under such separate prime contracts. This schedule is to be prepared and included in or become an amendment to Exhibit A whether or not the work under such contracts is to proceed concurrently. D. The number of prime contracts for Work designed or specified by Engineer upon which the Engineer’s compensation has been established under this Agreement is 1. If more prime contracts are awarded, Engineer shall be entitled to an equitable increase in its compensation under this Agreement. A1.04 Bidding or Negotiating Phase [to be added by amendment] A. After acceptance by Owner of the final Drawings and Specifications, other Construction Contract Documents, bidding-related documents (or requests for proposals or other construction procurement documents), and the most recent opinion of probable Construction Cost as determined in the Final Design Phase, and upon written authorization by Owner to proceed, Engineer shall: 1. Assist Owner in advertising for and obtaining bids or proposals for the Work, assist Owner in issuing assembled design, contract, and bidding-related documents (or requests for proposals or other construction procurement documents) to prospective contractors, and, where applicable, maintain a record of prospective contractors to which documents have been issued, attend pre-bid conferences, if any, and receive and process contractor deposits or charges for the issued documents. 2. Prepare and issue Addenda as appropriate to clarify, correct, or change the issued documents. Obtain Agency concurrence on any addenda that modify the bidding documents. Obtain prior concurrence where possible. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 3. Provide information or assistance needed by Owner in the course of any review of proposals or negotiations with prospective contractors. 4. Consult with Owner as to the qualifications of prospective contractors. 5. Consult with Owner as to the qualifications of subcontractors, suppliers, and other individuals and entities proposed by prospective contractors, for those portions of the Work as to which review of qualifications is required by the issued documents. 6. The Engineer shall evaluate and determine the acceptability of “or equals” and substitute materials and equipment proposed by prospective contractors prior to award of contracts for the Work. Engineer shall issue a bid addendum for any and all approved “or equals” and substitutes. Review of substitutes and “or equals” shall be in accordance with the General Conditions of the Construction Contract and applicable Agency regulations. Services under this paragraph are subject to the provisions of Paragraph A2.02.A2 of this Exhibit A. 7. Attend the bid opening, prepare bid tabulation sheets to meet Owner’s schedule, and assist Owner in evaluating bids or proposals, assembling final contracts for the Work for execution by Owner and Contractor, and in issuing notices of award of such contracts. 8. If Owner engages in negotiations with bidders or proposers, assist Owner with respect to technical and engineering issues that arise during the negotiations. 9. Perform or provide the following other Bidding or Negotiating Phase tasks or deliverables: a. Contact the list of Disadvantaged Business Enterprises (DBE) provided by the Agency, to determine their interest in participating in the Bid. Provide the list of interested DBE firms to the Bidders by addendum. Conform to the schedule and procedures as defined by the Agency for notices. b. Upon award of the Construction Contract, the Engineer shall furnish to Owner five executed copies of the Contract Documents and one electronic copy of the signed documents, including Drawings and Specifications. 10. Provide copies of Manufacturers’ Certification letters to the Bidders on any brand name iron and steel products along with the Plans, Specifications and Bidding Documents. Manufacturers’ Certification Letters are to be included in the Bidding Documents and must be kept in the engineer’s project file and on site during construction. 11. Provide copies of Manufacturers’ Certification letters to the Contractor on any brand name iron and steel products along with the Plans, Specifications, Bidding Documents including any Bid Addenda and Change Orders. Manufacturers’ Certification Letters must be kept in the engineer’s project file and on site during construction. B. The Bidding or Negotiating Phase will be considered complete upon commencement of the Construction Phase or upon cessation of negotiations with prospective contractors (except as may be required if Exhibit F is a part of this Agreement). Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 8 A1.05 Construction Phase [to be added by amendment] A. Upon successful completion of the Bidding and Negotiating Phase, and upon written authorization from Owner, Engineer shall: 1. General Administration of Construction Contract: Consult with Owner and act as Owner’s representative as provided in the Construction Contract. The extent and limitations of the duties, responsibilities, and authority of Engineer shall be as assigned in EJCDC® C-700, Standard General Conditions of the Construction Contract (2013 Edition), prepared by the Engineers Joint Contract Documents Committee, or other construction general conditions specified in this Agreement. If Owner, or Owner and Contractor, modify the duties, responsibilities, and authority of Engineer in the Construction Contract, or modify other terms of the Construction Contract having a direct bearing on Engineer, then Owner shall compensate Engineer for any related increases in the cost to provide Construction Phase services. Engineer shall not be required to furnish or perform services contrary to Engineer’s responsibilities as a licensed professional. All of Owner’s instructions to Contractor will be issued through Engineer, which shall have authority to act on behalf of Owner in dealings with Contractor to the extent provided in this Agreement and the Construction Contract except as otherwise provided in writing. 2. Resident Project Representative (RPR): Provide the services of an RPR at the Site to assist the Engineer and to provide more extensive observation of Contractor’s work. Duties, responsibilities, and authority of the RPR are as set forth in Exhibit D. The furnishing of such RPR’s services will not limit, extend, or modify Engineer’s responsibilities or authority except as expressly set forth in Exhibit D. 3. Selection of Independent Testing Laboratory: Assist Owner in the selection of an independent testing laboratory to perform the services identified in Exhibit B, Paragraph B2.01. 4. Pre-Construction Conference: Participate in and chair a pre-construction conference prior to commencement of Work at the Site. 5. Electronic Transmittal Protocols: If the Construction Contract Documents do not specify protocols for the transmittal of Project-related correspondence, documents, text, data, drawings, information, and graphics, in electronic media or digital format, either directly, or through access to a secure Project website, then together with Owner and Contractor jointly develop such protocols for transmittals between and among Owner, Contractor, and Engineer during the Construction Phase and Post-Construction Phase. 6. Original Documents: Maintain and safeguard during the Construction Phase at least one original printed record version of the Construction Contract Documents, including Drawings and Specifications signed and sealed by Engineer and other design professionals in accordance with applicable Laws and Regulations. Throughout the Construction Phase, make such original printed record version of the Construction Contract Documents available to Contractor and Owner for review. 7. Schedules: Receive, review, and determine the acceptability of any and all schedules that Contractor is required to submit to Engineer, including the Progress Schedule, Schedule of Submittals, and Schedule of Values. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 9 8. Baselines and Benchmarks: As appropriate, establish baselines and benchmarks for locating the Work which in Engineer’s judgment are necessary to enable Contractor to proceed. 9. Visits to Site and Observation of Construction: In connection with observations of Contractor’s Work while it is in progress: a. Make visits to the Site at intervals appropriate to the various stages of construction, as Engineer deems necessary, to observe as an experienced and qualified design professional the progress of Contractor’s executed Work. Such visits and observations by Engineer, and the Resident Project Representative, if any, are not intended to be exhaustive or to extend to every aspect of the Work or to involve detailed inspections of the Work beyond the responsibilities specifically assigned to Engineer in this Agreement and the Construction Contract Documents, but rather are to be limited to spot checking, selective sampling, and similar methods of general observation of the Work based on Engineer’s exercise of professional judgment, as assisted by the Resident Project Representative, if any. Based on information obtained during such visits and observations, Engineer will determine in general if the Work is proceeding in accordance with the Construction Contract Documents, and Engineer shall keep Owner informed of the progress of the Work. b. The purpose of Engineer’s visits to the Site, and representation by the Resident Project Representative, if any, at the Site, will be to enable Engineer to better carry out the duties and responsibilities assigned to and undertaken by Engineer during the Construction Phase, and, in addition, by the exercise of Engineer’s efforts as an experienced and qualified design professional, to provide for Owner a greater degree of confidence that the completed Work will conform in general to the Construction Contract Documents and that Contractor has implemented and maintained the integrity of the design concept of the completed Project as a functioning whole as indicated in the Construction Contract Documents. Engineer shall not, during such visits or as a result of such observations of the Work, supervise, direct, or have control over the Work, nor shall Engineer have authority over or responsibility for the means, methods, techniques, sequences, or procedures of construction selected or used by any Constructor, for security or safety at the Site, for safety precautions and programs incident to any Constructor’s work in progress, for the coordination of the Constructors’ work or schedules, nor for any failure of any Constructor to comply with Laws and Regulations applicable to furnishing and performing of its work. Accordingly, Engineer neither guarantees the performance of any Constructor nor assumes responsibility for any Constructor’s failure to furnish or perform the Work, or any portion of the Work, in accordance with the Construction Contract Documents. c. The visits described in Article A1.05.A.9.a shall be at least monthly and the Engineer shall document all visits to the project with copies furnished to the Owner and Agency. 10. Defective Work: Reject Work if, on the basis of Engineer’s observations, Engineer believes that such Work is defective under the terms and standards set forth in the Construction Contract Documents. Provide recommendations to Owner regarding whether Contractor Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 10 should correct such Work or remove and replace such Work, or whether Owner should consider accepting such Work as provided in the Construction Contract Documents. 11. Compatibility with Design Concept: If Engineer has express knowledge that a specific part of the Work that is not defective under the terms and standards set forth in the Construction Contract Documents is nonetheless not compatible with the design concept of the completed Project as a functioning whole, then inform Owner of such incompatibility, and provide recommendations for addressing such Work. 12. Clarifications and Interpretations: Accept from Contractor and Owner submittal of all matters in question concerning the requirements of the Construction Contract Documents (sometimes referred to as requests for information or interpretation—RFIs), or relating to the acceptability of the Work under the Construction Contract Documents. With reasonable promptness, render a written clarification, interpretation, or decision on the issue submitted, or initiate an amendment or supplement to the Construction Contract Documents. 13. Non-reviewable Matters: If a submitted matter in question concerns the Engineer’s performance of its duties and obligations, or terms and conditions of the Construction Contract Documents that do not involve (1) the performance or acceptability of the Work under the Construction Contract Documents, (2) the design (as set forth in the Drawings, Specifications, or otherwise), or (3) other engineering or technical matters, then Engineer will promptly give written notice to Owner and Contractor that Engineer will not provide a decision or interpretation. 14. Field Orders: Subject to any limitations in the Construction Contract Documents, Engineer may prepare and issue Field Orders requiring minor changes in the Work. 15. Change Orders and Work Change Directives: Recommend Change Orders and Work Change Directives to Owner, as appropriate, and prepare Change Orders and Work Change Directives as required. 16. Differing Site Conditions: Respond to any notice from Contractor of differing site conditions, including conditions relating to underground facilities such as utilities, and hazardous environmental conditions. Promptly conduct reviews and prepare findings, conclusions, and recommendations for Owner’s use. 17. Shop Drawings, Samples, and Other Submittals: Review and approve or take other appropriate action with respect to Shop Drawings, Samples, and other required Contractor submittals to ensure compliance with the Build America, Buy America (BABA) provision P.L. 117-58, and all subsequent revision and/or amendments and subsequent statutes mandating domestic preference. Any iron and steel products included in any submittal by the General Contractor, must include a Manufacturers’ Certification letter to verify the products were produced in the United States. Copies of Manufacturers’ Certification letters must be kept in the engineer’s project file and on site during construction. Review and approve or take other appropriate action with respect to Shop Drawings, Samples, and other required Contractor submittals, but only for conformance with the information given in the Construction Contract Documents and compatibility with the design concept of the completed Project as a functioning whole as indicated by the Construction Contract Documents. Such reviews and approvals or other Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 11 action will not extend to means, methods, techniques, sequences, or procedures of construction or to safety precautions and programs incident thereto. Engineer shall meet any Contractor’s submittal schedule that Engineer has accepted. 18. Substitutes and “Or-equal”: Evaluate and determine the acceptability of substitute or “or- equal” materials and equipment proposed by Contractor, but subject to the provisions of Paragraph A2.02.A.2 of this Exhibit A. Review of substitutes and “or equals” shall be in accordance with the General Conditions of the Construction Contract and applicable Agency regulations. Prior to approval of any substitute “or equal” obtain a Manufacturers’ Certification letter to verify the products were produced in the United States. Manufacturers’ Certification letters must be kept in the engineer’s project file and on site during construction to ensure compliance with Build America, Buy America (BABA) provision P.L. 117-58, and all subsequent revision and/or amendments and subsequent statutes mandating domestic preference, if applicable. 19. Inspections and Tests: a. Receive and review all certificates of inspections, tests, and approvals required by Laws and Regulations or the Construction Contract Documents. Engineer’s review of such certificates will be for the purpose of determining that the results certified indicate compliance with the Construction Contract Documents and will not constitute an independent evaluation that the content or procedures of such inspections, tests, or approvals comply with the requirements of the Construction Contract Documents. Engineer shall be entitled to rely on the results of such inspections and tests. b. As deemed reasonably necessary, request that Contractor uncover Work that is to be inspected, tested, or approved. c. Pursuant to the terms of the Construction Contract, require special inspections or testing of the Work, whether or not the Work is fabricated, installed, or completed. d. Receive and review all Manufacturers’ Certification Letters for materials required to comply with Build America, Buy America (BABA) provision P.L. 117- 58, and all subsequent revision and/or amendments and subsequent statutes mandating domestic preference to verify the products were produced in the United States. Manufacturers’ Certification letters must be kept in the engineer’s project file and on site during construction. 20. Change Proposals and Claims: (a) Review and respond to Change Proposals. Review each duly submitted Change Proposal from Contractor and, within 30 days after receipt of the Contractor’s supporting data, either deny the Change Proposal in whole, approve it in whole, or deny it in part and approve it in part. Such actions shall be in writing, with a copy provided to Owner and Contractor. If the Change Proposal does not involve the design (as set forth in the Drawings, Specifications, or otherwise), the acceptability of the Work, or other engineering or technical matters, then Engineer will notify the parties that the Engineer will not resolve the Change Proposal. (b) Provide information or data to Owner regarding engineering or technical matters pertaining to Claims. (c) Review Change Proposals to ensure compliance with Build America, Buy America Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 12 (BABA) provision P.L. 117-58, and all subsequent revision and/or amendments and subsequent statutes mandating domestic preference. 21. Applications for Payment: Based on Engineer’s observations as an experienced and qualified design professional and on review of Applications for Payment and accompanying supporting documentation: a. Determine the amounts that Engineer recommends Contractor be paid. Recommend reductions in payment (set-offs) based on the provisions for set-offs stated in the Construction Contract. Such recommendations of payment will be in writing and will constitute Engineer’s representation to Owner, based on such observations and review, that, to the best of Engineer’s knowledge, information and belief, Contractor’s Work has progressed to the point indicated, the Work is generally in accordance with the Construction Contract Documents (subject to an evaluation of the Work as a functioning whole prior to or upon Substantial Completion, to the results of any subsequent tests called for in the Construction Contract Documents, and to any other qualifications stated in the recommendation), and the conditions precedent to Contractor’s being entitled to such payment appear to have been fulfilled in so far as it is Engineer’s responsibility to observe the Work. In the case of unit price Work, Engineer’s recommendations of payment will include final determinations of quantities and classifications of the Work (subject to any subsequent adjustments allowed by the Construction Contract Documents). b. By recommending payment, Engineer shall not thereby be deemed to have represented that observations made by Engineer to check the quality or quantity of Contractor’s Work as it is performed and furnished have been exhaustive, extended to every aspect of Contractor’s Work in progress, or involved detailed inspections of the Work beyond the responsibilities specifically assigned to Engineer in this Agreement. Neither Engineer’s review of Contractor’s Work for the purposes of recommending payments nor Engineer’s recommendation of any payment including final payment will impose on Engineer responsibility to supervise, direct, or control the Work, or for the means, methods, techniques, sequences, or procedures of construction or safety precautions or programs incident thereto, or Contractor’s compliance with Laws and Regulations applicable to Contractor’s furnishing and performing the Work. It will also not impose responsibility on Engineer to make any examination to ascertain how or for what purposes Contractor has used the money paid to Contractor by Owner; to determine that title to any portion of the Work, including materials or equipment, has passed to Owner free and clear of any liens, claims, security interests, or encumbrances; or that there may not be other matters at issue between Owner and Contractor that might affect the amount that should be paid. 22. Contractor’s Completion Documents: Receive from Contractor, review, and transmit to Owner maintenance and operating instructions, schedules, guarantees, bonds, certificates or other evidence of insurance required by the Construction Contract Documents, certificates of inspection, tests and approvals, and Shop Drawings, Samples, and other data approved as provided under Paragraph A1.05.A.17. Receive from Contractor and review the annotated record documents which are to be assembled by Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 13 Contractor in accordance with the Construction Contract Documents to obtain final payment. The Engineer shall prepare Record Drawings, and furnish such Record Drawings to Owner. 23. Substantial Completion: Promptly after notice from Contractor that Contractor considers the entire Work ready for its intended use, in company with Owner and Contractor, visit the Site to review the Work and determine the status of completion. Follow the procedures in the Construction Contract regarding the preliminary certificate of Substantial Completion, punch list of items to be completed, Owner’s objections, notice to Contractor, and issuance of a final certificate of Substantial Completion. Assist Owner regarding any remaining engineering or technical matters affecting Owner’s use or occupancy of the Work following Substantial Completion. 24. Other Tasks: Perform or provide the following other Construction Phase tasks or deliverables: a. Monitor the Contractor’s compliance with Federal Wage Requirements as determined under the Davis-Bacon Act. [Delete if RD funded only] b. Upon Substantial Completion, the Engineer shall provide a copy of the Certificate of Substantial Completion to the Agency. 25. Final Notice of Acceptability of the Work: Conduct a final visit to the Project to determine if the Work is complete and acceptable so that Engineer may recommend, in writing, final payment to Contractor. Accompanying the recommendation for final payment, Engineer shall also provide a notice to Owner and Contractor in the form attached hereto as Exhibit E (“Notice of Acceptability of Work”) that the Work is acceptable (subject to the provisions of the Notice and Paragraph A1.05.A.21.b) to the best of Engineer’s knowledge, information, and belief, and based on the extent of the services provided by Engineer under this Agreement. a. Obtain the Contractor’s Certification letter and copies of Manufacturers’ Certification letters for all American Iron and Steel products used in the project. Upon Substantial Completion, provide copies of Engineers’, Contractors’, and Manufacturers’ Certification letters to the Owner and a copy of Contractor’s Certification letter to the Agency. Provide a list of manufacturers of American Iron and Steel products used in the project and include manufacturer’s name and location, and product(s) to the Agency. 26. Standards for Certain Construction-Phase Decisions: Engineer will render decisions regarding the requirements of the Construction Contract Documents, and judge the acceptability of the Work, pursuant to the specific procedures set forth in the Construction Contract for initial interpretations, Change Proposals, and acceptance of the Work. In rendering such decisions and judgments, Engineer will not show partiality to Owner or Contractor, and will not be liable to Owner, Contractor, or others in connection with any proceedings, interpretations, decisions, or judgments conducted or rendered in good faith. B. Duration of Construction Phase: The Construction Phase will commence with the execution of the first Construction Contract for the Project or any part thereof and will terminate upon Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 14 written recommendation by Engineer for final payment to Contractors. If the Project involves more than one prime contract as indicated in Paragraph A1.03.D, then Construction Phase services may be rendered at different times in respect to the separate contracts. Subject to the provisions of Article 3, Engineer shall be entitled to an equitable increase in compensation if Construction Phase services (including Resident Project Representative services, if any) are required after the original date for completion and readiness for final payment of Contractor as set forth in the Construction Contract. A1.06 Post-Construction Phase [to be added by amendment] A. Upon written authorization from Owner during the Post-Construction Phase, Engineer shall: 1. Together with Owner, visit the Project to observe any apparent defects in the Work, make recommendations as to replacement or correction of defective Work, if any, or the need to repair of any damage to the Site or adjacent areas, and assist Owner in consultations and discussions with Contractor concerning correction of any such defective Work and any needed repairs. 2. Together with Owner, visit the Project within one month before the end of the Construction Contract’s correction period to ascertain whether any portion of the Work or the repair of any damage to the Site or adjacent areas is defective and therefore subject to correction by Contractor. 3. Perform or provide the following other Post-Construction Phase tasks or deliverables: [ ] [List any such tasks or deliverables here.] B. The Post-Construction Phase services may commence during the Construction Phase and, if not otherwise modified in this Exhibit A, will terminate twelve months after the commencement of the Construction Contract’s correction period. PART 2 – ADDITIONAL SERVICES A2.01 Additional Services Requiring Owner’s Written Authorization A. If authorized in writing by Owner, Engineer shall provide Additional Services of the types listed below. These services are not included as part of Basic Services and will be paid for by Owner as indicated in Exhibit C. 1. Preparation of applications and supporting documents (in addition to those furnished under Basic Services) for private or governmental grants, loans, or advances in connection with the Project; preparation or review of environmental assessments and impact statements not including preparation of the Environmental Report defined under Basic Services; review and evaluation of the effects on the design requirements for the Project of any such statements and documents prepared by others; and assistance in obtaining approvals of authorities having jurisdiction over the anticipated environmental impact of the Project. 2. Services to make measured drawings of existing conditions or facilities, to conduct tests or investigations of existing conditions or facilities, or to verify the accuracy of drawings or other information furnished by Owner or others. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 15 3. Services resulting from significant changes in the scope, extent, or character of the portions of the Project designed or specified by Engineer, or the Project’s design requirements, including, but not limited to, changes in size, complexity, Owner’s schedule, character of construction, or method of financing; and revising previously accepted studies, reports, Drawings, Specifications, or Construction Contract Documents when such revisions are required by changes in Laws and Regulations enacted subsequent to the Effective Date or are due to any other causes beyond Engineer’s control. 4. Services resulting from Owner’s request to evaluate additional Study and Report Phase alternative solutions beyond those agreed to in Paragraph A1.01.A.1 and 2, but only if the Owner’s request is made after completion of the Study and Report Phase. 5. Services required as a result of Owner’s providing incomplete or incorrect Project information to Engineer. 6. Providing renderings or models for Owner’s use, including services in support of building information modeling or civil integrated management. 7. Undertaking investigations and studies including, but not limited to: a. detailed consideration of operations, maintenance, and overhead expenses; b. the preparation of feasibility studies (such as those that include projections of output capacity, utility project rates, project market demand, or project revenues) and cash flow analyses, provided that such services are based on the engineering and technical aspects of the Project, and do not include rendering advice regarding municipal financial products or the issuance of municipal securities; c. preparation of appraisals; d. evaluating processes available for licensing, and assisting Owner in obtaining process licensing; e. detailed quantity surveys of materials, equipment, and labor; and f. audits or inventories required in connection with construction performed or furnished by Owner. 8. Furnishing services of Consultants for other than Basic Services. 9. Providing data or services of the types described in Exhibit B, when Owner retains Engineer to provide such data or services instead of Owner furnishing the same. 10. Providing the following services: a. Services attributable to more prime construction contracts than specified in Paragraph A1.03.D. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 16 b. Services to arrange for performance of construction services for Owner by contractors other than the principal prime Contractor, and administering Owner’s contract for such services. 11. Services during out-of-town travel required of Engineer, other than for visits to the Site or Owner’s office as required in Basic Services (Part 1 of Exhibit A). 12. Preparing for, coordinating with, participating in and responding to structured independent review processes, including, but not limited to, construction management, cost estimating, project peer review, value engineering, and constructaibility review requested by Owner; and performing or furnishing services required to revise studies, reports, Drawings, Specifications, or other documents as a result of such review processes. 13. Preparing additional bidding-related documents (or requests for proposals or other construction procurement documents) or Construction Contract Documents for alternate bids or cost estimates requested by Owner for the Work or a portion thereof. 14. Assistance in connection with bid protests, rebidding, or renegotiating contracts for construction, materials, equipment, or services, except when such assistance is required to complete services required by Paragraph 5.02.A and Exhibit F. 15. Preparing conformed Construction Contract Documents that incorporate and integrate the content of all Addenda and any amendments negotiated by Owner and Contractor. 16. Providing Construction Phase services beyond the original date for completion and readiness for final payment of Contractor, but only if such services increase the total quantity of services to be performed in the Construction Phase, rather than merely shifting performance of such services to a later date. 17. Conducting surveys, investigations, and field measurements to verify the accuracy of Record Drawing content obtained from Contractor, Owner, utility companies, and other sources; revise and supplement Record Drawings as needed. 18. Preparation of operation, maintenance, and staffing manuals. 19. Protracted or extensive assistance in refining and adjusting of Project equipment and systems (such as initial startup, testing, and balancing). 20. Assistance to Owner in training Owner’s staff to operate and maintain Project equipment and systems. 21. Assistance to Owner in developing systems and procedures for (a) control of the operation and maintenance of Project equipment and systems, and (b) related recordkeeping. 22. Preparing to serve or serving as a consultant or witness for Owner in any litigation, arbitration, lien or bond claim, or other legal or administrative proceeding involving the Project. 23. Overtime work requiring higher than regular rates. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 17 24. Providing construction surveys and staking to enable Contractor to perform its work other than as required under Paragraph A1.05.A.8; any type of property surveys or related engineering services needed for the transfer of interests in real property; and providing other special field surveys. 25. Providing more extensive services required to enable Engineer to issue notices or certifications requested by Owner. 26. Extensive services required during any correction period, or with respect to monitoring Contractor’s compliance with warranties and guarantees called for in the Construction Contract (except as agreed to under Basic Services). 27. Other additional services performed or furnished by Engineer not otherwise provided for in this Agreement. A2.02 Additional Services Not Requiring Owner’s Written Authorization A. Engineer shall advise Owner that Engineer is commencing to perform or furnish the Additional Services of the types listed below. For such Additional Services, Engineer need not request or obtain specific advance written authorization from Owner. Engineer shall cease performing or furnishing such Additional Services upon receipt of written notice to cease from Owner. 1. Services in connection with Work Change Directives and Change Orders to reflect changes requested by Owner. 2. Services in making revisions to Drawings and Specifications occasioned by the acceptance of substitute materials or equipment other than “or equal” items; evaluation and determination of an excessive number of proposed “or equals” or substitutions, whether proposed before or after award of the Construction Contract. 3. Services resulting from significant delays, changes, or price increases occurring as a direct or indirect result of materials, equipment, or energy shortages. 4. Additional or extended services arising from (a) the presence at the Site of any undisclosed or unknown Constituent of Concern or items of historical or cultural significance, (b) emergencies or acts of God endangering the Work, (c) damage to the Work by fire or other causes during construction, (d) a significant amount of defective, neglected, or delayed Work, (e) acceleration of the progress schedule involving services beyond normal working hours, or (f) default by Contractor. 5. Services (other than Basic Services during the Post-Construction Phase) in connection with any partial utilization of the Work by Owner prior to Substantial Completion. 6. Evaluating unreasonable or frivolous requests for interpretation or information (RFIs), Change Proposals, or other demands from Contractor or others in connection with the Work, or an excessive number of RFIs, Change Proposals, or demands. 7. Reviewing a Shop Drawing or other Contractor submittal more than three times, as a result of repeated inadequate submissions by Contractor. Exhibit A – Engineer’s Services EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 18 8. While at the Site, compliance by Engineer and its staff with those terms of Owner's or Contractor's safety program provided to Engineer subsequent to the Effective Date that exceed those normally required of engineering personnel by federal, State, or local safety authorities for similar construction sites. Exhibit B – Owner’s Responsibilities. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT B, consisting of 4 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Owner’s Responsibilities Article 2 of the Agreement is supplemented to include the following agreement of the parties. B2.01 In addition to other responsibilities of Owner as set forth in this Agreement, Owner shall at its expense: A. Provide Engineer with all criteria and full information as to Owner’s requirements for the Project, including design objectives and constraints, space, capacity and performance requirements, flexibility, and expandability, and any budgetary limitations. B. Give instructions to Engineer regarding Owner’s procurement of construction services (including instructions regarding advertisements for bids, instructions to bidders, and requests for proposals, as applicable), Owner’s construction contract practices and requirements, insurance and bonding requirements, electronic transmittals during construction, and other information necessary for the finalization of Owner’s bidding-related documents (or requests for proposals or other construction procurement documents), and Construction Contract Documents. Furnish copies (or give specific directions requesting Engineer to use copies already in Engineer’s possession) of all design and construction standards, Owner’s standard forms, general conditions (if other than EJCDC® C-700, Standard General Conditions of the Construction Contract, 2013 Edition), supplementary conditions, text, and related documents and content for Engineer to include in the draft bidding-related documents (or requests for proposals or other construction procurement documents), and draft Construction Contract Documents, when applicable. Owner shall have responsibility for the final content of (1) such bidding-related documents (or requests for proposals or other construction procurement documents), and (2) those portions of any Construction Contract other than the design (as set forth in the Drawings, Specifications, or otherwise), and other engineering or technical matters; and Owner shall seek the advice of Owner’s legal counsel, risk managers, and insurance advisors with respect to the drafting and content of such documents. C. Furnish to Engineer any other available information pertinent to the Project including reports and data relative to previous designs, construction, or investigation at or adjacent to the Site. D. Following Engineer’s assessment of initially-available Project information and data and upon Engineer’s request, obtain, furnish, or otherwise make available (if necessary through title searches, or retention of specialists or consultants) such additional Project-related information and data as is reasonably required to enable Engineer to complete its Basic and Additional Services. Such additional information or data would generally include the following: 1. Property descriptions. 2. Zoning, deed, and other land use restrictions. 3. Utility and topographic mapping and surveys. Exhibit B – Owner’s Responsibilities. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 4. Property, boundary, easement, right-of-way, and other special surveys or data, including establishing relevant reference points. 5. Explorations and tests of subsurface conditions at or adjacent to the Site; geotechnical reports and investigations; drawings of physical conditions relating to existing surface or subsurface structures at the Site; hydrographic surveys, laboratory tests and inspections of samples, materials, and equipment; with appropriate professional interpretation of such information or data. 6. Environmental assessments, audits, investigations, and impact statements, and other relevant environmental, historical, or cultural studies relevant to the Project, the Site, and adjacent areas. 7. Data or consultations as required for the Project but not otherwise identified in this Agreement. E. Arrange for safe access to and make all provisions for Engineer to enter upon public and private property as required for Engineer to perform services under the Agreement. F. Recognizing and acknowledging that Engineer's services and expertise do not include the following services, provide, as required for the Project: 1. Accounting, bond and financial advisory (including, if applicable, “municipal advisor” services as described in Section 975 of the Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) and the municipal advisor registration rules issued by the Securities and Exchange Commission), independent cost estimating, and insurance counseling services. 2. Legal services with regard to issues pertaining to the Project as Owner requires, Contractor raises, or Engineer reasonably requests. 3. Such auditing services as Owner requires to ascertain how or for what purpose Contractor has used the money paid. G. Provide the services of an independent testing laboratory to perform all inspections, tests, and approvals of samples, materials, and equipment required by the Construction Contract Documents (other than those required to be furnished or arranged by Contractor), or to evaluate the performance of materials, equipment, and facilities of Owner, prior to their incorporation into the Work with appropriate professional interpretation thereof. Provide Engineer with the findings and reports generated by testing laboratories, including findings and reports obtained from or through Contractor. H. Provide reviews, approvals, and permits from all governmental authorities having jurisdiction to approve all phases of the Project designed or specified by Engineer and such reviews, approvals, and consents from others as may be necessary for completion of each phase of the Project. I. Advise Engineer of the identity and scope of services of any independent consultants employed by Owner to perform or furnish services in regard to the Project, including, but not limited to, cost estimating, project peer review, value engineering, and constructibility review. J. If Owner designates a construction manager or an individual or entity other than, or in addition to, Engineer to represent Owner at the Site, define and set forth as an attachment to this Exhibit B the Exhibit B – Owner’s Responsibilities. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 duties, responsibilities, and limitations of authority of such other party and the relation thereof to the duties, responsibilities, and authority of Engineer. K. If more than one prime contract is to be awarded for the Work designed or specified by Engineer, then designate a person or entity to have authority and responsibility for coordinating the activities among the various prime Contractors, and define and set forth the duties, responsibilities, and limitations of authority of such individual or entity and the relation thereof to the duties, responsibilities, and authority of Engineer as an attachment to this Exhibit B that is to be mutually agreed upon and made a part of this Agreement before such services begin. L. Inform Engineer in writing of any specific requirements of safety or security programs that are applicable to Engineer, as a visitor to the Site. M. Examine all alternative solutions, studies, reports, sketches, Drawings, Specifications, proposals, and other documents presented by Engineer (including obtaining advice of an attorney, risk manager, insurance counselor, financial/municipal advisor, and other advisors or consultants as Owner deems appropriate with respect to such examination) and render in writing timely decisions pertaining thereto. N. Inform Engineer regarding any need for assistance in evaluating the possible use of Project Strategies, Technologies, and Techniques, as defined in Exhibit A. O. Advise Engineer as to whether Engineer’s assistance is requested in identifying opportunities for enhancing the sustainability of the Project. P. Place and pay for advertisement for Bids in appropriate publications. Q. Furnish to Engineer data as to Owner’s anticipated costs for services to be provided by others (including, but not limited to, accounting, bond and financial, independent cost estimating, insurance counseling, and legal advice) for Owner so that Engineer may assist Owner in collating the various cost categories which comprise Total Project Costs. R. Attend and participate in the pre-bid conference, bid opening, pre-construction conferences, construction progress and other job related meetings, and Site visits to determine Substantial Completion and readiness of the completed Work for final payment. S. Authorize Engineer to provide Additional Services as set forth in Part 2 of Exhibit A of the Agreement, as required. B2.02 Owners are ultimately responsible for compliance with Build America, Buy America (BABA) provision P.L. 117-58, and all subsequent revision and/or amendments and subsequent statutes mandating domestic preference and will be responsible for the following: (a) Signing loan resolutions, grant agreements and letters of intent to meet conditions which include American Iron and Steel language, accepting American Iron and Steel requirements in those documents and in the letter of conditions. (b) Signing change orders (i.e. C-941 of EJCDC) and partial payment estimates (i.e. C-620 of EJCDC) and thereby acknowledging responsibility for compliance with American Iron and Steel requirements. Exhibit B – Owner’s Responsibilities. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 (c) Obtaining the certification letters from the consulting engineer upon substantial completion of the project and maintaining this documentation for the life of the loan. (d) Where the owner provides their own engineering and/or construction services, providing copies of engineers’, contractors’, and manufacturers’ certification letters (as applicable) to the Agency. All certification letters must be kept in the engineer’s project file and on site during construction. For Owner Construction (Force Account), all clauses from Section 17 of RUS Bulletin 1780-35 must be included in the Agreement for Engineering Services. (e) Where the owner directly procures American Iron and Steel products, including American Iron and Steel clauses in the procurement contracts and obtaining manufacturers’ certification letters and providing copies to consulting engineers and contractors. RUS CERTIFICATION PAGE (MODIFIED from RUS BULLETIN 1780-26, EXHIBIT C) DEC CERTIFICATION PAGE PROJECT NAME: South Burlington Airport Parkway WWTF Solids Upgrades PROJECT LOCATION: Airport Parkway, South Burlington VT APPLICANT & LOAN/GRANT NUMBER: To be assigned The Engineer and Owner hereby concur in the Funding Agency required revision to E-500 (2014). In addition, the Engineer certifies to the following: All modifications required by DEC and RUS Bulletin 1780-26 have been made in accordance with the terms of the license agreement, which states in part that the Engineer “must plainly show all changes to the Standard EJCDC Text, using ‘Track Changes’ (redline/strikeout), highlighting, or other means of clearly indicating additions and deletions.” Such other means may include attachments indicating changes (e.g. Supplementary Conditions modifying the General Conditions). SUMMARY OF ENGINEERING FEES Note that the fees indicated on this table are only a summary and if there is a conflict with any provision of Exhibit C, the provisions there overrule the values listed on this table. Fees shown will not be exceeded without the concurrence of the Agency. Description of Steps and Services Fee Amount Basis of Payment (Lump Sum or NTE) 1. Step 0 – Feasibility Study LS/NTE 2. Step I – Preliminary Engineering a. Preliminary Engineering Report Services LS b. Environmental Information Document Services NTE c. Hydraulic Model Update NTE 3. Step II – Final Design a. Basis of Final Design and Final Design Plans and Contract Documents $94,100 LS b. Subsurface/Geotechnical Investigation $9,300 LS c. Special Services $15,700 NTE 4. Step III a. Bid Phase Services LS b. Construction Phase Services LS c. Resident Project Representative Services NTE d. Post Construction Phase Services LS e. Additional Services included in Step III (include additional lines) LS/NTE 5. Total Engineering Costs $119,100 6. Construction Costs a. Contract 1 $1,402,000 b. Small Purchase c. Additional Items (include additional lines) 7. Total Project Cost $2,248,000 8. Total Bond Amount SCOPE OF SERVICES The scope of services can be found in the following pages of the contract under Exhibit J – Special Provisions. PROGRESS MEETING AND DELIVERABLES DEC places funding holds on projects at the 30%, 60%, and 90% of engineering Step I & II (planning and final design) services pending a project meeting and deliverables. Holds may be negotiated to add or delete holds based on the needs of the project. This contract involves the following Step II deliverables and meetings: Percent Complete Approximate Meeting Schedule Deliverables 30% January 4, 2024 30% review meeting/ Basis for Final Design 60% February 28, 2024 60% Drawings and Specifications 90% April 10, 2024 90% Drawings and Specifications Final May 15, 2024 Final Contract Drawings Any adjustments to engineering fees or changes to maximum estimated values must be approved by the Agency and must include a table of what specific category or categories of fees are being changed, what fees were before and are after the change, and the resulting total fee. Aldrich + Elliott PC Engineer Date Name and Title City of South Burlington Owner Date Name and Title Agency Concurrence: As lender or insurer of funds to defray the costs of this Contract, and without liability for any payments thereunder, the Agency hereby concurs in the form, content, and execution of this Agreement. Agency Representative Date Name and Title Last Revised: 3/26/19 Exhibit C –Compensation Packet –Basic Services Lump Sum EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT C, consisting of 9 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Payments to Engineer for Services and Reimbursable Expenses Basic Services – Lump Sum Article 2 of the Agreement is supplemented to include the following agreement of the parties: ARTICLE 2 – OWNER’S RESPONSIBILITIES C2.01 Compensation for Basic Services (other than Resident Project Representative) – Lump Sum Method of Payment A. Owner shall pay Engineer for Basic Services set forth in Exhibit A, except for services of Engineer’s Resident Project Representative, if any, as follows: 1. A Lump Sum amount of $103,400 based on the following estimated distribution of compensation: a. Study and Report Phase $[ ] b. Preliminary Design Phase $[ ] c. Final Design Phase $103,400 d. Bidding and Negotiating Phase $[ ] e. Construction Phase $[ ] f. Post-Construction Phase $[ ] 2. Engineer may alter the distribution of compensation between individual phases noted herein to be consistent with services actually rendered, but shall not exceed the total Lump Sum amount unless approved in writing by the Owner and Agency. 3. The Lump Sum includes compensation for Engineer’s services and services of Engineer’s Consultants, if any. Appropriate amounts have been incorporated in the Lump Sum to account for labor costs, overhead, profit, expenses (other than any expressly allowed Reimbursable Expenses), and Consultant charges. 4. In addition to the Lump Sum, Engineer is also entitled to reimbursement from Owner for the following Reimbursable Expenses (see Appendix 1 for rates or charges): None 5. The portion of the Lump Sum amount billed for Engineer’s services will be based upon Engineer’s estimate of the percentage of the total services actually completed during the billing period. If any Reimbursable Expenses are expressly allowed, Engineer may also bill for any such Reimbursable Expenses incurred during the billing period. Exhibit C –Compensation Packet –Basic Services Lump Sum EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 B. Period of Service: The compensation amount stipulated in Compensation Packet BC-1 is conditioned on a period of service not exceeding 11 months. If such period of service is extended, the compensation amount for Engineer's services shall be appropriately adjusted with concurrence of the Owner and Agency. Exhibit C –Compensation Packet –BC-2 Basic Services (other than RPR) Standard Hourly Rates EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 Payments to Engineer for Services and Reimbursable Expenses COMPENSATION PACKET BC-2: Basic Services – Standard Hourly Rates Article 2 of the Agreement is supplemented to include the following agreement of the parties: ARTICLE 2 – OWNER’S RESPONSIBILITIES C2.01 Compensation For Basic Services (other than Resident Project Representative) – Standard Hourly Rates Method of Payment A. Owner shall pay Engineer for Basic Services set forth in Exhibit A, except for services of Engineer’s Resident Project Representative, if any, as follows: 1. An amount equal to the cumulative hours charged to the Project by each class of Engineer’s personnel times Standard Hourly Rates for each applicable billing class for all services performed on the Project, plus Reimbursable Expenses and Engineer’s Consultants' charges, if any. 2. The Standard Hourly Rates charged by Engineer constitute full and complete compensation for Engineer’s services, including labor costs, overhead, and profit; the Standard Hourly Rates do not include Reimbursable Expenses or Engineer’s Consultants’ charges. 3. Engineer’s Reimbursable Expenses Schedule and Standard Hourly Rates are attached to this Exhibit C as Appendices 1 and 2. 4. The total compensation for services under Paragraph C2.01 is estimated to be $15,700 based on the following estimated distribution of compensation: a. Final Design Phase – Special Services $ 15,700 5. Engineer may alter the distribution of compensation between individual phases of the work noted herein to be consistent with services actually rendered, but shall not exceed the total estimated compensation amount unless approved in writing by Owner. See also C2.03.C.2 below. 6. The total estimated compensation for Engineer’s services included in the breakdown by phases as noted in Paragraph C2.01.A.3 incorporates all labor, overhead, profit, Reimbursable Expenses, and Engineer’s Consultants' charges. 7. The amounts billed for Engineer’s services under Paragraph C2.01 will be based on the cumulative hours charged to the Project during the billing period by each class of Engineer’s employees times Standard Hourly Rates for each applicable billing class, plus Reimbursable Expenses and Engineer’s Consultants' charges. 8. The Standard Hourly Rates and Reimbursable Expenses Schedule will be adjusted annually (as of January 1) to reflect equitable changes in the compensation payable to Engineer. Changes will not be effective unless and until concurred with by the Owner. Exhibit C –Compensation Packet –BC-2 Basic Services (other than RPR) Standard Hourly Rates EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 C2.02 Compensation For Reimbursable Expenses B. Owner shall pay Engineer for all Reimbursable Expenses at the rates set forth in Appendix 1 to this Exhibit C. C. Reimbursable Expenses include the expenses identified in Appendix 1 and the following: transportation (including mileage), lodging, and subsistence incidental thereto; providing and maintaining field office facilities including furnishings and utilities; toll telephone calls, mobile phone charges, and courier charges; reproduction of reports, Drawings, Specifications, bidding- related or other procurement documents, Construction Contract Documents, and similar Project-related items; and Consultants’ charges. In addition, if authorized in advance by Owner, Reimbursable Expenses will also include expenses incurred for the use of highly specialized equipment. D. The amounts payable to Engineer for Reimbursable Expenses will be the Project-related internal expenses actually incurred or allocated by Engineer, plus all invoiced external Reimbursable Expenses allocable to the Project, the latter multiplied by a factor of 1.0 . C2.03 Other Provisions Concerning Payment E. Whenever Engineer is entitled to compensation for the charges of Engineer’s Consultants, those charges shall be the amounts billed by Engineer’s Consultants to Engineer times a factor of 1.0 . F. Factors: The external Reimbursable Expenses and Engineer’s Consultants' factors include Engineer’s overhead and profit associated with Engineer’s responsibility for the administration of such services and costs. G. Estimated Compensation Amounts: 1. Engineer’s estimate of the amounts that will become payable for specified services are only estimates for planning purposes, are not binding on the parties, and are not the minimum or maximum amounts payable to Engineer under the Agreement. 2. When estimated compensation amounts have been stated herein and it subsequently becomes apparent to Engineer that the total compensation amount thus estimated will Exhibit C –Compensation Packet –BC-2 Basic Services (other than RPR) Standard Hourly Rates EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 be exceeded, Engineer shall give Owner written notice thereof, allowing Owner to consider its options, including suspension or termination of Engineer's services for Owner's convenience. Upon notice, Owner and Engineer promptly shall review the matter of services remaining to be performed and compensation for such services. Owner shall either exercise its right to suspend or terminate Engineer's services for Owner's convenience, agree to such compensation exceeding said estimated amount, or agree to a reduction in the remaining services to be rendered by Engineer, so that total compensation for such services will not exceed said estimated amount when such services are completed. If Owner decides not to suspend the Engineer's services during the negotiations and Engineer exceeds the estimated amount before Owner and Engineer have agreed to an increase in the compensation due Engineer or a reduction in the remaining services, then Engineer shall be paid for all services rendered hereunder. H. To the extent necessary to verify Engineer’s charges and upon Owner’s timely request, Engineer shall make copies of such records available to Owner at no additional cost. Exhibit C –Compensation Packet –RPR-2 EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 COMPENSATION PACKET RPR-2: Resident Project Representative – Standard Hourly Rates Article 2 of the Agreement is supplemented to include the following agreement of the parties: C2.04 Compensation for Resident Project Representative Basic Services – Standard Hourly Rates Method of Payment A. Owner shall pay Engineer for Resident Project Representative Basic Services as follows: 1. Resident Project Representative Services: For services of Engineer’s Resident Project Representative under Paragraph A1.05.A of Exhibit A, an amount equal to the cumulative hours charged to the Project by each class of Engineer’s personnel times Standard Hourly Rates for each applicable billing class for all Resident Project Representative services performed on the Project, plus related Reimbursable Expenses and Engineer’s Consultant’s charges, if any. The total compensation under this paragraph is estimated to be $[ ] based upon estimated full and part time hours as required by the contractor’s schedule over an [ ] day construction schedule. 2. If rate(s) for RPR services is not indicated in Appendix Two to Exhibit C, “Standard Hourly Rates Schedule,” the Standard Hourly Rate for RPR services is $ per hour. B. Compensation for Reimbursable Expenses: 1. For those Reimbursable Expenses that are not accounted for in the compensation for Basic Services under Paragraph C2.01, and are directly related to the provision of Resident Project Representative or Post-Construction Basic Services, Owner shall pay Engineer at the rates set forth in Appendix 1 to this Exhibit C. 2. Reimbursable Expenses include the expenses identified in Appendix 1 and the following: transportation (including mileage), lodging, and subsistence incidental thereto; providing and maintaining field office facilities including furnishings and utilities; subsistence and transportation of Resident Project Representative and assistants; toll telephone calls, mobile phone charges, and courier charges; reproduction of reports, Drawings, Specifications, bidding-related or other procurement documents, Construction Contract Documents, and similar Project-related items. In addition, if authorized in advance by Owner, Reimbursable Expenses will also include expenses incurred for the use of highly specialized equipment. 3. The amounts payable to Engineer for Reimbursable Expenses, if any, will be those internal expenses related to the Resident Project Representative Basic Services that are actually incurred or allocated by Engineer, plus all invoiced external Reimbursable Expenses allocable to such services, the latter multiplied by a factor of [ 1.0]. 4. The Reimbursable Expenses Schedule will be adjusted annually (as of [ ]) to reflect equitable changes in the compensation payable to Engineer. Changes will not be effective unless and until concurred in by the Owner and Agency. Exhibit C –Compensation Packet –RPR-2 EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 C. Other Provisions Concerning Payment Under this Paragraph C2.04: 1. Whenever Engineer is entitled to compensation for the charges of Engineer’s Consultants, those charges shall be the amounts billed by Engineer’s Consultants to Engineer times a factor of [ 1.0]. 2. Factors: The external Reimbursable Expenses and Engineer’s Consultant’s factors include Engineer’s overhead and profit associated with Engineer’s responsibility for the administration of such services and costs. 3. Estimated Compensation Amounts: a. Engineer’s estimate of the amounts that will become payable for specified services are only estimates for planning purposes, are not binding on the parties, and are not the minimum or maximum amounts payable to Engineer under the Agreement. b. When estimated compensation amounts have been stated herein and it subsequently becomes apparent to Engineer that the total compensation amount thus estimated will be exceeded, Engineer shall give Owner and Agency written notice thereof, allowing Owner to consider its options, including suspension or termination of Engineer's services for Owner's convenience. Upon notice Owner and Engineer promptly shall review the matter of services remaining to be performed and compensation for such services. Owner shall either exercise its right to suspend or terminate Engineer's services for Owner's convenience, agree to such compensation exceeding said estimated amount, or agree to a reduction in the remaining services to be rendered by Engineer, so that total compensation for such services will not exceed said estimated amount when such services are completed. If Owner decides not to suspend Engineer's services during negotiations and Engineer exceeds the estimated amount before Owner and Engineer have agreed to an increase in the compensation due Engineer or a reduction in the remaining services, then Engineer shall be paid for all services rendered hereunder. 4. To the extent necessary to verify Engineer’s charges and upon Owner’s timely request, Engineer shall make copies of such records available to Owner. Exhibit C –Compensation Packet –AS-1: Additional Services- Standard Hourly rates Method of Payment EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 8 COMPENSATION PACKET AS-1: Additional Services – Standard Hourly Rates Article 2 of the Agreement is supplemented to include the following agreement of the parties: C2.05 Compensation for Additional Services – Standard Hourly Rates Method of Payment A. Owner shall pay Engineer for Additional Services, if any, as follows: 1. General: For services of Engineer’s personnel engaged directly on the Project pursuant to Paragraph A2.01 or A2.02 of Exhibit A, except for services as a consultant or witness under Paragraph A2.01.A.20, (which if needed shall be separately negotiated based on the nature of the required consultation or testimony) an amount equal to the cumulative hours charged to the Project by each class of Engineer’s personnel times Standard Hourly Rates for each applicable billing class for all Additional Services performed on the Project, plus related Reimbursable Expenses and Engineer’s Consultant’s charges, if any. B. Compensation For Reimbursable Expenses: 1. For those Reimbursable Expenses that are not accounted for in the compensation for Basic Services under Paragraph C2.01 and are directly related to the provision of Additional Services, Owner shall pay Engineer at the rates set forth in Appendix 1 to this Exhibit C. 2. Reimbursable Expenses include the expenses identified in Appendix 1 and the following categories: transportation (including mileage), lodging, and subsistence incidental thereto; providing and maintaining field office facilities including furnishings and utilities; toll telephone calls, mobile phone charges, and courier charges; reproduction of reports, Drawings, Specifications, bidding-related or other procurement documents, Construction Contract Documents, and similar Project-related items; and Consultants’ charges. In addition, if authorized in advance by Owner, Reimbursable Expenses will also include expenses incurred for the use of highly specialized equipment. 3. The amounts payable to Engineer for Reimbursable Expenses, if any, will be the Additional Services-related internal expenses actually incurred or allocated by Engineer, plus all invoiced external Reimbursable Expenses allocable to such Additional Services, the latter multiplied by a factor of [1.0]. 4. The Reimbursable Expenses Schedule will be adjusted annually (as of January 1st) to reflect equitable changes in the compensation payable to Engineer. Changes will not be effective unless and until concurred in by the Owner and Agency. C. Other Provisions Concerning Payment for Additional Services: 1. Whenever Engineer is entitled to compensation for the charges of Engineer’s Consultants, those charges shall be the amounts billed by Engineer’s Consultants to Engineer times a factor of [1.0]. Exhibit C –Compensation Packet –AS-1: Additional Services- Standard Hourly rates Method of Payment EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 9 2. Factors: The external Reimbursable Expenses and Engineer’s Consultant’s Factors include Engineer’s overhead and profit associated with Engineer’s responsibility for the administration of such services and costs. 3. To the extent necessary to verify Engineer’s charges and upon Owner’s timely request, Engineer shall make copies of such records available to Owner at no cost. Exhibit C – Appendix 1: Reimbursable Expenses Schedule. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is Appendix 1 to EXHIBIT C, consisting of 1 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Reimbursable Expenses Schedule Reimbursable Expenses are subject to review and adjustment per Exhibit C. Rates and charges for Reimbursable Expenses as of the date of the Agreement are: 8"x11" Copies/Impressions $ 0.08/page Copies of Drawings $ 4.00 / each Mileage (auto) $ GSA Mileage Rate Air Transportation N/A Laboratory Testing at cost Health and Safety Level D N/A Health and Safety Level C N/A Meals and Lodging at cost Exhibit C –Appendix 2- Standard Hourly Rates EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is Appendix 2 to EXHIBIT C, consisting of 1 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Standard Hourly Rates Schedule A. Standard Hourly Rates: 1. Standard Hourly Rates are set forth in this Appendix 2 to this Exhibit C and include salaries and wages paid to personnel in each billing class plus the cost of customary and statutory benefits, general and administrative overhead, non-project operating costs, and operating margin or profit. 2. The Standard Hourly Rates apply only as specified in Article C2. B. Schedule: Hourly rates for services performed on or after the date of the Agreement are: Project Principal $170.00-$200.00/hour Project Manager $110.00-$170.00/hour Project Engineer $100.00-$155.00/hour Staff Engineer $80.00-$110.00/hour Staff Technician $70.00-$120.00/hour Field Technician $65.00-$100.00/hour CAD Operator $75.00-$110.00/hour Administrative $65.00-$80.00/hour Exhibit D –Resident Project Representative EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT D, consisting of 5 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Duties, Responsibilities, and Limitations of Authority of Resident Project Representative Article 1 of the Agreement is supplemented to include the following agreement of the parties: ARTICLE 1 - SERVICES OF ENGINEER D1.01 Resident Project Representative A. Engineer shall furnish a Resident Project Representative (“RPR”) to assist Engineer in observing progress and quality of the Work. The RPR may provide full time representation or may provide representation to a lesser degree. RPR is Engineer’s representative at the Site, will act as directed by and under the supervision of Engineer, and will confer with Engineer regarding RPR’s actions. Full time Resident Project Representative is required unless requested in writing by the Owner and waived in writing by the Agency. B. Through RPR's observations of the Work, including field checks of materials and installed equipment, Engineer shall endeavor to provide further protection for Owner against defects and deficiencies in the Work. However, Engineer shall not, as a result of such RPR observations of the Work, supervise, direct, or have control over the Work, nor shall Engineer (including the RPR) have authority over or responsibility for the means, methods, techniques, sequences, or procedures of construction selected or used by any Constructor, for security or safety at the Site, for safety precautions and programs incident to the Work or any Constructor’s work in progress, for the coordination of the Constructors’ work or schedules, or for any failure of any Constructor to comply with Laws and Regulations applicable to the performing and furnishing of its work. The Engineer (including RPR) neither guarantees the performances of any Constructor nor assumes responsibility for any Constructor’s failure to furnish and perform the Work, or any portion of the Work, in accordance with the Construction Contract Documents. In addition, the specific terms set forth in Exhibit A, Paragraph A1.05, of this Agreement are applicable. C. The duties and responsibilities of the RPR are as follows: 1. General: RPR’s dealings in matters pertaining to the Work in general shall be with Engineer and Contractor. RPR’s dealings with Subcontractors shall only be through or with the full knowledge and approval of Contractor. RPR shall generally communicate with Owner only with the knowledge of and under the direction of Engineer. 2. Schedules: Review the progress schedule, schedule of Shop Drawing and Sample submittals, schedule of values, and other schedules prepared by Contractor and consult with Engineer concerning acceptability of such schedules. 3. Conferences and Meetings: Attend meetings with Contractor, such as preconstruction conferences, progress meetings, job conferences, and other Project-related meetings (but Exhibit D –Resident Project Representative EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 not including Contractor’s safety meetings), and as appropriate prepare and circulate copies of minutes thereof. 4. Safety Compliance: Comply with Site safety programs, as they apply to RPR, and if required to do so by such safety programs, receive safety training specifically related to RPR’s own personal safety while at the Site. 5. Liaison: a. Serve as Engineer’s liaison with Contractor. Working principally through Contractor’s authorized representative or designee, assist in providing information regarding the provisions and intent of the Construction Contract Documents. b. Assist Engineer in serving as Owner’s liaison with Contractor when Contractor’s operations affect Owner’s on-Site operations. c. Assist in obtaining from Owner additional details or information, when required for proper execution of the Work. 6. Clarifications and Interpretations: Receive from Contractor submittal of any matters in question concerning the requirements of the Construction Contract Documents (sometimes referred to as requests for information or interpretation—RFIs), or relating to the acceptability of the Work under the Construction Contract Documents. Report to Engineer regarding such RFIs. Report to Engineer when clarifications and interpretations of the Construction Contract Documents are needed, whether as the result of a Contractor RFI or otherwise. Transmit Engineer’s clarifications, interpretations, and decisions to Contractor. , 7. Shop Drawings and Samples: a. Record date of receipt of Samples and Contractor-approved Shop Drawings. b. Receive Samples that are furnished at the Site by Contractor, and notify Engineer of availability of Samples for examination. c. Advise Engineer and Contractor of the commencement of any portion of the Work requiring a Shop Drawing or Sample submittal, if RPR believes that the submittal has not been received from Contractor, or has not been approved by Contractor or Engineer. 8. Proposed Modifications: Consider and evaluate Contractor’s suggestions for modifications to the Drawings or Specifications, and report such suggestions, together with RPR’s recommendations, if any, to Engineer. Transmit Engineer’s response (if any) to such suggestions to Contractor. 9. Review of Work; Defective Work: a. Report to Engineer whenever RPR believes that any part of the Work is defective under the terms and standards set forth in the Construction Contract Documents, Exhibit D –Resident Project Representative EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 and provide recommendations as to whether such Work should be corrected, removed and replaced, or accepted as provided in the Construction Contract Documents. b. Inform Engineer of any Work that RPR believes is not defective under the terms and standards set forth in the Construction Contract Documents, but is nonetheless not compatible with the design concept of the completed Project as a functioning whole, and provide recommendations to Engineer for addressing such Work. ; and c. Advise Engineer of that part of the Work that RPR believes should be uncovered for observation, or requires special testing, inspection, or approval. 10. Inspections, Tests, and System Start-ups: a. Consult with Engineer in advance of scheduled inspections, tests, and systems start-ups. b. Verify that tests, equipment, and systems start-ups and operating and maintenance training are conducted in the presence of appropriate Owner’s personnel, and that Contractor maintains adequate records thereof. c. Observe, record, and report to Engineer appropriate details relative to the test procedures and systems start-ups. d. Observe whether Contractor has arranged for inspections required by Laws and Regulations, including but not limited to those to be performed by public or other agencies having jurisdiction over the Work. e. Accompany visiting inspectors representing public or other agencies having jurisdiction over the Work, record the results of these inspections, and report to Engineer. 11. Records: a. Maintain at the Site orderly files for correspondence, reports of job conferences, copies of Construction Contract Documents including all Change Orders, Field Orders, Work Change Directives, Addenda, additional Drawings issued subsequent to the execution of the Construction Contract, RFIs, Engineer’s clarifications and interpretations of the Construction Contract Documents, progress reports, approved Shop Drawing and Sample submittals, and other Project-related documents. b. Prepare a daily report or keep a diary or log book, recording Contractor’s hours on the Site, Subcontractors present at the Site, weather conditions, data relative to questions of Change Orders, Field Orders, Work Change Directives, or changed conditions, Site visitors, deliveries of equipment or materials, daily activities, decisions, observations in general, and specific observations in more detail as in the case of observing test procedures; and send copies to Engineer. Exhibit D –Resident Project Representative EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 c. Upon request from Owner to Engineer, photograph or video Work in progress or Site conditions. d. Record and maintain accurate, up-to-date lists of the names, addresses, fax numbers, e-mail addresses, websites, and telephone numbers (including mobile numbers) of all Contractors, Subcontractors, and major Suppliers of materials and equipment. e. Maintain records for use in preparing Project documentation. f. Upon completion of the Work, furnish original set of all RPR Project documentation to Engineer. g. Maintain all Manufacturers’ Certification letters in the project file and on site during construction to ensure compliance with Build America, Buy America (BABA) provisions of P.L. 117-58 and subsequent statutes mandating domestic preference, as applicable. 12. Reports: a. Furnish to Engineer periodic reports as required of progress of the Work and of Contractor’s compliance with the progress schedule and schedule of Shop Drawing and Sample submittals. b. Furnish to Engineer and Owner copies of all inspection, test, and system start-up reports. c. Immediately inform Engineer of the occurrence of any Site accidents, emergencies, acts of God endangering the Work, possible force majeure or delay events, damage to property by fire or other causes, or the discovery of any potential differing site condition or Constituent of Concern. 13. Payment Requests: Review applications for payment with Contractor for compliance with the established procedure for their submission and forward with recommendations to Engineer, noting particularly the relationship of the payment requested to the schedule of values, Work completed, and materials and equipment delivered at the Site but not incorporated in the Work. 14. Certificates, Operation and Maintenance Manuals: During the course of the Work, verify that materials and equipment certificates, operation and maintenance manuals and other data required by the Contract Documents to be assembled and furnished by Contractor are applicable to the items actually installed and in accordance with the Contract Documents, and have these documents delivered to Engineer for review and forwarding to Owner prior to payment for that part of the Work. 15. Completion: Exhibit D –Resident Project Representative EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 a. Participate in Engineer’s visits to the Site regarding Substantial Completion, assist in the determination of Substantial Completion, and prior to the issuance of a Certificate of Substantial Completion submit a punch list of observed items requiring completion or correction. b. Participate in Engineer’s visit to the Site in the company of Owner and Contractor, to determine completion of the Work, and prepare a final punch list of items to be completed or corrected by Contractor. c. Observe whether all items on the final punch list have been completed or corrected, and make recommendations to Engineer concerning acceptance and issuance of the Notice of Acceptability of the Work (Exhibit E). D. Resident Project Representative shall not: 1. Authorize any deviation from the Construction Contract Documents or substitution of materials or equipment (including “or-equal” items). 2. Exceed limitations of Engineer’s authority as set forth in this Agreement. 3. Undertake any of the responsibilities of Contractor, Subcontractors, or Suppliers, or any Constructor. 4. Advise on, issue directions relative to, or assume control over any aspect of the means, methods, techniques, sequences or procedures of the Work, by Contractor or any other Constructor. 5. Advise on, issue directions regarding, or assume control over security or safety practices, precautions, and programs in connection with the activities or operations of Owner or Contractor. 6. Participate in specialized field or laboratory tests or inspections conducted off-site by others except as specifically authorized by Engineer. 7. Accept Shop Drawing or Sample submittals from anyone other than Contractor. 8. Authorize Owner to occupy the Project in whole or in part. Exhibit E – Notice of Acceptability of Work. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT E, consisting of 2 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated 5/26/23. NOTICE OF ACCEPTABILITY OF WORK PROJECT: OWNER: CONTRACTOR: OWNER’S CONSTRUCTION CONTRACT IDENTIFICATION: EFFECTIVE DATE OF THE CONSTRUCTION CONTRACT: ENGINEER: NOTICE DATE: To: Owner And To: Contractor From: Engineer The Engineer hereby gives notice to the above Owner and Contractor that Engineer has recommended final payment of Contractor, and that the Work furnished and performed by Contractor under the above Construction Contract is acceptable, expressly subject to the provisions of the related Contract Documents, the Agreement between Owner and Engineer for Professional Services dated ______, and the following terms and conditions of this Notice: Exhibit E – Notice of Acceptability of Work. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 CONDITIONS OF NOTICE OF ACCEPTABILITY OF WORK The Notice of Acceptability of Work (“Notice”) is expressly made subject to the following terms and conditions to which all those who receive said Notice and rely thereon agree: 1. This Notice is given with the skill and care ordinarily used by members of the engineering profession practicing under similar conditions at the same time and in the same locality. 2. This Notice reflects and is an expression of the Engineer’s professional opinion. 3. This Notice is given as to the best of Engineer’s knowledge, information, and belief as of the Notice Date. 4. This Notice is based entirely on and expressly limited by the scope of services Engineer has been employed by Owner to perform or furnish during construction of the Project (including observation of the Contractor’s work) under Engineer’s Agreement with Owner, and applies only to facts that are within Engineer’s knowledge or could reasonably have been ascertained by Engineer as a result of carrying out the responsibilities specifically assigned to Engineer under such Agreement. 5. This Notice is not a guarantee or warranty of Contractor’s performance under the Construction Contract, an acceptance of Work that is not in accordance with the related Contract Documents, including but not limited to defective Work discovered after final inspection, nor an assumption of responsibility for any failure of Contractor to furnish and perform the Work thereunder in accordance with the Construction Contract Documents, or to otherwise comply with the Construction Contract Documents or the terms of any special guarantees specified therein. 6. This Notice does not relieve Contractor of any surviving obligations under the Construction Contract, and is subject to Owner’s reservations of rights with respect to completion and final payment. By: Title: Dated: Exhibit G – Insurance. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT G, consisting of 2 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Insurance Paragraph 6.05 of the Agreement is supplemented to include the following agreement of the parties: G6.05 Insurance A. The limits of liability for the insurance required by Paragraph 6.05.A and 6.05.B of the Agreement are as follows: 1. By Engineer: a. Workers’ Compensation: Statutory b. Employer’s Liability -- 1) Bodily injury, each accident: $1,000,000 2) Bodily injury by disease, each employee: $1,000,000 3) Bodily injury/disease, aggregate: $1,000,000 c. General Liability -- 1) Each Occurrence: $1,000,000 2) General Aggregate: $2,000,000 d. Excess or Umbrella Liability -- 1) Per Occurrence: $3,000,000 2) General Aggregate: $3,000,000 e. Automobile Liability: $1,000,000 Combined Single Limit (Bodily Injury and Property Damage) f. Professional Liability – 1) Each Claim Made $2,000,000 2) Annual Aggregate $3,000,000 Exhibit G – Insurance. EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 2. By Owner: a. Workers’ Compensation: Statutory b. Employer’s Liability -- 1) Bodily injury, Each Accident $1,000,000 2) Bodily injury by Disease, Each Employee $10,000 3) Bodily injury/Disease, Aggregate $1,000,000 c. General Liability -- 1) General Aggregate: $2,000,000 2) Each Occurrence: $1,000,000 d. Excess Umbrella Liability 1) Per Occurrence: $3,000,000 2) General Aggregate: $3,000,000 e. Automobile Liability: $1,000,000 Combined Single Limit (Bodily Injury and Property Damage) B. Additional Insureds: 1. The following individuals or entities are to be listed on Owner’s general liability policies of insurance as additional insureds: a. Aldrich + Elliott, PC Engineer b. [ ] Engineer’s Consultant 2. During the term of this Agreement the Engineer shall notify Owner of any other Consultant to be listed as an additional insured on Owner’s general liability policies of insurance. 1. The Owner shall be listed on Engineer’s and all Consultants’ general liability policy as additional insureds as provided in Paragraph 6.07A. and G Exhibit H – Dispute Resolution Page 1 This is EXHIBIT H, consisting of [ 1 ] pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated [5/26/23]. Dispute Resolution Paragraph 6.09 of the Agreement is supplemented to include the following agreement of the parties: H6.08 Dispute Resolution A. Mediation: Owner and Engineer agree that they shall first submit any and all unsettled claims, counterclaims, disputes, and other matters in question between them arising out of or relating to this Agreement or the breach thereof (“Disputes”) to mediation by Michael Marks. Owner and Engineer agree to participate in the mediation process in good faith. The process shall be conducted on a confidential basis, and shall be completed within 120 days. If such mediation is unsuccessful in resolving a Dispute, then (1) the parties may mutually agree to a dispute resolution of their choice, or (2) either party may seek to have the Dispute resolved by a court of competent jurisdiction. Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 1 This is EXHIBIT J, consisting of 6 pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated November 15, 2023. Special Provisions Paragraph(s) A1.02 and A1.03 of the Agreement is/are amended to include the following agreement(s) of the parties: INTRODUCTION The addition of a new primary clarifier #4 was identified in the January 2023 Preliminary Engineering Report (PER) prepared by Hoyle Tanner. Alternative No. 2 was selected as the preferred approach and includes the following recommended improvements: • New Primary Clarifier o One (1) new 35’ diameter center feed clarifier with a 12’ sidewater depth o Yard piping for 12” influent, 18” effluent, and 6” primary waste sludge o Interior piping for 6” primary waste sludge and 8” thickened waste activated sludge o Influent sluice gate o Valve vault with 6” plug valves o One (1) 125 gpm, 5 hp primary sludge pump • Sludge Blend Tank Modifications o Yard piping for 6” primary waste sludge o Interior piping for 6” primary waste sludge and 8” thickened waste activated sludge o Piping/valve modifications in dewatering building to reconfigure pump suction and discharge Based on initial discussions with the City, the following tasks are also included in this scope of services: • Evaluation of tank material types for the new clarifier. The fee is based on the design of a cast-in-place concrete clarifier tank. • Repairs to the existing clarifier distribution structure and addition of stairs and handrails • Confirmation of the improvements to be included for the sludge blend tank modifications This scope of services is based on the OWNER securing financing through the State of Vermont Revolving Loan Fund (CWSRF) for this project. SCOPE OF SERVICES Basic Services – Final Design A. Gather and Review Existing Information Existing information will be reviewed which is beneficial in the design of the new primary clarifier and appurtenances. The following information will be gathered and reviewed: • As-built drawings • Basis of design criteria Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 2 • Previous studies • Other data as appropriate B. Evaluate Tank Materials Prior to the start of the structural design of the new primary clarifier tank, the tank materials will be evaluated. This will include an economic and technical assessment of the cast-in-place concrete vs precast concrete tank. A Memo will be prepared summarizing the results of the evaluation, and with input from the City, a recommendation will be developed for the tank type. The fee shown is based on the structural design of a cast-in-place concrete tank. C. Field Survey The ENGINEER shall use all existing surveys wherever possible and shall make additional field surveys and conduct office work related to said surveys as necessary for preparation of the final design and contract drawings for the project. Up to one (1) day of topographical field survey is budgeted plus field edits for the proposed project. D. Basis for Final Design The Basis for Final Design document will be prepared following the WID format, and will include the new primary clarifier #4 and appurtenances, and sludge blend tank modifications. A draft document will be submitted prior to the 30% review meeting, review comments addressed, and a final document submitted. E. Preparation of Final Design Plans and Specifications The ENGINEER will make engineering investigations as are necessary and will compile such data as required for the design and drawings for the project. Drawings (plans), technical and construction specifications shall be prepared setting forth in sufficient detail the requirements for constructing the project. Specific tasks include: 1. Final design, detailed construction drawings, specifications, and contract forms complete and ready for construction bids. 2. This design shall include the following: 1) Utilization of existing designs, maps, soil borings and other available information to the maximum extent feasible. 2) The site plans will be at a horizontal scale of 1’ = 20’, and plan/profiles shall be at a horizontal scale of 1” = 40’ and a vertical scale of 1” = 4’. (i) Specific information to be included on the plans will be roadway and driveway limits, curb locations, house locations, street addresses, existing utilities and service lines derived from as-built plans and field locations by “Dig Safe”, test boring locations, specimen trees and hedge rows, fences, approximate right-of-way locations, easements, and street names. Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 3 (ii) The profiles will include the existing grade along the centerline of the proposed improvements and the approximate elevations of the existing utilities at the points of intersection. All elevations will be referenced to NGVD 29 or NAVD 88 vertical control datum as appropriate. (iii) Technical specifications for the civil and site components of the project will be prepared and provided in the CSI 16 Division format. (iv) The technical specifications will be supplemented with the DEC required “front-end” documents to make a set of construction contract documents suitable for public bidding purposes that will comply with BABA requirements and will include: (a) Advertisement for Bids (b) Information for Bidders (c) Bid Form (d) Contract Form (e) General and Supplemental General Conditions (f) Special Conditions (g) Technical Specifications (v) For the “90% design review” draft, set of blueprints of the construction drawings, the specifications, and the contract documents shall be provided by the ENGINEER as follows: (a) Two (2) copies for the OWNER (b) Two (2) copies for review agencies (vi) For the final design plans, contract documents and specifications (construction set) the ENGINEER will provide the following in addition to two OWNER’S copies: (a) Two (2) copies to the Vermont Department of Environmental Conservation F. Opinion of Probable Cost An opinion of probable construction cost and updated total project cost will be prepared, based upon completed final drawings and specifications, will be furnished to the OWNER. The total project cost summary will also be prepared in the WID PCS template. G. Project Schedules A general schedule for the construction phase of the project will be furnished to the OWNER. This schedule shall identify the following for which the construction contract WORK duration (continuous calendar days) is based: 1. Execution of the Notice to Proceed 2. Field work commencement 3. Field work seasonal stoppage/start-up (if applicable) 4. Substantial and/or Final Completion of WORK H. Meetings The ENGINEER will meet at reasonable and customary intervals to provide a close liaison with the OWNER, the State of Vermont Water Investment Division (WID) representatives, and other recognized authorities having jurisdiction in regard to the engineering of the project. Meetings at 30% and 60% design review stages are included in this agreement. Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 4 Subsurface/Geotechnical Investigation Geotechnical technical investigation will be performed by Knights Consulting Engineers (KCE) as follows: 1. Approximately 3 soil boring locations will be pre-marked around the perimeter of the proposed clarifier and coordinated with DIG-SAFE to mark public utilities around the proposed soil borings. T&K Drilling will perform approximately 3 soil borings. In general, continuous sampling will be performed in the top 12 feet of the soil boring and 5-foot sampling thereafter. Unless noted otherwise, borings will be drilled to 15’ to 20’. 2. Full-time observation of the soil sampling operation in order to review and perform indicator testing on the retrieved samples plus make adjustments to the soil sampling program, as needed. Boring spoils will be used to back fill the boreholes (excess soil will be mounded over the holes). 3. Soil sampling in granular soils shall be performed using split-spoon samplers; sampling in cohesive soils shall be performed using a combination of split-spoon samplers and Shelby tubes (where Qu < 1.0 TSF). 4. The boring logs will be reviewed and perform (physical) laboratory testing on the soil samples, as needed. This laboratory testing will assist in the determination of foundation options and classifying the existing materials. Though our firm has the capability, this proposal assumes that no consolidation testing will be required (i.e. for compressible silts and clays). 5. From the soil borings and lab testing, KCE will determine the soil characteristics (phi angle and cohesion) and calculate the safe vertical bearing pressure, horizontal earth loading parameter (active, at-rest and passive), maximum earth slopes, Modulus of Subgrade Reaction, and passive pressure for foundation sizing. KCE will compile the findings for each project into a brief summary report including the boring logs, design lateral loading/resistance information, seismicity of the site, frost penetration depth, and groundwater depths. Special Services A. Environmental Report The ENGINEER will prepare an environmental report in the new State of Vermont WID format to include: Purpose and need of project Environmental Justice Considerations Cultural, Historic and Archaeological Resources Land Use Intergovernmental Review of Federal Programs Wetlands, Floodplains, Coastal Zones, Wild and Scenic Rivers Fish, Wildlife and Endangered Species Drinking Water and Groundwater Protection Air Quality, Noise and Emissions NEPA Related Considerations Mitigation Measures and/or Alternative Plans of Action Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 5 Exhibits/maps Additionally, the ENGINEER will submit a Permit Review Sheet (PRS) request to the State of Vermont for the project. This scope of services is based on this project being eligible for a Categorical Exclusion from a Detail Environmental Review (CATEX) and does not include a public hearing. B. Permitting Assistance 1. Archeological Resource Assessment a. Coordination will be provided to obtain a sign-off from the Division of Historic Preservation. 2. State of Vermont General Permit for Stormwater Runoff: a. A+E shall prepare the Appendix A – Risk Evaluation and Soils Evaluation Tool, and is assumed to qualify as a low risk project. b. Submittal of the Notice of Intent. 3. State of Vermont Act 250 Minor Amendment a. The application will be prepared for a minor amendment of the Act 250 Land Use permit, to include the list of adjoiners. The on-line application will include the following sections and supporting exhibits: • Application Form • Schedule A – Fee Information • Schedule B – Response to 10 Criteria • Schedule E – Adjoiner Information • Schedule F – Certification of Service b. Distribution of additional information will be performed electronically with a Certificate of Service. 4. City DRB/Site Plan Approval a. The applications and exhibits will be prepared for the Town permits, to include the list of adjoiners. 5. Meetings/Site Visits a. A+E will prepare for and attend up to two (2) meetings, site visits, or public hearings related to permitting issues. C. Easement Assistance The ENGINEER will assist the OWNER in the Certificate of Title to Site required by WID. Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 6 Additional Services In addition to the foregoing being performed, the following services shall be provided only when mutually agreed upon in writing by and between the OWNER and the ENGINEER’s compensation and time duration of the Agreement. Special Services will commence when incorporated into this scope of services by written Amendment signed by both parties. Examples of Special Services available are: 1. Archeological resource assessment 2. Design of the new primary sludge pump in a new structure 3. Design of sludge blend modifications beyond that identified 4. Permitting beyond that identified under Special Services. 5. Permit filling fees 6. Redesigns ordered by the OWNER or REGULATORY AGENCIES after final design plans have been reviewed and accepted. 7. Assistance to the OWNER on matters of easement or land acquisition, litigation or arbitration in regard to the project. Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 7 This is EXHIBIT K, consisting of [ ] pages, referred to in and part of the Agreement between Owner and Engineer for Professional Services dated 5/26/2023. AMENDMENT TO OWNER-ENGINEER AGREEMENT Amendment No. _____ The Effective Date of this Amendment is: ______. Background Data Effective Date of Owner-Engineer Agreement: Owner: Engineer: Project: Nature of Amendment: [Check those that are applicable and delete those that are inapplicable.] ____ Additional Services to be performed by Engineer ____ Modifications to services of Engineer ____ Modifications to responsibilities of Owner ____ Modifications of payment to Engineer ____ Modifications to time(s) for rendering services ____ Modifications to other terms and conditions of the Agreement Description of Modifications: Here describe the modifications, in as much specificity and detail as needed. Use an attachment if necessary. Agreement Summary: Original agreement amount: $_____________ Net change for prior amendments: $_____________ This amendment amount: $_____________ Adjusted Agreement amount: $_____________ Exhibit J – Special Provisions EJCDC® E-500, Agreement Between Owner and Engineer for Professional Services. Copyright © 2014 National Society of Professional Engineers, American Council of Engineering Companies, and American Society of Civil Engineers. All rights reserved. Page 8 Change in time for services (days or date, as applicable): ______ The foregoing Agreement Summary is for reference only and does not alter the terms of the Agreement, including those set forth in Exhibit C. Owner and Engineer hereby agree to modify the above-referenced Agreement as set forth in this Amendment. All provisions of the Agreement not modified by this or previous Amendments remain in effect. OWNER: ENGINEER: By: By: Print name: Print name: Title: Title: Date Signed: Date Signed: MEMORANDUM To: South Burlington City Council From: Marisa Rorabaugh, Stormwater Superintendent CC: Jessie Baker, City Manager Tom DiPietro, Director of Public Works Date: November 29, 2023 Re: Letter of Support for Adelphia Cable Pond Retrofit FRP Project Grant Application The Potash Brook Flow Restoration Plan (FRP) was developed to provide an outline of various projects that would enable the City of South Burlington to meet the flow reduction goals associated with its Municipal Separate Storm Sewer Systems (MS4) Permit. These flow reduction goals were determined by the U.S. Environmental Protection Agency in 2006 to improve water quality via the usage of Total Maximum Daily Loads (TMDLs). The TMDL for Potash Brook requires a 16.5% reduction in stream flow during high flow conditions, established as the 1-year 24-hour storm event. The City has been working on multiple different FRP projects throughout the Potash Brook watershed, with many more needed to meet the TMDL. This grant will enable the City to continue it’s work implementing FRP projects while minimizing financial impacts to the residents of South Burlington. One project proposed in the Potash Brook FRP includes retrofitting an existing detention pond located at 43 Comcast Way into a gravel wetland. The detention pond was previously permitted under an expired permit, #6291-9030, and does not meet the current design standards that are outlined in the 2017 Vermont Stormwater Management Manual, as well as the most current South Burlington Land Development Regulations. Retrofitting the detention pond into a gravel wetland would allow for more phosphorus to be removed from runoff that passes through the treatment practice, as well as a reduction in flow entering the Potash Brook during the 1-year storm event. This project would also allow for runoff to be rerouted from Kimball Ave and conveyed to the upgraded treatment system. Kimball Ave is largely untreated currently. The City would like to hire an engineering consultant to perform a scoping study for this project to determine its feasibility. A scoping study would allow us to determine any adverse conditions that may exist onsite and different design configurations that may be possible. The scoping study is estimated to cost $55,000. We’d like to pursue grant funding through the VTrans Transportation Alternative Program to help pay for this study. Approximately 50% of the funds for this grant will be reserved for Environmental Mitigation projects, which this project would qualify as. I am requesting that Council indicate their support for this work and the City’s grant application to the VTrans Transportation Alternative Program. I am requesting that council take a formal vote on this matter and sign the attached letter for inclusion with our grant application. If you have any questions, please contact me at (802) 658 – 7961 x 6111 or MRorabaugh@southburlingtonvt.gov. 575 Dorset Street South Burlington, VT 05403 tel 802.658.7961 fax 802.658.7976 www.sburl.com Physical Address: 104 Landfill Road South Burlington To Whom it May Concern, The City of South Burlington Stormwater Utility has been working to continue improvements to the stormwater treatment and drainage in the Potash Brook watershed for several years. A component of this work is to implement various stormwater treatment practices throughout the watershed that were proposed in the Potash Brook Flow Restoration Plan. One of these projects includes retrofitting an existing wet pond located at 43 Comcast Way into a gravel wetland. On ___________, 20___ the South Burlington City Council voted to support the Stormwater Utility’s plan to hire a consultant to perform a scoping study for this project. In addition, City Council supports the Stormwater Utility’s grant application to the VTrans Transportation Alternatives Program. We authorize our Stormwater Superintendent, Marisa Rorabaugh, to act as the City’s authorized representative when dealing with matters related to this study and the associated applications. Marisa can be reached at (802) 658- 7961x6111 or MRorabaugh@southburlingtonvt.gov. Sincerely, South Burlington City Council ____________________________________ __________________________________ ____________________________________ ____________________________________ ____________________________________ City Of South Burlington, Grant Request Form Prior to applying for a grant please complete this form and submit to Finance Director. Please submit at least two weeks prior to City Council approval meeting. Extenuating circumstances which do not permit two weeks notice should be brought to the attention of the Finance Director as soon as possible. Please attach actual grant application form – either blank or completed Name and title of person completing this form (Project Manager) Date 1. Name/title of grant and submittal deadline date: VTrans Fall 2023 Transportation Alternatives Program Grant. The submission deadline is December 8, 2023. 2. What specifically is the grant’s purpose? The Transportation Alternatives Program (TAP) grant is for any environmental mitigation activity to address stormwater management, control, and water pollution prevention or abatement related to highway construction or due to highway runoff. The TA grant program also funds salt sheds and infrastructure-related projects and systems that provide safe routes for non-drivers. 3. What does the grant fund and not fund (be specific)? The grant funds scoping (feasibility) studies that include defining the purpose and need of the project, potential impacts of the environment, and selecting preferred alternative solutions. A scoping study will also generally help bolster support for a future application for funding design and construction under TAP. 4. Total Project Cost: a. Amount of grant: $44,000 b. Is there a City match required, how much and in what fiscal year(s)? A City match of 20% is required, which would be $11,000. This would fall across FY25 and FY26. c. Are there other grants “tied into” or being used as a match for this grant of which are matching funds for this grant? No 5. From what budget line will match be paid, and is there unencumbered money to pay it? Budget line 402-12-7100-81.00 – Capital Improvement Projects would be used to pay the match. 6. Is there a cost to the city upon grant conclusion, and if yes, please describe? No 7. Is grant for stand alone project, and if no, how does grant fit into another project (describe in some detail)? We are applying for funds to complete a scoping study to determine the feasibility of the Adelphia Cable Pond Retrofit outlined in the Potash Brook FRP. This grant would be the first step in implementing this part of the FRP, which fits into the overall goal of meeting the TMDLs of the Potash Brook associated with our MS4 permit. 8. Length of grant - will the grant cross fiscal year(s)? The plan is to complete the scoping study across the FY24 and FY25 years, which will then allow us to move into design/construction in the years following. 9. Who will apply for grant (name/title)? Marisa Rorabaugh, Stormwater Superintendent 10. How much time will it take to complete grant application form? 5 hours 11. How likely is it that we will receive grant? We have a good chance to receive this grant funding. 50% of the TAP funding will be reserved for Environmental Mitigation projects. 12. Who will manage (project manager) grant and grant paperwork if approved (if different person than who is filling out this form), what are any grant compliance requirements, how much time will this take and how is that time available? Grant paperwork will be managed by Monika Ingalls, Stormwater Project Manager. The grant requires compliance with State and Federal regulations, as well as Agency and National Design Standards. As this is a scoping study, the project will be able to easily follow all compliance standards. Are there funds available in the grant to pay for our administrative costs? No. Can in-kind service be used as part of the City match? Yes, the required match can be met by donated goods and services, subject to approval by VTRANS. Monika Ingalls, Stormwater Project Manager 11/29/2023 Vermont TAP & MHSMP Grant Application Fall 2023 1 VTrans Fall 2023 Transportation Alternatives (TAP) and Municipal Highway and Stormwater Mitigation Program Grant (MHSMP) Combined Application Thoroughly read the TAP and MHSMP application guidebooks before you begin your application. It includes important program information and step-by-step instructions. Pay particular attention to the application process requirements. Applications are due by e-mail by December 8, 2023. Please e-mail the completed application to: Ross.gouin@vermont.gov and Scott.robertson@vermont.gov. Adelphia Cable Pond Retrofit FRP Project (Project Name/Title) Marisa Rorabaugh (Municipality contact person responsible for the management of this project) South Burlington (Town) 05403 (Zip Code) 104 Landfill Rd, South Burlington VT (Mailing Address) 802-658-7961 ext. 6111 (Phone) MRorabaugh@southburlingtonvt.gov (e-mail address) $ 44,000 Amount of Federal Funds requested (no more than 80% of the project cost estimate). 11,000 Amount of Local Match. Example: Federal Award = $600,000 (80% of total) Local Match = $150,000 (20% of total) Total Project Cost = $750,000 (100% of the total) County: Chittenden Town/Village/City: South Burlington Specific location, street, or road: Kimball Ave Regional Planning Commission: Chittenden County Regional Planning Commission If a linear project, what is the length in feet? Click here to enter text. Is the project on or intersecting to a State maintained highway? Yes ☐ No ☒ • Note: If yes, be sure to include documentation that you have notified the VTrans District Transportation Administrator of the intent to apply for TA funding and have provided them with a brief (one paragraph) description of the proposed project. Project type being applied for: ☒ Scoping ☐ Design/Construction Vermont TAP & MHSMP Grant Application Fall 2023 2 The municipality understands that a typical construction project utilizing TAP or MHSMP Program funds will take roughly three years (min.) in the Design and ROW phases prior to going to construction (as pointed out in the TAP and MHSMP Application Guides)? Yes ☒ No ☐ Does this project have a previously completed scoping or feasibility study? Yes ☐ No ☒ Note: Attach a map(s) of the project area and clearly show the limits of the project as well as surrounding benefits from the proposed improvement. If the project is within or adjacent to a designated downtown, village or growth center, clearly indicate the relationship of the proposed project to the boundary of the designated area. Color photos of the area are also recommended. Fiscal Information: Accounting System Automated ☐ Manual ☐ Combination☒ SAM Unique Identifier # QLSMM3HYJJP1 Fiscal Year End Month June Property Ownership: If the proposed project is on private property that will need to be acquired by the Municipality through purchase, easement, or eminent domain (includes temporary construction rights) in accordance with the “Uniform Act”, then the municipality is committed to exercising its right of eminent domain to acquire the rights to construct the project if necessary. Yes ☒ No ☐ Funding: Does this project already have existing funding? If so, please describe. Yes ☐ No ☒ Please note that existing projects will not be considered for additional funding without a current NEPA clearance and ROW clearance. Please provide date of clearances below: Will you accept an award less than you applied for? Yes ☒ No ☐ • If yes, please indicate whether local funds will be used to make up the shortfall, or if the project scope will be reduced. If the project scope is to be reduced, describe what part of the project (please be specific) you would accept partial funding for. A support letter from the governing body of the applicant municipality or organization and an acknowledgement and source of the local match and commitment to future maintenance responsibility for construction projects is required (must be dated within 1 year of the application). Is a letter of support attached? Yes ☒ No ☐ Vermont TAP & MHSMP Grant Application Fall 2023 3 Regional Planning Commission Letter of Support: In order to apply, the project must have a letter of support from the regional planning commission. Is a letter of support attached? Yes ☒ No ☐ PLEASE NOTE: If this application is for salt or sand shed funding, the applicant must read and understand the Municipal Assistance Section Salt Shed Application Guide. All of the following scoring questions below must thoroughly convey an understanding of the salt and sand guidance provided. Application Scoring Criteria: 1. Please give a brief description of the project (be sure to indicate the primary facility type being applied for and be concise). (10 points max.) As part of the requirements set by the Municipal Separate Storm Sewer System (MS4) General Permit, the City developed Flow Restoration Plans (FRPs) for each of its impaired watersheds that were identified in the EPA’s 303(d) list of Impaired Waters. This list also includes Total Maximum Daily Loads (TMDLs) that the impaired waters are subject to that will improve the quality of the water. A comprehensive Potash Brook FRP was developed that identified a suite of stormwater treatment practices capable of achieving the 16.5% high flow reduction target prescribed in the Potash Brook TMDL. This project was listed in the Potash Brook FRP and is proposed to capture a 4.15-acre drainage area, of which 2.66 acres are impervious area. The project proposes to upgrade an existing detention pond located at 43 Comcast Way with a gravel wetland. This upgrade will help the existing treatment practice meet current design standards by bringing it into compliance with the Vermont Stormwater Management Manual (VSMM). This project would also include rerouting runoff from a portion of Kimball Ave to the proposed treatment practice. This portion of Kimball Ave is currently untreated and discharges directly into the Potash Brook via a series of catch basins and drainage pipes. 2. What is the feasibility of this project? Feasibility (or Scoping) study applications will not be scored on this criterion. Also, please describe the extent of project development to date. (10 points max.) The feasibility of this project will be determined through the scoping process. 3. Does this project address a need identified in a local or regional planning document? If so, please describe. (5 points max.) This project will help the City toward achieving its TMDL goals for the Potash Brook watershed through the reduction of flow. As mentioned above, this project was highlighted in the Potash Brook FRP. The project also addresses needs identified in the South Burlington City Plan. The draft 2024 City Plan calls for expanding and improving the stormwater utility’s projects, which would be achieved by completing a scoping study for this project that would allow for the City to move into design and construction once a feasible project is determined. This project would also address Strategy 3 described in the CCRPC’s 2018 Chittenden County ECOS Plan. This strategy’s aim is to improve water quality within each watershed in Chittenden County. This scoping study would Vermont TAP & MHSMP Grant Application Fall 2023 4 allow for us to find a feasible design alternative to improve treatment of runoff that eventually discharges into the Potash Brook, which would improve the water quality of the watershed. 4. Does this project: A. Benefit a State Designated Center per the link below (i.e., downtowns, villages, or neighborhood growth centers recognized by the Vermont Department of Economic, Housing and Community Development? Not applicable for Environmental Mitigation Categories (5 points max.) http://maps.vermont.gov/ACCD/PlanningAtlas/index.html?viewer=PlanningAtlas B. Benefit mobility for disadvantaged populations to include elderly, disabled, minorities, and low-income residents. Please describe this impact (if applicable) in detail. Supporting documentation, including recent data must be included. Not applicable for Environmental Mitigation Categories (10 points max.) 5. Provide a project cost estimate below (project costs below include both federal dollars and local dollars). Projects will be scored based on whether the cost appears realistic for the size and scope of the project. For scoping studies, use PE and Local Project Management lines only. Note: If you are applying for additional funds for an existing project, show the amount being requested for this grant in the PE, ROW, Construction, Construction Engineering, and Municipal Project Management rows below. Also, be clear regarding total project cost and other funding amounts and sources in the additional funding comments box below. (10 points max.) Preliminary Engineering (PE) (Engineering, Surveying, Permitting) $ 50,000 Right-of-way / Acquisition (ROW) (appraisals, land acquisition and legal fees) $ Construction (construction costs with reasonable contingency) $ Construction Engineering (cost to provide inspection during construction) $ Municipal Project Management Costs (minimum of 10% of total PE, ROW and Construction Phases). $ 5,000 Total Project Cost $ 55,000 Addition Funding Comments: (ex. Total and additional funding for existing projects) Vermont TAP & MHSMP Grant Application Fall 2023 5 6. Select the eligibility category below (A, B, C or D) that best fits your project and answer the corresponding questions for that category (choose only one category). 10 bonus points will be awarded to projects that are primarily Bicycle or Pedestrian facilities. ☐ A. Bicycle and Pedestrian Facilities (includes Safe Routes for Non-Drivers and Conversion of abandoned railroad corridors. (i) Will the project contribute to a system of pedestrian and/or bicycle facilities? (10 points max.) (ii) Will the project provide access to likely generators of pedestrian and/or bicyclist activity? (10 points max.) (iii) Will the project address a known, documented safety concern? (10 points max.) Vermont TAP & MHSMP Grant Application Fall 2023 6 ☐ B. Community Improvement Activities: i. Explain how the project improves the economic wellbeing of the community and/or provide a benefit to state tourism? (10 points max.) ii. Describe the anticipated impact to the public; degree of visibility, public exposure and/or public use. (10 points max.) iii. Answer only one of the following based on the type of project: a) Construction of turnouts, overlooks, and viewing areas as related to scenic or historic sites. To what extent will the project provide a view of a highly unique and scenic area? b) (10 points max.) c) Preservation or rehabilitation of historic transportation facilities. Describe the historic significance of the historic transportation facility and the importance of the facility to the state. (10 points max.) d) Archeological planning and research related to impacts from a transportation project. Describe the associated transportation project and benefit of the proposed activities. (10 points max.) e) Vegetation management in transportation rights of way to improve roadway safety, prevent invasive species, and provide erosion control. Describe the extent of the current problem and the impact on the site and surrounding area. (10 points max.) Vermont TAP & MHSMP Grant Application Fall 2023 7 ☒ C. Environmental Mitigation Activity Related to Stormwater and Highways (Including Salt and Sand Sheds) i. Please describe how this application provides environmental mitigation relating to stormwater and highways. (10 points max.) The proposed project provides environmental mitigation by providing higher quality treatment than is currently provided to the impervious surfaces within the drainage area. Kimball Ave is not currently treated by any kind of stormwater treatment practice and the impervious on the Adelphia Cable property is treated by a detention pond that is designed to outdated standards. By bringing the pond into compliance with the current VSMM, the runoff will have higher treatment of phosphorus than the current system. The flows from the practice during the 1-yr storm will also be lowered, which will help to mitigate erosion during this storm event. ii. What information or data is provided to substantiate the current stormwater problem and associated environmental impacts? (10 points max.) The current stormwater problem is outlined in the Total Maximum Daily Load to Address Biological Impairment in Potash Brook (VT05-11) dated October 2006 prepared by the Vermont Department of Environmental Conservation. This document outlines the biological monitoring completed to determine the quality of water within the Potash Brook and how the TMDL was calculated. This document states that the Potash Brook is impaired due to multiple impacts associated with excess stormwater runoff and is thusly non-supportive of aquatic life designated uses. iii. What substantiating data or information is provided to show that the proposed application is an effective and maintainable solution to the problem? (10 points max.) The VSMM provides information regarding the efficiency of stormwater treatment practices regarding removal of nutrients. The VSMM states that Tier 2 practices can remove 60-80% of total Phosphorus (TP) and 80-97% of total suspended solids (TSS) from runoff, as opposed to Tier 3 practices which are only capable of 50-60% of TP removal and approximately 80% TSS removal. These values are based on the U.S. EPA’s BMP Performance Curves. This practice will also potentially be capable of capturing impervious area that is currently not treated, which will improve water quality of the Potash Brook as well and reduce flows into the brook during the 1-yr storm event. Further evaluation of alternatives will be needed to determine the full extents of improvements that may be possible through this project. Vermont TAP & MHSMP Grant Application Fall 2023 8 ☐ D. Environmental Mitigation Activity Related to Wildlife i. Please describe how this application will reduce vehicle-caused wildlife mortality or will restore and maintain connectivity among terrestrial or aquatic habitats. (10 points max.) ii. What information or data is provided to substantiate the current problem and associated environmental impacts? (10 points max.) iii. What substantiating data or information is provided to show that the proposed application is an effective and manageable solution to the problem? (10 points max.) . 575 Dorset Street South Burlington, VT 05403 tel 802.658.7961 fax 802.658.7976 www.sburl.com Physical Address: 104 Landfill Road South Burlington To Whom it May Concern, The City of South Burlington Stormwater Utility has been working to continue improvements to the stormwater treatment and drainage in the Butler Farms neighborhood for several years. A component of this work is to replace the four undersized culverts that drain Tributary 7 of Potash Brook through the neighborhood. In previous years, two of these culverts have been upgraded to appropriately sized boxed culverts. On ___________, 20___ the South Burlington City Council voted to support the Stormwater Utility’s plan to replace the two remaining undersized culverts. In addition, City Council supports the Stormwater Utility’s grant application to the VTrans Municipal Highway and Stormwater Mitigation Program. We authorize our Stormwater Superintendent, Marisa Rorabaugh, to act as the City’s authorized representative when dealing with matters related to this project and the associated applications. Marisa can be reached at (802) 658-7961x6111 or MRorabaugh@southburlingtonvt.gov. Sincerely, South Burlington City Council ____________________________________ __________________________________ ____________________________________ ____________________________________ ____________________________________ City Of South Burlington, Grant Request Form Prior to applying for a grant please complete this form and submit to Finance Director. Please submit at least two weeks prior to City Council approval meeting. Extenuating circumstances which do not permit two weeks notice should be brought to the attention of the Finance Director as soon as possible. Please attach actual grant application form – either blank or completed Monika Ingalls, Stormwater Project Manager November 29, 2023 Name and title of person completing this form (Project Manager) Date 1. Name/title of grant and submittal deadline date: VTrans Fall 2023 Municipal Highway and Stormwater Mitigation Program Grant. The submission deadline is December 8, 2023. 2. What specifically is the grant’s purpose? The purpose of this grant is to fund any environmental mitigation activity, including pollution prevention and pollution abatement activities and mitigation to address stormwater management, control, and water pollution prevention or abatement related to highway construction or due to highway runoff. 3. What does the grant fund and not fund (be specific)? The grant will fund up to 80% of the design and construction costs associated with culvert replacement/resizing projects. 4. Total Project Cost: a. Amount of grant: $871,680 b. Is there a City match required, how much and in what fiscal year(s)? A City match of 20% is required, which would be $217,920. This would fall across fiscal years FY24, FY25, and FY26. c. Are there other grants “tied into” or being used as a match for this grant of which are matching funds for this grant? No 5. From what budget line will match be paid, and is there unencumbered money to pay it? Budget line 402-12-7100-81.00 – Capital Improvement Projects would be used to pay the match. 6. Is there a cost to the city upon grant conclusion, and if yes, please describe? No 7. Is grant for stand alone project, and if no, how does grant fit into another project (describe in some detail)? We are applying for funds to be used to replace two undersized culverts in the Butler Farms neighborhood. These culverts are also approaching the end of their useful lives and have caused sinkholes in the road over them. Two culverts in the Oak Creek Village neighborhood have previously been replaced, which are downstream of the culverts that are proposed for upgrades with this funding. 8. Length of grant - will the grant cross fiscal year(s)? We plan to finish design of the replacement culvert in 2024 and complete construction in the fall of 2025. 9. Who will apply for grant (name/title)? Marisa Rorabaugh, Stormwater Superintendent 10. How much time will it take to complete grant application form? 5 hours 11. How likely is it that we will receive grant? We have a good chance to receive this grant funding. Resizing/replacing failing culverts is an activity specifically identified in the grant documentation. 12. Who will manage (project manager) grant and grant paperwork if approved (if different person than who is filling out this form), what are any grant compliance requirements, how much time will this take and how is that time available? Grant paperwork will be managed by Monika Ingalls, Stormwater Project Manager. Use of this funding requires compliance with Federal construction rules including the Davis Bacon Wage Act and Buy American provisions. We do not anticipate that this will take significant additional time to comply with this project. Are there funds available in the grant to pay for our administrative costs? No. Can in-kind service be used as part of the City match? Yes, the required match can be met by donated goods and services, subject to approval by VTrans. Vermont TAP & MHSMP Grant Application Fall 2023 1 VTrans Fall 2023 Transportation Alternatives (TAP) and Municipal Highway and Stormwater Mitigation Program Grant (MHSMP) Combined Application Thoroughly read the TAP and MHSMP application guidebooks before you begin your application. It includes important program information and step-by-step instructions. Pay particular attention to the application process requirements. Applications are due by e-mail by December 8, 2023. Please e-mail the completed application to: Ross.gouin@vermont.gov and Scott.robertson@vermont.gov. Butler Farms Culvert Upgrade Phase II (Project Name/Title) David Wheeler (Municipality contact person responsible for the management of this project) South Burlington (Town) 05403 (Zip Code) 104 Landfill Rd (Mailing Address) 802-658-7961 ext. 6111 (Phone) dwheeler@southburlingtonvt.gov (e-mail address) $ 871,680 Amount of Federal Funds requested (no more than 80% of the project cost estimate). $ 217,920 Amount of Local Match. Example: Federal Award = $600,000 (80% of total) Local Match = $150,000 (20% of total) Total Project Cost = $750,000 (100% of the total) County: Chittenden Town/Village/City: South Burlington Specific location, street, or road: Butler Drive Regional Planning Commission: Chittenden County Regional Planning Commission If a linear project, what is the length in feet? Click here to enter text. Is the project on or intersecting to a State maintained highway? Yes ☐ No ☒ • Note: If yes, be sure to include documentation that you have notified the VTrans District Transportation Administrator of the intent to apply for TA funding and have provided them with a brief (one paragraph) description of the proposed project. Project type being applied for: ☐ Scoping ☒ Design/Construction Vermont TAP & MHSMP Grant Application Fall 2023 2 The municipality understands that a typical construction project utilizing TAP or MHSMP Program funds will take roughly three years (min.) in the Design and ROW phases prior to going to construction (as pointed out in the TAP and MHSMP Application Guides)? Yes ☒ No ☐ Does this project have a previously completed scoping or feasibility study? Yes ☒ No ☐ Note: Attach a map(s) of the project area and clearly show the limits of the project as well as surrounding benefits from the proposed improvement. If the project is within or adjacent to a designated downtown, village or growth center, clearly indicate the relationship of the proposed project to the boundary of the designated area. Color photos of the area are also recommended. Fiscal Information: Accounting System Automated ☐ Manual ☐ Combination☒ SAM Unique Identifier # QLSMM3HYJJP1 Fiscal Year End Month June Property Ownership: If the proposed project is on private property that will need to be acquired by the Municipality through purchase, easement, or eminent domain (includes temporary construction rights) in accordance with the “Uniform Act”, then the municipality is committed to exercising its right of eminent domain to acquire the rights to construct the project if necessary. Yes ☒ No ☐ Funding: Does this project already have existing funding? If so, please describe. Yes ☐ No ☒ Please note that existing projects will not be considered for additional funding without a current NEPA clearance and ROW clearance. Please provide date of clearances below: Will you accept an award less than you applied for? Yes ☒ No ☐ • If yes, please indicate whether local funds will be used to make up the shortfall, or if the project scope will be reduced. If the project scope is to be reduced, describe what part of the project (please be specific) you would accept partial funding for. Funds from the City’s Stormwater Utility will be used to match the remaining $217,920 of project costs. We will attempt to use these same funds to make up any shortfall if only partial funding is awarded. A support letter from the governing body of the applicant municipality or organization and an acknowledgement and source of the local match and commitment to future maintenance responsibility for construction projects is required (must be dated within 1 year of the application). Is a letter of support attached? Yes ☒ No ☐ Vermont TAP & MHSMP Grant Application Fall 2023 3 Regional Planning Commission Letter of Support: In order to apply, the project must have a letter of support from the regional planning commission. Is a letter of support attached? Yes ☒ No ☐ PLEASE NOTE: If this application is for salt or sand shed funding, the applicant must read and understand the Municipal Assistance Section Salt Shed Application Guide. All of the following scoring questions below must thoroughly convey an understanding of the salt and sand guidance provided. Application Scoring Criteria: 1. Please give a brief description of the project (be sure to indicate the primary facility type being applied for and be concise). (10 points max.) The Butler Farms and Oak Creek Village neighborhood experiences numerous issues related to stormwater runoff. The neighborhood was previously retrofit as part of a US EPA Demonstration Grant project to provide treatment of stormwater runoff, but the grant had restraints on what work could be done and additional work remains necessary to alleviate the frequent flooding that occurs during large storm events. Tributary 7 of Potash Brook flows through the neighborhood and crosses beneath City streets in four locations before flowing into the Wheeler Nature Park. In the time since the culverts were designed, permitted, and installed, design standards have changed resulting in the culverts being undersized relative to current standards. Under existing City standards, new culverts must have sufficient capacity to pass flow during a 25-year storm event. Through hydrologic modeling, it was determined that two of the four culverts have enough capacity so that they can almost pass a 10-year storm event before overtopping. The remaining two culverts did not have enough capacity to pass a 2-year storm event without overtopping. The City developed a 60% engineering design to replace all four of these culverts. In order to make this project more manageable from a cost standpoint, the City decided to advance to final design and replace these culverts two at a time, starting with the two culverts located most downstream (in Oak Creek Village), which were replaced in 2017 using a grant obtained through the Vermont Transportation Alternatives Program. This project proposes to replace the second two culverts, located in Butler Farms, with new properly sized box culverts to provide adequate passage of the 25-year storm. 2. What is the feasibility of this project? Feasibility (or Scoping) study applications will not be scored on this criterion. Also, please describe the extent of project development to date. (10 points max.) Culvert replacement projects are common, feasible projects. The two new box culverts will replace the previously undersized culverts within proximity of their existing footprint at two locations in Butler Farms. Due to the increase in cross-sectional area of the box culverts, electrical utility relocation and potable water main relocation will be required as part of the project. This type of work is typical in association with a culvert replacement project. Additionally, all the proposed work is within the City's right-of-way, preventing the need to obtain additional easements. The City has previously worked with an engineering consultant to develop a set of plans for the construction of the new culverts. These plans have not yet been advanced to final design. The 2015 progress plans are included in the attachments of this application. Vermont TAP & MHSMP Grant Application Fall 2023 4 3. Does this project address a need identified in a local or regional planning document? If so, please describe. (5 points max.) This project addresses the need for River Hazard Protection as outlined in the CCRPC’s 2018 Chittenden County ECOS Plan. The ECOS plan is the combined Chittenden County Regional Plan, Metropolitan Transportation Plan and Comprehensive Economic Development Strategy and is used to provide goals and strategies for managing growth in Chittenden County. Strategy 3 of this plan is to “Improve the Safety, Water Quality, and Habitat of Our Rivers, Streams, Wetlands, and Lakes in Each Watershed”. This includes river hazard protection, under which the plan states that this can be achieved by identifying problem locations and revising culvert designs. The Butler Farms neighborhood has historically experienced issues with flooding during large storms and there is evidence that the culverts are failing. This project would allow for the culverts to be upsized and replaced, which would then resolve this issue and help to meet the goals set in the CCRPC’s ECOS Plan. 4. Does this project: A. Benefit a State Designated Center per the link below (i.e., downtowns, villages, or neighborhood growth centers recognized by the Vermont Department of Economic, Housing and Community Development? Not applicable for Environmental Mitigation Categories (5 points max.) http://maps.vermont.gov/ACCD/PlanningAtlas/index.html?viewer=PlanningAtlas B. Benefit mobility for disadvantaged populations to include elderly, disabled, minorities, and low-income residents. Please describe this impact (if applicable) in detail. Supporting documentation, including recent data must be included. Not applicable for Environmental Mitigation Categories (10 points max.) 5. Provide a project cost estimate below (project costs below include both federal dollars and local dollars). Projects will be scored based on whether the cost appears realistic for the size and scope of the project. For scoping studies, use PE and Local Project Management lines only. Note: If you are applying for additional funds for an existing project, show the amount being requested for this grant in the PE, ROW, Construction, Construction Engineering, and Municipal Project Management rows below. Also, be clear regarding total project cost and other funding amounts and sources in the additional funding comments box below. (10 points max.) Preliminary Engineering (PE) (Engineering, Surveying, Permitting) $ 85,000 Right-of-way / Acquisition (ROW) Vermont TAP & MHSMP Grant Application Fall 2023 5 (appraisals, land acquisition and legal fees) $ 1,000 Construction (construction costs with reasonable contingency) $ 850,000 Construction Engineering (cost to provide inspection during construction) $ 60,000 Municipal Project Management Costs (minimum of 10% of total PE, ROW and Construction Phases). $ 93,600 Total Project Cost $ 1,089,600 Addition Funding Comments: (ex. Total and additional funding for existing projects) 6. Select the eligibility category below (A, B, C or D) that best fits your project and answer the corresponding questions for that category (choose only one category). 10 bonus points will be awarded to projects that are primarily Bicycle or Pedestrian facilities. ☐ A. Bicycle and Pedestrian Facilities (includes Safe Routes for Non-Drivers and Conversion of abandoned railroad corridors. (i) Will the project contribute to a system of pedestrian and/or bicycle facilities? (10 points max.) Click here to enter text. (ii) Will the project provide access to likely generators of pedestrian and/or bicyclist activity? (10 points max.) Click here to enter text. (iii) Will the project address a known, documented safety concern? (10 points max.) Click here to enter text. Vermont TAP & MHSMP Grant Application Fall 2023 6 ☐ B. Community Improvement Activities: i. Explain how the project improves the economic wellbeing of the community and/or provide a benefit to state tourism? (10 points max.) Click here to enter text. ii. Describe the anticipated impact to the public; degree of visibility, public exposure and/or public use. (10 points max.) Click here to enter text. iii. Answer only one of the following based on the type of project: a) Construction of turnouts, overlooks, and viewing areas as related to scenic or historic sites. To what extent will the project provide a view of a highly unique and scenic area? b) (10 points max.) Click here to enter text. c) Preservation or rehabilitation of historic transportation facilities. Describe the historic significance of the historic transportation facility and the importance of the facility to the state. (10 points max.) Click here to enter text. d) Archeological planning and research related to impacts from a transportation project. Describe the associated transportation project and benefit of the proposed activities. (10 points max.) Click here to enter text. e) Vegetation management in transportation rights of way to improve roadway safety, prevent invasive species, and provide erosion control. Describe the extent of the current problem and the impact on the site and surrounding area. (10 points max.) Click here to enter text. Vermont TAP & MHSMP Grant Application Fall 2023 7 ☒ C. Environmental Mitigation Activity Related to Stormwater and Highways (Including Salt and Sand Sheds) i. Please describe how this application provides environmental mitigation relating to stormwater and highways. (10 points max.) The two existing Butler Farms culverts are undersized when compared to what is required under current South Burlington regulations. The current regulations require infrastructure to have capacity to pass the 25-year storm. In these larger storms, the lack of capacity causes water to build up and flood Butler Drive, which then causes damage to the road infrastructure. As seen in the attached photos, there is existing damage to the Butler Drive roadway due to the culverts failing. ii. What information or data is provided to substantiate the current stormwater problem and associated environmental impacts? (10 points max.) Under normal antecedent moisture conditions, the hydraulic modeling (attached) shows that existing Culverts #3 and #4 are unable to pass the 10-year storm without backing up water upstream of the culvert. Inadequate drainage of stormwater in the Butler Farms neighborhood has caused frequent flooding in a highly residential area. Tailwater conditions imposed on stormwater outlets has prevented proper road drainage and flooded basements. The road has also been damaged by the culverts beginning to fail. In the photos attached, there are significant potholes in Butler Dr, as well as a large portion of curb beginning to fall toward the Potash Brook tributary. iii. What substantiating data or information is provided to show that the proposed application is an effective and maintainable solution to the problem? (10 points max.) Revised modeling shows that the replacement of the existing pipe culverts with properly sized box culverts would adequately pass the 25-year storm for Culverts #3 and #4 without overtopping the road or backing up water upstream of the culvert. See the attached hydraulic modeling. Utilization of properly sized box culverts is an effective and manageable solution to the common problem of an undersized pipe culvert. In addition to providing proper drainage in the neighborhood, the box culverts will also act to improve aquatic organism passage in the Butler Farms neighborhood. Vermont TAP & MHSMP Grant Application Fall 2023 8 ☐ D. Environmental Mitigation Activity Related to Wildlife i. Please describe how this application will reduce vehicle-caused wildlife mortality or will restore and maintain connectivity among terrestrial or aquatic habitats. (10 points max.) Click here to enter text. ii. What information or data is provided to substantiate the current problem and associated environmental impacts? (10 points max.) Click here to enter text. iii. What substantiating data or information is provided to show that the proposed application is an effective and manageable solution to the problem? (10 points max.) Click here to enter text. R-2023-18 CITY COUNCIL RESOLUTION AMENDING THE COMPOSITION OF THE ENERGY COMMITTEE December 4, 2023 WHEREAS the City of South Burlington last updated the composition of the Energy Committee on June 20, 2016; and WHEREAS the City Council received several applications to serve on the Energy Committee in the fall of 2023; and WHEREAS the City Council is interested in hearing from a variety of voices and community perspectives through the Energy Committee. NOW, THEREFORE, BE IT RESOLVED that the South Burlington City Council hereby amends the Energy Committee composition to add one additional member to serve for a three-year term. This will result in a total Committee composition of twelve members. APPROVED this 4th day of December 2023 SOUTH BURLINGTON CITY COUNCIL __________________________________ ________________________________ Helen Riehle, Chair Meaghan Emery, Vice Chair __________________________________ ________________________________ Tim Barritt, Clerk Andrew Chalnick __________________________________ Larry Kupferman 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV City Manager’s Proposed FY25 Budget Presented to the City Council on December 4, 2023 Jessie Baker, City Manager Martha Machar, Finance Director Steven Locke, Deputy City Manager Table of Contents •City Manager’s Budget Presentation •FY25 Proposed Revenue Budget •FY25 Proposed Operations Expenditure Budget •FY25 Proposed Operations and Policy Expenditure Budget •FY25 Proposed Roll-up Expenditure Budget •FY25 Proposed Enterprise Fund Budgets •FY25 Proposed Capital Improvement Plan •FY25 Proposed Special Funds Additional Resources •Climate Action Plan – Transportation Implementation Plan as presented on October 2, 2023 •Climate Action Plan – Government Operations Implementation Plan as presented on November 6, 2023 •Trinity Education Center Funding Request FY25 Proposed Budget Jessie Baker, City Manager Martha Machar, Finance Director Steven Locke, Deputy City Manager December 4, 2023 Overview •Who we are and who we represent •Budget Goals and Assumptions •FY25 General Fund Operations Budget •FY25 General Fund Policy Budget •FY25 Enterprise Funds •ARPA and Fund Balance •Anticipated Bond Vote •Emerging Issues •Next Steps All FY25 Budget documents are available here: https://tinyurl.com/SBFY25Budget 2 Who we are and who we serve: Residents 2022 Census QuickFacts Total Population 20,624 Owner-occupied homes 60.2% BA or Higher (25+) 62.0% Median Household Income $83,750 Over 65 15.9% BIPOC Residents 15.3% Born Outside the US 12.1% Language spoken at home 12.7% other than English •Overall housing ̶53% single family ̶3% duplex ̶41% multi-family •Housing built since 2000 ̶26% single family ̶10% duplex ̶64% multi-family •89% of new housing built since 2010 has been within or immediately adjacent to our transit-served areas •51% of the City’s land area is park space, conserved, association common land, or regulated to prohibit development 3 Who we are and who we serve: Team Hold the Community’s Trust •Approximately 185 employees •Across 14 departments •3 Represented Labor groups •8 City buildings •11 Parks and Natural Areas •6 statutory committees •11 policy advisory committees •122 volunteers on boards and committees 4 Budget Goals – Operations Budget Discussed at the Council’s September 18, 2023 meeting •Continue current level of service delivery •Implement year 2 investments recommended in FY24 •Maximize potential for non-property tax revenue •Operational tax rate not to exceed 5% increase (was projected to be 5.85% in September 2023) Continued orientation to FY24 Policy Priorities & Strategies 5 Budget Goals – Policy Budget •Implement the Climate Action Plan’s Transportation Implementation Plan •Implement the Climate Action Plan’s Government Operations Implementation Plan •Increase the Housing Trust Fund allocation to $150,000/year •Fund School Crossing Guards at 50% for $30,000 •Fund Trinity Youth Center at $13,000 October 10, 2023 Council Presentation November 6, 2023 Council Presentation 6 Budget Assumptions •2.0% growth in the total Grand List •4.4% growth in the TIF Grand List •7.0% increase in the Local Options Tax •Increases in investment income, ambulance revenue, and permitting fees •Contractual COLA of 2.80% and related step increases •New Child Care Contribution payroll tax (.33% or $48,253) •Health insurance increase of 16.4% •Property and equipment insurance increase of 8% 7 FY25 General Fund Total Budget Operations Budget FY24 FY25 % change Tax rate change General Fund $31,140,318.33 $33,778,310.94 8.47% Non-property tax Revenue $11,752,019.41 $12,991,968.22 10.55% To be raised by property tax $19,388,298.92 $20,786,342.72 7.21% Operations Tax Rate $0.4716 $0.4940 4.75%$0.0224 Total Tax Rate (with pennies)$0.4916 $0.5141 4.58%$0.0225 Impact (with pennies)Difference Avg Condo $1,457.14 $1,523.84 $66.70 Avg House $2,150.18 $2,248.61 $98.43 With Climate and Policy Budget FY24 FY25 % change Tax rate change General Fund $31,140,318.33 $34,528,310.94 10.88% Non-property tax Revenue $11,752,019.41 $12,991,968.22 10.55% To be raised by property tax $19,388,298.92 $21,536,342.72 11.08% Operations Tax Rate $0.4716 $0.5118 8.53%$0.0402 Total Tax Rate (with pennies)$0.4916 $0.5319 8.20%$0.0403 Impact (with pennies)Difference Avg Condo $1,457.14 $1,576.68 $119.53 Avg House $2,150.18 $2,326.57 $176.39 FY24 average condo assessment = $296,408 FY24 average house assessment = $437,384 8 FY25 General Fund Operations Budget •FY24 Year 2 Investment Recommendations ̶Restored DPW position in Highway ̶Restored Youth Services Police Sergeant position ̶Full implementation of second ambulance •Service Needs ̶CityPlan implementation - $20,000 for associated plans ̶Increase of $38,000 in curb and sidewalk maintenance ̶Increase of $15,000 in anticipation of a new finance system ̶Increase of $26,500 for regular rotation of FD personal protective equipment ̶Increase of $30,000 for batteries for PD portable radios and dispatch battery backup replacement ̶GMT increase of 10.65% or $63,008 •New Staff Capacity ̶19 hour/week Library position ̶Community Justice Center staff to full-time with General Fund support •City Center Vibrancy ̶$30,000 for Illuminate Vermont ̶$20,000 for start up costs of a downtown association 9 FY25 General Fund Capital Improvement Plan Significant Changes •Increase of $10,000 for Public Art •Restore $60,000 to City Center Reserve •Fire Station alerting $95,000 •Increase of $150,000 in paving •Market and Hinesburg Road Traffic Signal at $100,000 •Increase of $60,000 for sidewalk assessment and improvement •Increase of $30,000 for traffic calming •Increase of $100,000 for anticipated school safety needs at Dorset Street •Partially fund Compact Wheel Loader for City Center maintenance 10 FY25 Total Climate Policy Budget SUMMARY FINANCIALS (in $1,000)FY25 Operations Budget (GF)* FY25 Climate Policy Budget FY25 Total Budget GOVERNMENT OPERATIONS CLIMATE ACTION DPW Fleet – electric lawn mower $10 $10 DPW-Facility and Charging station $130 $155 $285 Fire/Ambulance Fleet (Administrative)$15 $0 $15 Police Cruisers $30 $0 $30 PP-DPW windows replacement $31 $69 $100 PP-Wheeler House $12 $8 $20 PP-Fire Station 1 $15 $15 PP-Police Station $10 $10 Subtotal $243 $242 $485 TRANSPORTATION CLIMATE ACTION Active Transportation Projects $100 $100 Public Transit $75 $75 Subtotal $0 $175 $175 STAFFING 1 FTE to lead projects and identify opportunities $115 $115 Consulting funds as identify needs $75 $75 Subtotal $0 $190 $190 CLIMATE BUDGET TOTAL $243 $607 $850 * Reflects climate policy decisions already in CIP PP= Physical Plant budget 11 Use of ARPA and Surplus One-time funds (ARPA or Surplus) anticipated in FY25 Budget •$350,000 for Market and Hinesburg Road •$125,000 for Parks Master Plan •$200,000 for Hinesburg Road Share Use Path ARPA Award Received $5,654,533 Interest earned $246,191 Total ARPA Revenues $5,900,724 Council Approved to date $3,782,680 Remaining ARPA Funds $2,118,044 Surplus FY22 Fund Balance $2,872,337.20 FY23 Unaudited Surplus $2,391,943.00 FY24 Council Allocations (8/18, 9/18, 10/2)$1,138,376.23 Unaudited Available FY23 Fund Balance $4,125,903.97 8.33% Minimum Balance Required $2,593,988.52 Max 16.66% Target Balance $5,187,977.03 Fund Balance Available for Allocation $1,531,915.45 = $675,000 12 Utilities FY25 Proposed total annual increase to average homeowner = $64.18 Stormwater •Personnel and related benefits cost Sewer•Personnel and related benefits cost•Increase in chemical costs allow us to lower phosphorus to the Lake•Building capacity to pay for bond Water •Personnel and related benefits cost•Second water tower for the high service area Utility Existing Fiscal Year 2024 Rate FY24 Annual Fee for the Average Home- Owner* Proposed Fiscal Year 2025 Rate % Increase from FY’24 to FY’25 Annual Increase for South Burlington Home-Owner Stormwater $7.44 per month for residential units $89.28 $7.67 per month for residential units 3.1%$2.77 Sewer $48.20 per 1,000 cubic feet $386.56 $52.42 per 1,000 cubic feet 8.75%$33.82 Water $36.21 per 1,000 cubic feet $290.40 $39.65 per 1,000 cubic feet 9.5%$27.59 * Calculation based on 1 ERU for stormwater and 8,020 cubic feet / year of sewer and water usage. 13 Water Tank Bond Vote •New ‘Twin’ Standpipe Tank ̶53 ft diameter ̶127 ft height ̶2,100,000 gallon capacity •Following the project, the High Service Areawould have 4.2 million gallons of storage capacity, sufficient for foreseeable long-term needs. Bond Amount = $5,250,000 The average user will see a rate increase of approximately $19.38 per year. 14 Emerging Issues •Creation of Parking Fund and new structure •Creation of a Rental Registry Fund and new structure •No funding allocated for Recreation Center planning •No funding allocated for the Building & Thermal portion of the Climate Action Plan •No funding allocated for the separation of 575 and 577 Dorset Streets •CityPlan 2024 Adoption •Collective Bargaining ̶Fire collective bargaining agreement in negotiation ̶AFSCME and City recognition of Library employees in process ̶AFSCME and Police agreements expire at the end of FY25 •Hard to fill employment categories: CDL drivers and police officers •Emerging mental health and substance misuse needs of our neighbors •Emerging staffing needs: Bartlett Bay and City Center maintenance 15 Next Steps •December 15 – Budget Retreat with the Council and Leadership Team •December 18 – Council discussion •January 2 – Council discussion •January 16 – Public Hearing and actions to send a budget to the voters •January 22 – Steering Committee •March 4 – Annual Town Meeting Presentation •March 5 – Town Meeting Day! Future Council Actions: ̶Resolution on Planning & Zoning fee structure ̶Resolution on Water, Wastewater allocation fees 16 Proposed FY25 Budget - 11/30/2023 ACCOUNT FY23 FY23 FY24 FY25 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-) Tax, Current Budget $17,962,812.57 $17,772,198.92 $0.00 0.00% Delinquent Tax Revenue $0.00 $272,660.14 $140,000.00 $140,000.00 0.00% VT Payment in Lieu of Tax $240,000.00 $216,223.34 $216,000.00 $216,000.00 $0.00 0.00% Taxes, Reappraisal/ACT 60 $0.00 $0.00 $0.00 $0.00 0.00% Penalty, Current & Prior $170,000.00 $173,412.83 $195,000.00 $175,000.00 ($20,000.00) -10.26% Interest, Current & Prior $90,000.00 $63,912.22 $90,000.00 $70,000.00 ($20,000.00) -22.22% Attorney Fees $1,000.00 $3,595.11 $500.00 $1,000.00 $500.00 100.00% Fee to Collect State Educ $100,000.00 $113,925.50 $115,000.00 $115,000.00 $0.00 0.00% Current Use $18,000.00 $16,437.00 $23,000.00 $17,000.00 ($6,000.00) -26.09% $18,581,812.57 $18,632,365.06 $639,500.00 $734,000.00 $94,500.00 14.78% Local Option Tax-Sales $3,083,388.90 $3,675,081.02 $3,700,000.00 $3,895,585.88 $195,585.88 5.29% Local Option Tax-Rooms/Me $950,000.00 $1,265,259.09 $1,150,000.00 $1,303,216.86 $153,216.86 13.32% $4,033,388.90 $4,940,340.11 $4,850,000.00 $5,198,802.74 $348,802.74 7.19% Other Health Services Revenue $247,346.40 $181,845.02 $267,346.40 $0.00 ($267,346.40) -100.00% $247,346.40 $181,845.02 $267,346.40 $0.00 ($267,346.40) -100.00% ADMINISTRATIVE SERVICES ARPA - Salary $280,519.44 $305,800.64 $194,726.23 $151,477.73 ($43,248.51) -22.21% ARPA -Projects $672,000.00 $87,000.00 $541,500.00 $361,000.00 ($180,500.00) -33.33% Admin. Services-Stormwater $102,103.95 $102,103.95 $95,000.00 $71,114.05 ($23,885.95) -25.14% Administrative Services-Sewer $149,344.05 $149,344.05 $145,281.42 $150,273.20 $4,991.78 3.44% From Sewer-Audit/ Actuary/Asset 4,246.55 4,246.55 $3,773.86 4,244.76 $470.90 12.48% From SW-Audit & Actuary/Asset 6,180.66 6,180.66 $4,287.21 3,981.34 ($305.87) -7.13% Marathon cost share-WW $22,031.39 $15,312.75 ($6,718.63) -30.50% Marathon cost share-SW $25,178.73 $13,398.66 ($11,780.07) -46.79% Pension Liability Note - Sewer $39,075.00 $39,075.00 $39,075.00 $39,075.00 $0.00 0.00% Pension Liability Note - Stormwater $26,910.00 $26,910.00 $26,910.00 $26,910.00 $0.00 0.00% From Water-Audit $2,554.71 $2,554.71 $2,272.71 $2,647.80 $375.08 16.50% From SW- Legal costs $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00% From SB Water-Insurance Liability $0.00 $6,290.00 $5,175.00 $5,175.00 $0.00 0.00% Reimburseable Revenues $0.00 $102,050.91 $0.00 $0.00 0.00% Spending Rebates $0.00 $15,563.52 $2,000.00 $10,000.00 $8,000.00 400.00% Payment Payroll Services-Sewer $1,796.41 $1,796.41 $1,692.27 1,609.95 ($82.32) -4.86% Payment Payroll ServiceStormw $1,347.31 $1,347.31 $1,480.74 1,408.70 ($72.04) -4.86% Administrative Svc-CJC $3,000.00 $6,000.00 $3,000.00 $3,500.00 $500.00 16.67% Interest on Investments $70,000.00 $834,729.16 $250,000.00 $800,000.00 $550,000.00 220.00% CH Conference Rooms Rental $0.00 $500.00 $500.00 $0.00 0.00% PD 2nd Floor Lease Revenue $218,997.24 $155,294.27 $205,308.00 $205,308.00 $0.00 0.00% Solar Credits $15,000.00 $17,155.83 $14,000.00 $14,000.00 $0.00 0.00% Insurance Reimbursement $0.00 $3,939.57 $0.00 $0.00 $0.00 0.00% Miscellaneous $2,000.00 $7,717.59 $2,000.00 $2,000.00 $0.00 0.00% Operating Transfers In fund 216 $40,000.00 $15,000.00 $0.00 $0.00 $0.00 0.00% Open Space funds (5% park maintenance is use to fund park staff) $20,634.00 $0.00 ($20,634.00) -100.00% Transfers In fund 242-Energy fund $66,500.00 $0.00 ($66,500.00) -100.00% Energy fund $85,000.00 $85,000.00 0.00% Other Grants (CIP) $0.00 $48,000.00 $48,000.00 0.00% CIP Reserve-Assigned fund balance $170,000.00 ($170,000.00) -100.00% $1,640,075.32 $1,890,100.13 $1,842,326.56 $2,015,936.94 $173,610.38 9.42% CITY CLERK Recording Fees $275,000.00 $147,976.05 $230,000.00 $230,000.00 $0.00 0.00% Photocopy Fees $25,000.00 $19,545.75 $22,000.00 $18,000.00 ($4,000.00) -18.18% Page 1 Proposed FY25 Budget - 11/30/2023 ACCOUNT FY23 FY23 FY24 FY25 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-) Photocopies-Vital Records $46,500.00 $53,499.00 $60,000.00 $60,000.00 $0.00 0.00% Pet Licenses $24,000.00 $27,142.47 $26,000.00 $28,000.00 $2,000.00 7.69% Pet Control Fees $1,000.00 $7,778.00 $1,000.00 $1,000.00 $0.00 0.00% Beverage/Cabaret License $8,000.00 $7,600.00 $8,000.00 $8,000.00 $0.00 0.00% Entertainment Permit $0.00 $75.00 $0.00 $0.00 $0.00 0.00% Marriage Licenses $1,500.00 $1,510.00 $1,300.00 $1,500.00 $200.00 15.38% Green Mountain Passports $300.00 $476.00 $400.00 $450.00 $50.00 12.50% Motor Vehicle Renewals $300.00 $303.00 $300.00 $300.00 $0.00 0.00% Election Expenses Reimbur $0.00 $0.00 $0.00 $0.00 0.00% General- Election Reimbur $1,500.00 $6,136.28 $2,000.00 $2,000.00 $0.00 0.00% Miscellaneous Income $0.00 $0.00 $0.00 $0.00 0.00% $383,100.00 $272,041.55 $351,000.00 $349,250.00 ($1,750.00) -0.50% PLANNING/DEVELOPMENT REVIEW Development Review $95,000.00 $83,307.22 $140,000.00 $105,000.00 ($35,000.00) -25.00% Bianchi Ruling $15,000.00 $22,098.00 $18,000.00 $20,000.00 $2,000.00 11.11% Zoning & Sign Permits $270,000.00 $467,438.19 $400,000.00 $430,000.00 $30,000.00 7.50% Sewer Inspection Fees $2,500.00 $3,625.00 $2,500.00 $2,500.00 $0.00 0.00% Peddlers' Permits $600.00 $510.00 $600.00 $600.00 $0.00 0.00% $383,100.00 $576,978.41 $561,100.00 $558,100.00 ($3,000.00) -0.53% SENIOR PROGRAM Grants $0.00 $500.00 $2,500.00 $2,000.00 400.00% Rentals $5,000.00 $7,400.00 $6,000.00 $7,500.00 $1,500.00 25.00% Senior Programs $5,000.00 $708.00 $5,000.00 $1,000.00 ($4,000.00) -80.00% Meal costs $14,500.00 $9,145.00 $15,000.00 $15,000.00 $0.00 0.00% Donations $2,000.00 $75.00 $150.00 $150.00 $0.00 0.00% $26,500.00 $17,328.00 $26,650.00 $26,150.00 ($500.00) -1.88% SPECIAL ACTIVITIES Youth Programs $50,000.00 $64,084.48 $86,000.00 $70,000.00 ($16,000.00) -18.60% Adult Evening Classes $13,000.00 $2,699.60 $2,000.00 $3,000.00 $1,000.00 50.00% Special Event Revenue $15,000.00 $24,602.50 $15,000.00 $20,000.00 $5,000.00 33.33% Afternoon Skiing/Middle Sc $16,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Drivers Education $31,000.00 $26,650.00 $0.00 $0.00 $0.00 0.00% SB Night Out $20,000.00 $16,475.00 $22,000.00 $30,000.00 $8,000.00 36.36% $145,000.00 $134,511.58 $125,000.00 $123,000.00 ($2,000.00) -1.60% PUBLIC LIBRARY Grants $1,000.00 $996.35 $600.00 $1,000.00 $400.00 66.67% Library Lost Books $2,000.00 $1,056.70 $1,000.00 $1,000.00 $0.00 0.00% General Fees $600.00 $100.50 $200.00 $0.00 ($200.00) -100.00% Non-Resident Fees $2,000.00 $3,834.98 $2,250.00 $4,000.00 $1,750.00 77.78% Conference Room Rental $2,000.00 $5,135.00 $2,000.00 $6,000.00 $4,000.00 200.00% Library Photocopies & Printing $2,700.00 $4,437.13 $2,000.00 $0.00 ($2,000.00) -100.00% $10,300.00 $15,560.66 $8,050.00 $12,000.00 $3,950.00 49.07% FIRE DEPARTMENT Electrical Inspection Revenue $65,000.00 $216,584.52 $65,000.00 $175,000.00 $110,000.00 169.23% Fire Inspection Revenue $480,000.00 $1,185,211.05 $725,000.00 $1,000,000.00 $275,000.00 37.93% Outside Employment $8,000.00 $0.00 $8,000.00 $4,000.00 ($4,000.00) -50.00% Misc. Revenue-Fire Dept. $1,000.00 $522.68 $1,000.00 $1,000.00 $0.00 0.00% $554,000.00 $1,402,318.25 $799,000.00 $1,180,000.00 $381,000.00 47.68% AMBULANCE Ambulance Service Billing $720,000.00 $977,888.02 $989,000.00 $1,222,360.03 $233,360.03 23.60% Miscellaneous Income $1,000.00 $250.00 $1,000.00 $1,000.00 $0.00 0.00% $721,000.00 $978,138.02 $990,000.00 $1,223,360.03 $233,360.03 23.57% Page 2 Proposed FY25 Budget - 11/30/2023 ACCOUNT FY23 FY23 FY24 FY25 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-) POLICE Vermont District Court $8,500.00 $3,649.50 $8,000.00 $4,000.00 ($4,000.00) -50.00% Miscellaneous Grants $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Sale of Cruisers/Bequest $3,000.00 $27,388.50 $5,000.00 $8,000.00 $3,000.00 60.00% Police Reports $1,000.00 $907.76 $500.00 $750.00 $250.00 50.00% I.C.A.C. $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00% SHARP $5,000.00 $2,351.62 $5,000.00 $5,000.00 $0.00 0.00% Drug Task Force Grant $110,000.00 $51,097.85 $110,000.00 $110,000.00 $0.00 0.00% Parking Tickets $5,000.00 $4,274.21 $200.00 $500.00 $300.00 150.00% Alarm Registrations $17,000.00 $2,132.40 $12,000.00 $9,000.00 ($3,000.00) -25.00% Alarm Fines $2,500.00 $390.00 $750.00 $500.00 ($250.00) -33.33% Off Duty Police $10,000.00 $2,148.00 $10,000.00 $10,000.00 $0.00 0.00% Bullet Proof Vest Grant $5,000.00 $3,156.50 $4,500.00 $3,500.00 ($1,000.00) -22.22% Police Impact Fee - defray bond $110,000.00 $181,337.73 $110,000.00 $160,000.00 $50,000.00 45.45% Solar Credits $2,000.00 $1,262.77 $1,200.00 $1,200.00 $0.00 0.00% Miscellaneous - Police $10,000.00 $4,663.21 $10,000.00 $5,000.00 ($5,000.00) -50.00% $299,000.00 $284,760.05 $277,150.00 $317,450.00 $40,300.00 14.54% STREETS AND HIGHWAYS Road Opening Permits $75,000.00 $90,480.00 $80,000.00 $85,000.00 $5,000.00 6.25% Overweight truck permits $1,800.00 $1,814.87 $1,800.00 $1,800.00 $0.00 0.00% Highway State Aid $225,000.00 $450,901.61 $225,000.00 $211,000.00 ($14,000.00) -6.22% Other Grants (Paving Grant) $480,000.00 $223,339.21 $0.00 $220,000.00 $220,000.00 0.00% Administrative Services-Water $42,000.00 $0.00 $49,003.28 $52,778.67 $3,775.39 7.70% Fuel Pump Surcharge $5,000.00 $4,340.27 $5,000.00 $5,000.00 $0.00 0.00% HazMat Facility Lease $28,000.00 $30,735.25 $26,000.00 $28,000.00 $2,000.00 7.69% School Bus Parts Reimburse $35,000.00 $51,572.82 $35,000.00 $0.00 ($35,000.00) -100.00% Diesel/Gas reim Non-City $110,000.00 $150,000.00 $120,000.00 $150,000.00 $30,000.00 25.00% School vehicle repair pay $20,000.00 $20,000.00 $20,000.00 $20,000.00 $0.00 0.00% Sewer pmt to Highway-Salary & Bene $250,000.00 $250,000.00 $278,354.89 $276,491.10 ($1,863.79) -0.67% Sewer Reimbursement-Benefits $33,420.19 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60% Stormwater pmt to Highway-Rent $78,215.00 $78,215.00 $78,215.00 $78,215.00 $0.00 0.00% SW Reimbursement-Benefits $33,420.19 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60% Asset Management Reim from SW & WW $0.00 $9,944.00 ($9,944.00) -100.00% Hgwy Miscellaneous Revenue $20,000.00 $13,917.05 $20,000.00 $20,000.00 $0.00 0.00% Other Revenues-CIP Project funding $30,000.00 $30,000.00 0.00% $1,436,855.38 $1,432,156.44 $1,014,896.45 $1,253,918.51 $239,022.06 23.55% Total General Fund Revenue $28,461,478.57 $30,758,443.28 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55% Page 3 Proposed FY25 Budget - 11/30/2023 FY23 Budget FY23Actual FY24 Budget FY25 Budget FY 24-25 $ Change FY 24-25 % Change General Fund $28,461,478.56 $28,374,334.00 $31,140,318.33 $33,778,310.94 $2,637,992.61 8.47% General Fund Non-Property Tax Rev $10,498,666.00 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55% Net to be raised by property tax $17,962,812.57 $19,388,298.92 $20,786,342.72 $1,398,043.80 7.21% TIF Grand List (100%)$333,317.00 $433,841.00 $452,930.00 $19,089.00 4.40% General Fund Grand List $40,615,363.32 $41,141,600.25 $42,077,664.76 $936,064.51 2.28% Estimated Tax Rate $0.4455 $0.4727 $0.4940 $0.0213 4.52% $0.4713 Other approved Ballot Items Open Space $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97% Penny for Paths $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97% Total to be Raised by Property tax $18,775,119.83 $20,217,842.68 $21,632,269.14 $1,414,426.46 7.00% Total Estimated Tax Rate $0.4928 $0.5141 $0.0225 4.58% Actual Tax rate $0.4660 $0.4916 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change GENERAL GOVERNMENT CITY COUNCIL General Operating Budget General Expenses $3,500.00 $1,523.61 $3,500.00 $3,500.00 $0.00 0.00% Housing Trust $50,000.00 $50,000.00 $50,000.00 $50,000.00 $0.00 0.00% Designated Reserve $10,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Advertising $2,000.00 $954.25 $2,000.00 $2,000.00 $0.00 0.00% Councilors $7,750.00 $7,750.00 $7,750.00 $7,750.00 $0.00 0.00% Liquor Control $500.00 $500.00 $500.00 $500.00 $0.00 0.00% Council approved-Unbudgeted proje $0.00 $13,000.00 $0.00 $0.00 $0.00 0.00% Total General Operating Budget $73,750.00 $73,727.86 $63,750.00 $63,750.00 $0.00 0.00% HR & BENFITS ADMINISTRATION Wages and Benefits Salaries $193,256.46 $179,646.34 $168,282.00 $174,139.29 $5,857.29 3.48% Payment to Sickbank Fund 298 $125,000.00 $125,000.00 $0.00 $0.00 $0.00 0.00% Fringe Benefits $14,400.00 $9,511.24 $800.00 $800.00 $0.00 0.00% FICA/Medicare $14,784.12 $13,677.26 $12,873.57 $13,321.66 $448.08 3.48% Child Care Tax $574.66 $574.66 0.00% Vision Plan $13,007.03 $12,179.96 $306.24 $257.52 -$48.72 -15.91% Disability Insurance $60,547.40 $77,383.83 $1,388.18 $1,388.18 $0.00 0.00% Group Health Plan $2,715,116.17 $2,948,418.42 $54,994.75 $58,600.99 $3,606.24 6.56% Group Life Insurance $45,454.95 $34,486.00 $625.24 $625.24 $0.00 0.00% Group Dental Insurance $132,561.16 $126,447.40 $2,742.72 $2,261.16 -$481.56 -17.56% Pension $1,634,501.39 $1,846,936.91 $21,666.31 $24,572.14 $2,905.83 13.41% ICMA Match $229,516.20 $223,276.41 $9,255.51 $9,577.66 $322.15 3.48% Total Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83% General Operating Budget EAP Services $6,000.00 $0.00 $6,000.00 $6,000.00 $0.00 0.00% Wellness/Activities $5,000.00 $1,033.85 $5,000.00 $5,000.00 $0.00 0.00% Benefits Management $9,000.00 $2,043.85 $4,000.00 $4,000.00 $0.00 0.00% Advertising & Recruiting $6,000.00 $7,233.50 $5,000.00 $10,000.00 $5,000.00 100.00% Phone $0.00 $200.00 $960.00 $480.00 -$480.00 -50.00% Dues and Subscriptions $1,000.00 $156.00 $2,000.00 $2,000.00 $0.00 0.00% Hiring - required testing $1,500.00 $7,884.30 $5,000.00 $8,000.00 $3,000.00 60.00% Payroll Service $36,500.00 $50,916.07 $37,230.00 $50,000.00 $12,770.00 34.30% Contractual Services $26,200.00 $46,200.00 $0.00 $18,457.00 $18,457.00 0.00% Travel and Training $4,000.00 $1,935.19 $4,000.00 $4,000.00 $0.00 0.00% Employee Health Center-Rent + Services $553,932.00 $317,000.00 -$236,932.00 -42.77% Page 1 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 -$198,185.00 -31.81% Total HR & Benefits Administration $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 -$185,001.03 -20.65% GF INSURANCE General Operating Budget Workers Comp Insurance $385,434.50 $374,873.38 $348,023.32 $377,718.89 $29,695.57 8.53% Property Insurance $343,035.00 $312,920.78 $301,687.41 $325,822.40 $24,134.99 8.00% Bonding Insurance-Public Officials $6,100.00 $6,064.00 $6,405.00 $8,000.00 $1,595.00 24.90% VLCT Unemployment Insurance $17,000.00 $18,599.00 $17,850.00 $20,644.89 $2,794.89 15.66% Accident -Deductibles $8,000.00 $4,694.50 $8,400.00 $8,500.00 $100.00 1.19% Total General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55% CITY MANAGER Wages and Benefits Departmental Salaries $371,845.59 $298,324.60 $301,814.33 $333,176.90 $31,362.57 10.39% FICA/Medicare $28,446.19 $23,762.55 $23,088.80 $25,488.03 $2,399.24 10.39% Child Care Tax $1,099.48 $1,099.48 0.00% Fringe Benefits $1,100.00 $900.00 -$200.00 -18.18% Vision Plan $312.84 $312.84 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $55,739.08 $70,187.17 $14,448.08 25.92% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $2,758.68 $2,758.68 $0.00 0.00% Pension $38,858.60 $48,104.07 $9,245.47 23.79% ICMA Match $23,776.99 $26,479.70 $2,702.71 11.37% Total Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55% General Operating Budget Office Supplies $3,500.00 $2,092.87 $5,000.00 $5,000.00 $0.00 0.00% Advertising $11,000.00 $14,419.94 $11,000.00 $15,000.00 $4,000.00 36.36% Telephone $4,000.00 $10,843.75 $960.00 $1,000.00 $40.00 4.17% Postage $500.00 $328.44 $600.00 $600.00 $0.00 0.00% Dues and Subscriptions $4,200.00 $3,966.76 $4,200.00 $4,200.00 $0.00 0.00% Printing $2,000.00 $207.99 $3,000.00 $3,000.00 $0.00 0.00% Consulting Fees $30,000.00 $12,632.80 $30,000.00 $50,000.00 $20,000.00 66.67% Travel & Training $5,000.00 $2,717.58 $6,000.00 $6,000.00 $0.00 0.00% Online Platform-Training $12,000.00 $0.00 $12,000.00 $0.00 -$12,000.00 -100.00% Total General Operating Budget $72,200.00 $47,210.13 $72,760.00 $84,800.00 $12,040.00 16.55% Total City Manager $472,491.78 $369,297.28 $523,229.45 $596,327.01 $73,097.56 13.97% LEGAL/ACCOUNTING/ ACTUARY Wages and Benefits Salaries $207,476.89 $213,240.29 $215,017.75 $224,336.64 $9,318.88 4.33% Fringe Benefits $600.00 $600.00 $0.00 0.00% FICA/Medicare $15,871.98 $14,330.88 $16,448.86 $17,161.75 $712.89 4.33% Child Care Tax $740.31 $740.31 0.00% Vision Plan $153.12 $208.44 $55.32 36.13% Disability Insurance $1,388.18 $1,388.18 $0.00 0.00% Group Health Plan $31,821.54 $46,648.84 $14,827.30 46.60% Group Life Insurance $625.24 $625.24 $0.00 0.00% Group Dental Insurance $1,371.36 $1,868.88 $497.52 36.28% Pension $27,683.54 $31,331.52 $3,647.99 13.18% ICMA Match $9,505.72 $9,917.75 $412.03 4.33% Total Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92% General Operating Budget Subscriptions $7,612.00 $8,943.60 $8,000.00 $9,950.00 $1,950.00 24.38% Legal/Labor/Suits $50,000.00 $24,902.39 $50,000.00 $65,000.00 $15,000.00 30.00% Professional Development $3,000.00 $2,787.79 $3,500.00 $4,000.00 $500.00 14.29% Total General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37% Page 2 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total Legal $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02% ADMINISTRATIVE SERVICES Wages and Benefits Salaries $172,759.63 $114,965.21 $229,251.49 $256,661.66 $27,410.17 11.96% Leave Time turn-in $2,134.40 $2,134.40 $0.00 0.00% Fringe Benefits $1,500.00 $1,500.00 $0.00 0.00% FICA/Medicare $13,216.11 $11,153.65 $17,537.74 $19,634.62 $2,096.88 11.96% Child Care Tax $846.98 $846.98 0.00% Vision Plan $313.20 $313.20 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $57,253.85 $71,488.22 $14,234.37 24.86% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $2,669.40 $2,669.40 $0.00 0.00% Pension $29,516.13 $36,216.56 $6,700.43 22.70% ICMA Match $12,608.83 $14,116.39 $1,507.56 11.96% Total Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84% General Operating Budget Office Supplies $20,000.00 $4,359.94 $15,000.00 $15,000.00 $0.00 0.00% Vehicle Expense $1,700.00 $832.62 $1,800.00 $1,800.00 $0.00 0.00% Office equipment fees $11,000.00 $17,058.46 $12,000.00 $18,000.00 $6,000.00 50.00% Branding and Outreach $25,000.00 $14,091.20 $20,000.00 $20,000.00 $0.00 0.00% Digital Media $19,000.00 $14,951.29 $19,000.00 $19,000.00 $0.00 0.00% Contingency/ Repairs/Grants $140,000.00 $193,824.00 $140,000.00 $150,000.00 $10,000.00 7.14% Energy Efficiency $40,000.00 $40,000.00 $40,000.00 $40,000.00 $0.00 0.00% Archives and Digitalization $20,000.00 $15,211.20 $20,000.00 $20,000.00 $0.00 0.00% Street Lights $148,000.00 $167,540.07 $160,000.00 $170,000.00 $10,000.00 6.25% Stormwater User Rent $330,200.00 $342,504.85 $346,710.00 $350,000.00 $3,290.00 0.95% Parking Lot Lease $29,200.00 $43,800.00 $43,800.00 $43,800.00 $0.00 0.00% 19 Gregory Lease-Tax pmts $45,000.00 $43,427.85 $45,000.00 $50,000.00 $5,000.00 11.11% Illuminate VT $30,000.00 $30,000.00 0.00% Council/Board Secretary (wage/FIC $15,000.00 $13,754.18 $18,000.00 $18,000.00 $0.00 0.00% Total General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29% Capital Budget Public Art $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00% Total Administrative $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84% INFORMATION TECHNOLOGY Wages and Benefits IT Salaries $231,090.08 $218,194.24 $247,881.01 $275,173.39 $27,292.37 11.01% Leave time Turn-in $3,232.00 $3,232.00 $0.00 0.00% IT-Overtime/Part Time $0.00 $0.00 $4,000.00 $4,000.00 0.00% Fringe Benefits $1,300.00 $900.00 -$400.00 -30.77% FICA/Medicare $17,678.39 $17,711.16 $11,611.25 $21,050.76 $9,439.51 81.30% Child Care Tax $908.07 $908.07 0.00% Vision Plan $361.56 $361.56 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $64,922.56 $81,892.28 $16,969.73 26.14% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $3,240.24 $3,240.24 $0.00 0.00% Pension $31,914.68 $38,495.43 $6,580.75 20.62% ICMA Match $11,611.25 $12,642.92 $1,031.66 8.89% Total Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36% General Operating Budget Computer Software $93,000.00 $89,675.21 $81,000.00 $90,000.00 $9,000.00 11.11% IT Utility Services $12,000.00 $13,782.25 $30,900.00 $30,900.00 $0.00 0.00% IT Support Service $5,000.00 $8,371.45 $15,000.00 $15,000.00 $0.00 0.00% Travel & Training $2,000.00 $1,969.20 $2,000.00 $2,000.00 $0.00 0.00% Total General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98% Page 3 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Capital Budget Computer Hardware/Servers $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58% Total Capital budget $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58% Total Information Technology $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74% CITY CLERK Wages and Benefits City Clerk Salaries-Perm. $217,908.30 $250,415.65 $255,931.91 $259,657.26 $3,725.34 1.46% Leave time turn-in $6,469.20 $3,772.00 -$2,697.20 -41.69% Overtime $300.00 $901.65 $300.00 $1,000.00 $700.00 233.33% Fringe Benefits $1,800.00 $1,800.00 $0.00 0.00% FICA/Medicare $16,692.93 $19,419.53 $19,578.79 $19,863.78 $284.99 1.46% Child Care Tax $856.87 $856.87 0.00% Vision Plan $417.24 $465.96 $48.72 11.68% Disability Insurance $2,776.36 $2,776.36 $0.00 0.00% Group Health Plan $76,352.45 $106,985.06 $30,632.62 40.12% Group Life Insurance $1,250.48 $1,250.48 $0.00 0.00% Group Dental Insurance $3,648.48 $3,648.48 $0.00 0.00% Pension $48,004.54 $42,201.15 -$5,803.39 -12.09% ICMA Match $8,639.98 $3,616.32 -$5,023.66 -58.14% Total Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34% General Operating Budget General Supplies $3,000.00 $4,686.73 $6,500.00 $6,500.00 $0.00 0.00% Animal Control Costs $5,100.00 $5,054.32 $4,500.00 $5,000.00 $500.00 11.11% Election Expenses $12,000.00 $9,206.83 $7,500.00 $12,000.00 $4,500.00 60.00% Election Reimbursable $1,500.00 $1,425.25 $2,000.00 $2,000.00 $0.00 0.00% Telephone $400.00 $386.74 $400.00 $400.00 $0.00 0.00% Postage $2,250.00 $697.41 $1,500.00 $2,500.00 $1,000.00 66.67% Dues and Subscriptions $400.00 $305.00 $400.00 $400.00 $0.00 0.00% Printing $400.00 $397.76 $600.00 $600.00 $0.00 0.00% BCA elections $9,700.00 $7,176.60 $3,700.00 $9,700.00 $6,000.00 162.16% Election Workers $9,000.00 $7,205.12 $3,500.00 $9,000.00 $5,500.00 157.14% BCA Appeals/Abatements $350.00 $401.60 $700.00 $400.00 -$300.00 -42.86% Office Equip Maintenance $1,200.00 $804.73 $1,800.00 $1,800.00 $0.00 0.00% Travel & Training $4,200.00 $2,613.21 $4,200.00 $4,200.00 $0.00 0.00% Photocopier Lease Prin $1,500.00 $2,075.78 $1,700.00 $2,100.00 $400.00 23.53% Total General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13% Total Clerk $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69% PHYSICAL PLANT Wages and Benefits Physical Plant Salaries-Perm. $167,658.49 $163,018.47 $251,968.90 $316,715.88 $64,746.98 25.70% Over Time $5,000.00 $5,000.00 $0.00 0.00% Fringe Benefits $1,800.00 $2,300.00 $500.00 27.78% FICA/Medicare $12,825.87 $16,822.16 $19,658.12 $24,228.76 $4,570.64 23.25% Child Care Tax $1,045.16 $1,045.16 0.00% Vision Plan $417.24 $472.56 $55.32 13.26% Disability Insurance $2,776.36 $3,470.45 $694.09 25.00% Group Health Plan $76,401.98 $108,865.91 $32,463.93 42.49% Group Life Insurance $1,250.48 $1,563.10 $312.62 25.00% Group Dental Insurance $3,648.48 $4,146.00 $497.52 13.64% Pension $32,441.00 $43,878.79 $11,437.79 35.26% ICMA Match $7,796.48 $11,349.82 $3,553.34 45.58% Total Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73% General Operating Budget Cleaning Supplies $42,000.00 $20,641.86 $45,785.00 $48,250.00 $2,465.00 5.38% Vehicle Repair $2,500.00 $2,500.00 0.00% Building Maintenance $10,250.00 $27,616.51 $14,250.00 $28,450.00 $14,200.00 99.65% Page 4 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Building Repair $15,900.00 $22,246.72 $21,900.00 $28,000.00 $6,100.00 27.85% Bio waste Disposal $1,000.00 $648.34 $600.00 $600.00 $0.00 0.00% Recycle & Trash Removal $17,100.00 $11,195.14 $18,900.00 $20,000.00 $1,100.00 5.82% HVAC Maintenance $31,020.00 $60,814.99 $40,100.00 $51,350.00 $11,250.00 28.05% Generator Preventive Maint. $15,000.00 $6,814.83 $20,000.00 $21,300.00 $1,300.00 6.50% Electricity-City Hall $14,250.00 $39,672.58 $70,250.00 $73,575.00 $3,325.00 4.73% Heating/Cooling-City Hall $7,000.00 $11,130.51 $14,600.00 $15,500.00 $900.00 6.16% Facility Maintenance $10,000.00 $3,612.51 $12,500.00 $18,500.00 $6,000.00 48.00% Facilities contract $90,000.00 $111,751.24 $97,000.00 $55,600.00 -$41,400.00 -42.68% Total General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17% Capital Budget PP CIP projects $116,000.00 $271,000.00 $155,000.00 133.62% Total Physical Plant $434,004.36 $516,659.60 $875,044.04 $1,157,661.44 $282,617.40 32.30% FINANCE, ASSESSING & TAX Wages and Benefits Assessing/Tax Sal.-Perm. $322,752.92 $347,708.81 $397,948.87 $417,700.16 $19,751.28 4.96% Leave Time Turn-in $3,322.80 $3,322.80 $0.00 0.00% Overtime $0.00 $0.00 $300.00 $300.00 0.00% Fringe Benefits $2,100.00 $2,100.00 $0.00 0.00% FICA/Medicare $24,690.60 $27,209.42 $30,443.09 $32,321.26 $1,878.17 6.17% Child Care Tax $1,378.41 $1,378.41 0.00% Vision Plan $619.08 $619.08 $0.00 0.00% Disability Insurance $3,470.45 $3,470.45 $0.00 0.00% Group Health Plan $89,186.54 $111,179.02 $21,992.48 24.66% Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00% Group Dental Insurance $5,501.40 $5,501.40 $0.00 0.00% Pension $74,531.55 $70,338.81 -$4,192.74 -5.63% ICMA Match $21,887.19 $22,973.51 $1,086.32 4.96% Total Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69% General Operating Budget Office Supplies $3,000.00 $592.07 $3,200.00 $3,200.00 $0.00 0.00% Advertising $500.00 $258.00 $500.00 $500.00 $0.00 0.00% Telephone $300.00 $337.63 $300.00 $350.00 $50.00 16.67% Postage $6,000.00 $5,558.42 $6,000.00 $6,200.00 $200.00 3.33% Dues and Memberships $800.00 $606.90 $800.00 $800.00 $0.00 0.00% Printing $4,000.00 $3,460.61 $4,000.00 $4,000.00 $0.00 0.00% Gen Govt. Audit/Accounting $35,000.00 $26,324.95 $30,500.00 $32,000.00 $1,500.00 4.92% Appeals and Abatements $4,000.00 $5,082.69 $5,000.00 $5,000.00 $0.00 0.00% Gen Govt. Actuaries/Pension $26,000.00 $20,725.00 $26,000.00 $26,000.00 $0.00 0.00% Consulting/Assessing Other $30,000.00 $13,252.86 $5,000.00 $30,000.00 $25,000.00 500.00% NEMRC/APEX $7,000.00 $7,670.55 $8,000.00 $9,000.00 $1,000.00 12.50% Travel & Training $4,000.00 $170.00 $4,000.00 $4,000.00 $0.00 0.00% Total General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74% Total Finance, Tax and Assessing $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66% PLANNING/DEVELOPMENT REVIEW Wages and Benefits Planning Salaries-Perm. $372,532.08 $379,191.26 $548,721.83 $474,778.97 -$73,942.86 -13.48% Leave Time Turn-In $2,428.00 $2,428.00 $0.00 0.00% Overtime $5,000.00 $696.64 $5,000.00 $5,000.00 $0.00 0.00% Fringe Benefits $3,300.00 $2,300.00 -$1,000.00 -30.30% FICA/Medicare $28,881.20 $30,850.87 $42,359.72 $37,054.99 -$5,304.73 -12.52% Child Care Tax $1,566.77 $1,566.77 0.00% Vision Plan $478.80 $263.76 -$215.04 -44.91% Disability Insurance $4,858.63 $3,470.45 -$1,388.18 -28.57% Group Health Plan $86,531.77 $69,670.25 -$16,861.52 -19.49% Group Life Insurance $2,188.34 $1,563.10 -$625.24 -28.57% Page 5 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Group Dental Insurance $4,251.24 $2,863.92 -$1,387.32 -32.63% Pension $70,647.94 $61,158.97 -$9,488.96 -13.43% ICMA Match $30,179.70 $23,838.37 -$6,341.33 -21.01% Total Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 -$114,988.41 -14.36% General Operating Budget Office Supplies $2,500.00 $1,132.71 $2,500.00 $2,500.00 $0.00 0.00% Public Meeting Advertising $3,500.00 $2,861.40 $3,500.00 $5,000.00 $1,500.00 42.86% Telephone $150.00 $172.12 $150.00 $150.00 $0.00 0.00% Postage $800.00 $285.77 $800.00 $800.00 $0.00 0.00% Dues and Subscriptions $1,650.00 $1,906.43 $2,000.00 $2,000.00 $0.00 0.00% Document Printing $700.00 $0.00 $700.00 $0.00 -$700.00 -100.00% Consultants $55,000.00 $45,647.83 $55,000.00 $75,000.00 $20,000.00 36.36% Cmte Support (Nat Res, Energy, Oth $2,500.00 $573.40 $2,500.00 $2,500.00 $0.00 0.00% Payment for GIS services $0.00 $12,635.00 $13,084.00 $449.00 3.55% PC/DRB Stipends $9,000.00 $8,706.24 $9,000.00 $9,000.00 $0.00 0.00% Equipment $1,500.00 $0.00 $1,500.00 $1,500.00 $0.00 0.00% Special Projects/permitting Software $75,000.00 $0.00 $20,000.00 $30,000.00 $10,000.00 50.00% Travel & Training $5,000.00 $1,845.80 $7,500.00 $7,500.00 $0.00 0.00% Total General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53% Total Planning and Zoning $563,713.28 $473,870.47 $918,730.97 $834,991.56 -$83,739.41 -9.11% CULTURE AND RECREATION RECREATION ADMINISTRATION Wages and Benefits Rec.Admin.Salaries-Perm. $291,160.46 $300,854.33 $313,990.32 $323,511.11 $9,520.79 3.03% Leave Time Turn-In $3,000.00 $0.00 $10,739.60 $7,000.00 -$3,739.60 -34.82% Overtime $2,000.00 $3,052.60 $2,000.00 $2,500.00 $500.00 25.00% Fringe Benefits $2,300.00 $2,300.00 $0.00 0.00% FICA/Medicare $22,656.28 $23,377.60 $24,020.26 $24,748.60 $728.34 3.03% Child Care Tax $1,067.59 $1,067.59 0.00% Vision Plan $374.40 $374.40 $0.00 0.00% Disability Insurance $3,470.45 $3,470.45 $0.00 0.00% Group Health Plan $68,315.44 $86,131.61 $17,816.17 26.08% Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00% Group Dental Insurance $2,879.88 $2,879.88 $0.00 0.00% Pension $52,546.06 $45,106.58 -$7,439.48 -14.16% ICMA Match $8,714.19 $13,734.34 $5,020.14 57.61% Total Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78% General Operating Budget Office Supplies $0.00 $500.00 $1,000.00 $500.00 100.00% Clothing $1,200.00 $1,144.80 $3,000.00 $3,000.00 $0.00 0.00% Telephone $2,750.00 $3,239.04 $2,750.00 $3,500.00 $750.00 27.27% Postage $150.00 $3.45 $50.00 $50.00 $0.00 0.00% Dues and Subscriptions $2,100.00 $3,251.00 $2,400.00 $3,500.00 $1,100.00 45.83% Scholarships $1,000.00 $49.99 $1,000.00 $1,000.00 $0.00 0.00% Printing/Advertising/Marketing $25,000.00 $0.00 $11,000.00 $5,000.00 -$6,000.00 -54.55% Computer Software Contract $6,000.00 $6,023.92 $11,000.00 $7,000.00 -$4,000.00 -36.36% Travel & Training $2,500.00 $2,664.73 $5,000.00 $9,000.00 $4,000.00 80.00% Total General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 -$3,650.00 -9.95% Total Recreation Administration $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76% RECREATION PROGRAMS General Operating Budget Supplies and Equipment $11,000.00 $8,797.77 $11,000.00 $14,000.00 $3,000.00 27.27% SB Night Out $27,000.00 $25,234.76 $30,000.00 $30,000.00 $0.00 0.00% Adult Programs $0.00 $10,000.00 $5,000.00 -$5,000.00 -50.00% Special Events $0.00 $30,000.00 $35,000.00 $5,000.00 16.67% Page 6 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Youth Programs $0.00 $60,000.00 $70,000.00 $10,000.00 16.67% Advertising $7,000.00 $3,814.17 $0.00 $0.00 $0.00 0.00% School Use $5,000.00 $0.00 $5,000.00 $0.00 -$5,000.00 -100.00% $50,000.00 $37,846.70 $146,000.00 $154,000.00 $8,000.00 5.48% RECREATION FACILITIES General Operating Budget Seasonal Park Salaries $0.00 $12,500.00 $18,500.00 $6,000.00 48.00% FICA/Medicare $0.00 $956.25 $1,415.25 $459.00 48.00% Total Wages and Benefits $13,456.25 $19,915.25 $6,459.00 48.00% General Operating Budget Supplies-Park Facilities $2,500.00 $2,944.09 $8,000.00 $8,000.00 $0.00 0.00% Vehicle Maintenance $1,500.00 $2,973.88 $6,000.00 $6,000.00 $0.00 0.00% Fuel-Gas - Heat-Park Facilities $1,500.00 $1,594.76 $1,600.00 $1,600.00 $0.00 0.00% Facilities Maintenance Contracts $1,500.00 $1,347.55 $0.00 $0.00 $0.00 0.00% Ongoing Facilities Improvements $20,000.00 $2,860.61 $32,000.00 $20,000.00 -$12,000.00 -37.50% Port-O-Lets $7,000.00 $8,513.64 $8,000.00 $9,500.00 $1,500.00 18.75% Electric-Park Facilities $1,300.00 $1,818.90 $6,000.00 $6,000.00 $0.00 0.00% Electric-Dorset Park $3,000.00 $2,623.13 $0.00 $0.00 $0.00 0.00% Electric-Overlook Park $500.00 $290.04 $0.00 $0.00 $0.00 0.00% Electric-Tennis Courts $350.00 $320.01 $0.00 $0.00 $0.00 0.00% $0.00 0.00% Total General Operating Budget $39,150.00 $25,286.61 $61,600.00 $51,100.00 -$10,500.00 -17.05% Capital Budget Capital Items $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00% $139,150.00 $125,277.11 $175,056.25 $271,015.25 $89,500.00 51.13% SENIOR PROGRAMS General Operating Budget Program Supplies $2,000.00 $4,453.53 $9,500.00 $9,500.00 $0.00 0.00% Meal Cost $14,500.00 $9,442.92 $15,000.00 $15,000.00 $0.00 0.00% Marketing $2,000.00 $749.00 $2,000.00 $2,000.00 $0.00 0.00% Senior Programs $0.00 $0.00 $1,000.00 $1,000.00 0.00% Senior Events $3,000.00 $2,341.11 $12,000.00 $12,000.00 $0.00 0.00% Custodial $6,701.57 $6,701.57 $0.00 $0.00 $0.00 0.00% Utilities $5,110.00 $4,317.59 $0.00 $0.00 0.00% $33,311.57 $28,005.72 $38,500.00 $39,500.00 $1,000.00 2.60% PUBLIC LIBRARY Wages and Benefits Library Salaries $605,115.45 $584,454.74 $666,035.33 $718,268.83 $52,233.50 7.84% Fringe Benefits $3,000.00 $4,300.00 $1,300.00 43.33% FICA/Medicare $46,291.33 $45,356.34 $50,951.70 $55,314.77 $4,363.06 8.56% Child Care Tax $2,370.29 $2,370.29 0.00% Vision Plan $540.72 $583.56 $42.84 7.92% Disability Insurance $6,246.81 $6,246.81 $0.00 0.00% Group Health Plan $113,900.81 $144,653.15 $30,752.33 27.00% Group Life Insurance $2,813.58 $2,813.58 $0.00 0.00% Group Dental Insurance $4,764.72 $5,051.76 $287.04 6.02% Pension $65,112.10 $72,930.22 $7,818.12 12.01% ICMA Match $19,630.86 $17,562.66 -$2,068.19 -10.54% Total Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41% General Operating Budget Library Supplies $7,250.00 $7,325.71 $8,500.00 $9,000.00 $500.00 5.88% Books - Adult $20,000.00 $20,543.57 $22,000.00 $23,000.00 $1,000.00 4.55% Books - Children $10,000.00 $9,091.09 $10,800.00 $11,000.00 $200.00 1.85% DVDs/CDs-Adult $7,000.00 $4,908.03 $7,500.00 $5,000.00 -$2,500.00 -33.33% DVDs/CDs-Children $1,500.00 $115.55 $1,000.00 $0.00 -$1,000.00 -100.00% Program Supplies-Arts/Craft $3,000.00 $5,105.42 $3,500.00 $3,500.00 $0.00 0.00% Page 7 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Books - Young Adults $4,000.00 $3,874.15 $4,500.00 $4,750.00 $250.00 5.56% Lost Book Replacement $1,000.00 $1,000.00 $0.00 0.00% Postage $2,500.00 $1,338.25 $1,700.00 $1,700.00 $0.00 0.00% Inter-Library delivery $2,232.00 $2,297.44 $2,232.00 $2,300.00 $68.00 3.05% AV support $1,500.00 $1,500.00 0.00% Dues and Subscriptions $1,500.00 $1,472.33 $1,800.00 $1,900.00 $100.00 5.56% Online & Print Subscription $20,000.00 $20,326.16 $23,000.00 $34,000.00 $11,000.00 47.83% Community Programs $5,000.00 $4,001.02 $6,000.00 $9,000.00 $3,000.00 50.00% Janitorial Services & Supplies $65,100.92 $48,826.00 $0.00 $0.00 $0.00 0.00% Computer Program Fees $6,000.00 $8,765.92 $6,500.00 $8,000.00 $1,500.00 23.08% Computer Operations - Software $2,000.00 $359.88 $2,500.00 $2,500.00 $0.00 0.00% Computer Operations - Hardware $3,000.00 $3,178.52 $4,000.00 $4,500.00 $500.00 12.50% Travel & Training $1,500.00 $2,232.20 $1,500.00 $3,000.00 $1,500.00 100.00% Utilities $49,640.00 $59,376.58 $0.00 $0.00 0.00% C/L Photocopier Lease Pri $4,000.00 $7,397.75 $4,000.00 $7,500.00 $3,500.00 87.50% Total General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85% Total Public Library $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31% PUBLIC SAFETY FIRE & AMBULANCE SERVICES DEPARTMENT Wages & Benefits Fire Salaries-Permanent $2,395,409.13 $2,417,373.53 $2,735,934.13 $2,988,576.80 $252,642.67 9.23% Leave time turn-in $5,500.00 $5,500.00 $0.00 0.00% Holiday Pay $359,755.77 $375,785.90 $397,609.77 $384,773.57 -$12,836.20 -3.23% Fair Labor Standard O/T $111,352.98 $111,352.98 $114,982.65 $127,509.36 $12,526.71 10.89% F/D Overtime - Fill-In $160,000.00 $264,273.88 $185,000.00 $190,500.00 $5,500.00 2.97% F/D Overtime - Training $16,000.00 $68,316.31 $20,000.00 $45,000.00 $25,000.00 125.00% F/D Overtime - Emerg Call $12,500.00 $10,197.02 $9,000.00 $10,000.00 $1,000.00 11.11% Wellness/Fitness (Fringe Benefit) $23,000.00 $21,150.00 $24,725.00 $26,375.00 $1,650.00 6.67% Fire-Off Duty Outside Emp $8,000.00 $500.00 $8,000.00 $4,000.00 -$4,000.00 -50.00% FICA/Medicare $236,845.37 $251,181.50 $266,120.60 $286,902.52 $20,781.92 7.81% Child Care Tax $11,594.93 $11,594.93 0.00% Vision Plan $3,539.40 $3,533.16 -$6.24 -0.18% Disability Insurance $4,713.00 $4,883.88 $170.88 3.63% Group Health Plan $599,564.97 $815,349.16 $215,784.19 35.99% Group Life Insurance $11,879.56 $12,817.42 $937.86 7.89% Group Dental Insurance $33,391.20 $32,909.64 -$481.56 -1.44% Pension $527,846.41 $467,845.59 -$60,000.82 -11.37% ICMA Match $12,754.62 $12,754.62 0.00% Total Wages and Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76% General Operating Budget Office Supplies $2,100.00 $2,875.64 $2,850.00 $3,000.00 $150.00 5.26% Hoses, Nozzles, Misc. $1,500.00 $25,107.28 $6,000.00 $6,000.00 $0.00 0.00% Medical Supplies-Disposal $49,000.00 $49,892.62 $50,225.00 $52,750.00 $2,525.00 5.03% Medical Supplies-Oxygen $4,400.00 $3,154.54 $4,400.00 $4,400.00 $0.00 0.00% Medical Equipment Replace $17,500.00 $15,194.68 $17,500.00 $18,500.00 $1,000.00 5.71% Vaccinations-HEP $1,000.00 $0.00 $500.00 $500.00 $0.00 0.00% REHAB Supplies $300.00 $443.01 $300.00 $300.00 $0.00 0.00% Station Operating Supply $2,200.00 $2,425.13 $2,200.00 $2,500.00 $300.00 13.64% Maintenance Tools $500.00 $1,095.55 $500.00 $500.00 $0.00 0.00% Uniforms $30,000.00 $43,119.42 $30,000.00 $30,000.00 $0.00 0.00% Uniforms -Electrical Inspector $650.00 $249.49 $0.00 $0.00 $0.00 0.00% Firefighting Clothing (PPE) $48,000.00 $120,970.82 $13,500.00 $40,000.00 $26,500.00 196.30% Vehicle Tools $500.00 $1,137.62 $0.00 $0.00 $0.00 0.00% Gas Chiefs' vehicle & rei $2,800.00 $5,688.96 $5,250.00 $5,985.00 $735.00 14.00% Diesel Fuel $18,000.00 $47,176.07 $46,875.00 $41,000.00 -$5,875.00 -12.53% Page 8 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Oil $725.00 $1,640.81 $725.00 $1,200.00 $475.00 65.52% Films and Books $500.00 $848.11 $800.00 $800.00 $0.00 0.00% Fire Prevention Materials $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00% Fire Extinguishers $850.00 $435.00 $850.00 $850.00 $0.00 0.00% Airpacks Maintenance $10,000.00 $7,614.59 $10,000.00 $10,000.00 $0.00 0.00% Telephone $13,500.00 $25,558.34 $22,525.00 $25,000.00 $2,475.00 10.99% Postage-Tool Shipping $225.00 $1,114.79 $675.00 $1,000.00 $325.00 48.15% Dues and Subscriptions $2,800.00 $4,137.84 $3,500.00 $4,000.00 $500.00 14.29% Dues and Subscriptions - Electric $200.00 $120.00 $0.00 $0.00 $0.00 0.00% Stations Maintenance/Repairs $25,500.00 $33,219.08 $26,500.00 $30,000.00 $3,500.00 13.21% Laundry and Bedding $4,000.00 $1,249.70 $4,000.00 $4,000.00 $0.00 0.00% Radio Repair $5,500.00 $4,439.25 $7,500.00 $7,500.00 $0.00 0.00% Vehicle Maintenance $35,000.00 $36,775.43 $38,000.00 $38,000.00 $0.00 0.00% Vehicle Repair $30,000.00 $39,839.60 $33,000.00 $34,000.00 $1,000.00 3.03% Equipment R & M $25,000.00 $16,062.99 $25,000.00 $25,000.00 $0.00 0.00% Tires $6,000.00 $2,432.90 $6,000.00 $6,000.00 $0.00 0.00% Fire Inspector Car/Equipment $850.00 $850.00 $850.00 $0.00 0.00% Computers Contract ACS $12,500.00 $12,615.15 $28,825.00 $50,000.00 $21,175.00 73.46% Fire Safety Equipment $28,000.00 $17,649.89 $34,000.00 $35,500.00 $1,500.00 4.41% Comm Tower Rent $1,000.00 $4,625.01 $5,100.00 $5,100.00 $0.00 0.00% Equipment Purchase $500.00 $500.00 $500.00 $0.00 0.00% F/D Furniture/Equipment $7,000.00 $16,055.43 $7,000.00 $7,000.00 $0.00 0.00% EMS Patient Care Equip $33,000.00 $33,629.39 $33,000.00 $34,000.00 $1,000.00 3.03% Conferences $1,500.00 $1,682.74 $1,500.00 $0.00 -$1,500.00 -100.00% Training Schools $10,000.00 $11,425.91 $13,500.00 $15,000.00 $1,500.00 11.11% Covid Vaccine Admin Expen $0.00 $58.24 $0.00 $0.00 $0.00 0.00% Training Schools-Electrical Inspecto $400.00 $84.06 $400.00 $400.00 $0.00 0.00% Training Equipment $1,200.00 $0.00 $4,200.00 $4,200.00 $0.00 0.00% New Employee Training $10,000.00 $15,938.13 $0.00 $5,000.00 $5,000.00 0.00% To Reserve Fund-Training $10,000.00 $10,000.00 $25,000.00 $30,000.00 $5,000.00 20.00% Recruiting & Testing $2,000.00 $4,429.81 $2,000.00 $3,000.00 $1,000.00 50.00% Fire Station #1 Heat/Elec $15,000.00 $20,389.43 $15,000.00 $22,000.00 $7,000.00 46.67% Fire Station #2 Heat/Elec $17,000.00 $12,550.67 $15,000.00 $14,000.00 -$1,000.00 -6.67% Billing Service $35,000.00 $46,489.57 $41,040.00 $55,006.20 $13,966.20 34.03% State Payment Medicaid/Medicare $25,500.00 $27,297.59 $29,000.00 $41,560.24 $12,560.24 43.31% Copier $500.00 $388.23 $500.00 $500.00 $0.00 0.00% Total General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35% Capital Budget Vehicle-Fire/Ambulance $44,898.23 $400,000.00 $432,000.00 $32,000.00 8.00% Station alerting and ambulance loading $155,000.00 $155,000.00 0.00% Thermal Imaging Cameras $30,000.00 $20,000.00 -$10,000.00 -33.33% Total Capital Budget $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16% Total Fire and Ambulance Services $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69% POLICE Wages and Benefits Police Salaries-Permanent $3,590,393.02 $3,137,647.10 $3,690,784.34 $3,908,158.32 $217,373.98 5.89% Rec Path Patrol - Interns $16,000.00 $0.00 $16,000.00 $16,000.00 $0.00 0.00% CJC Support-Benefits $16,407.49 $16,407.49 0.00% Leave Time turn-in $4,500.00 $4,500.00 $0.00 0.00% Police Salaries-Overtime $238,350.00 $304,190.28 $314,000.00 $314,000.00 $0.00 0.00% Police Holiday Pay $248,708.73 $245,052.01 $261,731.84 $294,959.44 $33,227.61 12.70% Mandatory Training - Overtime $80,000.00 $80,000.00 $80,000.00 $80,000.00 $0.00 0.00% BCI On Call $16,000.00 $16,000.00 $20,800.00 $25,600.00 $4,800.00 23.08% Shift Differential $56,000.00 $43,954.63 $60,286.50 $61,793.66 $1,507.16 2.50% Off-Duty Police Salary $10,000.00 $4,020.00 $10,000.00 $10,000.00 $0.00 0.00% Fitness $20,000.00 $26,975.00 $25,925.00 $28,300.00 $2,375.00 9.16% FICA/Medicare $325,542.06 $291,102.67 $338,711.60 $360,354.12 $21,642.52 6.39% Page 9 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Child Care Tax $14,131.53 $14,131.53 0.00% Vision Plan $4,091.88 $4,000.68 -$91.20 -2.23% Disability Insurance $12,684.63 $12,924.98 $240.35 1.89% Group Health Plan $681,299.30 $824,758.72 $143,459.43 21.06% Group Life Insurance $15,318.38 $15,631.00 $312.62 2.04% Group Dental Insurance $43,035.36 $42,177.48 -$857.88 -1.99% Pension $683,931.63 $784,028.05 $100,096.42 14.64% ICMA Match $17,367.02 $17,367.02 0.00% Total Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13% General Operating Budget Office Supplies $10,500.00 $10,828.17 $10,500.00 $10,500.00 $0.00 0.00% Firearms equip/supplies $13,000.00 $11,669.17 $13,500.00 $12,000.00 -$1,500.00 -11.11% Radio Equipment-Supplies $0.00 $0.00 $30,000.00 $30,000.00 0.00% Investigative Supplies $8,500.00 $5,996.21 $5,000.00 $6,000.00 $1,000.00 20.00% Youth Services Supplies $2,500.00 $2,181.36 $2,500.00 $2,500.00 $0.00 0.00% Traffic Safety Grant $5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00% Traffic Unit Supplies $2,500.00 $3,378.51 $3,000.00 $4,000.00 $1,000.00 33.33% K-9 Supplies $4,000.00 -$850.92 $6,000.00 $6,500.00 $500.00 8.33% Uniform Supplies $38,500.00 $42,796.59 $38,500.00 $38,500.00 $0.00 0.00% Tires $9,500.00 $9,577.23 $9,500.00 $10,000.00 $500.00 5.26% Gas and Oil $57,000.00 $63,354.71 $73,500.00 $72,450.00 -$1,050.00 -1.43% Community Outreach $40,351.00 $40,351.00 $48,380.00 $48,380.00 $0.00 0.00% Telephone/Internet/Software $37,500.00 $35,023.04 $50,000.00 $40,000.00 -$10,000.00 -20.00% Postage $2,300.00 $1,847.28 $2,300.00 $2,500.00 $200.00 8.70% Dues and Subscriptions $2,300.00 $2,930.00 $2,300.00 $3,000.00 $700.00 30.43% Towing Services $1,000.00 $3,870.00 $3,000.00 $4,000.00 $1,000.00 33.33% Crime Prevention Supplies $500.00 $0.00 $0.00 $1,000.00 $1,000.00 0.00% Uniform Cleaning $15,000.00 $9,741.40 $13,000.00 $12,000.00 -$1,000.00 -7.69% Office Equip. Contract $6,000.00 $4,510.44 $6,000.00 $6,000.00 $0.00 0.00% Generator Preventive Maint. $0.00 $750.00 $0.00 -$750.00 -100.00% Radio Equip. Maintenance $2,500.00 $2,735.00 $2,500.00 $3,000.00 $500.00 20.00% Vehicle Repair $58,000.00 $79,050.58 $62,000.00 $70,000.00 $8,000.00 12.90% Computer Connections Syst $8,800.00 $9,633.00 $0.00 $0.00 $0.00 0.00% Records Management System $12,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Consulting Services $28,000.00 $24,135.94 $28,000.00 $26,000.00 -$2,000.00 -7.14% Vehicle Equipment $5,000.00 $4,997.37 $5,000.00 $5,000.00 $0.00 0.00% Computers/software $325,000.00 $140,630.06 $82,000.00 $85,000.00 $3,000.00 3.66% Office Equipment $4,000.00 $4,197.86 $6,000.00 $6,000.00 $0.00 0.00% Body worn Cameras $90,000.00 $90,210.03 $90,000.00 $90,000.00 $0.00 0.00% Animal Control Contracts $27,820.00 $28,686.87 $29,500.00 $38,000.00 $8,500.00 28.81% Conferences $6,000.00 $7,097.91 $6,000.00 $6,000.00 $0.00 0.00% In-Service Training $30,000.00 $30,931.13 $30,000.00 $30,000.00 $0.00 0.00% Recruiting & Testing $3,500.00 $6,501.50 $7,500.00 $10,000.00 $2,500.00 33.33% Tuition Reimbursement $4,000.00 $0.00 $4,000.00 $4,000.00 $0.00 0.00% Electric-Police Dept. $85,714.29 $61,588.57 $86,000.00 $65,000.00 -$21,000.00 -24.42% Heat/Hot Water $7,857.14 $10,370.40 $7,900.00 $12,000.00 $4,100.00 51.90% Radio Installation Utility $0.00 $0.00 $0.00 $0.00 0.00% Building Maintenance Fees-Commo $0.00 $0.00 $0.00 $0.00 0.00% Cleaning/Building Service $0.00 $0.00 $0.00 $0.00 0.00% $0.00 0.00% Total General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41% Capital Budget Vehicles and Equipment $110,000.00 $159,403.98 $165,000.00 $150,000.00 -$15,000.00 -9.09% Firearms Replacement $38,000.00 $0.00 -$38,000.00 -100.00% Building Stewardship $50,000.00 $82,997.75 $50,000.00 $50,000.00 $0.00 0.00% Total Capital Budget $160,000.00 $242,401.73 $253,000.00 $200,000.00 -$53,000.00 -20.95% Total Police $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50% Page 10 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change PUBLIC SERVICES STREETS AND HIGHWAYS Wages and Benefits Highway Salaries-Perm. $908,726.50 $913,325.28 $1,117,249.17 $1,088,684.81 -$28,564.36 -2.56% Leave Time turn-in $5,500.00 $5,500.00 $0.00 0.00% Highway Salaries-Overtime $40,000.00 $57,039.60 $65,000.00 $65,000.00 $0.00 0.00% On-Call Pay $36,400.00 $0.00 $36,400.00 $36,400.00 $0.00 0.00% Fringe Benefits $18,792.40 $8,260.00 -$10,532.40 -56.05% FICA/Medicare $75,362.18 $72,871.68 $85,469.56 $91,041.49 $5,571.93 6.52% Child Care Tax $3,592.66 $3,592.66 0.00% Vision Plan $1,760.16 $1,515.84 -$244.32 -13.88% Disability Insurance $11,518.88 $11,843.79 $324.92 2.82% Group Health Plan $308,208.59 $346,707.29 $38,498.70 12.49% Group Life Insurance $5,158.23 $5,314.54 $156.31 3.03% Group Dental Insurance $16,901.62 $13,301.02 -$3,600.60 -21.30% Pension $235,555.05 $191,771.26 -$43,783.79 -18.59% ICMA Match $58,537.38 $56,816.41 -$1,720.98 -2.94% Total Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $1,925,749.10 -$40,301.94 -2.05% General Operating Budget Office Supplies $1,750.00 $2,075.89 $1,800.00 $1,800.00 $0.00 0.00% Traffic Light Supplies $28,000.00 $32,791.16 $30,000.00 $30,000.00 $0.00 0.00% Sign Supplies $12,000.00 $9,631.44 $12,000.00 $12,000.00 $0.00 0.00% City Highways Material $35,000.00 $32,903.85 $38,000.00 $38,000.00 $0.00 0.00% Road Striping $40,000.00 $34,785.97 $40,000.00 $40,000.00 $0.00 0.00% Winter Salt $120,000.00 $129,541.80 $130,000.00 $130,000.00 $0.00 0.00% Winter Sand $300.00 $0.00 $300.00 $300.00 $0.00 0.00% Winter Liquid Deicer Addi $15,000.00 $15,473.64 $16,000.00 $16,000.00 $0.00 0.00% Uniforms $20,000.00 $17,518.88 $20,000.00 $20,000.00 $0.00 0.00% Vehicle Repair Parts $80,000.00 $103,197.81 $86,000.00 $100,000.00 $14,000.00 16.28% School Bus parts $37,500.00 $51,108.12 $37,500.00 $0.00 -$37,500.00 -100.00% Gasoline HW $35,000.00 $42,788.75 $38,000.00 $41,000.00 $3,000.00 7.89% Oil $4,000.00 $7,960.68 $4,000.00 $5,000.00 $1,000.00 25.00% Diesel Fuel HW $27,500.00 $66,380.97 $35,000.00 $59,000.00 $24,000.00 68.57% Diesel/Gasoline Non City $110,000.00 $172,588.36 $120,000.00 $150,000.00 $30,000.00 25.00% Fuel Station Maintenance $3,000.00 $1,270.26 $3,000.00 $3,000.00 $0.00 0.00% Software/Asset management $6,000.00 $22,884.03 $28,635.00 $31,535.00 $2,900.00 10.13% Telephone/Internet $6,200.00 $8,528.64 $6,800.00 $7,200.00 $400.00 5.88% Building Maintenance $0.00 $5,000.00 $5,000.00 $0.00 0.00% Tree Care $50,000.00 $54,211.45 $10,000.00 $24,000.00 $14,000.00 140.00% Consulting Services $20,000.00 -$18,317.72 $35,000.00 $35,000.00 $0.00 0.00% Equipment Rental/Purchase $1,000.00 $48.92 $1,000.00 $1,000.00 $0.00 0.00% Office Equipment Maintenace $2,000.00 $6,925.50 $2,000.00 $2,000.00 $0.00 0.00% Travel & Training $5,000.00 $5,230.32 $5,000.00 $5,500.00 $500.00 10.00% Utilities - Garage $16,500.00 $18,040.93 $17,000.00 $18,000.00 $1,000.00 5.88% Utilities-Garage Heat Gas $13,200.00 $17,730.11 $15,000.00 $17,000.00 $2,000.00 13.33% Traffic Lights -Electricity $21,000.00 $20,310.97 $21,500.00 $21,500.00 $0.00 0.00% Curbs and Sidewalks $1,500.00 $417.00 $2,000.00 $40,000.00 $38,000.00 1900.00% Bike/Ped Maintenace/Paving $30,000.00 $41,698.53 $40,000.00 $40,000.00 $0.00 0.00% Total General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65% Capital Budget Vehicle Replacement $225,000.00 $225,668.97 $305,000.00 $455,000.00 $150,000.00 49.18% DPW Garage Expansion $330,000.00 $180,000.00 -$150,000.00 -45.45% Highway Paving $720,000.00 $943,359.01 $800,000.00 $1,150,000.00 $350,000.00 43.75% Dorset street school zone implementation $100,000.00 $100,000.00 0.00% Market st & Hinesburg Rd traffic signal $100,000.00 $100,000.00 0.00% All Other CIP Projectes $110,000.00 $110,000.00 0.00% Ash Trees $50,000.00 $50,000.00 $50,000.00 $0.00 0.00% Dorset Street Signal $600,000.00 $346,006.74 $324,000.00 $0.00 -$324,000.00 -100.00% Total Capital Budget $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,145,000.00 $336,000.00 18.57% Page 11 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total Street and Highways $3,396,938.68 $3,455,997.54 $4,575,586.04 $4,964,584.10 $388,998.06 8.50% PARK MAINTENANCE Wages and Benefits Park Maint.Salaries-Perm. $262,775.23 $296,599.50 $369,506.09 $392,962.19 $23,456.10 6.35% Park Maint.-Overtime $10,000.00 $11,602.32 $10,000.00 $10,000.00 $0.00 0.00% Fringe Benefits $7,260.00 $3,000.00 -$4,260.00 -58.68% FICA/Medicare $20,867.31 $22,993.02 $33,145.35 $30,826.61 -$2,318.74 -7.00% Child Care Tax $1,296.78 $1,296.78 0.00% Vision Plan $521.64 $674.76 $153.12 29.35% Disability Insurance $4,164.54 $4,164.54 $0.00 0.00% Group Health Plan $100,834.73 $155,596.12 $54,761.39 54.31% Group Life Insurance $1,875.72 $1,875.72 $0.00 0.00% Group Dental Insurance $4,538.28 $5,909.64 $1,371.36 30.22% Pension $68,258.59 $65,938.46 -$2,320.13 -3.40% ICMA Match $18,329.99 $16,489.37 -$1,840.62 -10.04% Total Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37% General Operating Budget Park Supplies $30,000.00 $33,768.16 $32,000.00 $33,000.00 $1,000.00 3.13% Maintenance & Landscaping Contra $75,000.00 $80,597.19 $75,000.00 $82,000.00 $7,000.00 9.33% Cemetery Supplies $1,000.00 $1,000.00 $1,000.00 $1,000.00 $0.00 0.00% Wheeler House $0.00 $2,938.49 $0.00 $0.00 $0.00 0.00% Total General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41% Total Park Maintenance $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78% TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,255,527.34 $20,760,447.07 $1,504,919.73 7.82% TOTAL GENERAL OPERATING $5,794,703.22 $5,502,922.66 $5,778,764.73 $6,069,298.63 $290,533.90 5.03% TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,523,000.00 $733,000.00 26.27% DEBT SERVICE REPAYMENT Principal Payment Kennedy Dr Reconstruction $22,493.70 $22,508.00 $22,493.70 $22,493.70 $0.00 0.00% Lime Kiln Bridge $22,494.00 $22,508.00 $22,494.00 $22,494.00 $0.00 0.00% Pension Liability Note Principal $586,224.00 $586,223.59 $586,224.00 $586,224.00 $0.00 0.00% F/D Building Improvements $29,991.60 $30,005.00 $29,991.60 $29,991.60 $0.00 0.00% Police Headquarters $360,000.00 $360,000.00 $360,000.00 $360,000.00 $0.00 0.00% Communications Equipment-Comm $190,000.00 $190,000.00 $190,000.00 $190,000.00 $0.00 0.00% Total Principal payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00% Interest Payment Kennedy Dr Reconstruction $2,924.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51% Lime Kiln Bridge $2,824.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51% Pension Liability Note Interest $93,613.00 $92,330.21 $83,668.00 $72,810.00 -$10,858.00 -12.98% F/D Building Improvements $3,787.00 $398.34 $2,287.00 $766.00 -$1,521.00 -66.51% Police Headquarters $145,602.00 $145,602.00 $129,780.00 $113,472.00 -$16,308.00 -12.57% Sewer Fund Note-Solar $12,005.00 $12,005.00 $0.00 $0.00 $0.00 0.00% Communications Equipment-Comm $18,335.00 $18,284.77 $14,668.00 $11,001.00 -$3,667.00 -25.00% Total Interest payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 -$34,622.00 -14.81% Total debt payment $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 -$34,622.00 -2.40% SOCIAL SERVICES & OTHER OPERATING ENTITIES G.B.I.C. $5,000.00 $5,000.00 $5,000.00 $5,000.00 $0.00 0.00% V.L.C.T. $25,198.00 $25,198.00 $27,088.00 $28,727.00 $1,639.00 6.05% Chamber of Commerce $3,600.00 $545.00 $3,600.00 $3,600.00 $0.00 0.00% Social Services $15,000.00 $15,000.00 $15,000.00 $15,000.00 $0.00 0.00% CCTV-Clickable Meetings $22,050.00 $21,000.00 $22,050.00 $23,152.00 $1,102.00 5.00% Front Porch Forum $5,200.00 $5,280.00 $5,530.00 $6,000.00 $470.00 8.50% County Court $147,677.11 $160,345.00 $155,060.97 $168,362.25 $13,301.28 8.58% Winooski Valley Park $67,916.00 $67,916.00 $72,913.00 $75,553.00 $2,640.00 3.62% Page 12 Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change C.C.T.A. $538,462.00 $538,462.00 $591,554.00 $654,562.00 $63,008.00 10.65% Regional Planning $37,195.00 $37,195.00 $40,014.00 $42,014.70 $2,000.70 5.00% $867,298.11 $875,941.00 $937,809.97 $1,021,970.95 $84,160.98 8.97% TO CAPITAL/RESERVE FUNDS Fuel Pump Reserve Fund $8,200.00 $8,200.00 $8,200.00 $8,200.00 $0.00 0.00% Payment to Sickbank Fund 298 $0.00 $0.00 $125,000.00 $125,000.00 $0.00 0.00% To Capital Improvements $800,000.00 $800,000.00 $800,000.00 $860,000.00 $60,000.00 7.50% $808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43% Total General Fund $28,511,478.56 $28,373,899.32 $31,140,318.33 $33,778,310.94 $2,637,992.61 8.47% Page 13 Proposed FY25 Budget - 11/30/2023 FY23 Budget FY23Actual FY24 Budget FY25 Budget FY 24-25 $ Change FY 24-25 % Change General Fund $28,461,478.56 $28,374,334.00 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88% General Fund Non-Property Tax Rev $10,498,666.00 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55% Net to be raised by property tax $17,962,812.57 $19,388,298.92 $21,536,342.72 $2,148,043.80 11.08% TIF Grand List (100%)$333,317.00 $433,841.00 $452,930.00 $19,089.00 4.40% General Fund Grand List $40,615,363.32 $41,141,600.25 $42,077,664.76 $936,064.51 2.28% Estimated Tax Rate $0.4455 $0.4727 $0.5118 $0.0392 8.29% $0.4713 Other approved Ballot Items Open Space $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97% Penny for Paths $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97% Total to be Raised by Property tax $18,775,119.83 $20,217,842.68 $22,382,269.14 $2,164,426.46 10.71% Total Estimated Tax Rate $0.4928 $0.5319 $0.0403 8.20% Actual Tax rate $0.4660 $0.4916 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change GENERAL GOVERNMENT CITY COUNCIL General Operating Budget General Expenses $3,500.00 $1,523.61 $3,500.00 $3,500.00 $0.00 0.00% Housing Trust $50,000.00 $50,000.00 $50,000.00 $150,000.00 $100,000.00 200.00% Designated Reserve $10,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Advertising $2,000.00 $954.25 $2,000.00 $2,000.00 $0.00 0.00% Councilors $7,750.00 $7,750.00 $7,750.00 $7,750.00 $0.00 0.00% Liquor Control $500.00 $500.00 $500.00 $500.00 $0.00 0.00% Council approved-Unbudgeted proje $0.00 $13,000.00 $0.00 $0.00 $0.00 0.00% Total General Operating Budget $73,750.00 $73,727.86 $63,750.00 $163,750.00 $100,000.00 156.86% HR & BENFITS ADMINISTRATION Wages and Benefits Salaries $193,256.46 $179,646.34 $168,282.00 $174,139.29 $5,857.29 3.48% Payment to Sickbank Fund 298 $125,000.00 $125,000.00 $0.00 $0.00 $0.00 0.00% Fringe Benefits $14,400.00 $9,511.24 $800.00 $800.00 $0.00 0.00% FICA/Medicare $14,784.12 $13,677.26 $12,873.57 $13,321.66 $448.08 3.48% Child Care Tax $574.66 $574.66 0.00% Vision Plan $13,007.03 $12,179.96 $306.24 $257.52 -$48.72 -15.91% Disability Insurance $60,547.40 $77,383.83 $1,388.18 $1,388.18 $0.00 0.00% Group Health Plan $2,715,116.17 $2,948,418.42 $54,994.75 $58,600.99 $3,606.24 6.56% Group Life Insurance $45,454.95 $34,486.00 $625.24 $625.24 $0.00 0.00% Group Dental Insurance $132,561.16 $126,447.40 $2,742.72 $2,261.16 -$481.56 -17.56% Pension $1,634,501.39 $1,846,936.91 $21,666.31 $24,572.14 $2,905.83 13.41% ICMA Match $229,516.20 $223,276.41 $9,255.51 $9,577.66 $322.15 3.48% Total Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83% General Operating Budget EAP Services $6,000.00 $0.00 $6,000.00 $6,000.00 $0.00 0.00% Wellness/Activities $5,000.00 $1,033.85 $5,000.00 $5,000.00 $0.00 0.00% Benefits Management $9,000.00 $2,043.85 $4,000.00 $4,000.00 $0.00 0.00% Advertising & Recruiting $6,000.00 $7,233.50 $5,000.00 $10,000.00 $5,000.00 100.00% Phone $0.00 $200.00 $960.00 $480.00 -$480.00 -50.00% Dues and Subscriptions $1,000.00 $156.00 $2,000.00 $2,000.00 $0.00 0.00% Hiring - required testing $1,500.00 $7,884.30 $5,000.00 $8,000.00 $3,000.00 60.00% Payroll Service $36,500.00 $50,916.07 $37,230.00 $50,000.00 $12,770.00 34.30% Contractual Services $26,200.00 $46,200.00 $0.00 $18,457.00 $18,457.00 0.00% Travel and Training $4,000.00 $1,935.19 $4,000.00 $4,000.00 $0.00 0.00% Employee Health Center-Rent + Services $553,932.00 $317,000.00 -$236,932.00 -42.77% Page 1 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 -$198,185.00 -31.81% Total HR & Benefits Administration $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 -$185,001.03 -20.65% GF INSURANCE General Operating Budget Workers Comp Insurance $385,434.50 $374,873.38 $348,023.32 $377,718.89 $29,695.57 8.53% Property Insurance $343,035.00 $312,920.78 $301,687.41 $325,822.40 $24,134.99 8.00% Bonding Insurance-Public Officials $6,100.00 $6,064.00 $6,405.00 $8,000.00 $1,595.00 24.90% VLCT Unemployment Insurance $17,000.00 $18,599.00 $17,850.00 $20,644.89 $2,794.89 15.66% Accident -Deductibles $8,000.00 $4,694.50 $8,400.00 $8,500.00 $100.00 1.19% Total General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55% CITY MANAGER Wages and Benefits Departmental Salaries $371,845.59 $298,324.60 $301,814.33 $333,176.90 $31,362.57 10.39% FICA/Medicare $28,446.19 $23,762.55 $23,088.80 $25,488.03 $2,399.24 10.39% Child Care Tax $1,099.48 $1,099.48 0.00% Fringe Benefits $1,100.00 $900.00 -$200.00 -18.18% Vision Plan $312.84 $312.84 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $55,739.08 $70,187.17 $14,448.08 25.92% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $2,758.68 $2,758.68 $0.00 0.00% Pension $38,858.60 $48,104.07 $9,245.47 23.79% ICMA Match $23,776.99 $26,479.70 $2,702.71 11.37% Total Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55% General Operating Budget Office Supplies $3,500.00 $2,092.87 $5,000.00 $5,000.00 $0.00 0.00% Advertising $11,000.00 $14,419.94 $11,000.00 $15,000.00 $4,000.00 36.36% Telephone $4,000.00 $10,843.75 $960.00 $1,000.00 $40.00 4.17% Postage $500.00 $328.44 $600.00 $600.00 $0.00 0.00% Dues and Subscriptions $4,200.00 $3,966.76 $4,200.00 $4,200.00 $0.00 0.00% Printing $2,000.00 $207.99 $3,000.00 $3,000.00 $0.00 0.00% Consulting Fees $30,000.00 $12,632.80 $30,000.00 $50,000.00 $20,000.00 66.67% RMCS Crossing Guard (50% of the cost)$30,000.00 $30,000.00 0.00% Climate Consulting $75,000.00 $75,000.00 0.00% Travel & Training $5,000.00 $2,717.58 $6,000.00 $6,000.00 $0.00 0.00% Online Platform-Training $12,000.00 $0.00 $12,000.00 $0.00 -$12,000.00 -100.00% Total General Operating Budget $72,200.00 $47,210.13 $72,760.00 $189,800.00 $117,040.00 160.86% Total City Manager $472,491.78 $369,297.28 $523,229.45 $701,327.01 $178,097.56 34.04% LEGAL/ACCOUNTING/ ACTUARY Wages and Benefits Salaries $207,476.89 $213,240.29 $215,017.75 $224,336.64 $9,318.88 4.33% Fringe Benefits $600.00 $600.00 $0.00 0.00% FICA/Medicare $15,871.98 $14,330.88 $16,448.86 $17,161.75 $712.89 4.33% Child Care Tax $740.31 $740.31 0.00% Vision Plan $153.12 $208.44 $55.32 36.13% Disability Insurance $1,388.18 $1,388.18 $0.00 0.00% Group Health Plan $31,821.54 $46,648.84 $14,827.30 46.60% Group Life Insurance $625.24 $625.24 $0.00 0.00% Group Dental Insurance $1,371.36 $1,868.88 $497.52 36.28% Pension $27,683.54 $31,331.52 $3,647.99 13.18% ICMA Match $9,505.72 $9,917.75 $412.03 4.33% Total Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92% General Operating Budget Subscriptions $7,612.00 $8,943.60 $8,000.00 $9,950.00 $1,950.00 24.38% Legal/Labor/Suits $50,000.00 $24,902.39 $50,000.00 $65,000.00 $15,000.00 30.00% Professional Development $3,000.00 $2,787.79 $3,500.00 $4,000.00 $500.00 14.29% Page 2 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37% Total Legal $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02% ADMINISTRATIVE SERVICES Wages and Benefits Salaries $172,759.63 $114,965.21 $229,251.49 $256,661.66 $27,410.17 11.96% Leave Time turn-in $2,134.40 $2,134.40 $0.00 0.00% Fringe Benefits $1,500.00 $1,500.00 $0.00 0.00% FICA/Medicare $13,216.11 $11,153.65 $17,537.74 $19,634.62 $2,096.88 11.96% Child Care Tax $846.98 $846.98 0.00% Vision Plan $313.20 $313.20 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $57,253.85 $71,488.22 $14,234.37 24.86% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $2,669.40 $2,669.40 $0.00 0.00% Pension $29,516.13 $36,216.56 $6,700.43 22.70% ICMA Match $12,608.83 $14,116.39 $1,507.56 11.96% Total Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84% General Operating Budget Office Supplies $20,000.00 $4,359.94 $15,000.00 $15,000.00 $0.00 0.00% Vehicle Expense $1,700.00 $832.62 $1,800.00 $1,800.00 $0.00 0.00% Office equipment fees $11,000.00 $17,058.46 $12,000.00 $18,000.00 $6,000.00 50.00% Branding and Outreach $25,000.00 $14,091.20 $20,000.00 $20,000.00 $0.00 0.00% Digital Media $19,000.00 $14,951.29 $19,000.00 $19,000.00 $0.00 0.00% Contingency/ Repairs/Grants $140,000.00 $193,824.00 $140,000.00 $150,000.00 $10,000.00 7.14% Energy Efficiency $40,000.00 $40,000.00 $40,000.00 $40,000.00 $0.00 0.00% Archives and Digitalization $20,000.00 $15,211.20 $20,000.00 $20,000.00 $0.00 0.00% Street Lights $148,000.00 $167,540.07 $160,000.00 $170,000.00 $10,000.00 6.25% Stormwater User Rent $330,200.00 $342,504.85 $346,710.00 $350,000.00 $3,290.00 0.95% Parking Lot Lease $29,200.00 $43,800.00 $43,800.00 $43,800.00 $0.00 0.00% 19 Gregory Lease-Tax pmts $45,000.00 $43,427.85 $45,000.00 $50,000.00 $5,000.00 11.11% Illuminate VT $30,000.00 $30,000.00 0.00% Council/Board Secretary (wage/FIC $15,000.00 $13,754.18 $18,000.00 $18,000.00 $0.00 0.00% Total General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29% Capital Budget Public Art $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00% Total Administrative $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84% INFORMATION TECHNOLOGY Wages and Benefits IT Salaries $231,090.08 $218,194.24 $247,881.01 $275,173.39 $27,292.37 11.01% Leave time Turn-in $3,232.00 $3,232.00 $0.00 0.00% IT-Overtime/Part Time $0.00 $0.00 $4,000.00 $4,000.00 0.00% Fringe Benefits $1,300.00 $900.00 -$400.00 -30.77% FICA/Medicare $17,678.39 $17,711.16 $11,611.25 $21,050.76 $9,439.51 81.30% Child Care Tax $908.07 $908.07 0.00% Vision Plan $361.56 $361.56 $0.00 0.00% Disability Insurance $2,082.27 $2,082.27 $0.00 0.00% Group Health Plan $64,922.56 $81,892.28 $16,969.73 26.14% Group Life Insurance $937.86 $937.86 $0.00 0.00% Group Dental Insurance $3,240.24 $3,240.24 $0.00 0.00% Pension $31,914.68 $38,495.43 $6,580.75 20.62% ICMA Match $11,611.25 $12,642.92 $1,031.66 8.89% Total Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36% General Operating Budget Computer Software $93,000.00 $89,675.21 $81,000.00 $90,000.00 $9,000.00 11.11% IT Utility Services $12,000.00 $13,782.25 $30,900.00 $30,900.00 $0.00 0.00% IT Support Service $5,000.00 $8,371.45 $15,000.00 $15,000.00 $0.00 0.00% Page 3 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Travel & Training $2,000.00 $1,969.20 $2,000.00 $2,000.00 $0.00 0.00% Total General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98% Capital Budget Computer Hardware/Servers $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58% Total Capital budget $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58% Total Information Technology $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74% CITY CLERK Wages and Benefits City Clerk Salaries-Perm.$217,908.30 $250,415.65 $255,931.91 $259,657.26 $3,725.34 1.46% Leave time turn-in $6,469.20 $3,772.00 -$2,697.20 -41.69% Overtime $300.00 $901.65 $300.00 $1,000.00 $700.00 233.33% Fringe Benefits $1,800.00 $1,800.00 $0.00 0.00% FICA/Medicare $16,692.93 $19,419.53 $19,578.79 $19,863.78 $284.99 1.46% Child Care Tax $856.87 $856.87 0.00% Vision Plan $417.24 $465.96 $48.72 11.68% Disability Insurance $2,776.36 $2,776.36 $0.00 0.00% Group Health Plan $76,352.45 $106,985.06 $30,632.62 40.12% Group Life Insurance $1,250.48 $1,250.48 $0.00 0.00% Group Dental Insurance $3,648.48 $3,648.48 $0.00 0.00% Pension $48,004.54 $42,201.15 -$5,803.39 -12.09% ICMA Match $8,639.98 $3,616.32 -$5,023.66 -58.14% Total Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34% General Operating Budget General Supplies $3,000.00 $4,686.73 $6,500.00 $6,500.00 $0.00 0.00% Animal Control Costs $5,100.00 $5,054.32 $4,500.00 $5,000.00 $500.00 11.11% Election Expenses $12,000.00 $9,206.83 $7,500.00 $12,000.00 $4,500.00 60.00% Election Reimbursable $1,500.00 $1,425.25 $2,000.00 $2,000.00 $0.00 0.00% Telephone $400.00 $386.74 $400.00 $400.00 $0.00 0.00% Postage $2,250.00 $697.41 $1,500.00 $2,500.00 $1,000.00 66.67% Dues and Subscriptions $400.00 $305.00 $400.00 $400.00 $0.00 0.00% Printing $400.00 $397.76 $600.00 $600.00 $0.00 0.00% BCA elections $9,700.00 $7,176.60 $3,700.00 $9,700.00 $6,000.00 162.16% Election Workers $9,000.00 $7,205.12 $3,500.00 $9,000.00 $5,500.00 157.14% BCA Appeals/Abatements $350.00 $401.60 $700.00 $400.00 -$300.00 -42.86% Office Equip Maintenance $1,200.00 $804.73 $1,800.00 $1,800.00 $0.00 0.00% Travel & Training $4,200.00 $2,613.21 $4,200.00 $4,200.00 $0.00 0.00% Photocopier Lease Prin $1,500.00 $2,075.78 $1,700.00 $2,100.00 $400.00 23.53% Total General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13% Total Clerk $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69% PHYSICAL PLANT Wages and Benefits Physical Plant Salaries-Perm. $167,658.49 $163,018.47 $251,968.90 $316,715.88 $64,746.98 25.70% Over Time $5,000.00 $5,000.00 $0.00 0.00% Fringe Benefits $1,800.00 $2,300.00 $500.00 27.78% FICA/Medicare $12,825.87 $16,822.16 $19,658.12 $24,228.76 $4,570.64 23.25% Child Care Tax $1,045.16 $1,045.16 0.00% Vision Plan $417.24 $472.56 $55.32 13.26% Disability Insurance $2,776.36 $3,470.45 $694.09 25.00% Group Health Plan $76,401.98 $108,865.91 $32,463.93 42.49% Group Life Insurance $1,250.48 $1,563.10 $312.62 25.00% Group Dental Insurance $3,648.48 $4,146.00 $497.52 13.64% Pension $32,441.00 $43,878.79 $11,437.79 35.26% ICMA Match $7,796.48 $11,349.82 $3,553.34 45.58% Total Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73% General Operating Budget Cleaning Supplies $42,000.00 $20,641.86 $45,785.00 $48,250.00 $2,465.00 5.38% Page 4 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Vehicle Repair $2,500.00 $2,500.00 0.00% Building Maintenance $10,250.00 $27,616.51 $14,250.00 $28,450.00 $14,200.00 99.65% Building Repair $15,900.00 $22,246.72 $21,900.00 $28,000.00 $6,100.00 27.85% Bio waste Disposal $1,000.00 $648.34 $600.00 $600.00 $0.00 0.00% Recycle & Trash Removal $17,100.00 $11,195.14 $18,900.00 $20,000.00 $1,100.00 5.82% HVAC Maintenance $31,020.00 $60,814.99 $40,100.00 $51,350.00 $11,250.00 28.05% Generator Preventive Maint. $15,000.00 $6,814.83 $20,000.00 $21,300.00 $1,300.00 6.50% Electricity-City Hall $14,250.00 $39,672.58 $70,250.00 $73,575.00 $3,325.00 4.73% Heating/Cooling-City Hall $7,000.00 $11,130.51 $14,600.00 $15,500.00 $900.00 6.16% Facility Maintenance $10,000.00 $3,612.51 $12,500.00 $18,500.00 $6,000.00 48.00% Facilities contract $90,000.00 $111,751.24 $97,000.00 $55,600.00 -$41,400.00 -42.68% Total General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17% Capital Budget PP CIP projects $116,000.00 $271,000.00 $155,000.00 133.62% CIP projects (Climate)$77,000.00 $77,000.00 0.00% Total CIP Projects $116,000.00 $348,000.00 $232,000.00 200.00% Total Physical Plant $434,004.36 $516,659.60 $875,044.04 $1,234,661.44 $282,617.40 32.30% FINANCE, ASSESSING & TAX Wages and Benefits Assessing/Tax Sal.-Perm. $322,752.92 $347,708.81 $397,948.87 $417,700.16 $19,751.28 4.96% Leave Time Turn-in $3,322.80 $3,322.80 $0.00 0.00% Overtime $0.00 $0.00 $300.00 $300.00 0.00% Fringe Benefits $2,100.00 $2,100.00 $0.00 0.00% FICA/Medicare $24,690.60 $27,209.42 $30,443.09 $32,321.26 $1,878.17 6.17% Child Care Tax $1,378.41 $1,378.41 0.00% Vision Plan $619.08 $619.08 $0.00 0.00% Disability Insurance $3,470.45 $3,470.45 $0.00 0.00% Group Health Plan $89,186.54 $111,179.02 $21,992.48 24.66% Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00% Group Dental Insurance $5,501.40 $5,501.40 $0.00 0.00% Pension $74,531.55 $70,338.81 -$4,192.74 -5.63% ICMA Match $21,887.19 $22,973.51 $1,086.32 4.96% Total Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69% General Operating Budget Office Supplies $3,000.00 $592.07 $3,200.00 $3,200.00 $0.00 0.00% Advertising $500.00 $258.00 $500.00 $500.00 $0.00 0.00% Telephone $300.00 $337.63 $300.00 $350.00 $50.00 16.67% Postage $6,000.00 $5,558.42 $6,000.00 $6,200.00 $200.00 3.33% Dues and Memberships $800.00 $606.90 $800.00 $800.00 $0.00 0.00% Printing $4,000.00 $3,460.61 $4,000.00 $4,000.00 $0.00 0.00% Gen Govt. Audit/Accounting $35,000.00 $26,324.95 $30,500.00 $32,000.00 $1,500.00 4.92% Appeals and Abatements $4,000.00 $5,082.69 $5,000.00 $5,000.00 $0.00 0.00% Gen Govt. Actuaries/Pension $26,000.00 $20,725.00 $26,000.00 $26,000.00 $0.00 0.00% Consulting/Assessing Other $30,000.00 $13,252.86 $5,000.00 $30,000.00 $25,000.00 500.00% NEMRC/APEX $7,000.00 $7,670.55 $8,000.00 $9,000.00 $1,000.00 12.50% Travel & Training $4,000.00 $170.00 $4,000.00 $4,000.00 $0.00 0.00% Total General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74% Total Finance, Tax and Assessing $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66% PLANNING/DEVELOPMENT REVIEW Wages and Benefits Planning Salaries-Perm. $372,532.08 $379,191.26 $548,721.83 $474,778.97 -$73,942.86 -13.48% Leave Time Turn-In $2,428.00 $2,428.00 $0.00 0.00% Overtime $5,000.00 $696.64 $5,000.00 $5,000.00 $0.00 0.00% Fringe Benefits $3,300.00 $2,300.00 -$1,000.00 -30.30% FICA/Medicare $28,881.20 $30,850.87 $42,359.72 $37,054.99 -$5,304.73 -12.52% Child Care Tax $1,566.77 $1,566.77 0.00% Vision Plan $478.80 $263.76 -$215.04 -44.91% Page 5 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Disability Insurance $4,858.63 $3,470.45 -$1,388.18 -28.57% Group Health Plan $86,531.77 $69,670.25 -$16,861.52 -19.49% Group Life Insurance $2,188.34 $1,563.10 -$625.24 -28.57% Group Dental Insurance $4,251.24 $2,863.92 -$1,387.32 -32.63% Pension $70,647.94 $61,158.97 -$9,488.96 -13.43% ICMA Match $30,179.70 $23,838.37 -$6,341.33 -21.01% Total Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 -$114,988.41 -14.36% General Operating Budget Office Supplies $2,500.00 $1,132.71 $2,500.00 $2,500.00 $0.00 0.00% Public Meeting Advertising $3,500.00 $2,861.40 $3,500.00 $5,000.00 $1,500.00 42.86% Telephone $150.00 $172.12 $150.00 $150.00 $0.00 0.00% Postage $800.00 $285.77 $800.00 $800.00 $0.00 0.00% Dues and Subscriptions $1,650.00 $1,906.43 $2,000.00 $2,000.00 $0.00 0.00% Document Printing $700.00 $0.00 $700.00 $0.00 -$700.00 -100.00% Consultants $55,000.00 $45,647.83 $55,000.00 $75,000.00 $20,000.00 36.36% Cmte Support (Nat Res, Energy, Oth $2,500.00 $573.40 $2,500.00 $2,500.00 $0.00 0.00% Payment for GIS services $0.00 $12,635.00 $13,084.00 $449.00 3.55% PC/DRB Stipends $9,000.00 $8,706.24 $9,000.00 $9,000.00 $0.00 0.00% Equipment $1,500.00 $0.00 $1,500.00 $1,500.00 $0.00 0.00% Special Projects/permitting Software $75,000.00 $0.00 $20,000.00 $30,000.00 $10,000.00 50.00% Travel & Training $5,000.00 $1,845.80 $7,500.00 $7,500.00 $0.00 0.00% Total General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53% Total Planning and Zoning $563,713.28 $473,870.47 $918,730.97 $834,991.56 -$83,739.41 -9.11% CULTURE AND RECREATION RECREATION ADMINISTRATION Wages and Benefits Rec.Admin.Salaries-Perm. $291,160.46 $300,854.33 $313,990.32 $323,511.11 $9,520.79 3.03% Leave Time Turn-In $3,000.00 $0.00 $10,739.60 $7,000.00 -$3,739.60 -34.82% Overtime $2,000.00 $3,052.60 $2,000.00 $2,500.00 $500.00 25.00% Fringe Benefits $2,300.00 $2,300.00 $0.00 0.00% FICA/Medicare $22,656.28 $23,377.60 $24,020.26 $24,748.60 $728.34 3.03% Child Care Tax $1,067.59 $1,067.59 0.00% Vision Plan $374.40 $374.40 $0.00 0.00% Disability Insurance $3,470.45 $3,470.45 $0.00 0.00% Group Health Plan $68,315.44 $86,131.61 $17,816.17 26.08% Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00% Group Dental Insurance $2,879.88 $2,879.88 $0.00 0.00% Pension $52,546.06 $45,106.58 -$7,439.48 -14.16% ICMA Match $8,714.19 $13,734.34 $5,020.14 57.61% Total Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78% General Operating Budget Office Supplies $0.00 $500.00 $1,000.00 $500.00 100.00% Clothing $1,200.00 $1,144.80 $3,000.00 $3,000.00 $0.00 0.00% Telephone $2,750.00 $3,239.04 $2,750.00 $3,500.00 $750.00 27.27% Postage $150.00 $3.45 $50.00 $50.00 $0.00 0.00% Dues and Subscriptions $2,100.00 $3,251.00 $2,400.00 $3,500.00 $1,100.00 45.83% Scholarships $1,000.00 $49.99 $1,000.00 $1,000.00 $0.00 0.00% Printing/Advertising/Marketing $25,000.00 $0.00 $11,000.00 $5,000.00 -$6,000.00 -54.55% Computer Software Contract $6,000.00 $6,023.92 $11,000.00 $7,000.00 -$4,000.00 -36.36% Travel & Training $2,500.00 $2,664.73 $5,000.00 $9,000.00 $4,000.00 80.00% Total General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 -$3,650.00 -9.95% Total Recreation Administration $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76% RECREATION PROGRAMS General Operating Budget Supplies and Equipment $11,000.00 $8,797.77 $11,000.00 $14,000.00 $3,000.00 27.27% Page 6 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change SB Night Out $27,000.00 $25,234.76 $30,000.00 $30,000.00 $0.00 0.00% Adult Programs $0.00 $10,000.00 $5,000.00 -$5,000.00 -50.00% Special Events $0.00 $30,000.00 $35,000.00 $5,000.00 16.67% Youth Programs $0.00 $60,000.00 $70,000.00 $10,000.00 16.67% Advertising $7,000.00 $3,814.17 $0.00 $0.00 $0.00 0.00% School Use $5,000.00 $0.00 $5,000.00 $0.00 -$5,000.00 -100.00% $50,000.00 $37,846.70 $146,000.00 $154,000.00 $8,000.00 5.48% RECREATION FACILITIES General Operating Budget Seasonal Park Salaries $0.00 $12,500.00 $18,500.00 $6,000.00 48.00% FICA/Medicare $0.00 $956.25 $1,415.25 $459.00 48.00% Total Wages and Benefits $13,456.25 $19,915.25 $6,459.00 48.00% General Operating Budget Supplies-Park Facilities $2,500.00 $2,944.09 $8,000.00 $8,000.00 $0.00 0.00% Vehicle Maintenance $1,500.00 $2,973.88 $6,000.00 $6,000.00 $0.00 0.00% Fuel-Gas - Heat-Park Facilities $1,500.00 $1,594.76 $1,600.00 $1,600.00 $0.00 0.00% Facilities Maintenance Contracts $1,500.00 $1,347.55 $0.00 $0.00 $0.00 0.00% Ongoing Facilities Improvements $20,000.00 $2,860.61 $32,000.00 $20,000.00 -$12,000.00 -37.50% Port-O-Lets $7,000.00 $8,513.64 $8,000.00 $9,500.00 $1,500.00 18.75% Electric-Park Facilities $1,300.00 $1,818.90 $6,000.00 $6,000.00 $0.00 0.00% Electric-Dorset Park $3,000.00 $2,623.13 $0.00 $0.00 $0.00 0.00% Electric-Overlook Park $500.00 $290.04 $0.00 $0.00 $0.00 0.00% Electric-Tennis Courts $350.00 $320.01 $0.00 $0.00 $0.00 0.00% $0.00 0.00% Total General Operating Budget $39,150.00 $25,286.61 $61,600.00 $51,100.00 -$10,500.00 -17.05% Capital Budget Capital Items $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00% $139,150.00 $125,277.11 $175,056.25 $271,015.25 $89,500.00 51.13% SENIOR PROGRAMS General Operating Budget Program Supplies $2,000.00 $4,453.53 $9,500.00 $9,500.00 $0.00 0.00% Meal Cost $14,500.00 $9,442.92 $15,000.00 $15,000.00 $0.00 0.00% Marketing $2,000.00 $749.00 $2,000.00 $2,000.00 $0.00 0.00% Senior Programs $0.00 $0.00 $1,000.00 $1,000.00 0.00% Senior Events $3,000.00 $2,341.11 $12,000.00 $12,000.00 $0.00 0.00% Custodial $6,701.57 $6,701.57 $0.00 $0.00 $0.00 0.00% Utilities $5,110.00 $4,317.59 $0.00 $0.00 0.00% $33,311.57 $28,005.72 $38,500.00 $39,500.00 $1,000.00 2.60% PUBLIC LIBRARY Wages and Benefits Library Salaries $605,115.45 $584,454.74 $666,035.33 $718,268.83 $52,233.50 7.84% Fringe Benefits $3,000.00 $4,300.00 $1,300.00 43.33% FICA/Medicare $46,291.33 $45,356.34 $50,951.70 $55,314.77 $4,363.06 8.56% Child Care Tax $2,370.29 $2,370.29 0.00% Vision Plan $540.72 $583.56 $42.84 7.92% Disability Insurance $6,246.81 $6,246.81 $0.00 0.00% Group Health Plan $113,900.81 $144,653.15 $30,752.33 27.00% Group Life Insurance $2,813.58 $2,813.58 $0.00 0.00% Group Dental Insurance $4,764.72 $5,051.76 $287.04 6.02% Pension $65,112.10 $72,930.22 $7,818.12 12.01% ICMA Match $19,630.86 $17,562.66 -$2,068.19 -10.54% Total Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41% General Operating Budget Library Supplies $7,250.00 $7,325.71 $8,500.00 $9,000.00 $500.00 5.88% Books - Adult $20,000.00 $20,543.57 $22,000.00 $23,000.00 $1,000.00 4.55% Books - Children $10,000.00 $9,091.09 $10,800.00 $11,000.00 $200.00 1.85% Page 7 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change DVDs/CDs-Adult $7,000.00 $4,908.03 $7,500.00 $5,000.00 -$2,500.00 -33.33% DVDs/CDs-Children $1,500.00 $115.55 $1,000.00 $0.00 -$1,000.00 -100.00% Program Supplies-Arts/Craft $3,000.00 $5,105.42 $3,500.00 $3,500.00 $0.00 0.00% Books - Young Adults $4,000.00 $3,874.15 $4,500.00 $4,750.00 $250.00 5.56% Lost Book Replacement $1,000.00 $1,000.00 $0.00 0.00% Postage $2,500.00 $1,338.25 $1,700.00 $1,700.00 $0.00 0.00% Inter-Library delivery $2,232.00 $2,297.44 $2,232.00 $2,300.00 $68.00 3.05% AV support $1,500.00 $1,500.00 0.00% Dues and Subscriptions $1,500.00 $1,472.33 $1,800.00 $1,900.00 $100.00 5.56% Online & Print Subscription $20,000.00 $20,326.16 $23,000.00 $34,000.00 $11,000.00 47.83% Community Programs $5,000.00 $4,001.02 $6,000.00 $9,000.00 $3,000.00 50.00% Janitorial Services & Supplies $65,100.92 $48,826.00 $0.00 $0.00 $0.00 0.00% Computer Program Fees $6,000.00 $8,765.92 $6,500.00 $8,000.00 $1,500.00 23.08% Computer Operations - Software $2,000.00 $359.88 $2,500.00 $2,500.00 $0.00 0.00% Computer Operations - Hardware $3,000.00 $3,178.52 $4,000.00 $4,500.00 $500.00 12.50% Travel & Training $1,500.00 $2,232.20 $1,500.00 $3,000.00 $1,500.00 100.00% Utilities $49,640.00 $59,376.58 $0.00 $0.00 0.00% C/L Photocopier Lease Pri $4,000.00 $7,397.75 $4,000.00 $7,500.00 $3,500.00 87.50% Total General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85% Total Public Library $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31% PUBLIC SAFETY FIRE & AMBULANCE SERVICES DEPARTMENT Wages & Benefits Fire Salaries-Permanent $2,395,409.13 $2,417,373.53 $2,735,934.13 $2,988,576.80 $252,642.67 9.23% Leave time turn-in $5,500.00 $5,500.00 $0.00 0.00% Holiday Pay $359,755.77 $375,785.90 $397,609.77 $384,773.57 -$12,836.20 -3.23% Fair Labor Standard O/T $111,352.98 $111,352.98 $114,982.65 $127,509.36 $12,526.71 10.89% F/D Overtime - Fill-In $160,000.00 $264,273.88 $185,000.00 $190,500.00 $5,500.00 2.97% F/D Overtime - Training $16,000.00 $68,316.31 $20,000.00 $45,000.00 $25,000.00 125.00% F/D Overtime - Emerg Call $12,500.00 $10,197.02 $9,000.00 $10,000.00 $1,000.00 11.11% Wellness/Fitness (Fringe Benefit) $23,000.00 $21,150.00 $24,725.00 $26,375.00 $1,650.00 6.67% Fire-Off Duty Outside Emp $8,000.00 $500.00 $8,000.00 $4,000.00 -$4,000.00 -50.00% FICA/Medicare $236,845.37 $251,181.50 $266,120.60 $286,902.52 $20,781.92 7.81% Child Care Tax $11,594.93 $11,594.93 0.00% Vision Plan $3,539.40 $3,533.16 -$6.24 -0.18% Disability Insurance $4,713.00 $4,883.88 $170.88 3.63% Group Health Plan $599,564.97 $815,349.16 $215,784.19 35.99% Group Life Insurance $11,879.56 $12,817.42 $937.86 7.89% Group Dental Insurance $33,391.20 $32,909.64 -$481.56 -1.44% Pension $527,846.41 $467,845.59 -$60,000.82 -11.37% ICMA Match $12,754.62 $12,754.62 0.00% Total Wages and Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76% General Operating Budget Office Supplies $2,100.00 $2,875.64 $2,850.00 $3,000.00 $150.00 5.26% Hoses, Nozzles, Misc.$1,500.00 $25,107.28 $6,000.00 $6,000.00 $0.00 0.00% Medical Supplies-Disposal $49,000.00 $49,892.62 $50,225.00 $52,750.00 $2,525.00 5.03% Medical Supplies-Oxygen $4,400.00 $3,154.54 $4,400.00 $4,400.00 $0.00 0.00% Medical Equipment Replace $17,500.00 $15,194.68 $17,500.00 $18,500.00 $1,000.00 5.71% Vaccinations-HEP $1,000.00 $0.00 $500.00 $500.00 $0.00 0.00% REHAB Supplies $300.00 $443.01 $300.00 $300.00 $0.00 0.00% Station Operating Supply $2,200.00 $2,425.13 $2,200.00 $2,500.00 $300.00 13.64% Maintenance Tools $500.00 $1,095.55 $500.00 $500.00 $0.00 0.00% Uniforms $30,000.00 $43,119.42 $30,000.00 $30,000.00 $0.00 0.00% Uniforms -Electrical Inspector $650.00 $249.49 $0.00 $0.00 $0.00 0.00% Firefighting Clothing (PPE) $48,000.00 $120,970.82 $13,500.00 $40,000.00 $26,500.00 196.30% Page 8 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Vehicle Tools $500.00 $1,137.62 $0.00 $0.00 $0.00 0.00% Gas Chiefs' vehicle & rei $2,800.00 $5,688.96 $5,250.00 $5,985.00 $735.00 14.00% Diesel Fuel $18,000.00 $47,176.07 $46,875.00 $41,000.00 -$5,875.00 -12.53% Oil $725.00 $1,640.81 $725.00 $1,200.00 $475.00 65.52% Films and Books $500.00 $848.11 $800.00 $800.00 $0.00 0.00% Fire Prevention Materials $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00% Fire Extinguishers $850.00 $435.00 $850.00 $850.00 $0.00 0.00% Airpacks Maintenance $10,000.00 $7,614.59 $10,000.00 $10,000.00 $0.00 0.00% Telephone $13,500.00 $25,558.34 $22,525.00 $25,000.00 $2,475.00 10.99% Postage-Tool Shipping $225.00 $1,114.79 $675.00 $1,000.00 $325.00 48.15% Dues and Subscriptions $2,800.00 $4,137.84 $3,500.00 $4,000.00 $500.00 14.29% Dues and Subscriptions - Electric $200.00 $120.00 $0.00 $0.00 $0.00 0.00% Stations Maintenance/Repairs $25,500.00 $33,219.08 $26,500.00 $30,000.00 $3,500.00 13.21% Laundry and Bedding $4,000.00 $1,249.70 $4,000.00 $4,000.00 $0.00 0.00% Radio Repair $5,500.00 $4,439.25 $7,500.00 $7,500.00 $0.00 0.00% Vehicle Maintenance $35,000.00 $36,775.43 $38,000.00 $38,000.00 $0.00 0.00% Vehicle Repair $30,000.00 $39,839.60 $33,000.00 $34,000.00 $1,000.00 3.03% Equipment R & M $25,000.00 $16,062.99 $25,000.00 $25,000.00 $0.00 0.00% Tires $6,000.00 $2,432.90 $6,000.00 $6,000.00 $0.00 0.00% Fire Inspector Car/Equipment $850.00 $850.00 $850.00 $0.00 0.00% Computers Contract ACS $12,500.00 $12,615.15 $28,825.00 $50,000.00 $21,175.00 73.46% Fire Safety Equipment $28,000.00 $17,649.89 $34,000.00 $35,500.00 $1,500.00 4.41% Comm Tower Rent $1,000.00 $4,625.01 $5,100.00 $5,100.00 $0.00 0.00% Equipment Purchase $500.00 $500.00 $500.00 $0.00 0.00% F/D Furniture/Equipment $7,000.00 $16,055.43 $7,000.00 $7,000.00 $0.00 0.00% EMS Patient Care Equip $33,000.00 $33,629.39 $33,000.00 $34,000.00 $1,000.00 3.03% Conferences $1,500.00 $1,682.74 $1,500.00 $0.00 -$1,500.00 -100.00% Training Schools $10,000.00 $11,425.91 $13,500.00 $15,000.00 $1,500.00 11.11% Covid Vaccine Admin Expen $0.00 $58.24 $0.00 $0.00 $0.00 0.00% Training Schools-Electrical Inspecto $400.00 $84.06 $400.00 $400.00 $0.00 0.00% Training Equipment $1,200.00 $0.00 $4,200.00 $4,200.00 $0.00 0.00% New Employee Training $10,000.00 $15,938.13 $0.00 $5,000.00 $5,000.00 0.00% To Reserve Fund-Training $10,000.00 $10,000.00 $25,000.00 $30,000.00 $5,000.00 20.00% Recruiting & Testing $2,000.00 $4,429.81 $2,000.00 $3,000.00 $1,000.00 50.00% Fire Station #1 Heat/Elec $15,000.00 $20,389.43 $15,000.00 $22,000.00 $7,000.00 46.67% Fire Station #2 Heat/Elec $17,000.00 $12,550.67 $15,000.00 $14,000.00 -$1,000.00 -6.67% Billing Service $35,000.00 $46,489.57 $41,040.00 $55,006.20 $13,966.20 34.03% State Payment Medicaid/Medicare $25,500.00 $27,297.59 $29,000.00 $41,560.24 $12,560.24 43.31% Copier $500.00 $388.23 $500.00 $500.00 $0.00 0.00% Total General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35% Capital Budget Vehicle-Fire/Ambulance $44,898.23 $400,000.00 $432,000.00 $32,000.00 8.00% Station alerting and ambulance loading $155,000.00 $155,000.00 0.00% Thermal Imaging Cameras $30,000.00 $20,000.00 -$10,000.00 -33.33% Total Capital Budget $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16% Total Fire and Ambulance Services $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69% POLICE Wages and Benefits Police Salaries-Permanent $3,590,393.02 $3,137,647.10 $3,690,784.34 $3,908,158.32 $217,373.98 5.89% Rec Path Patrol - Interns $16,000.00 $0.00 $16,000.00 $16,000.00 $0.00 0.00% CJC Support-Benefits $16,407.49 $16,407.49 0.00% Leave Time turn-in $4,500.00 $4,500.00 $0.00 0.00% Police Salaries-Overtime $238,350.00 $304,190.28 $314,000.00 $314,000.00 $0.00 0.00% Police Holiday Pay $248,708.73 $245,052.01 $261,731.84 $294,959.44 $33,227.61 12.70% Mandatory Training - Overtime $80,000.00 $80,000.00 $80,000.00 $80,000.00 $0.00 0.00% BCI On Call $16,000.00 $16,000.00 $20,800.00 $25,600.00 $4,800.00 23.08% Shift Differential $56,000.00 $43,954.63 $60,286.50 $61,793.66 $1,507.16 2.50% Page 9 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Off-Duty Police Salary $10,000.00 $4,020.00 $10,000.00 $10,000.00 $0.00 0.00% Fitness $20,000.00 $26,975.00 $25,925.00 $28,300.00 $2,375.00 9.16% FICA/Medicare $325,542.06 $291,102.67 $338,711.60 $360,354.12 $21,642.52 6.39% Child Care Tax $14,131.53 $14,131.53 0.00% Vision Plan $4,091.88 $4,000.68 -$91.20 -2.23% Disability Insurance $12,684.63 $12,924.98 $240.35 1.89% Group Health Plan $681,299.30 $824,758.72 $143,459.43 21.06% Group Life Insurance $15,318.38 $15,631.00 $312.62 2.04% Group Dental Insurance $43,035.36 $42,177.48 -$857.88 -1.99% Pension $683,931.63 $784,028.05 $100,096.42 14.64% ICMA Match $17,367.02 $17,367.02 0.00% Total Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13% General Operating Budget Office Supplies $10,500.00 $10,828.17 $10,500.00 $10,500.00 $0.00 0.00% Firearms equip/supplies $13,000.00 $11,669.17 $13,500.00 $12,000.00 -$1,500.00 -11.11% Radio Equipment-Supplies $0.00 $0.00 $30,000.00 $30,000.00 0.00% Investigative Supplies $8,500.00 $5,996.21 $5,000.00 $6,000.00 $1,000.00 20.00% Youth Services Supplies $2,500.00 $2,181.36 $2,500.00 $2,500.00 $0.00 0.00% Traffic Safety Grant $5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00% Traffic Unit Supplies $2,500.00 $3,378.51 $3,000.00 $4,000.00 $1,000.00 33.33% K-9 Supplies $4,000.00 -$850.92 $6,000.00 $6,500.00 $500.00 8.33% Uniform Supplies $38,500.00 $42,796.59 $38,500.00 $38,500.00 $0.00 0.00% Tires $9,500.00 $9,577.23 $9,500.00 $10,000.00 $500.00 5.26% Gas and Oil $57,000.00 $63,354.71 $73,500.00 $72,450.00 -$1,050.00 -1.43% Community Outreach $40,351.00 $40,351.00 $48,380.00 $48,380.00 $0.00 0.00% Telephone/Internet/Software $37,500.00 $35,023.04 $50,000.00 $40,000.00 -$10,000.00 -20.00% Postage $2,300.00 $1,847.28 $2,300.00 $2,500.00 $200.00 8.70% Dues and Subscriptions $2,300.00 $2,930.00 $2,300.00 $3,000.00 $700.00 30.43% Towing Services $1,000.00 $3,870.00 $3,000.00 $4,000.00 $1,000.00 33.33% Crime Prevention Supplies $500.00 $0.00 $0.00 $1,000.00 $1,000.00 0.00% Uniform Cleaning $15,000.00 $9,741.40 $13,000.00 $12,000.00 -$1,000.00 -7.69% Office Equip. Contract $6,000.00 $4,510.44 $6,000.00 $6,000.00 $0.00 0.00% Generator Preventive Maint.$0.00 $750.00 $0.00 -$750.00 -100.00% Radio Equip. Maintenance $2,500.00 $2,735.00 $2,500.00 $3,000.00 $500.00 20.00% Vehicle Repair $58,000.00 $79,050.58 $62,000.00 $70,000.00 $8,000.00 12.90% Computer Connections Syst $8,800.00 $9,633.00 $0.00 $0.00 $0.00 0.00% Records Management System $12,000.00 $0.00 $0.00 $0.00 $0.00 0.00% Consulting Services $28,000.00 $24,135.94 $28,000.00 $26,000.00 -$2,000.00 -7.14% Vehicle Equipment $5,000.00 $4,997.37 $5,000.00 $5,000.00 $0.00 0.00% Computers/software $325,000.00 $140,630.06 $82,000.00 $85,000.00 $3,000.00 3.66% Office Equipment $4,000.00 $4,197.86 $6,000.00 $6,000.00 $0.00 0.00% Body worn Cameras $90,000.00 $90,210.03 $90,000.00 $90,000.00 $0.00 0.00% Animal Control Contracts $27,820.00 $28,686.87 $29,500.00 $38,000.00 $8,500.00 28.81% Conferences $6,000.00 $7,097.91 $6,000.00 $6,000.00 $0.00 0.00% In-Service Training $30,000.00 $30,931.13 $30,000.00 $30,000.00 $0.00 0.00% Recruiting & Testing $3,500.00 $6,501.50 $7,500.00 $10,000.00 $2,500.00 33.33% Tuition Reimbursement $4,000.00 $0.00 $4,000.00 $4,000.00 $0.00 0.00% Electric-Police Dept. $85,714.29 $61,588.57 $86,000.00 $65,000.00 -$21,000.00 -24.42% Heat/Hot Water $7,857.14 $10,370.40 $7,900.00 $12,000.00 $4,100.00 51.90% Radio Installation Utility $0.00 $0.00 $0.00 $0.00 0.00% Building Maintenance Fees-Commo $0.00 $0.00 $0.00 $0.00 0.00% Cleaning/Building Service $0.00 $0.00 $0.00 $0.00 0.00% $0.00 0.00% Total General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41% Capital Budget Vehicles and Equipment $110,000.00 $159,403.98 $165,000.00 $150,000.00 -$15,000.00 -9.09% Firearms Replacement $38,000.00 $0.00 -$38,000.00 -100.00% Building Stewardship $50,000.00 $82,997.75 $50,000.00 $50,000.00 $0.00 0.00% Total Capital Budget $160,000.00 $242,401.73 $253,000.00 $200,000.00 -$53,000.00 -20.95% Page 10 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Total Police $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50% PUBLIC SERVICES STREETS AND HIGHWAYS Wages and Benefits Highway Salaries-Perm. $908,726.50 $913,325.28 $1,117,249.17 $1,088,684.81 -$28,564.36 -2.56% one full time staff $115,000.00 $115,000.00 0.00% Leave Time turn-in $5,500.00 $5,500.00 $0.00 0.00% Highway Salaries-Overtime $40,000.00 $57,039.60 $65,000.00 $65,000.00 $0.00 0.00% On-Call Pay $36,400.00 $0.00 $36,400.00 $36,400.00 $0.00 0.00% Fringe Benefits $18,792.40 $8,260.00 -$10,532.40 -56.05% FICA/Medicare $75,362.18 $72,871.68 $85,469.56 $91,041.49 $5,571.93 6.52% Child Care Tax $3,592.66 $3,592.66 0.00% Vision Plan $1,760.16 $1,515.84 -$244.32 -13.88% Disability Insurance $11,518.88 $11,843.79 $324.92 2.82% Group Health Plan $308,208.59 $346,707.29 $38,498.70 12.49% Group Life Insurance $5,158.23 $5,314.54 $156.31 3.03% Group Dental Insurance $16,901.62 $13,301.02 -$3,600.60 -21.30% Pension $235,555.05 $191,771.26 -$43,783.79 -18.59% ICMA Match $58,537.38 $56,816.41 -$1,720.98 -2.94% Total Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $2,040,749.10 $74,698.06 3.80% General Operating Budget Office Supplies $1,750.00 $2,075.89 $1,800.00 $1,800.00 $0.00 0.00% Traffic Light Supplies $28,000.00 $32,791.16 $30,000.00 $30,000.00 $0.00 0.00% Sign Supplies $12,000.00 $9,631.44 $12,000.00 $12,000.00 $0.00 0.00% City Highways Material $35,000.00 $32,903.85 $38,000.00 $38,000.00 $0.00 0.00% Road Striping $40,000.00 $34,785.97 $40,000.00 $40,000.00 $0.00 0.00% Winter Salt $120,000.00 $129,541.80 $130,000.00 $130,000.00 $0.00 0.00% Winter Sand $300.00 $0.00 $300.00 $300.00 $0.00 0.00% Winter Liquid Deicer Addi $15,000.00 $15,473.64 $16,000.00 $16,000.00 $0.00 0.00% Uniforms $20,000.00 $17,518.88 $20,000.00 $20,000.00 $0.00 0.00% Vehicle Repair Parts $80,000.00 $103,197.81 $86,000.00 $100,000.00 $14,000.00 16.28% School Bus parts $37,500.00 $51,108.12 $37,500.00 $0.00 -$37,500.00 -100.00% Gasoline HW $35,000.00 $42,788.75 $38,000.00 $41,000.00 $3,000.00 7.89% Oil $4,000.00 $7,960.68 $4,000.00 $5,000.00 $1,000.00 25.00% Diesel Fuel HW $27,500.00 $66,380.97 $35,000.00 $59,000.00 $24,000.00 68.57% Diesel/Gasoline Non City $110,000.00 $172,588.36 $120,000.00 $150,000.00 $30,000.00 25.00% Fuel Station Maintenance $3,000.00 $1,270.26 $3,000.00 $3,000.00 $0.00 0.00% Software/Asset management $6,000.00 $22,884.03 $28,635.00 $31,535.00 $2,900.00 10.13% Telephone/Internet $6,200.00 $8,528.64 $6,800.00 $7,200.00 $400.00 5.88% Building Maintenance $0.00 $5,000.00 $5,000.00 $0.00 0.00% Tree Care $50,000.00 $54,211.45 $10,000.00 $24,000.00 $14,000.00 140.00% Consulting Services $20,000.00 -$18,317.72 $35,000.00 $35,000.00 $0.00 0.00% Equipment Rental/Purchase $1,000.00 $48.92 $1,000.00 $1,000.00 $0.00 0.00% Office Equipment Maintenace $2,000.00 $6,925.50 $2,000.00 $2,000.00 $0.00 0.00% Travel & Training $5,000.00 $5,230.32 $5,000.00 $5,500.00 $500.00 10.00% Utilities - Garage $16,500.00 $18,040.93 $17,000.00 $18,000.00 $1,000.00 5.88% Utilities-Garage Heat Gas $13,200.00 $17,730.11 $15,000.00 $17,000.00 $2,000.00 13.33% Traffic Lights -Electricity $21,000.00 $20,310.97 $21,500.00 $21,500.00 $0.00 0.00% Curbs and Sidewalks $1,500.00 $417.00 $2,000.00 $40,000.00 $38,000.00 1900.00% Bike/Ped Maintenace/Paving $30,000.00 $41,698.53 $40,000.00 $40,000.00 $0.00 0.00% Total General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65% Capital Budget Vehicle Replacement $225,000.00 $225,668.97 $305,000.00 $455,000.00 $150,000.00 49.18% DPW Garage Expansion $330,000.00 $180,000.00 -$150,000.00 -45.45% Highway Paving $720,000.00 $943,359.01 $800,000.00 $1,150,000.00 $350,000.00 43.75% Dorset street school zone implementation $100,000.00 $100,000.00 0.00% Market st & Hinesburg Rd traffic signal $100,000.00 $100,000.00 0.00% Page 11 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change All Other CIP Projectes $110,000.00 $110,000.00 0.00% Ash Trees $50,000.00 $50,000.00 $50,000.00 $0.00 0.00% CIP(Transportation Climate) $175,000.00 $175,000.00 0.00% CIP projects (Climate) $165,000.00 $165,000.00 0.00% Dorset Street Signal $600,000.00 $346,006.74 $324,000.00 $0.00 -$324,000.00 -100.00% Total Capital Budget $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,485,000.00 $676,000.00 37.37% Total Street and Highways $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,419,584.10 $843,998.06 18.45% PARK MAINTENANCE Wages and Benefits Park Maint.Salaries-Perm.$262,775.23 $296,599.50 $369,506.09 $392,962.19 $23,456.10 6.35% Park Maint.-Overtime $10,000.00 $11,602.32 $10,000.00 $10,000.00 $0.00 0.00% Fringe Benefits $7,260.00 $3,000.00 -$4,260.00 -58.68% FICA/Medicare $20,867.31 $22,993.02 $33,145.35 $30,826.61 -$2,318.74 -7.00% Child Care Tax $1,296.78 $1,296.78 0.00% Vision Plan $521.64 $674.76 $153.12 29.35% Disability Insurance $4,164.54 $4,164.54 $0.00 0.00% Group Health Plan $100,834.73 $155,596.12 $54,761.39 54.31% Group Life Insurance $1,875.72 $1,875.72 $0.00 0.00% Group Dental Insurance $4,538.28 $5,909.64 $1,371.36 30.22% Pension $68,258.59 $65,938.46 -$2,320.13 -3.40% ICMA Match $18,329.99 $16,489.37 -$1,840.62 -10.04% Total Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37% General Operating Budget Park Supplies $30,000.00 $33,768.16 $32,000.00 $33,000.00 $1,000.00 3.13% Maintenance & Landscaping Contra $75,000.00 $80,597.19 $75,000.00 $82,000.00 $7,000.00 9.33% Cemetery Supplies $1,000.00 $1,000.00 $1,000.00 $1,000.00 $0.00 0.00% Wheeler House $0.00 $2,938.49 $0.00 $0.00 $0.00 0.00% Total General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41% Total Park Maintenance $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78% TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,255,527.34 $20,875,447.07 $1,619,919.73 8.41% TOTAL GENERAL OPERATING $5,794,703.22 $5,502,922.66 $5,778,764.73 $6,274,298.63 $495,533.90 8.58% TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,940,000.00 $1,150,000.00 41.22% DEBT SERVICE REPAYMENT Principal Payment Kennedy Dr Reconstruction $22,493.70 $22,508.00 $22,493.70 $22,493.70 $0.00 0.00% Lime Kiln Bridge $22,494.00 $22,508.00 $22,494.00 $22,494.00 $0.00 0.00% Pension Liability Note Principal $586,224.00 $586,223.59 $586,224.00 $586,224.00 $0.00 0.00% F/D Building Improvements $29,991.60 $30,005.00 $29,991.60 $29,991.60 $0.00 0.00% Police Headquarters $360,000.00 $360,000.00 $360,000.00 $360,000.00 $0.00 0.00% Communications Equipment-Comm $190,000.00 $190,000.00 $190,000.00 $190,000.00 $0.00 0.00% Total Principal payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00% Interest Payment Kennedy Dr Reconstruction $2,924.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51% Lime Kiln Bridge $2,824.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51% Pension Liability Note Interest $93,613.00 $92,330.21 $83,668.00 $72,810.00 -$10,858.00 -12.98% F/D Building Improvements $3,787.00 $398.34 $2,287.00 $766.00 -$1,521.00 -66.51% Police Headquarters $145,602.00 $145,602.00 $129,780.00 $113,472.00 -$16,308.00 -12.57% Sewer Fund Note-Solar $12,005.00 $12,005.00 $0.00 $0.00 $0.00 0.00% Communications Equipment-Comm $18,335.00 $18,284.77 $14,668.00 $11,001.00 -$3,667.00 -25.00% Total Interest payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 -$34,622.00 -14.81% Total debt payment $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 -$34,622.00 -2.40% SOCIAL SERVICES & OTHER OPERATING ENTITIES G.B.I.C. $5,000.00 $5,000.00 $5,000.00 $5,000.00 $0.00 0.00% V.L.C.T. $25,198.00 $25,198.00 $27,088.00 $28,727.00 $1,639.00 6.05% Page 12 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Chamber of Commerce $3,600.00 $545.00 $3,600.00 $3,600.00 $0.00 0.00% Social Services $15,000.00 $15,000.00 $15,000.00 $15,000.00 $0.00 0.00% CCTV-Clickable Meetings $22,050.00 $21,000.00 $22,050.00 $23,152.00 $1,102.00 5.00% Front Porch Forum $5,200.00 $5,280.00 $5,530.00 $6,000.00 $470.00 8.50% County Court $147,677.11 $160,345.00 $155,060.97 $168,362.25 $13,301.28 8.58% Winooski Valley Park $67,916.00 $67,916.00 $72,913.00 $75,553.00 $2,640.00 3.62% C.C.T.A. $538,462.00 $538,462.00 $591,554.00 $654,562.00 $63,008.00 10.65% Regional Planning $37,195.00 $37,195.00 $40,014.00 $42,014.70 $2,000.70 5.00% Infinite Youth Center $13,000.00 $13,000.00 0.00% $867,298.11 $875,941.00 $937,809.97 $1,034,970.95 $97,160.98 10.36% TO CAPITAL/RESERVE FUNDS Fuel Pump Reserve Fund $8,200.00 $8,200.00 $8,200.00 $8,200.00 $0.00 0.00% Payment to Sickbank Fund 298 $0.00 $0.00 $125,000.00 $125,000.00 $0.00 0.00% To Capital Improvements $800,000.00 $800,000.00 $800,000.00 $860,000.00 $60,000.00 7.50% $808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43% Total General Fund $28,511,478.56 $28,373,899.32 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88% Page 13 Proposed Operation and Policy Expenditures Proposed FY25 Budget - 11/30/2023 FY23 Budget FY23 Actual FY24 Budget FY25 Budget FY 24-25 $ Change FY 24-25 % Change CITY COUNCIL General Operating Budget $73,750.00 $73,727.86 $63,750.00 $163,750.00 $100,000.00 156.86% HR & BENFITS ADMINISTRATION Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83% General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 ($198,185.00)-31.81% Total $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 ($185,001.03)-20.65% GF INSURANCE General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55% CITY MANAGER Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55% General Operating Budget $72,200.00 $47,210.13 $72,760.00 $189,800.00 $117,040.00 160.86% Total $472,491.78 $369,297.28 $523,229.45 $701,327.01 $178,097.56 34.04% LEGAL/ACCOUNTING/ ACTUARY Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92% General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37% Total $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02% ADMINISTRATIVE SERVICES Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84% General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29% Capital Pojects $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00% Total $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84% INFORMATION TECHNOLOGY Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36% General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98% Capital Pojects $37,000.00 $53,567.30 $77,000.00 $65,000.00 ($12,000.00)-15.58% Total $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74% CITY CLERK Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34% General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13% Total $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69% PHYSICAL PLANT Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73% General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17% Capital Pojects $0.00 $0.00 $116,000.00 $348,000.00 $232,000.00 Total $434,004.36 $516,659.60 $875,044.04 $1,234,661.44 $359,617.40 41.10% FINANCE, ASSESSING & TAX Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69% General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74% Total $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66% PLANNING/DEVELOPMENT REVIEW Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 ($114,988.41)-14.36% General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53% Total $563,713.28 $473,870.47 $918,730.97 $834,991.56 ($83,739.41)-9.11% RECREATION ADMINISTRATION Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78% General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 ($3,650.00)-9.95% Total $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76% RECREATION & SENIOR PROGRAMS AND FACILITIES General Operating Budget $122,461.57 $91,139.03 $259,556.25 $264,515.25 $4,959.00 1.91% Capital Pojects $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00% Total $222,461.57 $191,129.53 $359,556.25 $464,515.25 $104,959.00 29.19% PUBLIC LIBRARY Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41% General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85% Total $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31% FIRE & AMBULANCE SERVICES Wages & Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76% General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35% Capital Pojects $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16% Total $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69% POLICE Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13% General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41% Capital Pojects $160,000.00 $242,401.73 $253,000.00 $200,000.00 ($53,000.00)-20.95% Total $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50% STREETS AND HIGHWAYS Proposed FY25 Budget - 11/30/2023 Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $2,040,749.10 $74,698.06 3.80% General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65% Capital Pojects $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,485,000.00 $676,000.00 37.37% Total $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,419,584.10 $843,998.06 18.45% PARK MAINTENANCE Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37% General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41% Total $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78% TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,242,071.09 $20,855,531.82 $1,613,460.73 8.39% TOTAL GENERAL OPERATING $5,330,028.42 $5,355,287.94 $5,792,220.98 $6,294,213.88 $501,992.90 8.67% TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,940,000.00 $1,150,000.00 41.22% DEBT SERVICE REPAYMENT Principal Payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00% Interest Payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 ($34,622.00)-14.81% Total $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 ($34,622.00)-2.40% OTHER OPERATING SERVICES Social Services & Other Operating Entities $867,298.11 $875,941.00 $937,809.97 $1,034,970.95 $97,160.98 10.36% To Capital Pojects/Reserve Funds $808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43% Total $1,675,498.11 $1,684,141.00 $1,871,009.97 $2,028,170.95 $157,160.98 8.40% Total General Fund $28,046,803.76 $28,226,264.60 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88% Proposed FY25 Budget - 11/30/2023 ACCOUNT 2023 2023 2024 2025 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-) WASTEWATER EXPENDITURES Wages and Benefits Salaries-Permanent $672,300.45 $711,938.32 $700,693.02 $731,965.77 $31,272.75 4.46% PMT to Highway-wages & Benefits $250,000.00 $250,000.00 $278,354.89 $276,491.10 -$1,863.79 -0.67% Leave Time Turn-In $7,000.00 $0.00 $7,000.00 $7,000.00 $0.00 0.00% Salaries-Overtime $50,000.00 $77,466.20 $75,000.00 $80,000.00 $5,000.00 6.67% PAFO Certification $29,065.71 $11,350.98 $9,000.00 $9,000.00 $0.00 0.00% Sick bank payouts $10,000.00 $0.00 $10,000.00 $0.00 -$10,000.00 -100.00% Nontaxable Fringe Ben. $4,135.00 $600.00 $9,300.69 $4,150.00 -$5,150.69 -55.38% FICA/Medicare $58,780.01 $62,312.65 $60,794.02 $62,803.88 $2,009.87 3.31% Child Care Tax $2,415.49 $2,415.49 0.00% Payment to Highway-Benefits $33,420.18 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60% Vision Plan $2,829.21 $701.45 $779.69 $828.77 $49.08 6.29% Disability Insurance (ST & AD&D) $2,175.17 $6,817.62 $2,139.12 $1,632.17 -$506.94 -23.70% Long Term Disability $4,148.39 $0.00 $4,060.42 $4,060.42 $0.00 0.00% Group Health Plan $196,366.10 $133,948.30 $131,970.16 $163,680.57 $31,710.40 24.03% Group Life Insurance $2,829.21 $941.03 $2,782.32 $2,782.32 $0.00 0.00% Group Dental Insurance $7,893.29 $7,087.00 $7,409.53 $7,801.81 $392.28 5.29% Pension $85,733.42 $88,883.13 $94,710.61 $104,307.77 $9,597.16 10.13% ICMA Match $29,065.71 $23,303.55 $30,067.64 $31,420.03 $1,352.39 4.50% Pension Note Payment $39,075.00 $39,075.00 $39,075.00 $39,075.00 $0.00 0.00% Total Wages and Benefits $1,484,816.85 $1,447,845.41 $1,496,426.74 $1,567,231.96 $70,805.22 4.73% General Operating Budget Payment to Sick bank Fund $6,677.02 $6,677.02 $6,677.02 $6,677.02 $0.00 0.00% Payroll Service $1,796.41 $1,796.41 $1,692.27 $1,609.95 -$82.32 -4.86% Office Supplies $2,000.00 $2,179.84 $2,100.00 $2,100.00 $0.00 0.00% Plant Equipment/supplies $120,000.00 $108,807.20 $125,000.00 $125,000.00 $0.00 0.00% Polymer $100,000.00 $159,556.16 $120,000.00 $160,000.00 $40,000.00 33.33% Sewer Line Maint/Supplies $25,000.00 $36,060.44 $27,000.00 $30,000.00 $3,000.00 11.11% Pumping Station Supplies $25,000.00 $196,573.65 $18,000.00 $35,000.00 $17,000.00 94.44% Laboratory Supplies $13,000.00 $14,298.91 $14,500.00 $14,500.00 $0.00 0.00% Caustic Soda and Lime $120,000.00 $204,121.27 $175,000.00 $195,000.00 $20,000.00 11.43% Alum $180,000.00 $276,141.30 $280,000.00 $280,000.00 $0.00 0.00% Water-Airport-B/B-Pump $1,600.00 $2,575.88 $1,800.00 $1,800.00 $0.00 0.00% Generator Preventive Maint.$10,000.00 $26,042.13 $10,000.00 $10,000.00 $0.00 0.00% Clothing Supplies $4,250.00 $4,441.78 $4,250.00 $4,550.00 $300.00 7.06% Truck Parts $12,500.00 $12,802.58 $12,500.00 $12,500.00 $0.00 0.00% Gas - Diesel Fuel - Oil $12,000.00 $23,608.56 $13,000.00 $13,000.00 $0.00 0.00% Natural Gas - Airport Parkway $60,000.00 $81,497.60 $65,000.00 $70,000.00 $5,000.00 7.69% Natural Gas - Bartlett Bay $6,000.00 $6,832.14 $6,500.00 $6,500.00 $0.00 0.00% Telephone and Alarms $6,500.00 $11,139.49 $6,500.00 $6,500.00 $0.00 0.00% software dues $20,000.00 $4,737.50 $39,607.80 $40,100.00 $492.20 1.24% Discharge Permits $15,000.00 $13,650.00 $15,000.00 $15,000.00 $0.00 0.00% Workers Comp Insurance $22,127.75 $25,264.78 $18,729.67 $19,243.97 $514.30 2.75% Property Insurance $70,040.34 $65,938.48 $61,598.06 $66,525.90 $4,927.84 8.00% Unemployment Insurance $902.00 $0.00 $933.57 $933.57 $0.00 0.00% Safety Items $5,000.00 $32,487.21 $5,500.00 $8,000.00 $2,500.00 45.45% Billing Payment to CWD $69,342.00 $69,342.00 $73,000.00 $81,135.00 $8,135.00 11.14% Soil/Sludge Management $135,000.00 $171,425.97 $140,000.00 $150,000.00 $10,000.00 7.14% Landfill Fees $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00% Building Improvements $2,500.00 $1,492.38 $7,500.00 $2,000.00 -$5,500.00 -73.33% Pumps Replacements $50,000.00 $52,138.16 $55,000.00 $60,000.00 $5,000.00 9.09% Pump Repairs $40,000.00 $54,189.35 $43,000.00 $48,000.00 $5,000.00 11.63% Marathon cost share-WW $0.00 $22,031.39 $15,312.75 -$6,718.63 -30.50% HVAC Maintenance $35,000.00 $44,613.11 $38,000.00 $40,000.00 $2,000.00 5.26% Auditing/Actuary/Pension $4,246.55 $4,246.55 $3,773.86 $4,244.76 $470.90 12.48% Engineering/Consulting $15,000.00 $15,275.87 $18,000.00 $18,000.00 $0.00 0.00% Landfill Engineering $17,500.00 $31,358.56 $17,500.00 $22,000.00 $4,500.00 25.71% Payment to Stormwater for GIS $0.00 $12,635.00 $0.00 -$12,635.00 -100.00% Administrative Services $149,344.05 $149,344.05 $145,281.42 $150,273.20 $4,991.78 3.44% Page 1 2023 2023 2024 2025 FY 24-25 $ Change FY 24-25 % Change $5,000.00 $1,890.61 $2,000.00 $2,000.00 $0.00 0.00% $6,000.00 $4,164.07 $6,500.00 $6,500.00 $0.00 0.00% $105,000.00 $103,345.82 $105,000.00 $105,000.00 $0.00 0.00% $0.00 $900.00 $900.00 $0.00 0.00% $200,000.00 $231,431.04 $210,000.00 $220,000.00 $10,000.00 4.76% $145,000.00 $157,821.25 $150,000.00 $155,000.00 $5,000.00 3.33% $1,819,326.12 $2,409,309.12 $2,082,010.06 $2,205,906.12 $123,896.07 5.95% $220,000.00 $306,093.84 $290,000.00 $170,000.00 -$120,000.00 -41.38% $73,000.00 $73,649.00 $73,648.00 $0.00 -$73,648.00 -100.00% $0.00 $299,997.00 $0.00 $0.00 0.00% $400,000.00 $73,254.75 $600,000.00 $600,000.00 $0.00 0.00% $0.00 $41,726.75 $350,000.00 $500,000.00 $150,000.00 42.86% $111,786.54 $111,786.54 $112,000.00 $111,787.00 -$213.00 -0.19% $965,647.23 $969,731.16 $970,000.00 $969,731.16 -$268.84 -0.03% Proposed FY25 Budget - 11/30/2023 ACCOUNT Burlington Sewer Lines Travel & Training Utilities-Pumping Station Utilities--L/Fill Station Electric-Airport Parkway Electric-Bartlett Bay Total General Operating Budget Capital Budget Fleet Replacement Payment to SW for Hadley Loan Airport Pkwy upgrade/texpn Bartlett Bay Upgrades Capital Projects - CIP Hadley Sewer Bond Payment Airport Parkway Bond Payment Total Capital $1,770,433.77 $1,876,239.04 $2,395,648.00 $2,351,518.16 -$44,129.84 -1.84% TOTAL EXPENDITURES $5,074,576.74 $5,733,393.57 $5,974,084.79 $6,124,656.24 $150,571.45 2.52% $3,783,418.00 $3,761,917.41 $4,113,150.00 $4,515,768.00 $402,618.00 9.79% $25,000.00 $0.00 $23,000.00 $21,850.00 -$1,150.00 -5.00% $500,000.00 $1,147,457.40 $582,800.00 $889,499.00 $306,699.00 52.63% $0.00 $17,490.00 $0.00 $0.00 $0.00 0.00% $742,310.00 $742,310.00 $742,310.00 $742,310.00 $0.00 0.00% $12,004.68 $12,005.00 $0.00 $0.00 $0.00 0.00% $10,000.00 $168,261.27 $10,000.00 $10,000.00 $0.00 0.00% REVENUES Sewer User Fees Sewer Septage Revenue Hookup Fees Environmental Impact Colchester Airport PKW payment General Fund Note Repayment Miscellaneous Revenue Reserve Fund Transfer in $502,824.79 $0.00 -$502,824.79 -100.00% TOTAL REVENUES $5,072,732.68 $5,849,441.08 $5,974,084.79 $6,179,427.00 $205,342.21 3.44% STORMWATER EXPENDITURES Wages and Benefits Salaries-Permanent $545,117.10 $462,009.36 $458,034.55 $502,602.10 $44,567.55 9.73% Salaries-Overtime $23,000.00 $11,079.06 $23,000.00 $23,000.00 $0.00 0.00% Nontaxable Fringe Benefit $7,238.00 $300.00 $6,387.00 $3,450.00 -$2,937.00 -45.98% FICA/Medicare $43,460.96 $38,185.48 $36,799.14 $40,667.56 $3,868.42 10.51% Child Care Tax $1,658.59 $1,658.59 0.00% Vision Plan $582.94 $461.61 $631.39 $582.31 -$49.08 -7.77% Disability Long Short Term $4,878.93 $5,914.97 $4,574.64 $5,268.73 $694.09 15.17% Group Health Plan $153,953.83 $304,275.65 $113,897.30 $143,295.63 $29,398.33 25.81% Health Insurance FICA $2,080.03 $0.00 $459.00 $0.00 -$459.00 -100.00% Group Life Insurance $2,360.28 $815.97 $1,906.98 $2,219.60 $312.62 16.39% Group Dental Insurance $5,930.59 $5,323.36 $5,718.61 $6,938.47 $1,219.86 21.33% Pension $93,238.50 $93,238.50 $88,872.21 $84,845.40 -$4,026.81 -4.53% ICMA Match $27,189.96 $30,404.51 $23,002.64 $24,807.78 $1,805.15 7.85% Pension Note Payment $26,910.00 $26,910.00 $26,910.00 $26,910.00 $0.00 0.00% Total Wages and Benefits $935,941.11 $978,918.47 $790,193.46 $866,246.18 $76,052.72 9.62% General Operating Budget Office Supplies $1,000.00 $2,392.39 $1,500.00 $1,500.00 $0.00 0.00% Payment to Highway-Rent $78,215.00 $78,215.00 $78,215.00 $78,215.00 $0.00 0.00% Payment to Sick bank Fund $5,392.16 $5,392.16 $5,588.24 $5,588.24 $0.00 0.00% Payroll Service to GF $1,347.31 $1,347.31 $1,480.74 $1,408.70 -$72.04 -4.86% Small Equipment/Tools $2,000.00 $3,025.88 $3,000.00 $3,000.00 $0.00 0.00% Uniforms/Supplies $6,500.00 $7,611.61 $6,500.00 $6,500.00 $0.00 0.00% Vehicle Parts $0.00 $679.98 $0.00 $0.00 $0.00 0.00% Gasoline $2,250.00 $3,645.12 $2,500.00 $2,875.00 $375.00 15.00% Oil $250.00 $289.56 $275.00 $300.00 $25.00 9.09% Diesel Fuel $4,500.00 $10,131.26 $7,500.00 $8,715.00 $1,215.00 16.20% Page 2 2023 2023 2024 2025 FY 24-25 $ Change FY 24-25 % Change $7,000.00 $6,308.95 $7,000.00 $7,000.00 $0.00 0.00% $2,000.00 $2,783.49 $2,000.00 $2,000.00 $0.00 0.00% $0.00 $0.00 $50.00 $50.00 0.00% $300.00 $661.00 $600.00 $650.00 $50.00 8.33% $18,000.00 $20,884.50 $24,000.00 $24,000.00 $0.00 0.00% $19,554.75 $20,188.20 $16,551.80 $17,006.30 $454.50 2.75% $16,197.44 $14,670.73 $14,245.09 $15,384.70 $1,139.61 8.00% $902.00 $0.00 $933.57 $933.57 $0.00 0.00% $50,000.00 $75,370.12 $75,000.00 $75,000.00 $0.00 0.00% $200.00 $0.00 $200.00 $0.00 -$200.00 -100.00% $15,000.00 $23,770.01 $15,000.00 $15,000.00 $0.00 0.00% $200.00 $149.99 $200.00 $0.00 -$200.00 -100.00% $33,420.18 $33,420.18 $33,490.07 $37,816.87 $4,326.79 12.92% $0.00 $25,178.73 $13,398.66 -$11,780.07 -46.79% $5,000.00 $21,330.30 $15,000.00 $15,000.00 $0.00 0.00% $55,000.00 $113,396.04 $100,000.00 $115,000.00 $15,000.00 15.00% $100.00 $0.00 $100.00 $100.00 $0.00 0.00% $20,000.00 $343.13 $20,000.00 $15,000.00 -$5,000.00 -25.00% $6,180.66 $6,180.66 $4,287.21 $3,981.34 -$305.87 -7.13% $40,000.00 $0.00 $35,000.00 $30,000.00 -$5,000.00 -14.29% $69,342.00 $69,342.00 $73,000.00 $81,135.00 $8,135.00 11.14% $1,000.00 $1,564.19 $1,000.00 $1,500.00 $500.00 50.00% $2,500.00 $2,128.43 $2,500.00 $2,500.00 $0.00 0.00% $250.00 $0.00 $250.00 $250.00 $0.00 0.00% $102,103.95 $102,103.95 $95,000.00 $71,114.05 -$23,885.95 -25.14% $8,000.00 $6,479.00 $8,000.00 $8,000.00 $0.00 0.00% $3,250.00 $4,305.72 $3,500.00 $4,500.00 $1,000.00 28.57% $300.00 $271.19 $300.00 $300.00 $0.00 0.00% $5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00% $582,255.46 $638,382.05 $683,895.45 $669,722.43 -$14,173.02 -2.07% $421,000.00 $94,714.38 $745,000.00 $395,000.00 -$350,000.00 -46.98% $2,481,000.00 $1,583,378.51 $2,005,000.00 $2,251,000.00 $246,000.00 12.27% Proposed FY25 Budget - 11/30/2023 ACCOUNT Permit Requirement-Educat Telephone Postage Membership/Dues/ CDL Discharge Permits Renewal Workers Comp Insurance Property Insurance Unemployment Insurance GIS-Fees/Software Sediment & Debris Disposal Water Quality Monitoring Building/Grounds Maint Reimbursement to Highway-Benefits Marathon cost share-SW Vehicle Maintenance Storm System Maint Materi Printing Legal Services To GF-Audit/Actuary Engineering-Watershed Billing Payment CWD Office Furniture/Equipmen Office Equipment Maintena Equipment Rental Administrative Services Conference/Training Expen S/W Bldg Utilities Stormwater Pumps Electric Flow Restoration Plan Analysis Total General Operating Budget Capital Budget Vehicles/Equipment Stormwater capital projects Total Capital $2,902,000.00 $1,678,092.89 $2,750,000.00 $2,646,000.00 -$104,000.00 -3.78% TOTAL EXPENDITURES $4,420,196.58 $3,295,393.41 $4,224,088.91 $4,181,968.61 -$42,120.30 -1.00% $826,506.98 $926,259.52 $1,189,000.00 $903,000.00 -$286,000.00 -24.05% $2,707,767.59 $2,403,078.85 $2,779,678.00 $2,898,039.31 $118,361.31 4.26% $0.00 $0.00 $90,743.32 $90,743.32 0.00% $0.00 $50,543.00 $52,336.00 $1,793.00 3.55% $40,000.00 $7,929.95 $40,000.00 $30,000.00 -$10,000.00 -25.00% $100,000.00 $82,143.62 $0.00 $121,000.00 $121,000.00 0.00% $30,000.00 $13,000.00 $30,000.00 $25,000.00 -$5,000.00 -16.67% $73,000.00 $73,649.00 $73,000.00 $0.00 -$73,000.00 -100.00% REVENUES Intergovernmental Revenue/Grants S/W User Fees - Water Bill Payment for GIS services GIS Reim from WW, Water, HW and P&Z pmt from other towns Land owner , ARRA, SAD payment Miscellaneous Revenue Hadley Sewer- from sewer fund Reserve Transfer In $635,778.00 $0.00 $33,726.10 $72,624.78 $38,898.68 115.34% TOTALREVENUES $4,413,052.57 $3,506,060.94 $4,195,947.10 $4,192,743.41 -$3,203.69 -0.08% DRINKING WATER EXPENDITURES CWD Labor $434,995.00 $306,501.87 $350,845.00 $411,400.00 $60,555.00 17.26% Office Salaries $223,540.00 $212,908.91 $242,940.00 $264,190.00 $21,250.00 8.75% CWD OT $10,000.00 $13,372.91 $13,000.00 $13,000.00 $0.00 0.00% Emergency On-Call $2,329.00 $2,808.33 $2,800.00 $2,800.00 $0.00 0.00% Administrative Services $16,000.00 $16,000.00 $49,003.28 $52,778.67 $3,775.39 7.70% Total Wages and Benefits $686,864.00 $551,592.02 $658,588.28 $744,168.67 $85,580.39 12.99% Page 3 2023 2023 2024 2025 FY 24-25 $ Change FY 24-25 % Change $1,000.00 $83.93 $2,000.00 $1,500.00 -$500.00 -25.00% $2,554.71 $2,272.71 $2,648.68 $375.97 16.54% $12,685.00 $13,084.00 $399.00 3.15% $33,175.00 $36,141.31 $33,175.00 $33,950.00 $775.00 2.34% $5,000.00 $6,290.00 $5,175.00 $5,175.00 $0.00 0.00% $20,550.00 $20,549.64 $20,975.00 $21,400.00 $425.00 2.03% $1,654,800.00 $1,802,728.48 $1,793,000.00 $1,950,000.00 $157,000.00 8.76% $3,000.00 $3,048.92 $3,500.00 $3,500.00 $0.00 0.00% $155,275.00 $162,191.15 $147,725.00 $188,280.00 $40,555.00 27.45% $106,730.00 $124,869.55 $158,920.00 $185,415.00 $26,495.00 16.67% $7,600.00 $5,785.13 $7,000.00 $20,000.00 $13,000.00 185.71% $75,000.00 $61,776.37 $84,000.00 $85,000.00 $1,000.00 1.19% $114,550.00 $121,968.41 $120,500.00 $120,500.00 $0.00 0.00% $7,500.00 $0.00 $0.00 $0.00 0.00% $2,184,180.00 $2,347,987.60 $2,390,927.71 $2,630,452.68 $239,524.97 10.02% $103,995.00 $96,239.92 $96,969.00 $97,440.00 $471.00 0.49% $77,770.00 $77,770.00 0.00% $520,031.00 $327,000.00 -$193,031.00 -37.12% $81,000.00 $320,239.05 $60,000.00 $0.00 -$60,000.00 -100.00% Proposed FY25 Budget - 11/30/2023 ACCOUNT General Operating Budget Miscellaneous Auditing Services-Water software Water Supply Permit Fees Insurance Building Rent Water Purchase Public Outreach Professional Services Equipment Rental Computer Services System Improvements Materials ROW Permit fees Total General Operating Budget Capital Budget Debt Service Dorset ST 2nd Tower bond pmt Capital Projects Xfer to Reserve Fund Total Capital $184,995.00 $416,478.97 $677,000.00 $502,210.00 -$174,790.00 -25.82% TOTAL EXPENDITURES $3,056,039.00 $3,316,058.59 $3,726,515.99 $3,876,831.35 $150,315.36 4.03% $2,620,616.00 $2,567,060.67 $2,859,211.00 $2,993,322.00 $134,111.00 4.69% $62,500.00 $77,557.44 $59,700.00 $61,000.00 $1,300.00 2.18% $113,000.00 $91,875.00 $168,000.00 $98,500.00 -$69,500.00 -41.37% $283,214.05 $360,000.00 $360,000.00 0.00% $1,700.00 $18,719.77 $6,000.00 $16,000.00 $10,000.00 166.67% $157,234.00 $160,827.60 $37,882.00 $25,800.00 -$12,082.00 -31.89% $0.00 $0.00 $140,000.00 $162,270.00 $22,270.00 15.91% $0.00 $0.00 $174,000.00 $174,000.00 $0.00 0.00% REVENUES Water Sales Services Connection Fees Allocation fees Investment Interest Miscellaneous Income SB WW & SW Dept Grants Transfers In $100,989.00 $100,989.00 $281,722.99 $0.00 -$281,722.99 -100.00% TOTAL REVENUES $3,056,039.00 $3,300,243.53 $3,726,515.99 $3,890,892.00 $164,376.01 4.41% Page 4 OVERVIEW OF GENERAL FUND CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE FY 2025-2034 CAPITAL IMPROVEMENT PROGRAM I.GENERAL FUND General Fund Capital Improvement Program Overview of Costs and Funding Sources Overviews of Costs and Funding Types by Department CIP Projects (Expenditures) by Department Individual Project Detail Sheets Administration Bicycle and Pedestrian Improvements City Center Energy Projects Fire and Ambulance Department Highways IT Library Open Space Projects Physical Plant Police Department Recreation and Parks II.WASTE WATER FUND III.STORMWATER FUND IV.DRINKING WATER FUND V.DEBT REPAYMENT A Capital Improvement Program is a tool used to improve coordination in the timing of major projects, plan for capital replacement and major maintenance costs, and reduce fluctuations in the tax rate. A program is not a budget, but a road map to guide budget preparation based on an estimate of future projects and costs consistent with City priorities and fiscal outlook. The Capital Improvement Program is prepared yearly during the budget process but is adopted after the approval of the budget. A summary of the Capital Improvement Program (CIP) for FY25-34 is included in the annual budget book. OVERVIEW OF GENERAL FUND CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE I. GENERAL FUND A.General Fund Capital Improvement Program Overview of Costs and Funding Sources B.Overviews of Costs and Funding Types by Department C.CIP Projects (Expenditures) by Department D.Individual Project Detail Sheets a.Administration b.Bicycle and Pedestrian c.City Center d.Fire and Ambulance Department e.Highways f.IT g.Library h.Open Space Projects i.Physical Plant j.Police Department k.Recreation and Parks OVERVIEW OF GENERAL FUND CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE GENERAL FUND CAPITAL IMPROVEMENT PROGRAM OVERVIEW: SUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 Total: Estimated Costs: Construction 14,280 17,245 7,533 4,468 4,103 4,058 3,078 1,833 3,283 3,288 63,169 Debt Repayment - - 55 -100 -175 - - - 330 Furniture & Equipment 278 221 1,909 201 590 85 209 104 91 154 3,842 Land/ROW/Easement Acquisition -80 -30 45 - - 45 - - 200 Studies, Design, Eng, Inspection, GC, Legal 2,070 2,945 790 422 307 62 212 182 262 2 7,254 TIF District Debt Repayment - - - - - - - - - - - To CIP Reserve Fund - - - - - - - - - - - To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 860 8,600 Vehicles & Fleet Improvements 1,055 1,201 1,726 1,373 1,609 1,346 1,121 1,238 1,184 931 12,784 Climate Action Related 605 1,550 3,655 2,775 2,045 985 1,170 980 1,010 955 15,730 Total Estimated CIP Costs:19,148 24,102 16,528 10,129 9,659 7,396 6,825 5,242 6,690 6,190 111,909 Funding Sources: General Fund 3,976 5,034 8,651 6,764 6,148 5,630 5,523 4,386 5,340 5,278 56,730 Secured Grants 4,650 4,155 300 383 - - - - - - 9,488 Anticipated Grants 265 5,428 5,982 2,021 2,563 1,153 901 601 800 500 20,214 Anticipated Debts - - - - - - - - - - - CIP Reserve Fund 39 -110 25 100 80 - - - - 354 City Center Debt Proceeds - - - - - - - - - - - ARPA 816 105 90 - - - - - - - 1,011 Developer Contributions -40 - - - - - - - - 40 Donations (In-Kind or Financial)- - - 12 - - - - - - 12 Energy Revolving Fund 123 53 122 78 3 23 18 18 - - 438 Fuel Pump Reserve Fund -25 -125 - - - - - - 150 General Debt Proceeds - - - - - - - - - - - Highway Impact Fee 250 1,260 140 426 470 275 108 117 270 212 3,528 Open Space Debt Proceeds 135 15 15 15 - - - - - - 180 Penny for Path Proceeds 215 310 85 230 325 185 225 70 230 150 2,025 Police Impact Fee 50 50 50 50 50 50 50 50 50 50 500 Recreation Impact Fee 477 375 60 - - - - - - - 912 TIF District Financing Proceeds 8,152 7,252 923 - - - - - - - 16,327 - Total Estimated CIP Funding:19,148 24,102 16,528 10,129 9,659 7,396 6,825 5,242 6,690 6,190 111,909 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. I. GENERAL FUND Overviews of Costs and Funding Types by Department OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 2 2 2 2 2 2 2 2 2 220 Furniture & Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 33 18 18 18 18 18 18 18 18 18195 Climate Action Related 75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:35 20 20 20 20 20 20 20 20 20 1,090 Funding Sources:General Fund 90 170 120 20 20 20 20 20 20 20195 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 20 350 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:110 520 320 20 20 20 20 20 20 20 1,090 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Bicycle/PedestrianContact:Erica QuallenSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal300 100 185 150 165 35 75 70 30 ‐ 1,110 Land/ROW/Easement Acquisition‐ 80 ‐ 30 45 ‐ ‐ 45 ‐ ‐ 200 Construction550 870 350 850 925 975 350 155 400 1505,575 Climate Action Related100 700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 Funding Sources:General Fund120 310 400 400 400 400 400 400 400 4003,630 Secured Grants510 440 300 383 ‐ ‐ ‐ ‐ ‐ ‐ 1,633 Anticipated Grants‐ 520 520 850 1,210 1,150 700 600 600 5006,650 Highway Impact Fee‐ ‐ 40 67 100 175 ‐ 100 100 ‐ 582 Penny for Path Proceeds180 310 85 230 325 185 225 70 230 1501,990 Recreation Impact Fee60 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 160 ARPA80 30 90 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 Developer Contributions‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 The bicycle and pedestrian projects included in this CIP are primarily funded through Penny for Paths, State, and Federal funding. Penny for Paths brings in approximately $410,000 annually from a $0.01 tax and is used to undertake smaller internal projects and provide the match for larger grants. OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 1,508 2,568 73 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,149 Land/ROW/Easement Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 11,011 14,189 4,544 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29,744 To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 8608,600 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Funding Sources:General Fund 860 860 860 860 860 860 860 860 860 8608,600 Secured Grants 4,140 3,715 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,855 Anticipated Grants ‐ 4,530 3,694 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,224 Highway Impact Fee ‐ 1,260 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,260 Recreation Impact Fee 227 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 227 TIF District Financing Proceeds 8,152 7,252 923 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,327 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Complete remaining Tax Increment Financing District projects approved by the State Vermont Economic Progress Council. All projects are funded to some degree with TIF District financing which allows the City to use 75% of the increase in property tax growth each year to service debt approved by the voters. Of these projects, two are substantially complete, and four remain to be constructed: Garden Street (expected to be in construction), Williston Road Streetscape, the Walk Bike Bridge over I‐89, and Phase II of City Center Park (expected to be in construction prior to FY 25). OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Fire Department and AmbulanceContact:Steve LockeSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 417 511 610 583 706 706 528 598 536 2725,467 Furniture & Equipment 175 115 775 ‐ 500 20 20 20 20 ‐ 1,645 Construction ‐ 70 570 180 ‐ ‐ ‐ ‐ ‐ ‐ 820 Climate Action Related 15 15 15 ‐ ‐ ‐ 10 20 10 ‐ 85 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:607 711 1,970 763 1,206 726 558 638 566 272 8,017 Funding Sources:General Fund 597 711 1,970 763 1,206 726 558 638 566 2728,007 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Energy Revolving Fund 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:607 711 1,970 763 1,206 726 558 638 566 272 8,017 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:HighwayContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 2,015 1,430 1,800 3,155 2,700 2,700 2,640 1,570 2,865 3,120 23,995 Studies, Design, Eng, Inspection, GC, Legal 140 45 250 20 140 25 135 110 230 ‐ 1,095 Vehicles & Fleet Improvements 445 480 680 540 675 380 360 400 400 400 4,760 To CIP Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Climate Action Related 230 20 1,990 1,585 1,050 20 40 ‐ ‐ ‐ 4,935 ‐ ‐ ‐ ‐ Total Estimated CIP Costs:2,830 1,975 4,720 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,785 Funding Sources:General Fund 1,669 1,950 3,180 3,651 2,745 3,025 2,867 2,063 3,125 3,308 27,583 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 220 ‐ 1,360 1,165 1,350 ‐ 200 ‐ 200 ‐ 4,495 Energy Revolving Fund 30 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30 Developer Contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CIP Reserve Fund ‐ ‐ 80 ‐ 100 ‐ ‐ ‐ ‐ ‐ 180 Fuel Pump Reserve Fund ‐ 25 ‐ 125 ‐ ‐ ‐ ‐ ‐ ‐ 150 Highway Impact Fee 250 ‐ 100 359 370 100 108 17 170 212 1,686 ARPA 661 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 661 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,830 1,975 4,720 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,785 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:ITContact:Nicholas GingrowSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment 65 73 129 39 72 47 156 46 41 76744 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:65 73 129 39 72 47 156 46 41 76 744 Funding Sources:General Fund 65 73 129 39 72 47 156 46 41 76744 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:65 73 129 39 72 47 156 46 41 76 744 IT Dept Primary Functions: * Implement and maintain technology utilized by City staff in day‐to‐day operations * Respond to IT support requests in an efficient manner * Make recommendations regarding technology and tech policy * Plan for resiliency and reliability for all City data and technology services ‐‐ IT Dept Priorities: FY25 will focus on resiliency, documentation, data backup and service delivery. FY26‐27 ‐ How to better integrate city cites, innovate on existing processes. OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:LibraryContact:Jennifer MurraySUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements ‐ ‐ 192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 192 Furniture & Equipment ‐ ‐ ‐ 14 ‐ ‐ ‐ ‐ ‐ ‐ 14 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 Funding Sources:General Fund ‐ ‐ ‐ 2 ‐ ‐ ‐ ‐ ‐ ‐ 2 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ 192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 192 Donations (In‐Kind or Financial) ‐ ‐ ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Open SpaceContact:Erica QuallenSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 200 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 245 Studies, Design, Eng, Inspection, GC, Legal 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 Funding Sources:General Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Sponsorship ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Open Space Debt Proceeds 135 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 180 Penny for Path Debt Proceeds 35 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 35 Recreation Impact Fee 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 The Open Space CIP includes projects which strive to improve passive and active recreational and natural areas in collaboration with the Recreation & Parks and Public Works Departments. OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Physical PlantContact:Greg YandowSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 155 227 85 95 200 145 70 40 ‐ ‐ 1,017 Furniture & Equipment 23 33 243 148 18 18 33 38 30 30614 Studies, Design, Eng, Inspection, GC, Legal ‐ 20 80 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Climate Action Related 155 285 420 265 70 40 200 40 80 40 1,595 ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:333 565 828 508 288 203 303 118 110 70 3,326 Funding Sources:General Fund 225 484 690 424 282 177 284 99 110 702,845 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 25 28 16 6 3 3 1 1 ‐ ‐ 83 Energy Revolving Fund 83 53 122 78 3 23 18 18 ‐ ‐ 398 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:333 565 828 508 288 203 303 118 110 70 3,326 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Police DepartmentContact:Shawn BurkeSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 170 178 184 195 203 210 223 230 238 2492,080 Furniture & Equipment ‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ 48 798 Climate Action Related 30 30 30 25 25 25 20 20 20 15240 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:200 208 964 220 228 235 243 250 258 312 3,118 Funding Sources:General Fund 150 158 914 170 178 185 193 200 208 2622,618 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Police Impact Fee 50 50 50 50 50 50 50 50 50 50 500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:200 208 964 220 228 235 243 250 258 312 3,118 OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Recreation & ParksContact:Adam MatthSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment ‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 Studies, Design, Eng, Inspection, GC, Legal 100 210 200 250 ‐ ‐ ‐ ‐ ‐ ‐ 760 Construction 316 426 151 155 260 220 ‐ 50 ‐ ‐ 1,578 Furniture & Equipment 15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 To Indoor Recreation Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Vehicles & Fleet Improvements 23 32 60 55 25 50 10 10 10 10285 To CIP Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:454 668 478 460 385 270 185 60 10 10 2,980 Funding Sources:General Fund 200 318 388 435 385 190 185 60 10 102,181 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CIP Reserve Fund 39 ‐ 30 25 ‐ 80 ‐ ‐ ‐ ‐ 174 Donations (In‐Kind or Financial) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Energy Revolving Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Open Space Debt Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Recreation Impact Fee 140 275 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 475 ARPA 75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:454 668 478 460 385 270 185 60 10 10 2,980 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Public Art 35 20 20 20 20 20 20 20 20 20215 Indoor Recreation Center0000000000‐ Solar Array ‐ Landfill0000000000‐ Public Transit 75 500 3000000000875 Total Estimated CIP Expenditures: 35 20 20 20 20 20 20 20 20 20 215 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public ArtJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 2 2 2 2 2 2 2 2 2 220 Furniture & Equipment‐ Construction 33 18 18 18 18 18 18 18 18 18195 Total Estimated Costs:35 20 20 20 20 20 20 20 20 20 215 Funding Sources:General Fund 15 20 20 20 20 20 20 20 20 20195 Secured Grants‐ Anticipated Grants 2015 FINANCIALS COMMENT:0Estimated Revenue Per Year: 0STATUS: Public Art Committee has identified locations for public art.DESCRIPTION: Fund temporary and permanent art installations throughout the CityStrengthen community bonds and identityEstimated Annual Operating Cost:0 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public TransitJUSTIFICATION: Operational Impacts:DEPARTMENT: AdministrationCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Furniture & Equipment‐ Construction‐ Climate Action Related 75 500 300 875 ‐ ‐ ‐ ‐ Total Estimated Costs:75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 Funding Sources:General Fund 75 150 100 325 Secured Grants‐ Anticipated Grants 350 200 550 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 FINANCIALS COMMENT:FY26 and FY27 assumes transit hub design and construction. Costs transition to operating budget (GMT membership dues and maintenance) in FY28.Estimated Revenue Per Year:STATUS: DESCRIPTION: Conduct Transit Improvement & Expansion Study then seek funding and coordinate with GMT or other vendors to implement new and/or improved services. Potential to design and construct transit hub.Identified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Bicycle/PedestrianContact:Erica QuallenMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Dorset Street & Songbird Road Crosswalk 15 300000000045 Spear Street & Pheasant Way Crosswalk10250000000035 Dorset Street Shared Use Path 215 30000000000515 Spear Street Shared Use Path 380 35000000000730 Spear Meadows Shared Use Path Connecti 80 25000000000330 Hinesburg Road Shared Use Path 100 95 400 4400000001,035 Lower Allen Road Shared Use Path 50 0 75 195 38000000700 Kimball Ave Potash Brook Crossing Path 0 0 60 60 350 4950000965 Queen City Park Road Shared Use Path000080515365000960 Hinesburg Road and Dubois Drive Crosswa 0 0 0 10 200000030 Airport Parkway Phase 1 0 0 0 325 30500000630 Airport Parkway Phase 2000000602002000460 Shelburne Road Shared Use Path000000070230150450 Active Transportation Projects 100 700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 The bicycle and pedestrian projects included in this CIP reflect the needs identified by the City and include recommendations from the South Burlington Bicycle and Pedestrian Committee. Most projects undergo a scoping study, design, and construction phase with consultant teams. Smaller projects, such as individual crosswalk installations, are typically completed in‐house. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street & Songbird Road CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal15520Land/ROW/Easement Acquisition2525Construction‐‐‐‐‐Total Estimated Costs:1530 ‐‐‐‐‐‐‐‐45Funding Sources:General Fund‐Secured Grants‐Anticipated Grants2020Highway Impact Fee‐Penny for Path Proceeds151025Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐Total Estimated Funding:1530 ‐‐‐‐‐‐‐‐45FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY25 and FY26, pending grant funding availability.DESCRIPTION: Design and construct a crosswalk with RRFB across Dorset Street to provide a safe crossing between the shared use paths on Songbird Road and Dorset SThis is an area with high usage for crossing between the 2 shared use paths byall users, many of whom are students at the middle and high schools. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Street & Pheasant Way CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10515Land/ROW/Easement Acquisition2020Construction‐‐‐‐Total Estimated Costs:1025‐‐‐‐‐‐‐‐35Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds102535Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:1025‐‐‐‐‐‐‐‐35FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY25 and FY26, pending grant funding availability.DESCRIPTION: Design and construct a section of sidewalk and crosswalk with RRFB across Spear Street to provide a safe crossing between the sidewalks on Pheasant Way and S Pointe Road.This is an area commonly used for crossing between the 2 neighborhoods. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal1515Land/ROW/Easement Acquisition‐Construction200 300500‐‐‐‐Total Estimated Costs:215300 ‐‐‐‐‐‐‐‐515 Funding Sources:General Fund‐Secured Grants200 275475Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds152540Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:215300 ‐‐‐‐‐‐‐‐515FINANCIALS COMMENT:A $661,000 grant from VTrans was received in 2019 to cover up to 80% of the total project cost.Estimated Revenue Per Year:N/ASTATUS: Finalizing ROW in FY24 with final design, bid, and construction occurring in FY25‐FY26.DESCRIPTION: Construct 10' shared use path on Dorset St between Old Cross Rd and Sadie Lane.Improve bicycle and pedestrian connectivity by closing an existing gap in the Dorset St shared use pathEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Street Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal3030Land/ROW/Easement Acquisition‐Construction350 350700‐‐‐Total Estimated Costs:380350 ‐‐‐‐‐‐‐‐730Funding Sources:General Fund‐Secured Grants250 100350Anticipated Grants‐Highway Impact Fee‐Penny for Path Debt Proceeds70 150220Recreation Impact Fee60 100160ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:380350 ‐‐‐‐‐‐‐‐730FINANCIALS COMMENT:A $300,000 grant from VTrans was received in 2021 to cover up to 80% of the total project cost.Estimated Revenue Per Year:STATUS: Final design, bid, and construction are planned for FY25‐26.DESCRIPTION: Construct 10' shared use path along Spear St between Swift St and UVM Forsetry buildingClose gap between Swift St shared use path and shared use path at UVM forestry building to improve bicycle and pedestrian access in a frequently used area.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Meadows Shared Use Path ConnectionJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal8020100Land/ROW/Easement Acquisition1010Construction220220‐‐‐Total Estimated Costs:80250‐‐‐‐‐‐‐‐330Funding Sources:General Fund20 110130Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds60 100160Recreation Impact Fee‐ARPA‐Developer Contributions4040‐‐Total Estimated Funding:80250‐‐‐‐‐‐‐‐330FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Design and construct approximately 1,000' of shared use path to close the gap between the Spear Meadows development and Swift Street shared use paths.Upon completion of the path in the Spear Meadows development, there will be a gap between this path and the existing path on Swift Street that needs to be closed to improve functionality of the path network.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hinesburg Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10060 50 40 250Land/ROW/Easement Acquisition2525Construction350400750‐‐‐Total Estimated Costs:10085 400 440 ‐‐‐‐‐‐1,025 Funding Sources:General Fund‐Secured Grants2065 300383768Anticipated Grants‐Highway Impact Fee20 37 57Penny for Path Proceeds‐Recreation Impact Fee‐ARPA8020 80 20 200Developer Contributions‐‐‐‐Total Estimated Funding:10085 400 440 ‐‐‐‐‐‐1,025 FINANCIALS COMMENT:A $768,000 grant from VTrans was received in 2023 to cover up to 80% of the total project cost.Estimated Revenue Per Year:STATUS: DESCRIPTION: Scope, design, and replace existing 5' sidewalk with 10' shared use path on Hinesburg Rd between Williston Road and Kennedy Drive.Improve pedestrian and bicyle safety in City Center and make a connection between the future shared use path on Williston Road and existing shared use paths on Kennedy Drive and Market Street.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Lower Allen Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal5075 15 30 170Land/ROW/Easement Acquisition30 30Construction150 350 500‐‐‐Total Estimated Costs:50‐75 195 380‐‐‐‐‐700Funding Sources:General Fund‐Secured Grants4040Anticipated Grants20 150 280 450Highway Impact Fee‐Penny for Path Proceeds1055 45 100 210Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:50‐75 195 380‐‐‐‐‐700FINANCIALS COMMENT:A $40,000 grant from VTrans was received in 2023 to cover up to 80% of the scoping study. Additional grant funding will be sought for design and construction after other major path projects are complete.Estimated Revenue Per Year:STATUS: Scoping study kicked off in FY24 and will be completed in FY25. Design and construction anticipated for FY27‐FY28.DESCRIPTION: Scope, design, and construct a 10' shared use path from Shelburne Road to Farm Stand Apartments (150 Allen Road).Close the remaining gap in the path network on Allen Road connecting Spear Street and Shelburne Road.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Kimball Ave Potash Brook Crossing PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 60 60 30 20 170 Land/ROW/Easement Acquisition20 20 Construction300 475 775 ‐ ‐ Total Estimated Costs:‐ ‐ 60 60 350 495 ‐ ‐ ‐ ‐ 965 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants200 300 500 Highway Impact Fee 30 30 100 175 335 Penny for Path Debt Proceeds 30 30 50 20 130 Recreation Impact Fee‐ ARPA‐ Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 60 60 350 495 ‐ ‐ ‐ ‐ 965 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Scoping Study completed in 2022. Design not yet started.DESCRIPTION: Design and construct 10' shared use path between end of O'Brien Development path to existing shared use path west of Community Drive. Includes Potash Brook crossing.Pedestrian and bicycle facilities in the vicinity are intermittent and inconsistent.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Queen City Park Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal70 15 15 100Land/ROW/Easement Acquisition10 10Construction500 350 850‐‐‐Total Estimated Costs:‐‐‐‐80 515 365‐‐‐960Funding Sources:General Fund‐Secured Grants‐Anticipated Grants30 350 200 580Highway Impact Fee‐Penny for Path Proceeds50 165 165 380Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐80 515 365‐‐‐960FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: CCRPC Scoping study completed in 2022 with preferred alternative of shared use path. Pending grant fending, design to be completed in FY29 with construction in FY30 and FY31.DESCRIPTION: Construct a 10' shared use path on Queen City Park Road between the existing path near Shelburne Road and Central Ave. This does not include the railway bridge, which is under Burlington's jurisdiction.Improve current bicycle and pedestrian conditions which force all users to share the road. Implement preferred alternative from Scoping Study.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hinesburg Road and Dubois Drive CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10 515Land/ROW/Easement Acquisition15 15Construction‐‐‐‐Total Estimated Costs:‐‐‐1020‐‐‐‐‐30Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds10 20 30Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐Total Estimated Funding:‐‐‐1020‐‐‐‐‐30FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY28 and FY29, pending speed limit reductions from VTrans.DESCRIPTION: Before design and construction, work with VTrans to lower the speed limit on Hinesburg Road (VT 116) to 40mph or lower, which is required for construction of the crosswalk. If speed limit reduction occurs, design a construct a crosswalk with RRFB across Hinesburg Road connecting Butler Drive and Dubois Drive.This is an area commonly used for crossing between the 2 neighborhoods. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway Phase 1JUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal25 30 55Land/ROW/Easement Acquisition‐Construction300 275 575‐‐‐Total Estimated Costs:‐‐‐325 305‐‐‐‐‐630Funding Sources:General Fund‐Secured Grants‐Anticipated Grants200 200 400Highway Impact Fee‐Penny for Path Proceeds125 105 230Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐325 305‐‐‐‐‐630FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Final design complete since July 2020 with most recent cost estimate in 2022. Temporary construction agreements have been signed by property owners. Construction was stalled due to increased cost estimate from retaining walls.DESCRIPTION: Construct 5' sidewalk from end of existing sidewalk north of Kirby Road to Berard Drive.Continue expanding pedestrian access along Airport Pkwy through a phased approach. Airport Pkwy connects low‐income and senior housing to other parts of South Burlington.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Shelburne Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal60 20 80Land/ROW/Easement Acquisition25 25Construction155 200 355‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐60 200 200‐460Funding Sources:General Fund‐Secured Grants‐Anticipated Grants100 100 200Highway Impact Fee100 100 200Penny for Path Proceeds60 60Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐60 200 200‐460FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not started.DESCRIPTION: Replace existing 5' sidewalk with 10' shared use path on the east side of Shelburne Road from Imperial Drive to McIntosh Ave.Improves safety for bicyclists not comfortable riding on Shelburne Rd between neighborhoods and in the vicinity of Orchard School.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway Phase 2JUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal50 30 80Land/ROW/Easement Acquisition20 20Construction200 150 350‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐70 230 150450Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds70 230 150 450Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐70 230 150 450FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Sidewalk from Berard to Lime Kiln in FY33 and intersection improvements in coordination with Highway CIP project in FY34DESCRIPTION: Construct 5' sidewalk from Berard Drive to the existing sidewalk on Lime Kiln Road.This continues the Phase 1 sidewalk project and fully closes the gap in pedestrian infrastructure along Airport Parkway between Berard Drive and Lime Kiln Road.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Active Transportation ProjectsJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction‐ Climate Action Related100700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 700 900 900 900 900 900 900 900 900 8,000 Funding Sources:General Fund100200 400 400 400 400 400 400 400 400 3,500 Secured Grants‐ Anticipated Grants500 500 500 500 500 500 500 500 500 4,500 Highway Impact Fee‐ Penny for Path Proceeds‐ Recreation Impact Fee‐ ARPA‐ Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:100 700 900 900 900 900 900 900 900 900 8,000 STATUS: DESCRIPTION: Implementation of additional projects (on top of planned Bike/Ped projects) recommended from 2023/2024 Active Transportation Plan.Identified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:City Center Park 11860000000001,186 Garden Street 5400 58830000000011,283 Walk Bike Bridge over I‐89 at Exit 14 5072 10144 4617000000019,833 Williston Road Streetscape 861 730000000001,591 Transfer to City Center Reserve Fund 860 860 860 860 860 860 860 860 8608608,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Complete remaining Tax Increment Financing District projects approved by the State Vermont Economic Progress Council. All projects are funded to some degree with TIF District financing which allows the City to use 75% of the increase in property tax growth each year to service debt approved by the voters. Of these projects, two are substantially complete, and four remain to be constructed: Garden Street (expected to be in construction), Williston Road Streetscape, the Walk Bike Bridge over I‐89, and Phase II of City Center Park (expected to be in construction prior to FY 25). FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:City Center ParkJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction 11861,186 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,186 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,186 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Highway Impact Fee‐ Recreation Impact Fee 227227 TIF District Financing Proceeds 959959 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:1,186 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,186 FINANCIALS COMMENT:Some funds left from Phase I; costs are 95% TIF District Financing eligible; TIF Debt authorized.Estimated Revenue Per Year: See TIF District Plan; revenue from growth in tax base.STATUS: Phase I complete; Phase II in final design for 2024 construction.DESCRIPTION: Phase II ‐ Boardwalk Connection + Path; Phase I ‐ Build Park (complete)Create path connections and recreation area to serve City CenterEstimated Annual Operating Cost:snow plow path, playground surface mulching/landscaping, lighting FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Garden StreetJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 850 13832,233 Land/ROW/Easement Acquisition‐ Construction 4550 45009,050 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:5,400 5,883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,283 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Highway Impact Fee 910910 Recreation Impact Fee‐ TIF District Financing Proceeds 5400 497310,373 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:5,400 5,883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,283 FINANCIALS COMMENT:100% TIF eligble; also eligible for grant funding on Williston Road. TIF Debt authorized.Estimated Revenue Per Year: See TIF District Plan; revenue from growth in property tax base.STATUS: In ROW Acquisition/final designDESCRIPTION: Phase I ‐ Dorset to Midas; Phase II ‐ Williston Road intersectionsAdd transportation capacity and support non‐motorized travelEstimated Annual Operating Cost:Street lights, stormwater fee, plowing, tree maintenance, landscaping FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Walk Bike Bridge over I‐89 at Exit 14JUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 528 1,055 73 1,656 Land/ROW/Easement Acquisition‐ Construction 4,544 9,089 4,544 18,177 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:5,072 10,144 4,617 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,833 Funding Sources:General Fund‐ Secured Grants 4,057 3,715 7,772 Anticipated Grants 4,400 3,694 8,094 Highway Impact Fee‐ Recreation Impact Fee‐ TIF District Financing Proceeds 1,014 2,029 923 3,967 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:5,072 10,144 4,617 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,833 FINANCIALS COMMENT:30% TIF eligible; but fund is maxed. $9.769M Fed Funds secured. Seeking additional $8M in funds for construction. Estimated Revenue Per Year: See TIF District Plan; revenue from growth in property tax baseSTATUS: In ROW; will be in final design by 2024 for construction 2025‐2026.DESCRIPTION:Bridge over I‐89 with path to US 2 at Staples, QH, Umall & CVS (US 2 to Dorset)Support system capacity, active transportation, remove network barrier.Estimated Annual Operating Cost:Inspection, Stormwater, Snow plowing, lighting, capital fund FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road StreetscapeJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 130 130260 Land/ROW/Easement Acquisition‐ Construction 731 6001,331 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:861 730 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,591 Funding Sources:General Fund‐ Secured Grants 8383 Anticipated Grants 130130 Highway Impact Fee 350350 Recreation Impact Fee‐ TIF District Financing Proceeds 777 2501,027 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:861 730 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,591 FINANCIALS COMMENT:50% TIF Eligible; $800,000 in Fed Grant. Grant eligible. Improved space for snow storage.Estimated Revenue Per Year:STATUS: In ROW acquisition.DESCRIPTION: South side shared use path and landscape strip ‐ Dorset to Midas DriveIncrease capacity, opportunities for active transportationEstimated Annual Operating Cost:street lights; shared use path FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Transfer to City Center Reserve FundJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction‐ To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 8608,600 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:860 860 860 860 860 860 860 860 860 860 8,600 Funding Sources:General Fund 860 860 860 860 860 860 860 860 860 8608,600 Secured Grants‐ Anticipated Grants‐ Highway Impact Fee‐ Recreation Impact Fee‐ TIF District Financing Proceeds‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:860 860 860 860 860 860 860 860 860 860 8,600 STATUS: DESCRIPTION:Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Fire Department and AmbulanceContact:Steve LockeMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Vehicle ‐ Fire 135 135 338 479 479 479 344 344 344 1413,218 Vehicle ‐ Ambulance 242 346 217 104 227 227 121 121 121 1311,857 Vehicle ‐ Administrative 55 45 45 0 0 0 73 153 81 0452 Station Alerting 95 9500000000190 Thermal Imaging Cameras 20 20 0 0 0 20 20 20 20 0120 Breathing Apparatus000050000000500 Fire Training Site 0 70 700000000140 Ambulance Loading System 6000000000060 Station Renovations 0 0 500 100000000600 Rescue Watercraft 0 0 25000000025 Station 2 Ramp Repair 0 0 0 8000000080 EMS Training Mannequin 0 0 25000000025 Radio Replacement 0 0 7500000000750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 607 711 1,970 763 1,206 726 558 638 566 272 8,017 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ FireJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 135 135 338 479 479 479 344 344 344 1413,218 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:135 135 338 479 479 479 344 344 344 141 3,218 Funding Sources:General Fund 135 135 338 479 479 479 344 344 344 141 3,218 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:135 135 338 479 479 479 344 344 344 141 3,218 FINANCIALS COMMENT:Required to deliver servicesEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacement schedule and cost projects for fire apparatus. This plan includes a fleet of two engines, one ladder and one rescue truck Need a reliable fleet to maintain service levels expected. Lifecycle factors include maintenance costs, reliability, mileage, condition, age and technical obsolescenceEstimated Annual Operating Cost:$90,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ AmbulanceJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 242 346 217 104 227 227 121 121 121 1311,857 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:242 346 217 104 227 227 121 121 121 131 1,857 Funding Sources:General Fund 242 346 217 104 227 227 121 121 121 131 1,857 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:242 346 217 104 227 227 121 121 121 131 1,857 FINANCIALS COMMENT:Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Three ambulance rotation. Allows to frontline ambulance and one in reserve. Need a reliable fleet to maintain service levels expected. Lifecycle factors include maintenance costs, reliability, mileage, condition, age and technical obsolescenceEstimated Annual Operating Cost:$20,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ AdministrativeJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 40 30 30 63 133 71 367 Furniture & Equipment‐ Construction‐ Climate Action Related 15 15 15 10 20 10 85 ‐ ‐ ‐ ‐ Total Estimated Costs:55 45 45 ‐ ‐ ‐ 73 153 81 ‐ 452 Funding Sources:General Fund 45 45 45 73 153 81 442 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:55 45 45 ‐ ‐ ‐ 73 153 81 ‐ 452 FINANCIALS COMMENT:Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacement schedule for small administrative vehicles used for command and control, prevention and towing of trailers as well as snow removal ‐ 6 vehicles total, 2 new vehicles in CIP: 1 deputy, 1 electrical inspectorEstimated Annual Operating Cost:$10,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station AlertingJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 95 95190 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:95 95 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190 Funding Sources:General Fund 95 95190 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:95 95 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190 FINANCIALS COMMENT:Allows for better notification of staffEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacing outdated station alerting software. New system with integrate with the CAD system and will be the same system used by Burlington Fire. Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Thermal Imaging CamerasJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 20 20 20 20 20 20120 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 Funding Sources:General Fund 20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 FINANCIALS COMMENT:Firefighter SafetyEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Thermal imaging cameras are a safety tool for our staff and many of our units are reaching end of life. This plan replaces two in FY24 and then one per year going forward. Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Breathing ApparatusJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment500 500 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 500 ‐ ‐ ‐ ‐ ‐ 500 Funding Sources:General Fund500 500 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 500 ‐ ‐ ‐ ‐ ‐ 500 FINANCIALS COMMENT:Required for firefightiingEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Self‐contained breathing apparatus (SCBA) replacementRequired replacement at 15 years old to follow national standardsEstimated Annual Operating Cost:$10,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Training SiteJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction 70 70 140 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ 70 70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 140 Funding Sources:General Fund 70 70 140 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 70 70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 140 FINANCIALS COMMENT:Increase training opportunities and ensure proficiencyEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Construct a training site for firefighters to practice skills.The Department currently does not have a training center. This site would allow a dedicated space to train on several skills including search, hoseline advancement, ladders, ventilation, etc. Estimated Annual Operating Cost:$5,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Ambulance Loading SystemJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 6060 Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund 60 60 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 FINANCIALS COMMENT:saftey of staff and reduced chance of injury to personnel. Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Retrofit ambulance with a powerload lift system and new cot. We are one of very few agencies that do not use the powerload system to place patients into the ambulance. New ambulance will come with this system, but this will retrofit our other ambulance. Estimated Annual Operating Cost:$2,500 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station RenovationsJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction500 100 600 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 500 100 ‐ ‐ ‐ ‐ ‐ ‐ 600 Funding Sources:General Fund500 100 600 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 500 100 ‐ ‐ ‐ ‐ ‐ ‐ 600 FINANCIALS COMMENT:ModernizationEstimated Revenue Per Year:STATUS: DESCRIPTION: Remodel living and sleeping areas in the fire stationsUpdate living areas to create space for gender diversity in the department and remodel old infastuctureEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Rescue WatercraftJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 25 25 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund25 25 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Needed capacity in order to ensure we can respond to known risk. Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Replace boat, motor and trailerHave an obvious community risk that requires having quick deployment of a boat to save livesEstimated Annual Operating Cost:$1,000 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station 2 Ramp RepairJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction80 80 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 80 ‐ ‐ ‐ ‐ ‐ ‐ 80 Funding Sources:General Fund80 80 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 80 ‐ ‐ ‐ ‐ ‐ ‐ 80 FINANCIALS COMMENT:Reduces risk of damaging apparatus as it leaves the fire station.Estimated Revenue Per Year:STATUS: DESCRIPTION: Repair ramp where it meets the streetSteep angle of approach to the street damages the fire truckEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:EMS Training MannequinJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 25 25 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund25 25 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Enhanced training opportunities for the staffEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Training mannequin for EMS skills verificationNeed mannequin to train personnel and validate skillsEstimated Annual Operating Cost:0 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Radio ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 750 750 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 Funding Sources:General Fund750 750 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 FINANCIALS COMMENT:Equipment needed to safely operateEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replace portable and mobile radiosEquipment at end of lifeEstimated Annual Operating Cost:0 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:HighwayContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Public Works Facility Expansion and Cha335000000000335 Fleet 455 500 720 575 675 400 400 400 400 4004,925 Paving 1150 1250 1250 1300 1350 1400 1450 1500 1525 155013,725 Ash Tree Replacement 50 50 50 50 5000000250 Fuel System Replacement 0 25 0 275000000300 Airport Parkway and Lime Kiln Intersect00000006020015001,760 Williston Road Signal Replacement0 0 0 20 100 1175 1175 0 0 02,470 Market St and Hinesburg Road Traffic Si 650000000000650 Patchen and White St Traffic Signal Upg 0 600000000060 Salt Shed Replacement00001080000090 Sidewalk Assessment and Improvement60 40 40 40 40 40 40 40 40 40420 Swift and Farrell Signal Upgrade0000000506500700 Kennedy Drive Traffic Signal Upgrades 0 20 60 60 6000000200 Swift and Dorset Traffic Signal Upgrade0000008006500730 Spear and Swift Street Intersection Impr0 0 620 1400 1200000003,220 Dorset Street School Zone 100000000000100 Traffic Calming 30 30 30 30 30 30 30 30 30 30300 Park and Ride 0 0 1900 1550 1050000004,500 ‐ ‐ ‐ Total Estimated CIP Expenditures: 2,830 1,975 4,670 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,735 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public Works Facility Expansion and Charging StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 115115 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related 220220 ‐ Total Estimated Costs:335 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 335 Funding Sources:General Fund 285285 General Fund‐ Secured Grants‐ Anticipated Grants 2020 Energy Revolving Fund 3030 Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPATotal Estimated Funding:335 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 335 FINANCIALS COMMENT:$200,000 was allocated to the project in FY22 and $160,000 in general fund dollars were allocated in FY24. These funds have been carried forward to cover the cost of construction activities in FY24. The current estimate suggests that more funding will be necessary to cover project costs.We do not believe that this project will increase the burden on staff resources unless the charging stations require additional management.Estimated Revenue Per Year: NoneSTATUS: An engineer was retained in FY24. We anticipate construction to take place in late FY24 into FY25. DESCRIPTION: Add a garage bay off the south end of the public works building for indoor equipment storage. Add electric vehicle charging stations at DPW so that our fleet can be electrified.Project is needed to house our expanding fleet and protect equipment from the elements. In order for DPW to move forward with items in the Climate Action Plan we will need EV charging stations.Estimated Annual Operating Cost:Increases in electrical utility costs will be offset by reduction in gas/diesel fuel use. Maintenance of the charging stations will be ~$4,000 / year so a line item increase (or creation) will be necessary. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements 445 480 680 540 675 380 360 400 400 4004,760 To CIP Reserve Fund‐ Climate Action Related 10 20 40 35 20 40 165 ‐ ‐ ‐ ‐ Total Estimated Costs:455 500 720 575 675 400 400 400 400 400 4,925 Funding Sources:General Fund 94 500 640 575 575 400 400 400 400 4004,384 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund80 100 180 Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA 361361 ‐ ‐ Total Estimated Funding:455 500 720 575 675 400 400 400 400 400 4,925 FINANCIALS COMMENT:Costs associated with upgrading to hybrid or electric fleet are included where applicable.Newer and modern equipment will require less maintenance and staff time to repair.Estimated Revenue Per Year: NoneSTATUS: On‐goingDESCRIPTION: Replacement and purchase of highway department fleet. Includes plow trucks, trailers, mowers, equipment, etc.Vehicles have a set lifespan and need to be replacedEstimated Annual Operating Cost:Maintaining a newer and more modern fleet will reduce maintenance. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:PavingJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 1150 1250 1250 1300 1350 1400 1450 1,500 1,525 155013,725 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,150 1,250 1,250 1,300 1,350 1,400 1,450 1,500 1,525 1,550 13,725 Funding Sources:General Fund 950 1,250 1,050 1,300 1,150 1,400 1,250 1,500 1,325 155012,725 Secured Grants‐ Anticipated Grants 200 200 200 200 200 1,000 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ Total Estimated Funding:1,150 1,250 1,250 1,300 1,350 1,400 1,450 1,500 1,525 1,550 13,725 FINANCIALS COMMENT:City hires a paving company. Staff resources are only needed to bid the work and oversee paving operations.Estimated Revenue Per Year: NoneSTATUS: Annual paving work managed by the department of public works. Includes any engineering or assessment work needed to inform our paving programDESCRIPTION: Annual Paving ProgramNormal road deterioration requires regular maintenance and replacementEstimated Annual Operating Cost:Maintaining pavement in good condition reduces operating costs for filling potholes, cracksealing, and similar maintenance activities. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Ash Tree ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 50 50 50 50 50 250 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:50 50 50 50 50 ‐ ‐ ‐ ‐ ‐ 250 Funding Sources:General Fund 50 50 50 50 50 250 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:50 50 50 50 50 ‐ ‐ ‐ ‐ ‐ 250 FINANCIALS COMMENT:The City arborist will manage the removal and planting of trees. The arborist will also manage injection of ash trees, but those costs are paid out of the tree care line item in the highway budget.Estimated Revenue Per Year: NoneSTATUS: Replacement program began in FY21 and will continue until all ash trees are replaced. In FY24 Council determined that the program would include pesticide injection to prolong the life of existing ash trees. Funds for injection are included in the highway divisions operating budget and not in this CIP project. An updated management plan is currently (October 2024) under develoment.DESCRIPTION: Remove and replace Ash trees in the City ROW that are vulnerable to the Emerald Ash Borer with other species.The Emerald Ash Borer will move into the City and kill our ash tree population. If we do not manage ash trees in a proactive manner we will lose canopy and be forced to addressed dead/dying/unsafe trees.Estimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fuel System ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction275 275 Studies, Design, Eng, Inspection, GC, Legal 2525 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 25 ‐ 275 ‐ ‐ ‐ ‐ ‐ ‐ 300 Funding Sources:General Fund150 150 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund 25 125 150 Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 25 ‐ 275 ‐ ‐ ‐ ‐ ‐ ‐ 300 FINANCIALS COMMENT:The fuel station reservefund had $98,000 in it at the end of FY23.NoneEstimated Revenue Per Year: NoneSTATUS: Not started. The card reader system failed in FY23 and was replaced in early FY24. We will hire a consultant to complete an assessment in FY26 and this will inform the schedule and cost for future replacement. FY28 construction costs are an estimate.DESCRIPTION: Replace the City's gasoline and diesel fueling station used by City staff and located at the department of public works.The fueling station and tanks will need age related replacementEstimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway and Lime Kiln IntersectionJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction15001,500 Studies, Design, Eng, Inspection, GC, Legal60 200 260 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 200 1,500 1,760 Funding Sources:General Fund48 160 12881,496 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee12 40 212264 ARPA‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 200 1,500 1,760 FINANCIALS COMMENT:Alight this intersection work with necessary water, wastewater, and stormwater improvementsWill require some additional maintenance of bike/ped facilities when they are constructedEstimated Revenue Per Year: NoneSTATUS: Not Started. Complete scoping and engineering design in FY32 and FY33. Project construction costs will be determined once more information is available.DESCRIPTION: Reconstruction of the intersection at Airport Parkway and Lime Kiln Road to improve function and safety. Add bike and pedestrian elements.Intersection needs improvement and bike/ped facilities are not currently available.Estimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road Signal ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction1,150 1,150 2,300 Studies, Design, Eng, Inspection, GC, Legal 20 100 25 25 170 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 20 100 1,175 1,175 ‐ ‐ ‐ 2,470 Funding Sources:General Fund16 80 1,075 1,075 2,246 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee4 20 100 100 224 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 20 100 1,175 1,175 ‐ ‐ ‐ 2,470 FINANCIALS COMMENT:New signals and equipment will reduce the time staff spends maintaining old equipment and responding to equipment failureEstimated Revenue Per Year: NoneSTATUS: Not Started. Conduct scoping and engineering design in FY28 and FY29. Construction costs are estimated and would be informed by engineering work completed in prior fiscal years.DESCRIPTION: Upgrade signal equipment and improve bike/ped accessibility at signalized intersections on Williston Road between Dorset Street and Kennedy Drive.Estimated Annual Operating Cost:Additional software licenses / subscriptions will be necessary FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Market St and Hinesburg Road Traffic SignalJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 600600 Studies, Design, Eng, Inspection, GC, Legal 5050 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 Funding Sources:General Fund 100100 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee 250250 ARPA 300300 ‐ ‐ Total Estimated Funding:650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 FINANCIALS COMMENT:Requested that council consider allocating ARPA funds for design in October 2023.Adding traffic signals in the City requires more staff time for oversight, maintenance and repair.Estimated Revenue Per Year: NoneSTATUS: Not startedDESCRIPTION: Add a traffic signal at the Market St and Hinesburg Road intersection.Traffic volumes at this intersection warrant installation of a signal to improve intersection efficiency and safetyEstimated Annual Operating Cost:Minor increase in software license for the intersection FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Patchen and White St Traffic Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 6060 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund 6060 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 FINANCIALS COMMENT:NegligibleEstimated Revenue Per Year: NoneSTATUS: Not StartedDESCRIPTION: Add equipment to the Patchen and White Street signal so that it can be coordinated with changes at the nearby Williston Road intersections (White / Williston and Patchen / Williston).New signals at Williston Road intersection will require coordination with this nearby signal to operate most efficiently. Estimated Annual Operating Cost:Additional software licenses/subscriptions will be necessary. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Salt Shed ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction80 80 Studies, Design, Eng, Inspection, GC, Legal10 10 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 10 80 ‐ ‐ ‐ ‐ 90 Funding Sources:General Fund10 80 90 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 10 80 ‐ ‐ ‐ ‐ 90 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: The city's salt storage shed is aging and will need replacement. Complete an assessment in FY29 to inform plans for repair or replacement in future fiscal years.DESCRIPTION: Replacement of the existing salt shed at the South Burlington Public Works facilityShed requires regular replacement and maintenance.Estimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Sidewalk Assessment and Improvement ProgramJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 40 40 40 40 40 40 40 40 40360 Studies, Design, Eng, Inspection, GC, Legal 6060 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:60 40 40 40 40 40 40 40 40 40 420 Funding Sources:General Fund 60 40 40 40 40 40 40 40 40 40420 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:60 40 40 40 40 40 40 40 40 40 420 FINANCIALS COMMENT:It will take additional staff time to assess sidewalks and manage sidewalk improvement projects on an on‐going basis.Estimated Revenue Per Year: NoneSTATUS: Ad hoc sidewalk assessment work completed by DPW staff will be integrated into an overall sidewalk improvement plan. Construction costs beyond FY26 are estimated and will be revised based on the plan developd in FY25.DESCRIPTION: Evaluate sidewalks in the City and develop a plan for repair and replacement. Identify any ADA related deficiencies and correct those issues.Sidewalks require ongoing repair and replacement. Some sidewalks and crosswalks do not meet current ADA standards and are in need of upgrade.Estimated Annual Operating Cost:None. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Swift and Farrell Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction650 650 Studies, Design, Eng, Inspection, GC, Legal50 50 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 650 ‐ 700 Funding Sources:General Fund45 585 630 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee5 65 70 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 650 ‐ 700 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Not startedDESCRIPTION: Upgrade the traffic signal at Swift and Farrell Street to replace wires with mast poles and arms. Upgrade signal equipment as necessary.Mast poles and arms are more durable than wiresEstimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Kennedy Drive Traffic Signal UpgradesJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction60 60 60 180 Studies, Design, Eng, Inspection, GC, Legal 2020 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 20 60 60 60 ‐ ‐ ‐ ‐ ‐ 200 Funding Sources:General Fund 20 60 60 60 200 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 20 60 60 60 ‐ ‐ ‐ ‐ ‐ 200 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Not started.Study completed in FY26 will inform costs for construction related improvements in future fiscal years.DESCRIPTION: Evaluate signal equipment on Kennedy Drive and upgrade to match signal technology installed on Dorset Street in FY23/FY24.Improved signal efficiency will help motorists and potentially reduce emssions from vehicles stopped at red lights.Estimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Swift and Dorset Traffic Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction650 650 Studies, Design, Eng, Inspection, GC, Legal80 80 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 80 ‐ 650 ‐ 730 Funding Sources:General Fund72 585 657 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee8 65 73 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 80 ‐ 650 ‐ 730 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not StartedDESCRIPTION: Upgrade the traffic signal at Swift and Dorset Street to replace wires with mast poles and arms. Upgrade signal equipment as necessary. Reduce corner radius on Mast poles and arms are more durable than wiresEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear and Swift Street Intersection ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction400 1,400 1,200 3,000 Studies, Design, Eng, Inspection, GC, Legal 220 220 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ 620 1,400 1,200 ‐ ‐ ‐ ‐ ‐ 3,220 Funding Sources:General Fund410 555 400 1,365 Secured Grants‐ Anticipated Grants 110 490 450 1,050 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee 100 355 350 805 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 620 1,400 1,200 ‐ ‐ ‐ ‐ ‐ 3,220 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Feasibility Study completed in 2021 recommended a roundabout.DESCRIPTION: Reconstruction of the Spear and Swift Street intersection.Improve intersection efficiency as recommend by the 2021 Swift & Spear Intersection Feasibility Study.Estimated Annual Operating Cost:None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street School ZoneJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 100100 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund 100100 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ Total Estimated Funding:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: An amendment to the Dorset Street Phase 4 Paving project was signed in FY24 to study and design safety improvements.DESCRIPTION: Construct recommended safety improvements on Dorset Street in the vicinity of Tuttle Middle and South Burlington High Schools.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Traffic CalmingJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 30 30 30 30 30150 Studies, Design, Eng, Inspection, GC, Legal 30 30 30 30 30150 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:30 30 30 30 30 30 30 30 30 30 300 Funding Sources:General Fund 30 30 30 30 30 30 30 30 30 30300 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:30 30 30 30 30 30 30 30 30 30 300 FINANCIALS COMMENT:This will increase the need for staff to manage small to medium scale traffic calming and pedestrian safety projects.Estimated Revenue Per Year: NoneSTATUS: Process established in FY23 and first project rankings prepared in FY24. DESCRIPTION: Installation of traffic calming and pedestrian safety measures identified through the City's Traffic Request Evaluation ProcessProjects identified and ranked as top priorities need a source of funding for design and construction.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Park and RideJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related 1,950 1,550 1,050 4,550 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 1,950 1,550 1,050 ‐ ‐ ‐ ‐ ‐ 4,550 Funding Sources:General Fund900 850 350 2,100 Secured Grants‐ Anticipated Grants 1000 700 700 2,400 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 1,900 1,550 1,050 ‐ ‐ ‐ ‐ ‐ 4,500 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Study, design, and construct a park and ride or multi‐modal intercept facilityIdentified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:ITContact:Nicholas GingrowMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:IT Hardware 30 20 21 21 21 22 22 22 23 23225 IT Servers 29 47 18 12 45 19 47 18 12 47294 IT Software 6 6 90 6 6 6 87 6 6 6225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 65 73 129 39 72 47 156 46 41 76 744 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT HardwareJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment30 20 21 21 21 22 22 22 23 23225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:30 20 21 21 21 22 22 22 23 23 225 Funding Sources:General Fund 30 20 21 21 21 22 22 22 23 23225 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:30 20 21 21 21 22 22 22 23 23 225 STATUS: DESCRIPTION: Purchase computers for new employees, and replace and upgrade computers that have reached End of Life. Includes all departments except Library and Police Department.Cost to keep up with hardware replacement schedule. Hardware has a limited lifetimeEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT ServersJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment29 47 18 12 45 19 47 18 12 47294 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:29 47 18 12 45 19 47 18 12 47 294 Funding Sources:General Fund 29 47 18 12 45 19 47 18 12 47294 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:29 47 18 12 45 19 47 18 12 47 294 STATUS: DESCRIPTION: No Increases requested this year. FY26 ‐ SAN (storage area network), all data lives on it have two, 5 year replacement schedules.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT SoftwareJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment 6 6 90 6 6 6 87 6 6 6225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:6 6 90 6 6 6 87 6 6 6 225 Funding Sources:General Fund 6 6 90 6 6 6 87 6 6 6225 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:6 6 90 6 6 6 87 6 6 6 225 STATUS: DESCRIPTION: Veeam licensing for cloud data backups. This is licensed on a per user basis and is cheaper if we buy in 3Y blocks.This backs up Office 365 cloud data onto a physical server that we own. This provides ownership over our data as it stands anything on Office 365 is directly in Microsoft's control. Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:LibraryContact:Jennifer MurrayMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Book Van 0 0 192 14000000206 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: ‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Book VanJUSTIFICATION: Operational Impacts:DEPARTMENT: LibraryCONTACT: Jennifer MurrayFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 192 192 Furniture & Equipment14 14 ‐ Total Estimated Costs:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 Funding Sources:General Fund2 2 Secured Grants‐ Anticipated Grants 192 192 Donations (In‐Kind or Financial)12 12 ‐ ‐ Total Estimated Funding:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 FINANCIALS COMMENT:Estimate is from 2022. The Library's Foundation will solicit inkind and monetary grants and sponsorships. This project will also benefit from a crowdfunding campaign that engages residents for smaller amounts. The Friends of the Libray have already set aside funds for the project and will assist by collecting book donations and funding popular titles. This vehicle needs staff to operate and reach as many locations as is needed. I suggest a full time Specialist ($70k yearly).Estimated Revenue Per Year:STATUS: The Library expects our growing older population plus our youngest residents in daycare, to need book delivery service. The van is specially designed and would take 9‐12 months to build. The Board of Trustees and the Director have determined that the libray focus should currently remain on doing outreach to bring people in to the library. But demographics and an emphasis on service parity lead them to recommend that this project be revisited for the FY 27 budget. Depending on the schedule of stops, the book van could be designed to allow the Recreation Dept. to use it during off hours to take fitness and recreation materials to parks and events. DESCRIPTION: A van with removable carts allowing the Library to get materials into the community. The Book Van has been included in the Board's long term plans and has been included in the CIP for several years. A book van is essential to equity, allowing us to reach out to diverse communities who may not be able to get to the libray or the senior center. The Library would target daycare centers, senior living, immigrant communities and outreach events. The quote from 2022 includes an auxiliary battery bank charged off of alternator so the van can have some power when van isn’t on, instead of a gas generator, in keeping with our Climate Action plan. The emphasis on mobile service to underserved populations makes this a very relevant project down the road.Estimated Annual Operating Cost:Gas, staffing and maintenance will lead to an estimated annual operating cost of $72,000, increasing incrementally as the vehicle ages. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Open SpaceContact:Erica QuallenMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Hubbard Recreation & Natural Area Path 135000000000135 Red Rocks Trail & Stormwater Improveme 7000000000070 Tree Management 15 15 15 1500000060 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 The Open Space projects included in this CIP reflect the needs identified by Master Plans for each recreation and natural area. These projects have both been ongoing for multiple years and are anticipated to be fully constructed in FY25. FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hubbard Recreation & Natural Area PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 125125 Studies, Design, Eng, Inspection, GC, Legal 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Open Space Debt Proceeds 5050 Penny for Path Debt Proceeds 3535 Recreation Impact Fee 5050 ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Design and permitting is anticipated to be complete in FY24 after updated public engagement and design.DESCRIPTION: Complete construction of a 10' paved shared use path, improved parking area, signage, and lighting according to 2018 Underwood (previous name) Master Plan.This project is the continuation of efforts since 2021 to construct a shared use path connecting South Pointe to Nowland Farm Road as part of the north‐south path network parallel to Spear Street.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Red Rocks Trail & Stormwater ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 6060 Studies, Design, Eng, Inspection, GC, Legal 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 70 Funding Sources:General Fund‐ Secured Grant‐ Anticipated Grants‐ Open Space Debt Proceeds 7070 Penny for Path Debt Proceeds‐ Recreation Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 70 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Permitting will be complete in FY24 and construction will continue into FY25.DESCRIPTION: Improve park access and parking redesign, accessibility improvements, major erosion repairs, and trail improvements.Red Rocks needs major upgrades to its trail systems, corrections to erosion issues both on trails and on the beach, and access offerings. Projects originally identfied as part of the Open Space Task Force priority list.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Tree ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 15 15 15 15 60 Studies, Design, Eng, Inspection, GC, Legal‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:15 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund‐ Secrured Grants‐ Anticipated Grants‐ Open Space Debt Proceeds 15 15 15 15 60 Penny for Path Debt Proceeds‐ Recreation Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:15 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 60 STATUS: Focus on work in and around Szymanksi in FY25, Farrell in FY26, along Spear near I‐189 in FY27, Wheelock in FY28.DESCRIPTION: Manage tree limbs and remove large dead, dying, and dangerous trees. Trees along paths in and around parks need to be managed for safety. This includes paths near Szymanski, Farrell, Wheelock, and along Spear near I‐189.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Physical PlantContact:Greg YandowMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Wheeler House 30 40 205 75 35 5 65 35 10 10510 Police Station 115 235 120 120 50 100 15 20 20 20815 Fire Station 1 88 53 273 53 53 53 58 18 40 0689 Fire Station 2 0 97 50 220000000367 DPW Facility 100 140 180 40 150 45 165 45 40 40945 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 333 565 828 508 288 203 303 118 110 70 3,326 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Wheeler HouseJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 10 10 5 5 65 35 130 Furniture & Equipment 115 60 10 10195 Studies, Design, Eng, Inspection, GC, Legal 20 60 80 Climate Action Related 30 10 30 5 30 105 ‐ ‐ ‐ Total Estimated Costs:30 40 205 75 35 5 65 35 10 10 510 Funding Sources:General Fund 12 30 175 65 33 3 50 20 10 10408 Secured Grants‐ Anticipated Grants 5 5 5 2 2 19 Energy Revolving Fund 18 5 25 5 15 15 83 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:30 40 205 75 35 5 65 35 10 10 510 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Install HVAC hot water heater/mixing valve, weatherize basement, replace windows, replace boiler, design of septic system.Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police StationJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 90 90 50 50 100 380 Furniture & Equipment 15 15 110 70 15 20 20 20285 Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related 10 130 10 150 ‐ ‐ Total Estimated Costs:115 235 120 120 50 100 15 20 20 20 815 Funding Sources:General Fund 58 178 70 50 50 80 15 20 20 20561 Secured Grants‐ Anticipated Grants 22 22 10 54 Energy Revolving Fund 35 35 40 70 20 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:115 235 120 120 50 100 15 20 20 20 815 STATUS: DESCRIPTION: Replace windows, install heat pumps, install cooling tower, replace HVAC boilers, and install EV chargersweatherization and modernization Estimated Annual Operating Cost:FINANCIALS COMMENT:modernization of equipment must be done in the cityEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Station 1JUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 65 30 35 35 35 35 235 Furniture & Equipment 8 18 18 18 18 18 18 18 134 Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related 15 5 220 40 40 320 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:88 53 273 53 53 53 58 18 40 ‐ 689 Funding Sources:General Fund 67 49 230 49 49 49 54 14 40 601 Secured Grants‐ Anticipated Grants 1 1 1 1 1 1 1 1 8 Energy Revolving Fund 20 3 42 3 3 3 3 3 80 ‐ ‐ ‐ Total Estimated Funding:88 53 273 53 53 53 58 18 40 ‐ 689 STATUS: DESCRIPTION: FY 25 ‐ Window Replacement, Garage Door Replacement; FY 26 ‐ Garage Door Replacement; FY 27 ‐ EV Charging Stations; FY 31 ‐ Electric Hot Water Heater; FY 33 ‐ Electric Hot Water HeaterReplace 1 HVAC unit per yearEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Station 2JUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 97 50 147 Furniture & Equipment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related220 220 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ 97 50 220 ‐ ‐ ‐ ‐ ‐ ‐ 367 Funding Sources:General Fund 97 50 220 367 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 97 50 220 ‐ ‐ ‐ ‐ ‐ ‐ 367 STATUS: DESCRIPTION: FY 26 ‐ Front Door Replacement, Garage Door Replacement; FY 27 ‐ Window Replacement; FY 28 ‐ EV Charging Stations; FY 33 ‐ HVAC Heat PumpEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:DPW FacilityJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction110 5 5 5 125 Furniture & Equipment‐ Studies, Design, Eng, Inspection, GC, Legal 20 20 Climate Action Related 100 140 160 40 40 40 160 40 40 40800 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 140 180 40 150 45 165 45 40 40 945 Funding Sources:General Fund 88 130 165 40 150 45 165 45 40 40908 Secured Grants‐ Anticipated Grants 22 Energy Revolving Fund 10 10 15 35 ‐ ‐ ‐ Total Estimated Funding:100 140 180 40 150 45 165 45 40 40 945 STATUS: DESCRIPTION: FY 25 ‐ Window Replacement; FY 26 ‐ Window Replacement, Garage Door Replacement; FY 27 ‐ Window Replacement, Garage Door Replacement, RTU; FY 28 ‐ FY 30 ‐ Garage Door Replacement; FY 31 ‐ Garage Door Replacement, EV Charging Stations; FY 32 ‐ FY 34 ‐ Garage Door ReplacementAge of equipment and climate action planEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Police DepartmentContact:Shawn BurkeMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Cruiser Replacement 150 158 164 170 178 185 193 200 208 2141,820 Firearm Replacement0000000004848 Police Station Stewwardship 50 50 50 50 50 50 50 50 50 50500 Radio Replacement 0 0 7500000000750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 200 208 964 220 228 235 243 250 258 312 3,118 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Cruiser ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 120 128 134 145 153 160 173 180 188 1991,580 Furniture & Equipment‐ Climate Action Related 30 30 30 25 25 25 20 20 20 15240 ‐ ‐ ‐ ‐ Total Estimated Costs:150 158 164 170 178 185 193 200 208 214 1,820 Funding Sources:General Fund 150 158 164 170 178 185 193 200 208 2141,820 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:150 158 164 170 178 185 193 200 208 214 1,820 STATUS: Ongoing replacement function.DESCRIPTION: Routine fleet replacementThe Department maintains a fleet of 25 vehicles used in carrying out the public safety mission. The Department is projecting the need to replace two cruisers each fiscal year. Additionally, the proposed funding in based on hybrid vehicle technology.Estimated Annual Operating Cost:$70,000 FINANCIALS COMMENT:Climate action ‐ Hybrid technologyEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Firearm ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment4848 Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 48 Funding Sources:General Fund4848 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 48 STATUS: Periodic replacement of the department's firearm assets.DESCRIPTION: Routine equipment replacementFirearm replacement schedule based on projected end of serviceable life.Estimated Annual Operating Cost:FINANCIALS COMMENT:Officer / Public SafetyEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police Station StewardshipJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 50 50 50 50 50 50 50 50 50 50500 Furniture & Equipment‐ Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:50 50 50 50 50 50 50 50 50 50 500 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Police Impact Fee 50 50 50 50 50 50 50 50 50 50500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:50 50 50 50 50 50 50 50 50 50 500 STATUS: On going maintenance of 19 Gregory Drive.DESCRIPTION: Special fund to maintain, repair, and replace building systems and components as needed. Regular maintenance and timely replacement of system components reduce the risk of emergency repair or complete system replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Reduce the likelihood of unanticipated, unbudgeted expensesEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Radio ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet ImprovementsFurniture & Equipment 750 750 Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 Funding Sources:General Fund750 750 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 STATUS: DESCRIPTION: Routine equipment replacementMobile and portable radio infrastructure will be at the end of serviceable life. Additionally, the public safety radio infrastructure will be at end of life. This includes; repeaters, microwave hardware, back up battery systems, etc. Estimated Annual Operating Cost:5,000FINANCIALS COMMENT:Critical component of public safety operations.Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Recreation & ParksContact:Adam MatthMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Parks Master Plan 75 7500000000150 Veterans Memorial ‐ New Multi‐Use (Soccer) Fie2527500000000300 Veterans Memorial ‐ Multi‐Use (Soccer) Field Re 0 25 75 75 50 500000275 Veterans Memorial ‐ Baseball Field Refurbishme 110 8500000000195 Veterans Memorial ‐ Parking Lot Pavement Repla0 0 55 0 100 0 175 0 0 0330 Red Rocks ‐ Bath House Replacement 0 110 200 225000000535 Jaycee Park ‐ Parking Lot Pavement Replacemen 0 0 0 3000000030 Jaycee Park ‐ Playground Replacement and Pavil 0 0 0 10 9500000105 South Village Recreation Space 100000000000100 Szymanski Park ‐ Playground Replacement0000650000065 Park Signage 40 0 600000000100 Dugout Replacement 50 50 0 50 0 50 0 50 0 0250 Bleacher Replacement 16 16 16000000048 Dog Park Amenities 15 0 12000000027 Fleet 23 32 60 55 25 50 10 10 10 10285 Veterans Memorial ‐ Bandshell Restoration 0 0 0 15 50 1200000185 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 454 668 478 460 385 270 185 60 10 10 2,980 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Parks Master PlanJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 75 75150 Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Total Estimated Costs:75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA 75 75150 ‐ Total Estimated Funding:75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 STATUS: DESCRIPTION: Asses current parks and open space in South Burlington and plan for future growth.In order to make informed decisions about investments in the City's parks and open space we need to develop a master planning document to guide future decision making.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:City Council approved ARPA funds in FY24 for creation of this master plan. Funding included in FY25 and forward is for any further refinement of this plan that is necessary.NoneEstimated Revenue Per Year: None FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ New Multi‐Use (Soccer) Field & Storage BuildingJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 2525 Construction 275275 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:25 275 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 Funding Sources:General Fund 2525 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 275275 ARPA‐ Total Estimated Funding:25 275 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 STATUS: Not started. Anticipated planning and permitting in FY25 and construction in FY26.DESCRIPTION: Construct a new multi‐use field at Veterans Memorial Park. Construct a storage building. Construction of a new field will allow the recreation departmetn to take the other soccer fields out of service for a summer and complete desired drainage, irrigation, Estimated Annual Operating Cost:Will result in an increase in materials for maintenance and add a building to the facilities that the City needs to manage.FINANCIALS COMMENT:Increasing the amount of field space available will increase the amount of time it takes City staff to maintain (mow, layout, repair, etc) faciltiies at Veterans memorial. An additional building will increase facilities maintenance needs in the City.Estimated Revenue Per Year: Once constructed the field can be rented out FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Multi‐Use (Soccer) Field RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 2525 Construction75 75 50 50 250 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 25 75 75 50 50 ‐ ‐ ‐ ‐ 275 Funding Sources:General Fund 25 75 75 50 50 275 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 25 75 75 50 50 ‐ ‐ ‐ ‐ 275 STATUS: Conduct planning and permitting in FY26. Refurbish one field in FY27 and another in FY28. Complete drainage improvements on rec soccer fields on east side of park in FY29. Improve drainage near bandshell in FY30.DESCRIPTION: Refurbish the existing two large multi‐use fields at Veterans memorial. This includes Fields are in need of refurbishment and improvement after years of heavy use. Estimated Annual Operating Cost:Reduction in maintenance costs for irrigation system.FINANCIALS COMMENT:No impact. Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Baseball Field RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 110 85195 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:110 85 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 195 Funding Sources:General Fund 110 85195 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:110 85 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 195 STATUS: In FY25 install a french drain in the areas around the baseball fields and near the first base line of little league field 2. Repair fences and backstop. In FY26 install additional drainage as needed at the other fields and replace irrigation systems.DESCRIPTION: Install subsurface drainage in and around baseball fields at Veterans Memorial Park. Replace irrigation systems. Repair and replace baseball backstops and fence as needed.Fields do not drain well after heavy rain and are difficult to mow. Improved draiange will allow fields to be used more often.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Parking Lot Pavement ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment55 100 175 330 Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 Funding Sources:General Fund55 100 175 330 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 STATUS: DESCRIPTION: Repave parking area to the south of the restrooms in FY27. Repave roads / access drives in FY29. FY31 pave gravel parking area south of Cairns.Pavement needs regular maintenanceEstimated Annual Operating Cost:FINANCIALS COMMENT:Repaving assumes an asphalt price of $110/ton and a mill and fill of 1.5" depthEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Red Rocks ‐ Bath House ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 110 200 225 535 Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ 110 200 225 ‐ ‐ ‐ ‐ ‐ ‐ 535 Funding Sources:General Fund 110 200 200 510 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund25 25 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 110 200 225 ‐ ‐ ‐ ‐ ‐ ‐ 535 STATUS: Complete project planning and permitting in FY26. Construction over FY27 and FY28.DESCRIPTION: Replace the bath house at red rocks park.The bath house at Red Rocks is many years old and is in need of replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Jaycee Park ‐ Parking Lot Pavement ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction30 30 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 30 ‐ ‐ ‐ ‐ ‐ ‐ 30 Funding Sources:General Fund30 30 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 30 ‐ ‐ ‐ ‐ ‐ ‐ 30 STATUS: DESCRIPTION: Repave Jaycee Park lotPavement needs regular maintenanceEstimated Annual Operating Cost:FINANCIALS COMMENT:Repaving assumes an asphalt price of $110/ton and a mill and fill of 1.5" depthEstimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Jaycee Park ‐ Playground Replacement and Pavillion RoofJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 10 10 Construction95 95 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 10 95 ‐ ‐ ‐ ‐ ‐ 105 Funding Sources:General Fund10 95 105 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 10 95 ‐ ‐ ‐ ‐ ‐ 105 STATUS: DESCRIPTION: Replace playground at Jaycee park.Playgournd is old and in need of replacement with a modern play structure.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:South Village Recreation SpaceJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 100100 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 100100 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 STATUS: DESCRIPTION: Create a usable recreation space in South VillageLand was set aside in the development for recreation space.Estimated Annual Operating Cost:FINANCIALS COMMENT:The FY24 budget set aside $200,000 for creation of a recreation space in South Village.Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Szymanski Park ‐ Playground ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction65 65 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 65 ‐ ‐ ‐ ‐ ‐ 65 Funding Sources:General Fund65 65 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 65 ‐ ‐ ‐ ‐ ‐ 65 STATUS: DESCRIPTION: Replace playground in Szymanski ParkPlayground is old and needs replacement with a modern play structureEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Park SignageJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 40 60 100 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:40 ‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 40 60 100 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:40 ‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 STATUS: Install signage in O'brien Hillside and Rye in FY25, and in Obrien East View in FY27DESCRIPTION: Park signage necessary to welcome and inform park users.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dugout ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 50 50 50 50 50 250 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:50 50 ‐ 50 ‐ 50 ‐ 50 ‐ ‐ 250 Funding Sources:General Fund115050 50 50 211 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund3939 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:50 50 ‐ 50 ‐ 50 ‐ 50 ‐ ‐ 250 STATUS: Vet Memorial Little League Field 2 dugouts were scheduled for replacement in FY24. Replace dugouts at lower farrell in FY25, at upper farrell in FY26, Jaycee park in FY28, Vet Memorial Little League 1 in FY30, and Vet Memorial Babe Ruth in FY32. Includes funds for wood replacement and painting, as needed.DESCRIPTION: Replace dugouts at baseball fieldsExisting dugouts have reached the end of their useful life and are in need of replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Bleacher ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 16 16 16 48 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:16 16 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 Funding Sources:General Fund161616 48 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:16 16 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 STATUS: Bleachers in Jaycee Park were programmed for replacement in FY24. Replace bleachers at lower Farrell in FY25. Install new bleachers at Veterans memoria at new soccer field in FY26 and behind rink in FY27.DESCRIPTION: Replace old bleachers with new.Old bleachers have reached the end of their useful life and may present safety issues.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dog Park AmenitiesJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment 15 12 27 To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 Funding Sources:General Fund 15 12 27 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 STATUS: DESCRIPTION: Improve South Burlington dog parks by installing amenities (benches, trees, play structures, etc)South Burlington has two dog parks and another is planned within the proposed O'Brien development. Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements 23 32 60 55 25 50 10 10 10 10285 To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:23 32 60 55 25 50 10 10 10 10 285 Funding Sources:General Fund 23 32 30 55 25 20 10 10 10 10225 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund30 30 60 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:23 32 60 55 25 50 10 10 10 10 285 STATUS: DESCRIPTION: Replace the vehicles and equipment used by recreation staffRecreation staff need vehicles and equipment.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Bandshell RestorationJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 15 15 Construction50 120 170 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:‐ ‐ ‐ 15 50 120 ‐ ‐ ‐ ‐ 185 Funding Sources:General Fund15 50 70 135 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund50 50 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:‐ ‐ ‐ 15 50 120 ‐ ‐ ‐ ‐ 185 STATUS: The bandshell beam was previously capped to extend it's useful life. Roof will be approaching the end of its useful life.DESCRIPTION: Replace roof, beam, and any other age related maintenance that is necessary to ensure the ongoing safety and usefullness of the band shell. Beams are rotting at each end where they are exposed to the weather (FY23).Structures need regular maintenance to ensure their safe and on‐going use.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year: II. WASTE WATER FUND OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:SewerContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 1,082 1,082 3,175 3,175 3,175 3,446 3,446 3,446 3,530 256028,117 Construction255 465 470 250 490 219 469 509 534 4694,130 Furniture & Equipment‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Land/ROW/Easement Acquisition‐ ‐ 160 20 50 ‐ 140 ‐ ‐ 0370 Studies, Design, Eng, Inspection, GC, Legal725 400 ‐ 90 480 ‐ 65 20 85 01,865 Vehicles & Fleet Improvements170 210 ‐ 146 116 371 20 305 220 01,558 To CIP Reserve Fund120 520 200 200 200 200 200 200 200 802,120 ‐ ‐ ‐ Total Estimated CIP Costs:2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160 Funding Sources:General Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ 010 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ 211 ‐ 159 ‐ 0370 Energy Revolving Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ 010 Wastewater Enterprise Fund1,610 1,935 3,263 3,139 3,769 3,283 3,598 3,559 3,827 3,109 31,092 Developer Contributions742 742 742 742 742 742 742 742 742 06,678 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:SewerContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Airport Parkway 2011 Upgrade 970 970 970 970 970 970 970 970 970 08,730 Hadley Road Pump Station1121121121121121121121121121121,120 Bartlett Bay 2025 Upgrade600200 1604 1604 1604 1604 1604 1604 1604 160413,632 Airport Parkway Solids Handling20201421421421421421421421421,176 Phase 1 ‐ Commerce Avenue Force Main12012012012012012012012012001,080 Phase 2 ‐ Commerce Avenue Force Main00000020208484208 Queen City Park Pump Stations15153473473473473473473473472,806 Williston Road Pump Station4044080808080808080801,120 Pump Station Refurbishment210215220024002502502502501,885 Lane Press Pump Station03000309797979797545 Market Street Pump Station Generator 4500000000045 Hinesburg Road Pump Station000402202192192192192191,355 Dorset Street Force Main Reconstruction 050001809797979797715 Bartlett Bay Solids Management5000000000050 Airport Parkway Outfall00050507777777777485 Swift and Shelburne Road Gravity Sewer0000000065065 EV Charging Stations0000000400040 Fleet17021016016616637116030522001,928 Airport Parkway 20 Year Evaluatiion0000004500045 Airport Parkway Preliminary Engineering R0000000085085 Landfill Leachate Management0450000000045 Anaerobic Digestor Refurbishment0250250250250000001,000 ‐ ‐ Total Estimated CIP Expenditures: 2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway 2011 UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 970 970 970 970 970 970 970 970 9708,730 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:970 970 970 970 970 970 970 970 970 ‐ 8,730 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 228 228 228 228 228 228 228 228 2282,052 Developer Contributions 742 742 742 742 742 742 742 742 7426,678 ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:970 970 970 970 970 970 970 970 970 ‐ 8,730 STATUS: The Airport parkway wastewater treatment facility underwent a planned upgrade in 2011. This is the ongoing debt payment associated with the loan taken for this work. This payment goes until FY33.DESCRIPTION: Upgrade to the Airport Parkway wastewater treatment facility.Planned 20 year upgrade of the Airport Parkway wastewater treatment facility.Estimated Annual Operating Cost:NAFINANCIALS COMMENT:Last payment occurs in FY33. Colchester makes an annual payment of ~$742,310.NAEstimated Revenue Per Year: NA FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hadley Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 112 112 112 112 112 112 112 112 112 1121,120 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:112 112 112 112 112 112 112 112 112 112 1,120 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund1121121121121121121121121121121,120 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:112 112 112 112 112 112 112 112 112 112 1,120 STATUS: STATUS: Project is complete. This represents the on‐going debt payment, which ends in FY41.DESCRIPTION: Project collected wastewater from locations in South Burlington north of swift street and sent them to a new pump station. This pump station sends the collected wastewater to the Bartlett Bay wastewater treatment facility.Payment on a loan for a previously completed projectEstimated Annual Operating Cost:NAFINANCIALS COMMENT:NAEstimated Revenue Per Year:NA FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay 2025 UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 1,604 1,604 1,604 1,604 1,604 1,604 1,604 160412,832 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 600 200800 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 1,604 13,632 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 160413,632 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 1,604 13,632 STATUS: Project completed preliminary engineering in FY23. A bond vote was passed on Town Meeting Day 2023. Project engineering will take place from FY23 into FY24. Construction will range from FY24 through FY26 and the first payment on the bond to occur in FY27.DESCRIPTION: Planned 20 year upgrade of the Bartlett Bay wastewater treatment facility.Planned 20 year upgrade of the Bartlett Bay wastewater treatment facility.Estimated Annual Operating Cost:TBD by future engineering work.FINANCIALS COMMENT:TBD by future engineering work. The Bartlett Bay wastewater treatment plan is currently run by a single operator. Anticipate the need to add one additional staff person once the facility is upgraded.Estimated Revenue Per Year: NA FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway Solids HandlingJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment142 142 142 142 142 142 142 1421,136 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal202040 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:20 20 142 142 142 142 142 142 142 142 1,176 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund2020 142 142 142 142 142 142 142 1421,176 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:20 20 142 142 142 142 142 142 142 142 1,176 STATUS: Project completed preliminary engineering in FY23. Bond vote passed on Town Meeting Day in 2023. Engineering will take place in FY24. Construction planned for FY25 through FY26, and the first bond payment made in FY27. DESCRIPTION:Design and construction of an additional clarifier at the Airport Parkway WWTF. This clarifier was value engineered out in the 2011 upgrade.Current solids loading at Airport Parkway, including those solids coming from the Bartlett Bay WWTF, necessitate construction of this additional capacity.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Phase 1 ‐ Commerce Avenue Force MainJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund 120 120 120 120 120 120 120 120 120 1,080 ‐ ‐ ‐ Total Estimated Costs:120 120 120 120 120 120 120 120 120 ‐ 1,080 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 120 120 120 120 120 120 120 120 120 1,080 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:120 120 120 120 120 120 120 120 120 ‐ 1,080 STATUS: Project is under design starting in FY23 and was estimated to be $1M at that time. Building funds up so that it can be bid and constructed at the same time as phase 2. Phase 2 work is aligned with reconstruction of the Lime Kiln and Airport Parkway.DESCRIPTION: Replacement of the force main in the Ethan Allen Industrial Park from the pump station to the intersection with Lime Kiln Road.This force main fails 1 to 2 times annually and has reached the end of its useful life. Replacement will stop expensive repairs.Estimated Annual Operating Cost:Completion of this project will reduce material and contractor costs associated with responding to emergency repair situations.FINANCIALS COMMENT:Project estimated to cost ~$1MCompletion of this project will reduce City labor costs and overtime associated with responding to emergency repair situationsEstimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Phase 2 ‐ Commerce Avenue Force MainJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment84 84168 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal20 20 40 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 20 20 84 84 208 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund20 20 84 84208 Developer Contributions‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 20 20 84 84 208 STATUS: Project is under design. Assumes a positive bond vote for $1.3M in FY31 with a first payment made in FY33. DESCRIPTION: Replacement of the force main in the Ethan Allen Industrial Park from Lime Kiln Road intersection to the Airport Parkway WWTF.Replacement of the force main from the Commerce Avenue pump station to the Airport Parkway WWTF has been broken into two phases for funding purposes. The portino of this force included in phase 1 experiences failure 1 to 2 times annually. Replacement of the phase 2 portino of this line has been aligned with the Estimated Annual Operating Cost:Completion of this project will reduce material and contractor costs associated with responding to emergency repair situations.FINANCIALS COMMENT:Completion of this project will reduce City labor costs and overtime associated with responding to emergency repair situationsEstimated Revenue Per Year:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Queen City Park Pump StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment347 347 347 347 347 347 347 3472,776 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 15 1530 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:15 15 347 347 347 347 347 347 347 347 2,806 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 15 15 347 347 347 347 347 347 347 3472,806 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:15 15 347 347 347 347 347 347 347 347 2,806 STATUS: Project completed preliminary engineering in FY23. A bond vote was passed on Town Meeting Day in 2023. Engineering will take place in FY24 and FY25, withc construction taking place in FY25 and YF26. The first bond payment will be made in FY27. DESCRIPTION: There are three pump stations in the Queen Park Neighborhood and one additional pump station near the Bartlett Bay wastewater treatment plant that need age related upgrades.These facilities have reached the end of their design life and are showing signs of failure.Estimated Annual Operating Cost:New pump stations and force mains will reduce the emergency repairs that we have recently experienced.FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Williston Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 40 4080 Vehicles & Fleet Improvements‐ To CIP Reserve Fund 400 80 80 80 80 80 80 80 801,040 ‐ ‐ ‐ Total Estimated Costs:40 440 80 80 80 80 80 80 80 80 1,120 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund4044080 80 80 80 80 80 80 801,120 Developer Contributions‐ ‐ ‐ Total Estimated Funding:40 440 80 80 80 80 80 80 80 80 1,120 STATUS: Not started. Assumes preliminary engineering will be completed in FY25. Once the project is scoped we can properly assess project cost and schedule.DESCRIPTION: Williston Road Pump Station was built in 1977. The pump station collects flow from a large drainage area across the City, including areas of growth near City Center. This pump station has minimal storage, which will be necessary as flows increase.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Pump Station RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 210 215 220 240 250 250 250 2501,885 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:210 215 220 ‐ 240 ‐ 250 250 250 250 1,885 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 210 215 220 240 250 250 250 2501,885 Developer Contributions‐ ‐ Total Estimated Funding:210 215 220 ‐ 240 ‐ 250 250 250 250 1,885 STATUS: Work to identify, design, and upgrade existing pump stations is on‐going.DESCRIPTION: The City owns 32 pump stations. The large pump station refurbishment/reconstruction projects have their own CIP project sheet. The smaller pump stations also require upgrade / replacement and they are captured within this line item.Aging infrastructure needs to be replaced to maintain permit compliance and prevent environmental impacts from WW discharges.Estimated Annual Operating Cost:Costs already built into existing wastewater line items.FINANCIALS COMMENT:Costs already built into existing wastewater line items.Estimated Revenue Per Year: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Lane Press Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment97 97 97 97 97485 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal3030 60 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 30 ‐ ‐ 30 97 97 97 97 97 545 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund30 30 97 97 97 97 97545 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ 30 ‐ ‐ 30 97 97 97 97 97 545 STATUS: Not started. This project assumes a scoping study and limited design in FY26, a successful $1.5M bond vote in FY29, and a first bond payment in FY30.DESCRIPTION: The Lane Press pump station and force main have limited capacity. Development from the Dorset Street area has increased, requiring an increase in size of the existing force main, which runs under I‐89.The upgrade is necessary to handle increased flows.Estimated Annual Operating Cost:FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Market Street Pump Station GeneratorJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 4545 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund4545 Developer Contributions‐ ‐ ‐ Total Estimated Funding:45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 STATUS: Design and permitting work underway in FY23.DESCRIPTION: The Market Street pump station will see increased flow as city center is built out. In order to comply with state wastewater regulations it will need a generator for backup in case of power outages.In order to comply with state wastewater regulations it will need a generator for backup in case of power outages.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hinesburg Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction219 219 219 219 2191,095 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal40 220 260 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 40 220 219 219 219 219 219 1,355 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund40 220 219 219 219 219 2191,355 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 40 220 219 219 219 219 219 1,355 STATUS: Not started. This project assumes a scoping study in FY28, a successful bond vote for $3.4M in FY29, and a first bond payment in FY30DESCRIPTION: The Hinesburg Road pump station is the City's largest pump station and requires regular maintenance and repair to operate properly. Regular maintenance of aging infrastructure ensures proper operation, permit compliance, and reduces the risk of discharge to the environment.Estimated Annual Operating Cost:FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Dorset Street Force Main ReconstructionJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment97 97 97 97 97485 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal50 180 230 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 50 ‐ ‐ 180 97 97 97 97 97 715 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund50180 97 97 97 97 97715 Developer Contributions‐ ‐ Total Estimated Funding:‐ 50 ‐ ‐ 180 97 97 97 97 97 715 STATUS: Not started. This project assumes a scoping study in FY26, a successful bond vote for $1.5M in FY29, and a first bond payment in FY30. This project will anticipate and precede the Bartlett Bay Solids Force Main project.DESCRIPTION: The existing force main serving properties adjacent to Dorset Street is constrained due to the size of the current force main. This force main will need replacement and upsizing.Increasing population and wastewater volume will require this upgrade. This project would also serve the City's ability to pump solids from the Bartlett Bay WWTF to Airport Parkway WWTF.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay Solids ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 5050 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 5050 Developer Contributions‐ ‐ ‐ Total Estimated Funding:50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 STATUS: It was determined that pumping solids to the AP WWTF using a combintation of new and existing forcemain would not be feasible. Additional work is necessary to determine the most cost effective and environmentally responsible solution.DESCRIPTION: Wastewater staff currently trucks solids from the Bartlett Bay WWTF to the Airport Parkway WWTF for processing into a class A biosolid. This project will review options for managing solids at BB WWTF.Significant staff time and fuel are utilized moving solids from one WWTF to the other.Estimated Annual Operating Cost:TBD by future engineering studyFINANCIALS COMMENT:TBD by future engineering study.Estimated Revenue Per Year: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway OutfallJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment77 77 77 77 77385 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 50 50 100 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 50 50 77 77 77 77 77 485 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund50 50 77 77 77 77 77485 Developer Contributions‐ ‐ Total Estimated Funding:‐ ‐ ‐ 50 50 77 77 77 77 77 485 STATUS: Preliminary engineering design has been completed to demonstrate that this project is necessary and can be completed with or without a micro‐hydro turbine. Costs included here do not include the turbine because the City has currently reached its limit for electric power that can be sent to the grid. The project assumes final engineering in FY28, a successful $1.2M bond vote in FY29 and a first bond payment in FY30.DESCRIPTION: Repairs to the Airport Parkway outfall pipe are necessary. The pipe has suffered two major leaks in the past decade. It was constructed in 1968 and is reaching the end of its useful life. The project contemplates installation of a micro‐hydro turbine to generate electrical power.The outfall pipe is near the end of its useful life and needs repair/replacement.Estimated Annual Operating Cost:TBDFINANCIALS COMMENT:TBDEstimated Revenue Per Year: TBD FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Swift and Shelburne Road Gravity SewerJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction65 65 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 65 ‐ 65 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund65 65 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 65 ‐ 65 STATUS: Project scoping was completed in FY23.DESCRIPTION: The existing gravity line on Swift street reaches capacity when the Hadley Road and corrections facility pump stations run during large storm events. A section of the gravity pipe on Swift Street needs to be upsized.Reduce the potential for wastewater discharges to the environment.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:EV Charging StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction40 40 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ 40 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants10 10 CIP Reserve Fund‐ Energy Revolving Fund10 10 Wastewater Enterprise Fund20 20 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ 40 STATUS: Not StartedDESCRIPTION: In order to reduce our reliance of fossil fuels we will need to design and construct electric vehicle charging stations that can be used by wastewater fleet.Reducing emissions from our vehicles is a goal of the City and included in the climate action plan approved by City Council.Estimated Annual Operating Cost:TBDFINANCIALS COMMENT:TBDEstimated Revenue Per Year: TBD FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition 160 20 50 140 370 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements170210146 116 371 20 305 220 1,558 To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:170 210 160 166 166 371 160 305 220 ‐ 1,928 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund211 159 370 Energy Revolving Fund‐ Wastewater Enterprise Fund170210 160 166 166 160 160 146 220 1,558 Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:170 210 160 166 166 371 160 305 220 ‐ 1,928 STATUS: On‐going.DESCRIPTION: Replacement of existing vehicles used by the wastewater department.In order to operate our wastewater system we need reliable vehicles.Estimated Annual Operating Cost:Replacement of aging vehicles with new reduces maintenance costs.FINANCIALS COMMENT:No impact on staffingEstimated Revenue Per Year:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway 20 Year EvaluatiionJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal45 45 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 45 ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund45 45 Developer Contributions‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 45 ‐ ‐ ‐ 45 STATUS: Not started.DESCRIPTION: After ~20 years since it was last reconstructed the AP WWTF will need to be assessed for refurbishment needs.Required reassessment every 20 years.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway Preliminary Engineering ReportJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal85 85 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 85 ‐ 85 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund85 85 Developer Contributions‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 85 ‐ 85 STATUS: Not startedDESCRIPTION: Based on the 20 year Evaluation, we will need to conduct a preliminary engineering study for the AP WWTF.Required reassessment every 20 years.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Landfill Leachate ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 4545 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 4545 Developer Contributions‐ Total Estimated Funding:‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 STATUS: Not startedDESCRIPTION: The closed South Burlington landfill has a leachate collection system. This collected leachate is pumped to the AP WWTF. This project proposes to evaluate alternative methods for managing this leachate and ensure that surface runoff is not comingling with the leachate.The city has made a significant investment in the APWWTF's ability to produce a class A biosolid. In order to protect the quality of this product we should evaluate the chemicals of emerging concern that may be present in landfill leachate.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Anaerobic Digestor RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 250 250 250 2501,000 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 250 250 250 250 ‐ ‐ ‐ ‐ ‐ 1,000 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund2502502502501,000 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ 250 250 250 250 ‐ ‐ ‐ ‐ ‐ 1,000 STATUS: Planning for one unit per year starting in FY26.DESCRIPTION: The Airport Parkway WWTF has four anaerobic digesters. These units need to be periodically emptied, cleaned, and evaluated.Ongoing maintenance ensures the safety and reliability of the anaerobic digesters.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:Minor.Estimated Revenue Per Year:None III. STORMWATER FUND OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:StormwaterContact:Dave WheelerSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 1,725 2,895 4,810 3,108 2,428 2,850 2,097 2,393 1,610 54624,462 Land/ROW/Easement Acquisition5 ‐ 80 50 70 60 50 100 20 20455 Studies, Design, Eng, Inspection, GC, Legal191 475 415 430 333 305 430 355 95 903,119 Vehicles & Fleet Improvements433 220 84 315 ‐ 220 245 ‐ ‐ ‐ 1,517 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553 Funding Sources:General Fund‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 Secured Grants898 877 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,775 Anticipated Grants5 545 1,865 1,213 842 1,355 1,005 1,190 474 2668,760 Secured/Existing Debts‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Stormwater Enterprise Fund1,330 1,594 2,305 1,884 1,189 1,659 1,456 1,658 1,251 39014,716 Developer Contributions121 524 1,219 806 800 421 361 ‐ ‐ ‐ 4,252 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:StormwaterContact:Dave WheelerMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Flow Restoration Plan Projects 1525 2757 4595 3448 2811 3195 2555 2706 81863225,042 Bartlett Bay Road Culvert8549500000000580 Butler Farms Culverts00670\000000670 Outfall Upgrade 17 18 20 20 20 20 22 22 22 24205 Fleet 433 220 84 315 0 220 245 0 0 01,517 Logwood Sinkhole244000000000244 Kimball Ave Culvert 0000000000‐ Dorset Street Culvert 000000012088501,005 Spear Street Multi Use Path Sinkhole0020120000000140 Updated Culvert Inventory0500000000050 Flow Restoration Plan Updates505000000000100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Flow Restoration Plan ProjectsJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction1,490 2,427 4,140 2,988 2,408 2,830 2,075 2,371 738 52221,989 Land/ROW/Easement Acquisition‐ ‐ 80 50 70 60 50 100 20 20450 Studies, Design, Eng, Inspection, GC, Legal35 330 375 410 333 305 430 235 60 902,603 Vehicles & Fleet Improvements‐‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐‐‐‐‐‐‐Total Estimated Costs:1,525 2,757 4,595 3,448 2,811 3,195 2,555 2,706 818 632 25,042 Funding Sources:General Fund‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 050Secured Grants813 662 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 01,475 Anticipated Grants‐540 1,410 1,158 837 1,350 1,000 1,185 369 2618,110 Secured/Existing Debts‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐Stormwater Enterprise Fund591 981 1,966 1,484 1,174 1,424 1,194 1,521 449 37111,155 Developer Contributions121 524 1,219 806 800 421 361 ‐ ‐ 04,252 ‐‐‐‐Total Estimated Funding:1,525 2,757 4,595 3,448 2,811 3,195 2,555 2,706 818 632 25,042 FINANCIALS COMMENT:It is assumed that grant funding will be available to assist with the implementation of these projectsSignificant operational impacts in totalEstimated Revenue Per Year:NoneSTATUS: There are approximately *NUM* stormwater treatment practices currently in design with additional projects in the conceptual phaseDESCRIPTION: Stormwater projects necessary for permit complianceFRP ComplianceEstimated Annual Operating Cost:Maintenance costs will increase as the City builds more systems FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay Road CulvertJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction450450 Land/ROW/Easement Acquisition55Studies, Design, Eng, Inspection, GC, Legal8045125 Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:85495 ‐‐‐‐‐‐‐‐580 Funding Sources:General Fund‐Secured Grants85 215300 Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund280280 Developer Contributions‐‐‐‐Total Estimated Funding:85495 ‐‐‐‐‐‐‐‐580 FINANCIALS COMMENT:A $300,000 VTrans Transportation Alternatives Program grant has been secured for Final Engineering and ConstructionNoneEstimated Revenue Per Year:NoneSTATUS: Preliminary Engineering for this project was completed in FY16. A grant has been secured for Final Engineering and Construction. Final Engineering to take place in FY24.DESCRIPTION: Replacement of existing culvert on Bartlett Bay RoadCulvert is currently undersized, resulting in flooding during medium to large storm eventsEstimated Annual Operating Cost:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Butler Farms CulvertsJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction650 650 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal20 20Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐670 ‐‐‐‐‐‐‐670 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants450 450 Secured/Existing Debts‐Stormwater Enterprise Fund220 220 Developer Contributions‐‐‐‐Total Estimated Funding:‐‐670 ‐‐‐‐‐‐‐670 FINANCIALS COMMENT:This project will not move forward without grant fundingNoneEstimated Revenue Per Year:NoneSTATUS: Project is currently at final design. Waiting for funding through a grant program to move to construction.DESCRIPTION: Replacement of two culverts in the Butler Farms neighborhoodCulverts are not sized to meet the City's current 25‐year storm standard and near the end of their useful lifeEstimated Annual Operating Cost:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Outfall UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction1718 20 20 20 20 22 22 22 24205 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:17182020202022222224205 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants555 5 5 5 5 5 5 550Secured/Existing Debts‐Stormwater Enterprise Fund1213 15 15 15 15 17 17 17 19155 Developer Contributions‐‐‐‐‐Total Estimated Funding:17182020202022222224 205 FINANCIALS COMMENT:The majority of this work can be done by municipal staffEstimated Revenue Per Year:NoneSTATUS: OngoingDESCRIPTION: Repair and upgrade of eroded outfalls in the CityMS4 Permit RequirementEstimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements433 220 84 315 220 245 1,517 ‐‐‐‐‐‐Total Estimated Costs:433 220 84 315 ‐220 245 ‐‐‐1,517 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund433 220 84 315 220 245 1,517 Developer Contributions‐‐‐‐Total Estimated Funding:433 220 84 315 ‐220 245 ‐‐‐ 1,517 FINANCIALS COMMENT:Newer equipment will require less maintenance and staff time to repair and also prevent down timeEstimated Revenue Per Year:NoneSTATUS: OngoingDESCRIPTION: Replacement and purchase of stormwater department fleet. Includes street sweepers, vactor truck, trucks, mowers, etc.Vehicles have a set lifespan and need to be replacedEstimated Annual Operating Cost:New equipment will require less maintenance FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Logwood SinkholeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 218218 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 2626 Vehicles & Fleet Improvements‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:244 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 244 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Secured/Existing Debts‐ Stormwater Enterprise Fund 244244 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:244 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 244 FINANCIALS COMMENT:Estimated Revenue Per Year: NoneSTATUS: Currently in easement acquisition, final design is completeDESCRIPTION: Replace pipe and add a swirl separator in location of persistent sinkholeEstimated Annual Operating Cost:$250.00 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Kimball Ave Culvert JUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐‐‐‐‐Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund‐Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐‐‐‐‐FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Dorset Street Culvert JUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction850 850 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal120 35 155 Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐120 885 ‐1,005 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants100 100 Secured/Existing Debts‐Stormwater Enterprise Fund120 785 905 Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐120 885 ‐ 1,005 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Spear Street Multi Use Path SinkholeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction100 100 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal20 20 40Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐20 120 ‐‐‐‐‐‐140 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants50 50Secured/Existing Debts‐Stormwater Enterprise Fund20 70 90Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐20 120 ‐‐‐‐‐‐140 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Updated Culvert InventoryJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal5050Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐50 ‐‐‐‐‐‐‐‐50Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund5050Developer Contributions‐‐‐‐‐Total Estimated Funding:‐50 ‐‐‐‐‐‐‐‐50FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Flow Restoration Plan UpdatesJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal5050100Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:5050 ‐‐‐‐‐‐‐‐100Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund5050100Developer Contributions‐‐‐‐‐Total Estimated Funding:5050 ‐‐‐‐‐‐‐‐100FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: IV. DRINKING WATER FUND OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:WaterContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 176 496 496 496 496 496 496 496 496 4964,640 Land/ROW/Easement Acquisition‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Studies, Design, Eng, Inspection, GC, Legal252 ‐ 45 25 155 ‐ ‐ ‐ 500 ‐ 977 Construction75 80 320 320 80 320 320 335 835 3853,070 Vehicles & Fleet Improvements‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ To CIP Reserve Fund‐ ‐ ‐ ‐ 75 75 75 100 ‐ ‐ 325 ‐ ‐ ‐ ‐ Total Estimated CIP Costs:503 576 861 841 806 891 891 931 1,831 881 9,012 Funding Sources:General Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants252 422 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 674 Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Drinking Water Enterprise Fund251 153 861 851 806 891 891 931 1,431 8817,947 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 0400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:503 575 861 851 806 891 891 931 1,831 881 9,021 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:WaterContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:High Service Storage Tank 137 496 496 496 496 496 496 496 496 4964,601 University Mall Flow Control Valve 0 0 0 0 150 0 75 100 500 0825 National Guard Ave PRV Vault 0 0 0 25 0 0 0 0 0 025 AMR and Meter Replacement 75 80 80 80 80 80 80 85 85 85810 Hydraulic, Infrastructure, and Asset Manag0045000000045 University Mall South Entrance Water Line 0 0 0 0 80 75 0 0 500 0655 Lead Service Line Replacement Project 193 0 0 0 0 0 0 0 0 0193 Water System Storage and Distribution Sys9800000000098 Valve and Hydrant Replacement Pre‐Paving0 0 240 240 0 240 240 250 250 3001,760 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures:503 576 861 841 806 891 891 931 1,831 881 9,012 FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:High Service Storage TankJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 78 496 496 496 496 496 496 496 496 4964,539 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 5959 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:137 496 496 496 496 496 496 496 496 496 4,598 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants77.7 422.3500 Developer Contributions‐ Drinking Water Enterprise Fund5973 496 496 496 496 496 496 496 4964,100 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:137 496 496 496 496 496 496 496 496 496 4,600 FINANCIALS COMMENT:Figures based on costs provided 100% preliminary engineering report (Jan 2023). The city will be receiving a $500,000 grant from CRRP for this project.None. The tank will be transferred to CWD upon construction.Estimated Revenue Per Year:Will allow us to sell additional water allocations.STATUS: Preliminary engineering was completed in FY23. Final engineering taking place in FY24/FY25. Construction will take place in FY25/FY26. This schedule anticipates a successful bond vote for $5.25M in FY24 with the first bond payment due in FY26. Assumes the project receives a $500,000 grant. Assumes a bond over 20 years at ~4.44%DESCRIPTION:Construction of a new tank to store drinking water for the high service water distribution system. Additional water storage is necessary to meet regulatory requirements and accommodate future growth.Estimated Annual Operating Cost:None. The tank will be transferred to CWD upon construction. FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:University Mall Flow Control ValveJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal75 500 575 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund75 75 100 250 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 150 ‐ 75 100 500 ‐ 825 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund150 75 100 175 500 CIP Reserve Fund325 325 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 150 ‐ 75 100 500 ‐ 825 FINANCIALS COMMENT:Figures based on final preliminary engineering report.None.Estimated Revenue Per Year:None.STATUS: Preliminary engineering was completed in FY23. Final engineering is scheduled to begin in FY29. This schedule anticipates a construction cost of $475,000 in FY29.DESCRIPTION:This interconnection between the CWD transmission main and the City of South Burlington's water distribution system will enhance fire and domestic flows to City Center and the surrounding high service distribution area.This project will provide fire protection and drinking water to City Center and the surrounding area. It will also allow us to draw water from the CWD main instead of the Burlington system when water pressure drops.Estimated Annual Operating Cost: None. FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:National Guard Ave PRV VaultJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal2525 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund25 25 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not started. Will do a feasibility and need study in FY28.DESCRIPTION:Construct a new interconnect between the CWD 24" transmission main with an accompanying pressure reducing valve vault.Reduces the City's dependence on aging infrastructure within the Air Guard property. We currently rely on this infrastructure to supply water to residents off of National Guard Road.Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:AMR and Meter ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction75808080808080858585810 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:75 80 80 80 80 80 80 85 85 85 810 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund75808080808080858585810 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:75 80 80 80 80 80 80 85 85 85 810 FINANCIALS COMMENT:Project reduces staff labor during meter reading.Estimated Revenue Per Year:The project improves the accuracy of meter reading and reduces the amount of unbilled water delivered to customers.STATUS: Project is on‐going.DESCRIPTION:Ongoing program to replace aging meters and upgrade to radio meter reading system.Residential meter life expectancy is typically 25 years and requires replacement. The radio meter reading equipment reduces the staff time needed to read meters and improves data accuracy.Estimated Annual Operating Cost:No. Costs are already built in to line items. FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hydraulic, Infrastructure, and Asset Management StudyJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 45 45 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund45 45 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 FINANCIALS COMMENT:None.NoneEstimated Revenue Per Year:NoneSTATUS: Not started.DESCRIPTION: Complete aHydraulic, Infrastructure and Asset Management study for water infrastructure.Studies of this type evaluate our existing infrastructure and help us plan for future investments.Estimated Annual Operating Cost:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:University Mall South Entrance Water LineJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal80 80 Construction500 500 Vehicles & Fleet Improvements‐ To CIP Reserve Fund75 75 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 80 75 ‐ ‐ 500 ‐ 655 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund80 75 425 580 CIP Reserve Fund75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 80 75 ‐ ‐ 500 ‐ 655 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Preliminary engineering completed in FY23. Final engineering will begin in FY29. This schedule anticipates a $500,000 project construction cost in FY33.DESCRIPTION:Extension of a water line from the west end of Garden Street (at Dorset) to the existing City owned water line that flows through the University Mall property. This extention will loop the existing water line, provide redundancy, and improve fire and domestic flow into City center and the high service area.Estimated Annual Operating Cost: None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Lead Service Line Replacement ProjectJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 193193 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:193 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 193 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants173.7174 Developer Contributions‐ Drinking Water Enterprise Fund19.319 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:193 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 193 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Engineering work will begin in FY24. The need for replacement of lead service lines will depend on whether or not we identify any in our system.DESCRIPTION:Complete an investigation to determine if there are any lead service lines in South Burlington.Identification and removal of lead service lines is important to protect public health. This work is also required by existing regulation.Estimated Annual Operating Cost: FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Water System Storage and Distribution System ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 9898 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:98 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 98 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund9898 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:98 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 98 FINANCIALS COMMENT:Last payment occurs in FY25NoneEstimated Revenue Per Year:NoneSTATUS: Payment on existing debt for previous investment in water storage and distribution system.DESCRIPTION:Payments started circa 2010Estimated Annual Operating Cost:None FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Valve and Hydrant Replacement Pre‐PavingJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction240 240 240 240 250 250 3001,280 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 240 240 ‐ 240 240 250 250 300 1,280 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund240 250240 240 250 250 3001,280 CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 240 250 ‐ 240 240 250 250 300 1,280 FINANCIALS COMMENT:Planned replacement of aging infrastructure is less expensive than emergency repair of failed infrastructure. Reducing the number of pavement cuts extends the life of pavement.Planned replacement of aging infrastructure reduces emergency callouts.Estimated Revenue Per Year:NoneSTATUS: Not started.DESCRIPTION: Replacement of aging main line gate valves and fire hydrants prior to road paving.Old / Aging valves do not hold tightly when closed, which results in more difficulty during repairs and increases the number of customers impacted by shut offs. Replacing aging valves ahead of planned paving reduces the likelihood that we will need to cut into new pavement to make routine or emergency repairs. It also minimizes the number of customers impacted by shut‐offs during emergency repairs. Estimated Annual Operating Cost:No increase. My reduce water losses due to leakage. V. DEBT REPAYMENT OVERVIEW OF GENERAL FUNDDEBT REPAYMENT TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:VariousContact:VariousSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 1,185 1,592 1,579 1,601 3,296 3,210 3,123 3,035 2,947 285924,427 Debt Repayment1,823 1,712 1,681 1,336 1,305 1,272 1,238 852 835 81712,871 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:3,008 3,304 3,260 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,298 Funding Sources:General Fund281 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 672 Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ TIF District Revenues (Increment)1,185 1,592 1,579 1,601 3,296 3,210 3,123 3,035 2,947 285924,427 Open Space Debt Proceeds125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 CIP Reserve Fund947 933 922 913 900 885 869 852 835 8178,873 Police Impact Fee110 97 80 68 45 27 9 ‐ ‐ ‐ 436 Local Options Tax (General Fund)360 360 360 355 360 360 360 ‐ ‐ ‐ 2,515 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:3,008 3,304 3,260 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,298 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:VariousContact:VariousMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Garden Street Debt Repayment 495 495 495 495 1889 1834 1779 1724 1669 161412,489 Williston Road Streetscape Debt Repayme494949491891831781721671611,246 Market Street Debt Repayment3593533463383313233143062972893,256 Public Library and City Hall Debt Repayme1043 1444 1431 1453 1435 1413 1389 1363 1336 130913,616 Fire Department Communications Debt Re2011971940000000592 Open Space Debt Repayment1251251250000000375 Police Station Debt Repayment4734574404234053873690002,954 City Center Park Debt Repayment1861841811793523423323223133032,694 I‐89 Walk Bike Bridge Debt Repayment0000000000‐ Multi‐Project Debt Repayment7700000000077 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 3,008 3,304 3,261 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,299 FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Garden Street Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 495 495 495 495 1889 1834 1779 1724 1669 161412,491 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:495 495 495 495 1,889 1,834 1,779 1,724 1,669 1,614 12,491 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 495 495 495 495 1889 1834 1779 1724 1669 161412,491 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:495 495 495 495 1,889 1,834 1,779 1,724 1,669 1,614 12,491 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road Streetscape Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 49 49 49 49 189 183 178 172 167 1611,249 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:49 49 49 49 189 183 178 172 167 161 1,249 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 49 49 49 49 189 183 178 172 167 1611,249 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:49 49 49 49 189 183 178 172 167 161 1,249 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Market Street Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 359 353 346 338 331 323 314 306 297 289 3,256 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:359 353 346 338 331 323 314 306 297 289 3,256 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 359 353 346 338 331 323 314 306 297 289 3,256 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:359 353 346 338 331 323 314 306 297 289 3,256 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public Library and City Hall Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 96 511 508 540 535 528 520 511 501 492 4,740 Debt Repayment 947 933 922 913 900 885 869 852 835 817 8,875 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,043 1,444 1,431 1,453 1,435 1,413 1,389 1,363 1,336 1,309 13,615 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 96 511 508 540 535 528 520 511 501 492 4,740 Open Space Debt Proceeds‐ CIP Reserve Fund 947 933 922 913 900 885 869 852 835 817 8,875 Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:1,043 1,444 1,431 1,453 1,435 1,413 1,389 1,363 1,336 1,309 13,615 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Department Communications Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 201 197 194 592 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:201 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 592 Funding Sources:General Fund 201 197 194 592 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:201 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 592 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Open Space Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 125 125 125 375 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds 125 125 125 375 CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police Station Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 473 457 440 423 405 387 369 2,954 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:473 457 440 423 405 387 369 ‐ ‐ ‐ 2,954 Funding Sources:General Fund 33 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee 110 97 80 68 45 27 9 436 Local Options Tax (General Fund) 360 360 360 355 360 360 3602,515 ‐ ‐ ‐ ‐ Total Estimated Funding:473 457 440 423 405 387 369 ‐ ‐ ‐ 2,954 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:City Center Park Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 186 184 181 179 352 342 332 322 313 3032,693 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:186 184 181 179 352 342 332 322 313 303 2,693 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 186 184 181 179 352 342 332 322 313 3032,693 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:186 184 181 179 352 342 332 322 313 303 2,693 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:I‐89 Walk Bike Bridge Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost: FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Multi‐Project Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: VariousCONTACT: VariousFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 7777 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:77 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 77 Funding Sources:General Fund 7777 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:77 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 77 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Taken out 2004 for Fire Station Improvements, Kennedy Drive Reconstruction, Lime Kiln Road Bridge and Dorset Street Fire Station Renovation.Estimated Annual Operating Cost: Special Funds FY 2025 BudgetFund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses207 Police Department Police Forfeiture Equitable sharing funds from drug case seizures Equipment, training, unplanned police expenses $3,500.00 $0.00211 Ambulance Department EMT-P Training Reserve FundReserve for recurrent training/recertification of Emergency Medical Technicians and ParamedicsPayment to certified EMT-P instructors/facilities $30,000.00 $30,000.00214 City Manager Housing Trust FundPublic/Private Partnership for affordable housing initiativesSpecific projects for affordable housing $150,000.00 $0.00216 City Clerk Clerk's Computerization & Restoration FFund clerk's computerization and restorationMajority of the funds are spent on the program for Land Records. Also for restoration of the records in the vault.$75,000.00 $130,000.00219 Police Community Justice CenterFunded by the VT Department of Corrections, the Vermont Center for Crime Victim Services and the Governor's Highway Safety ProgramFor restorative justice $170,000.00 $170,000.00220Planning & Zoning & Recreation and ParksRecreation Impact FeesMoney collected from developers as per the Impact Fee OrdinancePurchase of land for recreation purposes, recreation development, recreation path$275,000.00 $377,000.00221 Planning & Zoning Highway Impact FeesFund for receipt of Highway Impact Fees for new development in accordance with Impact Fee OrdinanceFor capital projects identified within the Impact Fee Ordinance$220,000.00 $250,000.00222 Planning & Zoning Police Station Impact FeesImpact fees for Police Station based on Impact Fee Ordinance Payment of Police Station bond $105,000.00 $105,000.00226 Recreation and Parks Community GardensRegistration fees for the community gardens are held for continued upkeepSupport and improvement of the community garden plots$2,500.00 $500.00240 Recreation and Parks Recreation Camp ProgramsCamp programs- to include Day Camps, Adventure Camps and Specialty, Sport & Technology CampsMajority of money is spent on salaries, other spent on supplies, equipment, programming and transportation$28,000.00 $34,000.00242 Energy Committee Energy Project Reserve FundSolar Credits and Disbursements associated with the Landfill Solar Array. Disbursements made to Altus-partner in project-as well as possible improvements & efficiencies$175,000.00 $123,000.00243Planning & Zoning & Recreation and ParksSouth Village REC Impact Fees Money collected from developers as per the Impact Fee OrdinanceUse for the construction of South Village Soccer Field $6,000.00 $100,000.00251 Recreation and Parks Field Use FeesCharges for use of fields to user groups based on the Facility Use & Fee Policy set by City CouncilMoney is put back into the maintenance of fields for equipment & supplies, and PT salary expenses$40,000.00 $30,000.00280 City Manager City Center-TIF District Capture all TIF District revenues/expensesCapital expenditures and related costs for the TIF District$5,105,072.00 $12,519,000.00290 Police Department Highway Safety GrantFunds from the VT Governor's Highway Safety program for time spent on highway safety initiativesPurchase of highway safety equipment and supplies $5,000.00 $5,000.00Special Funds Special Funds FY 2025 BudgetFund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses298 City Manager Sick Bank Reserve FundReserves needed to offset the turn in of accumulated sick timeDisbursements to current and retired employees for approved sick time turn in.$125,000.00 $120,000.00309 City Manager Open Space Reserve FundVoter approved appropriation for the acquisition and maintenance of open space landPurchase of land, maintenance of currently held open space and special projects $422,936.00 $0.00312 City Manager Capital Improvement Reserve FundDepository for budgeted reserves designated for City Center and indoor recreation buildingNon TIF eligible capital costs including debt payments and anticipation notes for future debt$860,000.00 $960,000.00604 City Manager Bike and Ped-Penny for PathsAnnual appropriation of one cent on the tax rate earmarked for bike & ped projects.Priorities established by committee & staff for bike & ped improvements and maintenance.$422,963.00 $215,000.00618 Recreation and Parks Dog Park Donations Donations on behalf of Friends of the Dog ParkMoney is spent on improvements to the park not funded by operations$100.00 $0.00619 Recreation and Parks Illuminate Vermont Host a winter festival in City CenterFunds are spent on expenses related to organizing, promoting, and putting on the event.$64,000.00 $78,000.00TOTAL $8,285,071.00 $15,246,500.00 180 Market Street, South Burlington, VT 05403 tel 802.658.7961 fax 802.658.7976 www.southburlingtonvt.gov Physical Address: 104 Landfill Road, South Burlington, VT 05403 To: South Burlington City Council From: Erica Quallen, DPW Deputy Director of Capital Projects Paul Conner, Director of Planning & Zoning Cc: Jessie Baker, City Manager Tom DiPietro, Director of Public Works Date: October 2, 2023 Re: Climate Action Implementation Plan for Transportation Update On September 14, 2022, you received a presentation from City Manager Jessie Baker on the Climate Action Implementation Plans (CAIPs) for the Transportation and Land Use, Government Operations, and Buildings and Thermal sectors. Work on the CAIP for Transportation and Land Use began in November 2022 with funding and technical support from the Chittenden County Regional Planning Commission (CCRPC) and the consultant team from VHB. Project Background This effort has primarily involved development of step-by-step plans for implementing the 10 High Impact Actions (and 1 Supporting Action which was deemed high impact by the Advisory Group) that were included in the 2022 Climate Action Plan (CAP). The plans for each action identify the lead City department, key partners and stakeholders, steps for implementation, equity considerations, opportunities for innovation, and relevant case studies. The remaining 14 Supporting Actions are structured in a matrix which provides a higher-level overview of the information presented in the High Impact Action plans. The last component of this effort is a memorandum outlining proven and promising practices in land use policy and planning to encourage high-density mixed-use development, as called for in the CAP. The CAIP has been developed in coordination with an Advisory Group (AG) appointed by the City Manager which includes representatives from City Committees, Green Mountain Transit, Green Mountain Power, Drive Electric Vermont, Chittenden Area Transportation Management Association, Local Motion, Vermont Interfaith Action, and Cathedral Square. These organizations represent experts in local policy, technical specialties, education, and advocacy. The AG has convened 3 times over the course of the project and has provided feedback on all High Impact Action implementation plans. Input was also gathered from the public using an online questionnaire (which received 269 responses), and 2 focus groups. 2 Staffing Estimates In coordination with the project team, the Consultant has developed a staffing estimate for each of the 24 actions based on approximate yearly hours required to complete the implementation steps. The staffing time was broken out into: (1) Scoping, Planning, Funding, and Design; and (2) Bids, Procurement, Construction, and Maintenance for FY24 – FY31. The hourly estimates were translated into Full-Time Equivalents (FTEs) and are summarized in Table 1, organized by the overarching pathways under which each action falls. The highest new workload is anticipated to occur in FY28 and has been estimated to be 4.4 FTEs. Assuming that 1 FTE is approximately $115,000 per year in the City’s budget, 4.4 FTEs is would cost $506,000 which would need to be added to the City’s budget by FY28. Table 1: New FTE Estimate by CAP Pathway from FY24 – FY31 Cost Estimates As shown in the attached Implementation Plans and Supporting Action Matrix, costs associated with each action were scored from 1 – 5 (1: Less than $100,000; 2: $100,000 - $500,000; 3: $500,000 - $1,000,000; 4: $1,000,000 - $5,000,000; 5: More than $5,000,000). Based on these scores, we have assigned a cost as described in Table 2. All Supporting Actions, except Bike/Ped Infrastructure Maintenance, fell in the lowest cost category, which is estimated at $50,000. Bike/Ped maintenance was estimated at $250,000. 3 Table 2: Cost Estimates for High Impact Actions The costs for each action have been assigned to a fiscal year using the FTE estimates as an approximation of the portion of the total cost spent each year. Based on this, the estimates for FTE and project costs for FY24 – FY31 are presented in Table 3. As previously mentioned, 1 FTE is estimated to cost $115,000. The breakdown of all actions is attached to this memo. Costs are anticipated to increase steadily between FY24 and F27 (peaking at $4,550,000) and then slowly decreasing and leveling off in FY31. These costs are primarily associated with Capital Projects required to complete each action. These costs would be used for studies and project designs completed by consultants, construction projects, and project management. Table 3: Yearly Cost Estimates by FTE and Project Costs The completed Transportation and Land Use CAIP will be presented to the City Manager for final approval after a final public meeting and review by the project team. After receiving that approval, staff will be presenting City Council with budget and CIP recommendations and seek guidance on appropriately allocating funding to each action. Enclosures 4 Draft High Impact Action Implementation Plans Draft Supporting Action Matrix Cost Estimate Spreadsheet 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY 2030 SCIENCE-BASED TARGET: Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42% TITLE: ACCELERATING THE INSTALLATION OF EV CHARGING AT EXISTING MULTI-FAMILY BUILDINGS ACTION T.1.1: Work with a consultant to inventory current multi-family electric vehicle charging network needs/capabilities to inform a policy for existing multi-family properties to install electric vehicle charging equipment. The policy could include an incentive program for rental owners to allocate space for charging stations. PLANNED ACHIEVEMENTS: New Incentive and Regulatory Programming, Citywide Program to Assist in Installation of EV Charging in Multi-family Housing LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: City Manager’s Office, City Council, Green Mountain Power (GMP), Drive Electric Vermont (DEV), Multi-Family Property Owners, Homeowners’ Associations (HOAs) IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years) RELEVANT CAP ACTIONS: T.1.1, T.1.2, T.1.3, T.1.4, T.1.5, T.1.6 FUNDING: Operating or Capital Budget Requirements: Operating External Funding Sources: Vermont Community EV Charger Program (State/GMP), Electric Vehicle Charging Station and Workplace Charging Station Loan Programs (Vermont Economic Development Authority), Charging and Fueling Infrastructure Discretionary Grant Program (Federal Highway Administration) Estimated Costs (1 [Low] to 5 [High]):1 3 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): 16 to 24 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):2 4 CO-BENEFITS: • Economic Value • Mobility/Accessibility Enhancement • Public Health KEY IMPLEMENTATION STEPS Step 1: Enact EVSE Charging Policies A. Hire a consultant to analyze the current and projected EV charging network capabilities and needs amongst the City’s multi-family developments. B. Understanding these capabilities and needs, review the City’s existing Land Development Regulations (LDRs) to ensure they appropriately include specific allowances, regulations, and incentives (e.g., density bonuses, priority parking) for EV charging stations. Ensure that siting standards, including ADA accessibility, fire protection, and other traffic safety features, are adequately addressed in the City’s codes and ordinances. Ensure this is aligned with CAP Action T.1.2. C. Offer expedited permitting and inspection processes for existing multi-family property owners proposing to install residential, workplace, or public charging stations. Ensure this is aligned with CAP Action T.1.2. D. Explore supporting a state, or enacting a local, “right-to-charge” policy that would require HOAs/property managers to consider reasonable requests for adding EV charging. Step 2: Develop and Distribute a ‘Guide to EV Charging in Existing Multi-Family Developments’ A. Engage owners and residents of multi-family developments to understand and document their questions and concerns related to EVSE procurement, installations, and operations. 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 B. Work with GMP and DEV to develop a reference document that addresses these questions and concerns, as well as provides practical implementation guidance (e.g., conducting a building level EVSE needs assessment). Refer to relevant resources provided by the Alternative Fuels Data Center available at: https://afdc.energy.gov/fuels/electricity_charging_multi.html. C. Engage the target audiences to build awareness of this guidance document and explain its purpose and applications. Conduct this engagement through targeted workshops and/or roadshows. Ensure the document is readily accessible in both digital and printed formats. D. Plan for regular updates to ensure the guidance document is current based on the latest regulations and other requirements, funding sources, and technologies, amongst other considerations. Step 3: Form a City EVSE Technical Assistance Team A. Using the City’s Stormwater Utility as a model, develop a team of staff that can perform direct outreach to encourage property owners to install EVSE as well as provide on-call support to those that decide to proceed with an EVSE installation. Step 4: Pilot a Program that Allows EV Owners to Charge EVs Across the Public Sidewalk B. Establish the goals and objectives of the pilot program, aligned with the problem and needs it aims to address. C. Prepare a detailed plan for the execution and evaluation of the pilot program (e.g., scope, timeline, required resources, and performance indicators). In this plan, include any partnerships necessary, for example, with multi-family property owners and GMP. D. Work with partners to secure funding for the pilot program. E. Prepare program guidelines, requirements, and resources aligned with its goals and objectives. F. Identify and recruit multi-family property owners and EV owners residing in multi-family developments, particularly where off-street parking is limited, to participate in the pilot program. Note that this pilot would need to address the City’s winter on-street parking ban. G. Implement the pilot program. Monitor its effectiveness, including through participant and other stakeholder feedback, and refine it as necessary. H. At the close of the pilot, analyze its impact and outcomes, and decide whether to scale the pilot across the City (where appropriate), iterate it to address areas of improvement, or close it out. OPPORTUNITIES FOR INNOVATION: • Funding can be made available to support EV-Readiness through local match and/or support for grant applications like the Multiunit Dwelling Electric Vehicle Charging Grant that prioritizes affordable housing developments. • Networked charging stations are capable of robust data collection, which could assist multi- family property owners in understanding when and how often their EVSE is utilized as well as to 4 quickly identify and troubleshoot maintenance issues. However, these are more expensive to own and maintain than non-networked charging stations. • Integrated load management software enables power output/charging speed reductions during times when the regional electrical grid is stressed. Such software could be applied to minimize the need for multi-family property owners to upgrade upstream electrical infrastructure and help avoid peak demand charges (applicable to EVSE tied to a meter with a commercial rate). • Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send power back to the grid during times of peak power demand. Alternatively, such technology could be utilized to make multi-family developments more resilient during power outages. • New EVSE installations could be coupled with solar photovoltaic (PV) systems and/or renewable energy financing to increase the composition of clean energy the EVs consume. • New EVSE installations could be coupled with battery storage capabilities to provide back-up power to the charging stations and/or the buildings in which they are contained. • Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more convenient way to travel longer distances than are readily accessible by walking, especially for persons with mobility limitations. Incorporation of charging infrastructure for e-bikes can support the growth of this zero or low emission mode type. FOCUS ON EQUITY • The costs of EVSE installations and maintenance are likely to be passed onto residents through either minimum use fees, higher than approved GMP charging rates, or amenity fees. Accordingly, the City should explore mechanisms – perhaps requiring a change to the City’s Charter – that would place limits on such cost pass-throughs to minimize having them impact low-income households disproportionately. • Robust usage of EV charging stations will depend, in part, on the availability of standardized, multi-language signage and education. • The deployment of EVSE should consider that more affordable, used EVs may have less prevalent connector types (e.g., CHAdeMO). IMPLEMENTATION CONSIDERATIONS Property Owner/HOA Engagement The success of this CAP action is dependent on the support and contributions of owners and property managers of multi-family properties as well as HOAs. Accordingly, engage these stakeholders early the implementation of the above-described steps, where appropriate. In doing so, convey the common purpose of these steps and their benefits. Address perceptions of added costs directly by placing EVSE in the context of available incentives and potential cost recovery. 5 Electrical Grid Capacity Property owners may need to coordinate with GMP to ensure that EVSE installations are feasible with respect to local utility infrastructure, baseload electricity supply, and upstream safety considerations (e.g., compliance with fire codes). This can be accomplished by requesting an “ability to serve” letter from the utility. The City may need to provide special allowances to accommodate site capacity constraints. Charging Standards New charging stations in multi-family developments should consider the various Level 2 connectors available, including CHAdeMO and J1772. Further, the U.S. DOT recently released National Electric Vehicle Infrastructure Standards and Requirements applicable to EV charging stations supported by federal funds. Consider emerging standards, such as the megawatt charging system (MCS). Municipal Inspections and Training Infrastructure associated with EV-Capable, EVSE-Ready, and EVSE-Installs will require specialized training for municipal staff carrying out new building and fire inspections. Charging Session Fees Owners of existing multi-family buildings will need to establish fee structures for occupant use of installed EV charging stations. As it may not be possible or advantageous to connect individual EVSE to unit electricity meters, if choosing to charge consumption fees, developers could install electrical metering devices at the charging stations themselves or invest in stations that have the ability to collect payments. Alternatively, they could enact a flat or scaled rate for persons using the charging stations. ADA Compliance Multi-family property owners should be made aware that current ADA guidance points to the need for accessible EV charging spaces, but notes that they cannot count toward required ADA spaces. The City should track and share evolving regulations, as well as consider recommending charging stations be installed at planned ADA spaces as well as making EV charging spaces ADA-compliant but not exclusive. CASE STUDIES: IMPLEMENTATION PROCEDURE Chelan, WA and City of Atlanta, GA – Removed barriers to EV adoption within the city codes. Quincy, WA – Provides density bonuses for the installation of EVSE. 6 City of Orlando, FL and City of Atlanta, GA – Developed guidebooks on “EV Readiness” that provide locally-relevant information on EVSE deployment (e.g., installation best practices, incentives, regulations, etc.) San Diego, CA – Worked with property owners to install curbside EVSE in front of multi-family developments. City of Cambridge, MA – Approved a pilot program to allow residents without access to a driveway or off-street parking the ability to cross public sidewalks to charge their EVs. Participants must obtain a permit for the activity, and are required to provide an accessible ramp over the cord to ensure the sidewalk remains accessible for pedestrians. EQUITY APPROACH Seattle, Washington - Explores removing barriers to EV adoption by increasing access to charging infrastructure. OTHER RESOURCES: Summary of Right-to-Charge Laws - Northeast States for Coordinated Air Use Management – NESCAUM Siting Electric Vehicle Supply Equipment (EVSE) with Equity in Mind - ACEEE Electric Vehicle Charging Equipment Municipal Permitting Information – CCRPC Electric Vehicle Charging for your Multi-Family Dwelling – Drive Electric Vermont Multi-Unit Dwelling Electric Vehicle Charging - CCRPC Electric Vehicle Charging for Multi-Family Housing - U.S. Department of Energy Electric Vehicle Charging Station Guidebook – Drive Electric Vermont Charging Installation Guide – Drive Electric Vermont Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about personal impacts related to transitioning to EVs, charging and cost were concerns widely expressed. From the Senior Center Focus Group: “EV charging stations need to have the same convenience factor as current gas stations.” 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY 2030 SCIENCE-BASED TARGET: Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42% TITLE: NEW BUILDING EV CHARGING ACTION T.1.2: Adopt a policy to require (e.g., building code or zoning regulation) all new buildings have the appropriate amount of electric vehicle (EV) charging equipment and 200-amp electric service. Work with Drive Electric Vermont and/or Green Mountain Power to determine the appropriate amount. PLANNED ACHIEVEMENT(S): Amended Land Development Regulations, Permit Fee Schedule, and Expedited Permitting Processes for EV-Readiness LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington City Council, Development Community, Vermont Agency of Transportation (VTrans), Green Mountain Power (GMP), Drive Electric Vermont (DEV), University of Vermont Transportation Research Center IMPLEMENTATION TIMELINE: 2025 to 2030 (6 Years) RELEVANT CAP ACTIONS: T.1.1, T.1.3, T.1.4, T.1.5, T.1.6 FUNDING: Operating or Capital Budget Requirements: Operating External Funding Sources: Agency of Commerce and Community Development – Municipal Planning Grant Program Estimated Costs (1 [Low] to 5 [High]):1 1 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week):2 Less than 8 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):3 3 CO-BENEFITS: • Economic Value • Mobility/Accessibility Enhancement • Public Health KEY IMPLEMENTATION STEPS Step 1: Establish Electric Vehicle Supply Equipment (EVSE)-Ready Space Targets A. Engage a consultant to understand the level of EV charging required in new construction to meet the established CAP target of replacing 75% of gas vehicles with EVs and plug-in hybrid vehicles. B. Coordinate with VTrans to understand the statewide EV adoption curve through 2030 and work with the consultant to scale that down to the local level. C. Using the findings of Steps 1.A and 1.B, work with DEV to develop EV-Capable, EVSE-Ready, and EVSE-Installed space targets by land use type and charging level (i.e., Level 1 [AC], Level 2 [AC], Level 3 [DC Fast Charge]). Refer to the Case Studies section below for examples of how other communities set their own space targets. Step 2: Build upon the Residential Building Energy Standards (RBES) Stretch and Commercial Building Energy Standard (CBES) Codes A. Update the City’s Land Development Regulations (LDRs) to include the EV-Capable, EVSE-Ready, and EVSE-Installed space targets defined under Step 1. Ensure that targets for new multi-family developments comprising between 2 and 10 dwelling units are included, as this is a development type that is not currently covered by the RBES. Note that amendments to the RBES have been proposed, which would increase requirements to one Level 2 capable EV charging parking space per dwelling unit and then 25% of any remaining spaces not utilized by dwelling units.4 These amendments are expected to become effective in July 2024. 2 “Estimated Ongoing Level of Effort” associated with T.1.2, Step 5 covered under CAP Action T.1.1. 3 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 4 Administrative Procedures – Proposed Filing (vermont.gov) 3 Step 3: Evaluate and Implement Municipal Incentives to Support EV-Readiness A. Explore reducing permitting fees and/or expediting permit approvals. B. Develop criteria for exceedances and related permit fee reductions and/or expedited approvals based on building and land use types. Step 4: Monitor EV Adoption Rates and Revise LDR Space Targets As Necessary A. As market conditions for EVs are continuously evolving, regularly monitor local EV adoption rates to ensure the LDR space targets remain appropriate. An accelerating EV adoption curve may necessitate further LDR amendments. Step 5: Leverage the City’s EVSE Technical Assistance Team (Planned as part of T.1.1) A. Utilize the City’s EVSE Technical Assistance Team to support proponents of new construction with EVSE installations and navigating the outcomes of Steps 2 through 4, as applicable. OPPORTUNITIES FOR INNOVATION: • Funding can be made available to support EV-Readiness through local match and/or support for grant applications like the Multiunit Dwelling Electric Vehicle Charging Grant that prioritizes affordable housing developments. • The City could partner with property developers to allow for the installation of curbside/on- street EV charging stations. This could support CAP Action T.2.11 (Parking Management). • Networked charging stations are capable of robust data collection, which could assist developers in understanding when and how often their EVSE is utilized as well as to quickly identify and troubleshoot maintenance issues. However, these are more expensive to own and maintain than non-networked charging stations. • Integrated load management software enables power output/charging speed reductions during times when the regional electrical grid is stressed. Such software could be applied to minimize the need for developers to upgrade upstream electrical infrastructure and help avoid peak demand charges (applicable to EVSE tied to a meter with a commercial rate). • Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send power back to the grid during times of peak power demand. Alternatively, such technology could be utilized to make multi-family developments more resilient during power outages. • New EVSE installations could be coupled with solar photovoltaic (PV) systems and/or renewable energy financing to increase the composition of clean energy the EVs consume. • New EVSE installations could be coupled with battery storage capabilities to provide back-up power to the charging stations and/or the buildings in which they are contained. • Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more convenient way to travel longer distances than are readily accessible by walking, especially for 4 persons with mobility limitations. Incorporation of charging infrastructure for e-bikes in new construction can support the growth of this zero or low emission mode type. FOCUS ON EQUITY • The costs of EV-Readiness could be passed onto low-income households, for example, through minimum use fees, higher than approved GMP charging rates, and amenity fees. Accordingly, the City should explore mechanisms that place limits on these cost pass-throughs. • Robust usage of EV charging stations will depend, in part, on the availability of standardized, multi-language signage and education. • The deployment of EVSE should consider that more affordable, used EVs may have less prevalent connector types (e.g., CHAdeMO). IMPLEMENTATION CONSIDERATIONS Developer Community Support Engage developer stakeholders early in the development and adoption of new LDRs for their ideas on implementation. In the process, overcome potential apprehension regarding new requirements and associated costs by developing a common understanding of purpose and benefits driving the new codifications, as well as education on implementation with tangible examples (see Case Studies). Address perceptions of added costs directly by placing EV-Readiness in the context of overall development costs, additional costs for retrofits, available incentives, and potential cost recovery. Parking Management The City may receive feedback related to the management of dedicated EV parking spaces, particularly early on when demand for such spaces may be low. This can be particularly problematic in combination with developing parking maximums (Action T.2.11). Phasing in space targets can mitigate this issue to an extent. However, the City could also work with the developer community to identify short-term workarounds, for example, dedicating spaces to EVs only during certain times of the day. Electrical Grid Capacity The City should coordinate with GMP to ensure that the LDR targets are feasible with respect to local utility infrastructure, baseload electricity supply, and upstream safety considerations (e.g., compliance with fire codes). Note that specific sites may need to conduct their own coordination by requesting an “ability to serve” letter from GMP. Charging Standards New charging stations should consider the various connectors available, including CHAdeMO, J1772, CCS Type 1, and Tesla/NACS. Further, the U.S. DOT recently released National Electric Vehicle Infrastructure 5 Standards and Requirements applicable to EV charging stations supported by federal funds. Consider emerging standards, such as the megawatt charging system (MCS). Municipal Inspections and Training Infrastructure associated with EV-Capable, EVSE-Ready, and EVSE-Installs will require specialized training for municipal staff carrying out new building and fire inspections. Such training should also address the RBES stretch and CBES codes more broadly. Solar Photovoltaic (PV) Design Capacity Ensure consistency between the LDR targets for EV-Capable, EVSE-Ready, and EVSE-Installs with any existing (e.g., LDR-23-01) or new requirements for on-site solar PV generation. EV charging loads should be appropriately considered in system design. Charging Session Fees Developers will need to establish fee structures for occupant use of installed EV charging stations. As it may not be possible or advantageous to connect individual EVSE to unit electricity meters, if choosing to charge consumption fees, developers could install electrical metering devices at the charging stations themselves or invest in stations that have the ability to collect payments. Alternatively, they could enact a flat or scaled rate for persons using the charging stations. ADA Compliance Current ADA guidance points to the need for accessible EV charging spaces, but notes that they cannot count toward required ADA spaces. The City should track evolving regulations, as well as consider recommending charging stations be installed at planned ADA spaces as well as making EV charging spaces ADA-compliant but not exclusive. CASE STUDIES: IMPLEMENTATION PROCEDURE City of Boston, MA – Adopted in 2019, all new development projects that require the Boston Transportation Department’s TAPA approval and/or the Article 80 Large Project Review must equip 25% of their total parking spaces to be EV-Installed and the remaining 75% of the total spaces to be EV- Ready. Portland, ME – The Southern Maine Planning and Development Commission and Maine Clean Communities Coalition developed a Municipal EV Readiness Toolkit in 2021 to guide ordinance development and implementation. In 2022, the City of Portland Technical Manual Transportation Systems and Street Design Standards implemented updated minimum thresholds for spaces that are EV- Capable (Level 2 or higher in 20%) and EV-Ready (50%) in new structured or surface parking. 6 TARGET SETTING Lakewood, CO – 1. Single or Two-Family Dwellings: one EV-Capable space (i.e., electrical capacity, though no junction box or charging outlet) per dwelling unit; 2. Multi-Family Unit Dwellings: 2% EVSE- Installed (i.e., charging station installed), 18% EV-Capable (10+spaces); and 3. Commercial: 2% EVSE- Installed, 13-18% EV-Capable (10+spaces). San Jose, CA – 1. Single or Two-Family Dwellings: one EV-Ready space per dwelling unit; 2. Multi-Family Unit Dwellings: 10% EVSE-Installed, 20% EVSE-Ready, 70% EV-Capable; and 3. Commercial: 10% EVSE- Installed, 40% EV-Capable. St. Louis, MO – 1. Single or Two-Family Dwellings: one EV-Ready space per dwelling unit; 2. Multi-Family Unit Dwellings: 2% EVSE-Installed, 5% EVSE-Ready (to increase to 10% in 2025); and 3. Commercial: 2% EVSE-Installed, 5% EVSE-Ready. EQUITY APPROACH State of Colorado – Charge Ahead Colorado provides grants for 80% of cost for EV charging for multi-family or workplace based installations. Bay Area Aire Quality Management District – The Clean Cars for All Program provides grants for home charging , portable charging, and public charging cards. OTHER RESOURCES: South Burlington Solar Ready Residential Building Energy Standards Commercial Building Energy Standards Electric Vehicle Charging Equipment Municipal Permitting Information – CCRPC Electric Vehicle Charging for your Multi-Family Dwelling – Drive Electric Vermont Multi-Unit Dwelling Electric Vehicle Charging - CCRPC Electric Vehicle Charging for Multi-Family Housing - U.S. Department of Energy Electric Vehicle Charging Station Guidebook – Drive Electric Vermont Charging Installation Guide – Drive Electric Vermont Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT 7 From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked what about their concerns regarding requiring new buildings to have EVSE, the majority of concerns received involved increasing the cost of housing and development. It should be noted that 72% of respondents did not express any concerns. 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY 2030 SCIENCE-BASED TARGET: Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42% TITLE: CLOSING GAPS IN THE CITY’S PUBLICLY ACCESSIBLE EV CHARGING STATION NETWORK ACTION T.1.3: Partner with GMP to speed up EV adoption in South Burlington including siting, make-ready infrastructure, fast charging stations, and incentives. PLANNED ACHIEVEMENT(S): New Publicly Accessible EV Charging Deployments; New Incentive Programming LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: Public Works, City Manager’s Office, Finance, City Council, Green Mountain Power (GMP), Drive Electric Vermont (DEV), Vermont Department of Transportation, Private Property Owners, South Burlington Business Association (SBBA) IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years) RELEVANT CAP ACTIONS: T.1.1, T.1.2, T.1.3, T.1.4, T.1.5, T.1.6, GO.2.3, GO2.4 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: Community EV Chargers Incentive Program (GMP), Vermont Community EV Charger Program (State/GMP), Electric Vehicle Charging Station and Workplace Charging Station Loan Programs (Vermont Economic Development Authority), Charging and Fueling Infrastructure Discretionary Grant Program (Federal Highway Administration) Estimated Costs (1 [Low] to 5 [High]):1 2 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): Less than 8 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):2 4 CO-BENEFITS: • Economic Value • Living Affordability • Mobility/Accessibility Enhancement • Public Health KEY IMPLEMENTATION STEPS Step 1: Determine Gaps in the Local EV Charging Network A. Engage CCRPC and/or a Consultant to map the existing, publicly-accessible EV charging network (by location, level of charging, and ownership) within and proximate to the City’s boundaries. B. Quantify the required number of publicly-available EVSE of various types by City geographies (e.g., blocks, neighborhoods). This should be based on the number of expected EVs (i.e., 75 percent of registered vehicles by 2030), where those EVs are expected to charge (i.e., home, workplace, or public), how much energy will be required, and average length of charging sessions. C. Determine the City geographies where there are gaps in the charging network. These geographies are likely to coincide with the locations of multi-family housing developments. Step 2: Identify and Develop Sites for Public EVSE Deployment A. Within areas with identified gaps in the EV charging network, conduct a geospatial assessment to determine optimal, publicly-owned properties for new EVSE deployments. Work with GMP and DEV to develop the evaluation criteria to be used in this analysis. Suggestions for these criteria include: I. Level II Charging Stations i. Sites with high visibility (e.g., near major collector roads and trip generators). ii. Sites affording low difficulty, cost-effective connections to the electrical grid. iii. Existing or planned parking facilities that are or will be in high-use. iv. Sites that have nearby amenities, such as cafés and other retail locations. 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 II. Level III (DC fast charge) Stations i. Sites within 1 travel mile of a major highway (i.e., I-89) exit or intersection. ii. Sites that are publicly accessible 24 hours per day, 7 days per week. iii. Sites near long-range destinations (e.g., hospital facilities, the Patrick Leahy Burlington International Airport). iv. Sites that are capable of providing power to the charging station(s) (i.e., 480 volt, 3-Phase AC-input) and can accommodate their size. B. Conduct a fatal flaw analysis on the identified sites that could preclude them from EVSE installations. For example, land use and/or environmental constraints. C. For sites that pass the fatal flaw analysis, coordinate with GMP to confirm previous assumptions regarding connections to the electrical grid and assess local infrastructure capacity. Determine whether infrastructure upgrades are necessary and advantageous. D. For publicly-owned priority sites, begin a solicitation process to install the EVSE. For privately- owned priority sites, coordinate with property owners, landlords, and/or tenants and provide necessary guidance and informational resources to support EVSE installations; explore public- private partnerships in the process. Step 3: Build Financial Incentive Programming and Awareness/Education A. In association with GMP, explore developing new or enhancing existing incentive programming for EVSE installations, particularly as new funding sources are made available at the federal and state levels. B. Investigate City-sourced incentives for EVSE installations (e.g., preferential tax rates) and/or charging station use (e.g., free charging sessions). C. Centralize and share information on existing and new incentive programs that offset the cost of EVSE installations, such as Vermont Community EV Chargers (https://www.vermontevchargers.com/). D. Conduct education events within the community, in partnership with GMP and others (as appropriate), to build awareness and understanding of the available incentives, as well as EVSE more broadly. E. Target new incentive programming and education events in areas where there are gaps in the EV charging network, particularly in areas with disadvantaged populations, where there is high multi-family development density, and emerging commercial centers. Step 4: Develop Charging Guidance A. As necessary, work with GMP and Drive Electric Vermont to update the “Electric Vehicle Charging Station Guidebook” to provide the public with guidance, information, and resources on EVSE and EVSE installations. Include in the aforementioned centralized website and education events. 4 OPPORTUNITIES FOR INNOVATION: • Networked charging stations are capable of robust data collection, e.g., frequency of use, which could assist the City in understanding when and how often their EVSE is utilized as well as to quickly identify and troubleshoot maintenance issues. However, these are more expensive to own and maintain than non-networked charging stations. • Integrated load management software enables power output/charging speed reductions during times when the regional electrical grid is stressed. Such software could be applied to minimize the need for upstream electrical infrastructure and help avoid peak demand charges (applicable to EVSE tied to a meter with a commercial rate). • Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send power back to the grid during times of peak power demand. • Couple EV charging stations with solar panels/canopies and battery storage capabilities for backup power purposes. • Curbside charging options, particularly where there are power lines and adequate sidewalk widths, could support more ubiquitous EVSE availability as well as save money by retrofitting existing infrastructure (i.e., lamp post) compared to standalone stations. • Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more convenient way to travel longer distances than are readily accessible by walking, especially for persons with mobility limitations. Incorporation of charging infrastructure for e-bikes at planned EV charging hubs can support the growth of this zero or low emission mode type, particularly when they are located along or near bike paths. FOCUS ON EQUITY • Lower-income households and households within multi-family housing developments are more likely to be reliant on publicly accessible charging stations or may not have the ability install their own charging compared to wealthier, single-family households. The installation of EVSE that is publicly-accessible or at existing multi-family housing developments should therefore be prioritized. • Lower-income EV drivers may be adversely and disproportionately impacted by the cost of charging, particularly at DC fast chargers, and any future state-mandated road usage fees (i.e., mileage-based fees instead of the gas tax). The City should explore policies with GMP and the Department of Motor Vehicles and/or subsidies that make charging more affordable for these drivers. • Robust usage of EV charging stations will depend, in part, on the availability of standardized, multi-language signage and education. 5 • The deployment of EVSE on publicly owned locations should consider that more affordable, used EVs may have less prevalent connector types (e.g., CHAdeMO) and slower fast charging capabilities. IMPLEMENTATION CONSIDERATIONS Ownership Options In developing the public solicitations under Step 2.D, consider the City’s preferred ownership model. In other words, does the City want to own the EVSE or have third-parties own the systems enabled via lease. Factors to consider include maintenance responsibilities, revenue sharing, and data sharing. Site Considerations For stations at publicly-owned locations, the City should ensure that there is signage and pavement markings that adequately guide and inform EV drivers to charging stations, particularly from major highways. Further, the City should take into consideration site safety and evolving ADA requirements pertaining to EV-dedicated spaces. Charging Standards New charging stations should consider the various connectors available, including CHAdeMO, J1772, CCS Type 1, and Tesla/NACS. Further, the U.S. DOT recently released National Electric Vehicle Infrastructure Standards and Requirements applicable to EV charging stations supported by federal funds. Consider emerging standards, such as the megawatt charging system (MCS). Community Education The deployment of new EVSE at publicly-owned locations should be accompanied by an education campaign to bring awareness to the availability of the new infrastructure and inform potential EV drivers on their use. ADA Compliance Current ADA guidance points to the need for accessible EV charging spaces, but notes that they cannot count toward required ADA spaces. The City should track evolving regulations, as well as consider recommending charging stations be installed at planned ADA spaces as well as making EV charging spaces ADA-compliant but not exclusive. CASE STUDIES: IMPLEMENTATION PROCEDURE 6 City of Albany, NY – Undertook an assessment to make the city “EV Ready.” This included policy recommendations and a feasibility study that identified priority sites for publicly-accessible Level 2 and Level 3 EVSE. City of Orlando, FL and City of Atlanta, GA – Developed guidebooks on “EV Readiness” that provide locally-relevant information on EVSE deployment (e.g., installation best practices, incentives, regulations, etc.) Chelan, WA and City of Atlanta, GA – Removed barriers to EV adoption within the city codes. Quincy, WA – Provides density bonuses for the installation of EVSE. Seattle, Washington – The City and Seattle City Light initiated a pilot program for curbside EV charging, including pole-mounted stations. Oregon – Conducted a Transportation Electrification Infrastructure Needs Analysis that recognized charging equipment for e-bikes represents a key contributor to achieving the state’s greenhouse gas emissions reduction goals under the transportation sector. EQUITY APPROACH Seattle, Washington - Explores removing barriers to EV adoption by increasing access to charging infrastructure. OTHER RESOURCES: Siting Electric Vehicle Supply Equipment (EVSE) with Equity in Mind - ACEEE Electric Vehicle Charging Station Guidebook – Drive Electric Vermont Charging Installation Guide – Drive Electric Vermont Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board State of Vermont National Electric Vehicle Infrastructure Plan National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about personal impacts related to transitioning to EVs, charging and cost were concerns widely expressed. From the Senior Center Focus Group: “EV charging stations need to have the same convenience factor as current gas stations.” 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% TITLE: MICROTRANSIT OPPORTUNITIES ACTION T.2.3: Research the applicability for microtransit programs in South Burlington. PLANNED ACHIEVEMENTS: Microtransit Pilot Projects LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: Green Mountain Transit (GMT), Chittenden County Regional Planning Commission (CCRPC) IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years) RELEVANT CAP ACTIONS: T.2.7, T.2.8, T.2.10, T.2.13, T.2.14, T.2.16, T.2.19, GO.3.1 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: Unified Planning Work Program (CCRPC), Municipal Planning Grant Program (Agency of Commerce and Community Development), Mobility and Transportation Innovations Grant Program (Vermont Agency of Transportation) Estimated Costs (1 [Low] to 5 [High]):1 4 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): Less than 8 External Technical Support Required: Yes 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 Implementation Complexity (1 [Easy] to 5 [Hard]):2 3 CO-BENEFITS: • Energy Conservation and Efficiency • Economic Value • Living Affordability • Equality, Equity, and Justice • Public Health • Mobility/Accessibility Enhancement KEY DEFINITION: • Microtransit – Form of shared transportation that provides on-demand, flexible transit services operating within a defined area and typically using vans or minibuses. These services are often tech-enabled. KEY IMPLEMENTATION STEPS: Step 1: Support GMT in its development of the Chittenden County Microtransit Feasibility Study, and in the process, advocate for microtransit services within the City and connecting South Burlington to other core Chittenden County communities. A. Participate in GMT’s planning process by serving as a key stakeholder with continuous input opportunities, particularly related to the identification of service areas, service populations (special and general), and the identification and evaluation of pilot projects. The evaluation of pilot projects should include a focus on quantifying VMT reduction benefits and serving historically disadvantaged communities. B. Concurrent with Step 1.A, in coordination with GMT, conduct public outreach targeting the City’s stakeholders (e.g., residents, property owners, businesses, employees) to understand their needs (e.g., service areas) and barriers to understand where pilot projects or future service(s) should be targeted. Step 2: Work with this action’s implementation partners in preparing grant applications to secure funds to support prioritized pilot project(s) within the City. A. GMT will need to determine whether they will operate the service or seek a vendor to provide the service. Step 3: Once funding is secured, support the implementation and monitoring of the pilot project(s). 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 OPPORTUNITIES FOR INNOVATION: • There may be opportunities to streamline or replace fixed route service with microtransit, potentially reducing transit costs. • Costs can be reduced by implementing a volunteer-based microtransit system. However, organizational needs and oversight of this system could be challenging. In addition, reliance on volunteer availability and unpaid labor for this vital resource could challenge reliability of service. • Vendors continue to update their dispatching and user software to improve matching, information, dispatch, and overall experience. A request for proposals (RFP) should require vendors to emphasize the user and operator benefits of their software package and how these improve workflow, user experience, and save time and/or money. • There are opportunities to use transportation network companies (TNCs), such as Uber and Lyft, to provide supplemental service, either to reduce crowding at peaks or to replace service in low- demand hours. • Right-sizing vehicles based on demand can help to deploy vehicle equipment that does not require a Commercial Driver’s License (CDL) to operate, expanding opportunities for drivers without a CDL to operate vans or smaller buses. • Zero-emission vehicles are available and should be considered for new service as there are grants to assist with their purchase. This would minimize the carbon impact of new/expanded services. o Vehicle-to-grid (V2G) charging stations could enable electric microtransit fleets to send power back to the regional grid during times of peak power demand. FOCUS ON EQUITY: • Microtransit has the potential to reach a wider range of riders and destinations by providing service to moderate or low-density areas, allowing more equitable access to jobs and services. • When implementing microtransit, it is important that service planning consider overall quality of service for all populations, considering elements such as service span, transfers, response time, coverage, and accessibility that could change if replacing fixed route service with microtransit. • Many microtransit implementations require payment via an app or, occasionally, over the phone, via credit card to eliminate cash transactions. This can disproportionately affect low- income populations who are less likely to have a credit card or seniors who may be unfamiliar with or more hesitant to use the technology. Best practice includes the microtransit fares matching the fixed-route fare policy, including the use of multi-ride passes and fare media. • Education and the availability of resource materials on new microtransit services will be important, particularly for senior populations and non-English speakers. A lack of understanding the new services will be a barrier to ridership. 4 • Public engagements conducted in the development of the Chittenden County Microtransit Feasibility Study should include focus groups representing disadvantaged populations and follow the City’s upcoming “equity in planning” outreach toolkit. • In pursuing micro-transit, the City should also be mindful dilute successful fixed-route transit services. IMPLEMENTATION CONSIDERATIONS: • Vehicles, software, drivers, and related support facilities will need to be procured by GMT and/or a vendor. o A shortage of drivers may be a prevalent issue. However, depending on the vehicle size and number of passengers, microtransit drivers often do not need a CDL, which opens up labor opportunities. Regardless, the City could play a role in driver recruitment and retention. • Microtransit works best when coupled with an app on a smart phone but can also work via phone by offering call-in reservations. Consider smart phone ownership and access to phones when planning service and costs. • Service area and average wait times are inversely related to the number of vehicles serving the area. It will be important to work closely with the service planners to align the areas at the outset of service so as not to result in excessive wait times while balancing vehicle productivity and providing a response time that is similar to area fixed-route headways. Flexibility early in implementation is important as service demand can be hard to predict when implementing a new service. • Many of the companies who evaluate microtransit feasibility are also vendors who provide turnkey operations. This gives them a very strong understanding of the cost and operations model, but may predispose them to recommend microtransit. • GMT currently operates a range of vehicle types, including cutaway buses, vans, and minivans. Its smaller fleet vehicles may be well suited to microtransit services, though such services may require a fleet expansion and additional maintenance investments. Alternatively, these services could be vendor contracted. • Special Services Transportation Agency (SSTA), Senior Van Services, and Age Well may be potential partners; however, their ability to participate may be constrained due to capacities and limitations on how they can expend their funding sources. • Battery electric vehicles are available for suitable vehicle types, but few manufacturers may offer an appropriate vehicle/chassis. Additionally, range must be carefully considered when designing the service if an EV is planned to ensure appropriate charging time and battery buffers given winter reductions in range. Procurement lead times may be longer for EVs than for traditional vehicles. 5 o Note that GMT’s Transit Asset Management Plan details replacement plans that transition its fleet to electric alternatives. CASE STUDIES: FEASIBILITY STUDIES • Montpelier, Vermont – Completed an evaluation of microtransit to replace the existing fixed route service. The microtransit service began January 2021 and is operated by GMT and marketed as “MyRide”. • Williston, Vermont – Completed a feasibility study for a microtransit service to provide on- demand transportation that complements current public transit options. • Tri-Town Area (Jericho, Underhill, Cambridge), Vermont – Conducted a study to develop a comprehensive “alternative” transportation system for their residents. • Southwest Regional Planning Commission, New Hampshire – Recently completed a comprehensive study of the suitability of microtransit including an in-depth look at operating models and vehicles. IMPLEMENTATION & EVALUATIONS • Wilson, North Carolina – The FTA recently released an evaluation of the city’s transition to microtransit. The system has won several awards and the report offers several lessons-learned and recommendations when implementing microtransit in small cities and rural areas. • Montgomery County, Maryland – The county implemented a microtransit pilot in a medium density suburb aimed at replacing traditional fixed-route service. The evaluation provides a comprehensive analysis of a wide range of customer satisfaction and cost-effectiveness metrics. • Bay Transit Express/Met Go, Virginia – The Virginia Department of Rail and Public Transportation recently released a comprehensive review of two grant funded pilots for small city/rural microtransit. The report includes lessons-learned as well as a rural microtransit suitability checklist and implementation toolkit. • Porterville, CA – The city has contracted with Uber to allow microtransit appear as an option in the Uber app, though riders can book over the phone and pay cash on-board. Those using the app without a credit card can add funds at any CVS. The fleet consists of 12 all-electric, wheelchair accessible vans. OTHER RESOURCES: • Microtransit Definitions, Trends, and Application - CALSTART • 2022-2026 Transit Asset Management Plan - GMT 6 From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about bus and SSTA operational factors, operating schedules, route options, access to bus stops, and convenience were rated the most important. From the Senior Center Focus Group: “[We] need more flexibility in SSTA services, e.g., last minute or emergency use cases.” 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%. TITLE: HIGHER DENSITY MIXED-USE DEVELOPMENT ACTION T.2.8: Prioritize higher density, mixed use development and affordable housing through the land development regulations in areas with existing or planned reliable transit options, services, and infrastructure (including bike/ped) within the transit overlay district. PLANNED ACHIEVEMENT(S): Amended Land Development Regulations LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington City Council, Development Community IMPLEMENTATION TIMELINE: 2024 to 2026 (3 Years) RELEVANT CAP ACTIONS: T2.3, T.2.4, T.2.6, T.2.7, T.2.9, T.2.10, T.2.11, T.2.12, T.2.17, T.2.18, GO.3.1 FUNDING: Operating or Capital Budget Requirements: Operating External Funding Sources: Agency of Commerce and Community Development – Municipal Planning Grant Program Estimated Costs (1 [Low] to 5 [High]):1 2 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): N/A External Technical Support Required: Yes 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 Implementation Complexity (1 [Easy] to 5 [Hard]):2 4 CO-BENEFITS: • Natural Resource Protection and Enhancement • Energy Conservation and Efficiency • Economic Value • Living Affordability • Equality, Equity, and Justice • Mobility/Accessibility Enhancement KEY IMPLEMENTATION STEPS Note: This implementation plan recognizes that encouraging thoughtful higher-density development in the City has been an ongoing effort of the community for several decades and will continue into the future. The following steps and considerations below provide recommendations for the next stage of this work and discourse. Step 1: Foster Higher Residential Development Density A. Within the boundaries of the transit overlay (TO) district or similar priority areas, map: (a) existing residential densities (i.e., housing units per acre) and (b) existing and planned public transit and bicycle/pedestrian infrastructure and associated levels of service (transit) and stress (bicycle/pedestrian). B. Reference available resources and case studies to determine appropriate increases to existing minimum residential development densities – at least 15 units per acre. Measure these increases against the outputs of Step 1.A. C. Explore the various ways that higher density development can physically take shape and evaluate how these various options can contribute to, and whether they are appropriate for, the TO district or relevant priority area. D. Review the Land Development Regulations (LDRs) to determine how they currently either support or inhibit the desired level(s) of residential density. For example, leverage the LDRs to require a variety of unit sizes and live-work units. E. Draft LDR amendments to require the type(s) of development that are deficient within and appropriate for the TO district, as well as to address the opportunities and/or inhibitors identified under Step 1.D. 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 Step 2: Incentivize Mixed-Use Developments A. Review the LDRs to determine how they either support or inhibit mixed-use development in the TO district. For example, leverage the LDRs to further incentivize infill development, require active use of street frontages, and right-size parking requirements. B. Draft LDR amendments that incentivize mixed-use walkable zoning (i.e., a mix of uses within a single building and across neighboring parcels), addressing the opportunities and/or inhibitors identified under Step 2.A. For example, establishing pedestrian focused overlay zones, limiting driveway access points, and providing greater allowances for light industrial uses (e.g., small scale manufacturing/construction shops). Step 3: Address Neighborhood Completeness A. Within the boundaries of the City’s Transit Overlay (TO) district, study neighborhood completeness. In other words, geographically map key amenities and services (e.g., schools, open spaces, grocery stores, coffee shops, etc.) and calculate their surrounding walkable and bikeable areas (i.e., areas accessible within 15 minutes by walking and/or biking). Consider non- use factors, such as streetscape quality. B. Using the results of the neighborhood completeness study, identify the amenities and services that are missing or otherwise deficient within the district. C. Review the Land Development Regulations (LDRs) to determine how they either support or inhibit complete neighborhood development. D. Draft LDR amendments that incentivize or require the types of development that are deficient within the TO district, as well as to address the opportunities and/or inhibitors identified under Step 3.C. E. Concurrent with Step 3.D, explore non-regulatory actions that support neighborhood completeness, such as business recruitment and the provision of tax incentives. OPPORTUNITIES FOR INNOVATION: • Review the LDRs to identify opportunities and remove barriers in zoning processes that could delay development timelines, increase their costs, or prevent them entirely. For example, it may be worth reviewing the City’s height standards, as compared to density targets and preferred physical forms. • In amending the LDRs, incentivize or require diverse housing types focused on the “missing middle” (i.e., housing types in scales between single-family homes and multi-family buildings with 20 or more dwelling units). • The City should take a proactive approach and give project developers the expectation that they should build their projects around the core idea that people using their properties will want to reach destinations on foot or on wheels, and that supporting infrastructure should be provided 4 that is accessible by all ages and abilities. Such project design should also consider ideas around enabling greater outdoor activity during all seasons. • Regulatory tools can and should be paired with non-regulatory implementation, such as public- private partnerships for affordable housing and businesses development, acquisition and development of public amenities such as parks, recreation / cultural facilities, and state & federal programs to support private sector investment FOCUS ON EQUITY • Attempts to increase housing supply should consider affordability. The City can review and revise its inclusionary zoning provisions, as necessary. Further, ensuring a variety of housing types and sizes also supports housing affordability, as does connecting developers with available incentives. • The costs of living in new and existing housing developments can be further offset by educating residents on available income-based incentives, for example, energy efficiency services. • Ensure that all EVSE are handicap accessible. IMPLEMENTATION CONSIDERATIONS Public Service and Infrastructure Capacities Increases in residential densities and mixed-use development should consider existing capacities of municipal services and infrastructure. The City should integrate plans to invest in such resources, as needed, into the development of future Capital Improvement Plans that align with the LDR amendments associated with this action. Impact Mitigation Increased development intensities have the potential for adverse impacts, such as those affecting pedestrian safety. These impacts may differ by the target audience of individual developments, for example, higher income households are likely to have one or more automobile. The City should review new developments and require appropriate mitigation of the developers (e.g., transportation demand management measures), as applicable – ensuring that there is a demonstrated connection between the development impacts and the nature of the mitigation being required. Further, the City should consider its own mitigation, for example, supplementing active transportation infrastructure. Neighborhood and Developer Community Engagement The City should engage the existing property owners, residents, and employers within the TO district, as well as the Vermont development community, early in the preparation of new LDRs. The City’s observations and intentions should be clearly explained so that all stakeholders have a common 5 understanding of terms and concepts. Feedback should be integrated, where feasible, or otherwise provided with an explanation of dismissal. Relatedly, as noted above, dense residential development can take many forms, from multiplexes, to mid-rise or high-rise apartment buildings – standalone or in combination with other land uses. In conjunction with Step 1.C., the City could consider engaging stakeholders in a visual preference exercise to get feedback on physical design alternatives to inform the LDR amendments. With respect to neighborhood completeness, it will be important to work with the business community to help identify what makes people start the types of businesses that are lacking within the TO district, who typically starts them, what are capital requirements, and what population numbers and demographics are required to make them work. CASE STUDIES: IMPLEMENTATION PROCEDURE Portland, Maine – Undertook the Complete Neighborhoods Program, which mapped areas of the city that are underserved as determined by walking distances to select amenities and services. Cambridge, MA – Requires certain infill developers to prepare an Infill Development Concept Plan that, among other requirements, must include a Retail Plan demonstrating how the development will enhance the existing retail environment, including through the provision of target uses (e.g., grocery stores, pharmacies). San Francisco, California – Implemented ground floor standards that limit pedestrian interactivity with street frontages. Seattle, Washington - Allows for smaller, more compact dwelling unit types in its Municipal Code. TARGET SETTING Metropolitan Council – Establishes target residential densities for shared rights-of-way, local bus routes on a high frequency network at 15 to 60+ dwelling units per acre. CRCOG – Found sharp increases in public transit ridership as average residential densities approach 30 units per acre. Massachusetts Executive Office of Housing and Economic Development – The Multi-Family Zoning Requirement for MBTA Communities requires a minimum gross density of 15 units per acre within a half-mile of a commuter rail station, subway station, ferry terminal or bus station. 6 EQUITY APPROACH Harnessing Upzones as a Redistributive Policy Tool - Explores alternative land use policies to ensure equitable housing. OTHER RESOURCES: RSG and VHB. (2022). VMT & Land Use: Literature Review. Vermont Agency of Transportation. From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about factors that could influence respondents to consider living in a mixed-use, high-density neighborhood, stated top factors included increased housing affordability, more opportunities for walking and biking, greater accessibility to green space, amenities, and other services. From the Senior Center Focus Group: “I would like to see...a community corner store that [offers a] variety of the stuff that you want and have that corner store close by.” 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%. TITLE: PARKING MANAGEMENT ACTION T.2.11: Develop parking maximums. PLANNED ACHIEVEMENT(S): Amended Land Development Regulations, Parking Maximum Formulas, and Parking Fee Structure LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington Development Review Board, South Burlington City Council, Chittenden County Regional Planning Commission (CCRPC), Development Community IMPLEMENTATION TIMELINE: 2025 to 2027 (3 Years) RELEVANT CAP ACTIONS: T.1.2, T.2.3, T.2.4, T.2.6, T.2.7, T.2.8, T.2.9, T.2.12, T.2.13, T.2.16, T.2.17, T.2.18, GO.3.1 FUNDING: Operating or Capital Budget Requirements: Operating External Funding Sources: CCRPC – Unified Planning Work Program (UPWP); Agency of Commerce and Community Development – Municipal Planning Grant Program Estimated Costs (1 [Low] to 5 [High]):1 1 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): N/A External Technical Support Required: Yes 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 Implementation Complexity (1 [Easy] to 5 [Hard]):2 3 CO-BENEFITS: • Economic Value • Living Affordability • Public Health KEY IMPLEMENTATION STEPS Step 1: Engage in a Parking and Transportation Management Study A. Identify overlay or zoning districts that would benefit from parking maximums, parking fees, or other requirements. Leverage the study already conducted for City Center.3 B. Ascertain existing parking conditions (public and private) within each district. This should include parking occupancy, turnover, uses, regulations, etc. C. Develop goals and/or recommendations for parking requirements based on district context. This could include context appropriate parking maximums for new development based on use categories or formulas, potential parking caps for a district to encourage shared parking based on adjacent uses, paid on-street or public lot parking, or other mechanisms. Step 2: Develop Appropriate Parking Maximums A. Develop appropriate parking maximum formulas or tables as a function of current and anticipated land uses. This can include leveraging results from the parking study to inform demonstrated oversupply associated with current uses and/or reviewing best practices to inform formulas or use categories. B. Adjust parking maximum formulas or tables to generate context appropriate regulations for new development within different districts that help to meet goals and/or recommendations. Step 3: Develop Parking Management District and Fee Structure, as appropriate A. Identify parking management district(s), if appropriate, for implementing parking fee structure for paid public on-street or public lot parking. Leverage recommendations from City Center study. B. Develop parking fee structure appropriate for the current and anticipated occupancy and turnover based on the parking and transportation management study results. 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 South Burlington, VT (ccrpcvt.org) 3 Step 4: Amend Land Development Regulation and Parking Ordinance A. Draft Land Development Regulation (LDR) amendments for City Council’s approval that reflect recommendations from the parking and transportation management study, including parking districts and parking maximum requirements. B. If appropriate, draft LDR amendments to establish parking management district(s) and parking fee structure. Amend parking ordinance as needed to reflect parking management district, fee structures, and enforcement. OPPORTUNITIES FOR INNOVATION: • Consider requiring and/or incentivizing shared parking arrangements to maximize parking efficiency. • The City could prioritize types of parking, for instance, by favoring bike parking, followed by electric vehicle (EV) parking, high occupancy vehicles/carpool, carshare vehicles, and then all others. • With respect to EVs, incentivize parking spaces with charging infrastructure in coordination with parking maximums and fee structures, which may entail waivers, TDM incentives, or other mechanisms to align with EV charging goals (refer to CAP Actions T.1.1, T.1.2, and T.1.3). • Engagement with existing property owners, businesses, employers, and the development community should occur early in the implementation process, starting with the parking study and through the process of preparing LDR amendments for parking maximums and/or new ordinances for parking fee structures. FOCUS ON EQUITY • Limiting new parking enables development of more housing units, contributing to affordability and availability of needed housing. • Excessive use of space attributed to parking can be better allocated to more equitable land uses including needed housing units, other modes of transportation, and open space. • Public parking fees shift the cost of parking to the driver, making it more equitable for non- drivers and users of other modes. • For parking infractions, consider implementing sliding scale fines based on income. IMPLEMENTATION CONSIDERATIONS Parking Minimums The City has already removed parking minimums in recognition of the costs (monetary and otherwise) associated with an oversupply of parking. A shift to parking maximums enables improved, context- sensitive management of land dedicated to parking. 4 Transit Overlay Consider using the Transit Overlay districts as a guide to the parking and transportation management study development. Context Sensitive Parking Management Consider adjustments to parking maximums within certain districts to align with goals and recommendations of the parking study. These adjustments should consider the impacts of spill-over parking, such as the presence or absence of public parking, its characteristics, etc. Public Parking Management In considering the impacts of maximum parking on adjacent areas, the City should examine the need for management of nearby public parking in residential areas. CASE STUDIES: Burlington, VT – Identified the need to revise parking as part of a policy reform goal to generate more affordable housing and meet net zero goals with improved transportation options. The updated policies are embedded in the Comprehensive Development Ordinance. Denver, CO – Details maximum parking requirements for the Downtown Neighborhood Context in its zoning code. Additionally, a process to request excess parking beyond the maximum is detailed in the Denver Municipal Code under the Landmark Preservation chapter. Portland, OR – Details parking maximum requirements by zone in City Code Chapter 33.266 “to promote alternative forms of transportation, to promote efficient use of land and to protect air and water quality.” Hartford, CT - Eradicated parking minimums and the City’s Zoning Regulations identify maximum parking requirements based on use. Charlotte, NC – Amended its zoning ordinance to establish minimum and maximum allowable parking based on use only within Transit Oriented Development Districts. Vancouver, BC, CA – Enacted a parking by-law that identifies parking maximums and implements a total parking capacity in downtown. 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles travel by 2.5% annually to reduce emissions by 19%. TITLE: WALK BIKE PLAN ACTION T.2.12: Create a walk/bike master plan, recommend investments in retrofits of infrastructure, including widening or narrowing where needed and consideration of making bike/pedestrian infrastructure safer. LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works, South Burlington Bicycle and Pedestrian Committee (SBBPC) IMPLEMENTATION PARTNERS: Chittenden County Regional Planning Commission (CCPRC), Vermont Agency of Transportation (VTrans), Local Motion, Neighborhood and Business Associations, Major Employers, Blue “Bird” Bikeshare IMPLEMENTATION TIMELINE: 2023 to 2030 (8 Years) PLANNED ACHIEVEMENTS: Walk Bike Master Plan; Prioritized Projects and Programs Included in Capital Improvement Plan; Established Progress Monitoring Approach RELEVANT CAP ACTIONS: T.2.1, T.2.3, T.2.4, T.2.5, T.2.6, T.2.7, T.2.8, T.2.9, T.2.11, T.2.13, T.2.15, T.2.17, T.2.18, GO.3.1 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: CCRPC – Unified Planning Work Program (UPWP); VTrans – Transportation Alternatives Program; VTrans – Bicycle and Pedestrian Program; ANR – American Rescue Plan Act (ARPA); U.S. DOT – Safe Streets and Roads for All (SS4A) Grant Program; Penny for Paths (South Burlington); Traffic Impact Fees Estimated Costs (1 [Low] to 5 [High]):1 5 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Upfront Level of Effort (Hours/Week): 32 to 60 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):2 3 CO-BENEFITS: • Economic Value • Energy Conservation and Efficiency • Equality, Equity, and Justice • Living Affordability • Mobility/Accessibility Enhancement • Public Health • Public Safety KEY IMPLEMENTATION STEPS: Step 1a: Engage in the Plan Development Process. A. Procure a consultant to provide technical and outreach assistance in plan development. B. Inventory and map the existing pedestrian and bicycle networks (e.g., sidewalks, roadways, and dedicated pathways), along with existing and future land use patterns. Review existing data on pedestrian and bike infrastructure (including the Bird “Blue” Bikeshare and Local Motion’s bike lending library), transit routes and stops, crash data, destinations and desire lines, amenities (including benches and bike parking), level of traffic stress (LTS), user trends and patterns, etc. Enhance or supplement these data, as needed. C. Conduct a gap analysis to identify project alternatives informed by existing conditions and community input (see Step 1b). I. This analysis should have a specific focus on areas with historically disadvantaged and underserved populations, such as low-income households, communities of color, seniors, and households with limited access to vehicles, etc. II. This analysis should also prioritize the creation of Level of Traffic Stress (LTS) 1 facilities (i.e., all ages and abilities). D. Develop plan goals and evaluation criteria. Rank proposed project alternatives based on evaluation criteria. E. Develop recommended projects to address needs, including network and design treatments. F. Develop recommended management, maintenance, operations, and programming to support walking and biking in alignment with shared vision and goals. G. Prioritize projects and develop implementation plan with timeline, lead agency, conceptual cost, and funding opportunities. 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) H. Develop plan documentation and present it for endorsement by the Bicycle and Pedestrian Committee and City Council. Step 1b: Concurrent with Step 1a, Obtain and Incorporate Public Feedback. A. Engage with the public and other stakeholders to craft and refine: I. A shared vision, needs, opportunities, and high-level priorities II. Needs, goals, evaluation criteria, and potential rankings III. Projects, programs, prioritization, and implementation Step 2: Program Projects and Secure Funding. A. Develop targets for capital improvement and maintenance activities for walking and biking infrastructure that align with Walk Bike Plan goals and recommendations. B. Program projects through the capital improvement program process. C. Develop grant proposals for projects based on plan-identified funding opportunities. Step 3: Implementation & Monitoring. A. In partnership with SBBPC, once funding is secured, procure consultant for design on a project- by-project or bundled project basis. B. Upon final design, develop bid materials to procure contractor for construction. C. Coordinate with the Bicycle and Pedestrian Committee to track progress and milestones on the plan implementation on an annual basis. OPPORTUNITES FOR INNOVATION: • Consider quick build projects, where street space is realigned or reassigned with painting or object installations. • In coordination with T.2.16 (Invest in Public Transit), integrate bike infrastructure into a central transit center/mobility hub within the City’s transit overlay district or distributed amongst several mini hubs to be located across the City, as applicable. • Consider digital community input maps as one outreach tool to enable community members to identify issues and opportunities for walking, wheeling, and biking. • Consider digital maps and GIS for tracking walking/wheeling/biking assets, including management, maintenance, projects, and plan progress. These tools can be used internally for management and externally for process transparency and public information purposes. • Consider installing permanent data collection devices in new infrastructure to enable ongoing utilization tracking to help inform future decisions. • Emerging technologies in electric bikes and broadening market of different types of bikes (e.g., cargo bikes) are rapidly expanding the feasibility of biking for different trip purposes, along routes with more challenging topographies, and longer trip lengths. This evolving bicycle marketplace and its influence on trip trends and safety should be considered in the evaluation of future networks and in defining and prioritizing projects. • The acceleration of e-bike adoption can be supported through the provision of strategically placed charging infrastructure (e.g., along the bicycle networks and near amenities, such as ”fix-it” stations and areas with shelters) and incentive programming (e.g., free cargo baskets for persons making e-bike deliveries). Relatedly, the City should consider expanding its partnership with the Bird “Blue” Bikeshare. FOCUS ON EQUITY: • Accessibility for all should be at the forefront of plan development and subsequent construction of bike/ped infrastructure. For example, the LTS analysis should be related to LTS network expectations (recommended LTS 1 – all ages and abilities). Further, use inclusive language like "wheeling" or "rolling" with every mention of walking in the plan. • Ensure that the Walk Bike Plan adheres to the recently issued federal guidelines3 regarding pedestrian accessibility in public rights of way, including crosswalks, sidewalks, and shared use paths. • Investments in walking, wheeling, and biking serve to provide transportation options more equitably to the community, particularly for the non-driving population. • Priority for first and last mile connections should be given to transit users, who are often persons from historically disadvantaged communities. • Engagement through the plan development, project prioritization, and implementation should seek to reach overburdened and underserved communities to address barriers and gaps unique to their experience. • Ensure walking/biking infrastructure is well connected to transit stops and other modal options, and with adequate bike parking. • Robust usage of the local pedestrian and bicycle network will depend, in part, on the availability of standardized wayfinding and multi-language signage and education. IMPLEMENTATION CONSIDERATIONS: • Pair with the implementation of CAP Actions T.2.8 (Higher Density Mixed Use Development), T.2.11 (Parking Maximum), T.2.13 (CATMA Membership), and T.2.18 (Lane Reduction). • Funding is programmed for the Walk Bike Plan development in the CCRPC UPWP for FY 2024. • SBBPC has an existing prioritized list of needs that should be considered for incorporation into the Walk Bike Plan. • Ensure that maintenance is considered as part of project designs, with the end purpose of creating a four-season network. Ensuring user safety (e.g., via path lighting) should also be a condition of satisfaction for project delivery. • The Walk Bike Plan should recommend, reinforce or is otherwise synergistic with complementary land use goals (e.g., higher density developments that are close together) and other community goals (e.g., transportation demand management). 3 New Accessibility Guidelines for Public Rights-of-Way | Vermont League of Cities and Towns (vlct.org) • The Americans with Disabilities Act (ADA) assessment or audit is in progress. This can identify another input of potential needs, projects, and/or harmonization of projects where accessibility issues can be addressed alongside infrastructure improvements CASE STUDIES: • City of Burlington, VT – Developed the PlanBTV Walk Bike Plan in 2017. The City’s Department of Public Works and the Burlington Walk/Bike Council annually evaluate this plan to monitor progress. • City of Winooski, VT – Is currently engaged with CCPRC in the development of its Walk Bike Plan. They have had success reaching underserved populations through a series of informal engagement efforts. • Burlington and Winooski, VT – Developed multi-modal transportation hubs within their respective downtowns, inclusive of CCTA transit stops, Carshare Vermont pods, and Bike Link™ secure bike lockers. • City of Kingston, NY – With a population similar in size to South Burlington, developed a Pedestrian and Bicycle Master Plan that includes a fairly extensive set of potential treatments and their impacts as well as prioritized improvement projects. OTHER RESOURCES: • Chittenden County Active Transportation Plan Update - CCRPC • Best Practices for Bicycle Master Planning and Design – Sacramento Transportation & Air Quality Collaborative • Creating Walkable + Bikeable Communities – Ibpi and alta Planning + Design From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: Many open-ended responses identified more sidewalk/shared use path infrastructure, safer pedestrian crossings, and more lighting/snowplowing as improvements that would make it easier to walk to destinations; and more bike lanes/shared use path infrastructure as improvements that would make it easier to bike to destinations. From the Senior Center Focus Group: “Sidewalks are not friendly – ensure they are paved and smoothed so that they do not pose a trip hazard.” South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%. TITLE: TDM AND INCREASE CATMA MEMBERSHIP ACTION T.2.7 & ACTION T.2.13: T.2.7 – Adopt a Transportation Demand Management requirement for development/redevelopment. Include incentives or requirements for multi-modal transportation or parking maximums where feasible, parking disincentives or other tools. Include bike share, car share, and supporting city policies. T.2.13 – Partner with Chittenden Area Transportation Management Association (CATMA) to increase membership among employers (City Government, Senior Center, School District, and large employers/collection of employers) in the City to reduce driving alone to work and encourage transit use through reduced fares, carpooling, telecommuting, and walking/biking/bike sharing, bike storage, and showers. Offer rewards for employees who do this. PLANNED ACHIEVEMENTS: Engage and increase transportation demand management (TDM) practices, including joining CATMA’s network; Engage with sustainable TDM programming for existing and future businesses, employers, institutions, residential developments; Amended Land Development Regulations (LDRs) with Transportation Demand Management (TDM) requirements for new development or redevelopment. LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works IMPLEMENTATION PARTNERS: CATMA, Go! Vermont, CarShare Vermont, Green Mountain Transit, Vermont Agency of Transportation (VTrans), Chittenden County Regional Planning Commission (CCPRC), South Burlington Business Association (SBBA), Bird Bikeshare, Local Motion, Vermont Clean Cities Coalition, Net Zero Vermont IMPLEMENTATION TIMELINE: 2023 to 2027 (5 Years) RELEVANT CAP ACTIONS: T.2.1, T.2.3, T.2.5, T.2.7, T.2.8, T.2.9, T.2.19, GO3.1 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: CCRPC Unified Planning Work Program (UPWP), Municipal Planning Grants, or Mobility and Transportation Innovation Grants; Traffic Impact Fees Estimated Costs (1 [Low] to 5 [High]):1 3 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): N/A External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):2 4 CO-BENEFITS: • Economic Value • Living Affordability • Mobility/Accessibility Enhancement • Public Health KEY DEFINITIONS: • Transportation Demand Management (TDM) – Strategies, initiatives, and/or incentives that encourage the use of alternatives to driving single occupancy vehicles, expanding the use of other modes and means of travel. • Transportation Management Association (TMA) – An organization that supports and promotes transportation demand management strategies, initiatives, and/or incentives by offering travel planning and services to partnering entities including employers. KEY IMPLEMENTATION STEPS: Step 1: Engage with Existing Businesses, Employers, Institutions, Residents (Phase 1: Voluntary TDM) A. Coordinate with CATMA, SBBA, and other employer, institutional, or residential networks to host educational workshops to educate and share information on the benefits of TDM, CATMA’s Transportation Coordinator Network (TCN), and value of CATMA membership. Consider establishing workshop host locations based on geography or interested core businesses. Leverage additional TDM services and resources such as Go! Vermont, CarShare Vermont, Bird Bikeshare, Local Motion Bike Library, Net Zero Vermont Walk to Shop Program, etc. Note that Local Motion provides assistance to public and private entities for bike parking siting and design. 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 For implementation complexity ratings: 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) B. Encourage existing businesses, employers, institutions, and residential developments to designate a Transportation Coordinator and join CATMA’s TCN. This is currently a free program. Consider incentivizing involvement in the TCN with a targeted campaign, one-time raffle, or similar reward opportunity. C. Encourage existing businesses, employers, institutions, residential developments to audit their existing TDM strategies by completing CATMA’s Worksite Assessment and explore suitable effective TDM strategies for their employees, users, potential patrons, etc. This should include individual strategies and/or CATMA membership. Consider incentivizing involvement with a targeted campaign, one-time raffle, or similar reward opportunity. D. Identify incentives (e.g., raffles for new strategies) or other resources (e.g., discounted bike parking installation) that the City could support and offer to businesses, employers, and institutions engaged in voluntary TDM. Consider this as ongoing service for regular, successful TDM programming including target setting, strategy deployment, monitoring, and evaluation. This could be done standalone or within TMA membership, but would require staff management for standalone. E. Consider leveraging traffic impact fees or other funding resources (e.g., metered parking) to offer discounted TMA memberships or scholarships. Ensure that the use of these funds for TDM purposes is transparent. F. Develop network of local businesses to sponsor rewards or raffle prizes for membership Reward Programs. Step 2: Develop TDM Requirements for New Development and Redevelopment (Phase 2: Required TDM) A. Amend LDRs to require TDM programming and/or equivalent services through TMA membership for new development and redevelopment. B. Develop a schedule of requirements based on project type, size, and location, with particular attention on proximity to transit access, bikeshare, bike facilities, and pedestrian facilities. Consider flexibility in TDM programming by developing a menu of applicable strategies acceptable to meet City standards and/or expectations so the approach can be right sized for the development’s particular needs. Step 3: Engage in TDM Program Plan Development (Phase 3: Expand TDM) A. Solicit proposals for the development of a city wide TDM Program Plan that sets in motion a community driven approach to TDM in South Burlington and encourages community ownership of resulting, recommended TDM policies and strategies for the City. B. The scope of the TDM Program Plan should consider engaging in the following elements: I. Review previous plans and studies and identify successes, deficiencies, and opportunities for TDM in South Burlington. II. Review best practices and identify relevant case studies, context appropriate examples, and measures of effectiveness. III. Engage with stakeholders including CATMA, developers, businesses, employers, institutions, residential developments, city staff, and the public. IV. Set community driven goals and objectives for TDM programming in South Burlington. V. Evaluate feasibility of various policies and strategies for South Burlington community. VI. Draft recommendations to enact policies and strategies that detail implementation, identify program monitoring requirements, and evaluate based on criteria and/or targets. Step 4: Enact Policies and Implement Strategies Recommended from Study (Phase 4: Implement TDM) A. Depending on the outcomes of the study, enact policies and implement strategies to require TDM for a range of new developments, redevelopments, existing businesses, employers, institutions, and residential developments in South Burlington. B. It is anticipated that refinements to the short-term approaches in Phase 1 and Phase 2 will be recommended in Phase 3 and implemented in Phase 4. C. Develop an annual City-wide monitoring program to track progress towards goals and objectives identified in Phase 3. Leverage individual program monitoring requirements and coordinate with entities engaged in TDM programming (including through CATMA membership or voluntary programs) to inform metrics and performance. D. Leveraging outcomes and recommendations from the study in Step 3, identify and codify enforcement approach for TDM requirements. OPPORTUNITES FOR INNOVATION: • Driving Change, a policy guidance developed by CATMA for South Burlington in 2014, emphasized the importance of “language, buy-in, and management” as the three key policy elements for successful TDM programming. • Consider Transportation Coordinator cooperatives, where a group of businesses, employers, or residences in close proximity to one another could assign one coordinator for multiple entities. This could be advantageous for smaller businesses, employers, or residences that have limited staff capacity. The City could provide the framework for this by designating areas where entities can join cooperatives and template agreements on sharing the Transportation Coordinator role and responsibilities across entities. • There is a broad and expanding menu of practices that can enable increased TDM through financial incentives, programs, and services, including but not limited to subsidized transit, carpools and vanpools, telework, walking/biking, micromobility (carshare, bikeshare), bike parking, and showers. • Public/private partnerships can be leveraged to install active transportation infrastructure that provides access to its employment centers. The City could engage its largest employers in these types of projects. FOCUS ON EQUITY: • TDM strategies encourage the use of alternatives to driving single occupancy vehicles, expanding the use of other modes and means of travel. This expansion of use provides critical mass to enable further investments in modes and means that serve residents and visitors with more sustainable and equitable transportation options. • TDM practices available through a TMA or through TDM programming need to consider accessibility. For instance, Section 508 compliance can be a guidepost for entities in the development of materials and information sharing that are not necessarily mandated to comply (i.e., federal agencies). • As language diversity expands, TDM programming and partnering entities and agencies need to provide information and support across languages to eliminate language barriers to use. For instance, transit route and stop information needs to be simple and interpreted across languages with additional multilingual support and consistent messaging and/or symbology. IMPLEMENTATION CONSIDERATIONS: • TDM plan development is programmed to start in Fall 2023. • Consider a phased approach to TDM, as outlined above, where voluntary, required, expanded, and implemented TDM policies and strategies are adopted over time for South Burlington. • Engage with developers, employers, institutions, CATMA, South Burlington Business Association, the public, and other stakeholders early in the TDM program development process, but also consistently on a quarterly or semiannual basis to establish two-way communication on programming, successes, and challenges. • Consider waiver or credit schedules for assessing local traffic impact fees. Currently an approved TDM Plan can yield up to a 25% credit for the fee based on South Burlington Impact Fee Ordinance. • Leverage framework for TDM credits through Act 250 Permitting or Act 145 Impact Fee processes. Currently, the TDM adjustment for Act 250/Act 145 purposes is capped at 20% made up of a mix of various strategies with assigned percentage adjustments. In areas with existing transit, bike, and pedestrian facilities, the only eligible applicants must join a TMA or have an existing or planned TDM program. Updates to the Act 250 Program are anticipated with a Stakeholder Steering Committee currently conducting a legislative report and should be considered upon approval. • Expand eligible projects or programs to leverage traffic impact fees in support of multimodal capacity expansion and TDM, including infrastructure, equipment, and TDM programming (e.g., program incentives or membership subsidies) as well. • Consider both voluntary and mandatory aspects of TDM programming and the feasibility for developers, employers, businesses, and institutions. • Consider, and plan for, the demand TDM will place on other infrastructure including transit service, bike facilities, and pedestrian facilities. CASE STUDIES: City of Burlington, VT – Has a TDM requirement embedded in Article 8: Parking of its Comprehensive Development Ordinance. A TDM program is required based on the type and size of development, such that development requires TDM programming as follows: • 10 or more dwelling units, non-residential or mixed use >8,000 sq ft, or 15,000 sq ft GFA require all provisions of TDM programming • Affordable projects containing 75% of dwelling units meeting or exceeding affordability criteria require outreach and education components of the provision and signed commitment to the City • 5 to 9 dwelling units the cost of parking is unbundled from the leases or deeds associated with the units. City of Winooski, VT – Is proposing to update its draft parking regulations with some TDM incentives. OTHER RESOURCES TDM Guidance – VTrans South Burlington Impact Fee Ordinance From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about interest in utilizing CATMA, 22% indicated “Yes,” while 36% expressed that they were “Unsure” or “Not familiar with CATMA.” 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% TITLE: INVEST IN PUBLIC TRANSIT ACTION T.2.16: Invest in Green Mountain Transit to increase transit ridership on existing routes, identify new routes, and increase frequency. PLANNED ACHIEVEMENTS: Study for Improved and Expanded Public Transit Service LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning IMPLEMENTATION PARTNERS: Vermont Agency of Transportation (VTrans), Green Mountain Transit (GMT), Chittenden County Regional Planning Commission (CCRPC) IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years) RELEVANT CAP ACTIONS: T.2.1, T.2.3, T.2.7, T.2.8, T.2.10, T.2.11, T.2.12, T.2.13, T.2.14 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: State and Federal Transit Funds to GMT Estimated Costs (1 [Low] to 5 [High]):1 4 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): Less than 8 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]): 2 3 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 2 CO-BENEFITS: • Economic Value • Living Affordability • Equality, Equity, and Justice • Public Health • Mobility/Accessibility Enhancement KEY IMPLEMENTATION STEPS: Step 1: Working with CCPRC and GMT, as appropriate, prepare and implement a Public Transit Improvement and Expansion Study. A. Collect data on public transit ridership, routes, and schedules within the City. i. Analyze the data to identify areas within the City that have existing high ridership levels, where increased service (i.e., greater frequency and/or expanded hours) could yield additional riders, and areas with low ridership levels, where services could be reduced. ii. Identify emerging higher density residential and commercial/employment centers within the City that would benefit from increased service and/or potential new routes or stops. B. Using Origin-Destination data (e.g., ridership, mode split, transit transfers, first- and last-mile distances, travel duration by mode, and peak hours), evaluate GMT’s existing transit system for service gaps and inefficiencies, as well as opportunities to attract “choice riders” (i.e., individuals with access to personal vehicles). C. Conduct a rider survey and focus groups to better understand usage patterns, the appeal of service expansion(s), and ridership barriers. D. Based on the findings of Steps 1.A through 1.C, develop improvement and expansion options that not only include extended schedules, increased frequency, and potential new or modified routes, but also new modes of transportation (e.g., light rail and bus rapid transit). A focus of these options should be intra-city travel. E. Evaluate the improvement and expansion options based on potential ridership gains, VMT reduction potential, cost, wealth generation potential, and environmental impacts (among other factors). Prioritize them based on their relative performance as measured against these criteria. F. Obtain public input on the prioritized options and refine them, as necessary. G. Prepare an implementation plan for the refined options. This should include identifying implementation responsibilities, funding sources, and timelines. i. Engage GMT to explore and identify funding mechanisms (e.g., congestion fees, dynamic tolling) that would supply the system with additional revenue to support the expanded services in the City. In the process, explore regional collaborations, where applicable and appropriate. 3 H. Implement the Public Transit Improvement and Expansion Study (i.e., secure funding, designing and building new infrastructure, and launching new services). Step 2: Coordinate with GMT in monitoring system ridership for continuous improvement opportunities. OPPORTUNITIES FOR INNOVATION • Pair with the implementation of CAP Actions T.2.3 (Microtransit), T.2.8 (Higher Density Mixed Use Development), T.2.11 (Parking Maximums), T.2.12 (Walk Bike Plan), and T.2.13 (CATMA Membership). • Leverage the Public Transit Improvement and Expansion Study to explore the need and feasibility of a central transit center/mobility hub within the City’s transit overlay district or the distribution of mini hubs across the City. These hubs should be strategically located near large origin and destination centers and well connected to existing and planned walk/bike paths. • Giving transit prioritized signaling will reduce trips lengths, which would improve the competitiveness of transit compared to other modes of transportation. • The City should advocate to the Vermont Legislature for the implementation of funding alternatives identified in the CCRPC's Transit Financing Study. • Zero-emission buses (e.g., electric or hydrogen) are available and should be considered for new service as there are grants to assist with their purchase. Note that GMT’s Transit Asset Management Plan details replacement plans that transition its fleet to electric alternatives. o The City can support GMT’s fleet electrification through shared or dedicated EVSE accessible from the agency’s existing bus routes. o Vehicle-to-grid (V2G) charging stations could have electric buses send power back to the regional grid during times of peak power demand. • Encouraging GMT to provide regular updates to City leaders and residents on the progress of public transit improvements and expansion will improve accountability and transparency of this action’s implementation. FOCUS ON EQUITY • Existing services likely focus on households with limited vehicle ownership and lower incomes (“captive” riders). Adding additional services to attract “choice” riders will need to be balanced against service improvements which improve equity for currently targeted populations. • Late-night and early morning service often has lower ridership, but can be important for certain workers. Limited service during these periods if aligned with major employers can be successful and improve overall mobility and equity. The same applies to weekend service. • GMT was fare free from March 2020, and through additional funding secured, will remain fare free until January 2024. Fares on South Burlington routes are expected to return in the future, 4 and accordingly, the City should explore and advocate for funding that would eliminate such costs to riders. • Public engagements conducted in the development of the Public Transit Improvement and Expansion Study should include focus groups representing disadvantaged populations and follow the City’s upcoming “equity in planning” outreach toolkit. • Conduct education events for seniors to increase their understanding of the GMT system. • Consider providing hard copy route information to seniors and other populations with limited access to technology. IMPLEMENTATION CONSIDERATIONS • The identified improvement and expansion options should be coordinated with GMT’s Microtransit Study as part of CAP Action T.2.3 to ensure no overlap of future service and to align funding requests. • Route and system reconfiguration can optimize service and allow for more effective deployment of transit resources. This may result in reduced geographic coverage but faster and more frequent service along key corridors and result in a net increase in ridership. • If a zero-emissions bus is desired, this will likely increase procurement time and costs though may result in operational savings. Additionally, refueling/recharging infrastructure and related costs must be considered when planning for such vehicles. Range must be carefully considered when designing the service as it can be lower than a traditional diesel or hybrid bus. • The rider survey and focus groups can help concentrate service improvements. For example, riders may want direct service or need service outside of current service span. Additionally, for many riders, frequency is not as important as directness of route and having reliable real-time arrival information. • Route modifications are subject to GMT’s public participation plan (PPP) in addition to funding approval and related processes. New routes will also need to comply with GMT’s established service standards. • Route modifications and new routes should be done in conjunction to make sure changes are easily understood by the public. Consider tailoring these communications to target audiences, including both “captive” and “choice” riders. • Changes to span are most likely successful if they apply to multiple routes to reduce confusion about different span across different routes. • Public transit expansion may require GMT to hire additional drivers. A shortage of drivers may be a prevalent issue. South Burlington could play a role in driver recruitment and retention. • The provision of amenities at bus stops (e.g., shelters) can promote the use of public transit service. Such amenities may be necessitated by extreme weather conditions (e.g., urban heat). 5 CASE STUDIES: • Green Mountain Transit – The NextGen Transit Plan sought to change public transportation across GMT’s service areas to make it more convenient and attractive. Improvement recommendations were identified, including for Chittenden County and South Burlington. • Burlington and Winooski, VT – Developed multi-modal transportation hubs within their respective downtowns, inclusive of GMT transit stops, Carshare Vermont pods, and Bike Link™ secure bike lockers. OTHER RESOURCES: • Transit Financing Study – CCPRC • Urban Transit Development Plan – Chittenden County Transportation Authority (Now GMT) • 2022-2026 Transit Asset Management Plan - GMT From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When respondents were asked whether they would take public transportation for frequent trips if all their public transit concerns were addressed, only 47 percent indicated “Somewhat Likely” or “Very Likely”. From the Senior Center Focus Group: “[We] need more bus routes that connect to places within the City.” South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles travel by 2.5% annually to reduce emissions by 19%. TITLE: REDUCE TRAVEL LANES ACTION T.2.18: Where feasible and safe, reduce travel lanes to accommodate bike lanes. LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works IMPLEMENTATION PARTNERS: Vermont Agency of Transportation (VTrans), Chittenden County Regional Planning Commission (CCPRC) IMPLEMENTATION TIMELINE: See Action T.2.12 PLANNED ACHIEVEMENTS: Lane reduction or lane narrowing pilots or projects RELEVANT CAP ACTIONS: T.2.1, T.2.4, T.2.5, T.2.7, T.2.8, T.2.12, T.2.15, T.2.16, T.2.17, T.2.18 FUNDING: Operating or Capital Budget Requirements: Operating and Capital External Funding Sources: CCRPC – Unified Planning Work Program; Agency of Commerce and Community Development - Municipal Planning Grant Program Estimated Costs (1 [Low] to 5 [High]):1 1 – Short-term Demonstration Projects 4 – Long-term Implementation Projects LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Accounted for Under Action T.2.12 Estimated Ongoing Level of Effort (Hours/Week): Accounted for Under Action T.2.12 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 External Technical Support Required: Yes Implementation Complexity (1 [Easy] to 5 [Hard]):2 3 CO-BENEFITS: • Equality, Equity, and Justice • Mobility/Accessibility Enhancement • Public Health • Public Safety KEY IMPLEMENTATION STEPS: Step 1: Establish a Project Purpose and Need. A. The purpose and need should clearly identify the objectives of the project. Foundational assumptions of this purpose and need should include: 1) that vehicle congestion is not a limiting factor in the determination of lane reduction and/or lane narrowing projects, and 2) that bike lanes installed as part of lane narrowing/reduction projects should strive to provide adequate vertical/buffered protection be provided to create accessibility for all. Step 2: Identify and inventory candidate roadways for lane reduction and/or lane narrowing. A. Primary screening should focus on roadways with existing four-lane (or more) cross-sections, as shown in Table 1, that could be candidates for lane reduction. Gather data on existing conditions including roadway widths, lane widths, vehicular and bicycle volumes, and vehicle speeds, etc. B. Secondary screening should focus on existing roadway widths that could be adaptively repurposed through lane narrowing and bike lane or other edge line striping (e.g., shoulders or advisory lanes). C. Tertiary screening should focus on intersections, particularly those with auxiliary lane configurations, which could be candidates for improved bike or pedestrian facility connections through adaptively repurposed turn lanes or pavement widths. Gather data on existing conditions including lane configuration, lane widths, turning radii, volumes (vehicular, bicycle, and pedestrian), and intersection control (signal timing/phasing, stop conditions, etc.). Step 3: Evaluate feasibility of lane reduction and/or lane narrowing. A. For the primary screening, traffic analysis should be conducted with a focus on the throughput, metering, and intersection capacity limitations. For roadways with less than 15,000 vehicles per day (vpd), consider signal retiming and other possible adjustments as part of traffic analysis. For roadways with greater than 15,000 vpd, conduct a corridor analysis to further assess potential adjustments or improvements to be made in conjunction with the lane reduction. B. For the secondary screening, inventory pavement widths and lane widths starting with arterials and collectors. Compare to allowable lane widths and necessary pedestrian and bike accommodations 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 based on the Land Development Regulations (LDRs) Article 11A: Street Typologies, which are moving to the soon-to-be published Department of Public Works’ Standards and Specifications (no change from currents LDRs). Use the inventory to identify lane width reduction and edge line or bike lane striping opportunities. C. For the tertiary screening, evaluate intersection capacity and design vehicle limitations associated with reconfiguration and repurposing of intersection geometry and existing pavement widths. For locations with auxiliary lanes, right turn slip lanes, or other configurations (e.g., jug handle), screening level evaluations should focus on capacity and design vehicle implications of lane reduction or removal. Project teams should also assess opportunities for quick builds, where street space is realigned or reassigned with painting or object installations. Step 4: Prioritize projects. A. Coordinate with the implementation of CAP Action T.2.12 (Walk Bike Plan) to identify priority locations for lane reduction or lane narrowing based on needs identified in the plan development. Focus on the City Center, as well as areas that lack safe walk/bike accommodations to connect between neighborhoods and to/from key destinations (e.g., schools, parks, services, dense housing or mixed-use areas, etc.). B. Cross reference with planned asset management and maintenance activities to identify opportunities for coordination/harmonization with repaving/restriping. C. Identify opportunities for pilot projects and/or educational demonstrations. Step 5: Implement priority pilot projects and program projects according to prioritization/harmonization. A. Implement priority pilot projects in coordination with Public Works. B. Program lane narrowing and lane reduction projects as part of capital plan development. Table 1. 4-Lane (or more) Corridor Segments with 2019 and 2021 AADT Roadway Segment 2019 AADT 2021 AADT Williston Road Spear Street to Exit 14 44,556 41,089 Williston Road Exit 14 to White Street 30,032 27,707 Williston Road White Street to Hinesburg Road 24,529 22,620 Kennedy Drive Hinesburg Road to Williston Road 12,759 12,273 Kennedy Drive Dorset Street to Hinesburg Road 16,799 15,499 Dorset Street Kennedy Drive to Market Street 14,211 13,111 Dorset Street Market Street to Williston Road 23,552 21,728 Shelburne Road* South of IDX Drive 26,734 25,606 Shelburne Road* IDX Drive to Laurel Hill Drive 34,641 31,960 Shelburne Road* Laurel Hill Drive to Swift Street 38,277 35,298 * State Highway OPPORTUNITES FOR INNOVATION: • Coordinate with other construction activities or repaving projects for project harmonization. 4 • Consider pilot projects as an avenue to demonstrate lane reduction and collect data to support feasibility. • Coordinate with yearly road re-striping for lane narrowing efforts as this is an existing budget line item. FOCUS ON EQUITY: • The reallocation of right-of-way to dedicate space to uses other than driving makes for a more equitable transportation system that can better serve younger and older community members, zero car households, low-income households, and others. Ensure that such spaces are designed to accommodate all types of mode (pedestrian or bicyclist) and users (e.g., kids, older adults, persons with physical impairments, etc.) • Prioritize lane reduction and lane narrowing connecting to neighborhoods that lack safe and comfortable walk, bike, and roll accommodations. IMPLEMENTATION CONSIDERATIONS: • Consider collecting new traffic volume data to inform the base condition and future projections based on post-pandemic (COVID-19) travel activity. • Leverage existing planning and corridor studies, like the Williston Road Network Transportation Study Phase I and Phase II. • Foster community buy-in through educational opportunities, safety metrics, pilot projects, and other outreach. • Coordinate with the implementation of CAP Action T.2.12 (Walk Bike Plan) to identify and prioritize lane reductions that could address gaps in walking/biking network connectivity. • Class 1 Town Highway Reclassification may be one avenue to pursue when considering the range of possible treatments to the candidate corridors. Shelburne Road (US 7) is state-owned and operated, whereas a large portion of Williston Road (US 2) is Class 1 Town Highway. • Revisit Land Development Regulations to consider Citywide policy to limit lane expansion on “Avenue” street typologies, which allow for 2 to 4 lane configurations. • Where appropriate, consider traffic calming measures (e.g., installing bumps outs) as enhancements or alternatives to lane reduction projects, particularly in the City’s older neighborhoods with wider streets. • The removal of pavement through lane reductions can benefit natural resources through the removal of impervious surfaces as well the City’s operating budget, for example, through lower maintenance and paving costs. • Lane reductions can take place with or without moving curbs. When curbs are moved, there is an opportunity to invest in the streetscape to transform the character of the area and to consider undergrounding of overhead utilities. These actions could be considered as phases of long-term projects. 5 CASE STUDIES: • Colchester Avenue, Burlington, VT – The Colchester Avenue Complete Street Demonstration Project saw the conversion of a four-lane cross-section to a three-lane cross section with bike lanes and dedicated turn or shared left turn lanes. This enabled the repurposing of the curb-to-curb width and additional accommodations like safe midblock crossing installations. • North Avenue, Burlington, VT – The North Avenue Pilot Project saw the reconfiguration of 4-lane segments to 3 lanes, as well as the installation of bike lanes and other changes to enhance safety for pedestrians, bicyclists, and motorists. • Williston Road, South Burlington, VT – The section of Williston Road from Cottage Grove Ave to Milham Court was reduced from 4 vehicular lanes to 2 lanes, 2 bike lanes, and a center turn lane (except at the Hinesburg Road and Kennedy Drive intersections) in the early 2010s. In 2023, the City is constructing mid-block pedestrian crossing with refuge islands to connect the Chamberlin and Mayfair Park neighborhoods. Internal coordination with the managers of these projects should be conducted to obtain any lessons learned. • Nickerson Street, Seattle, WA – This project entailed the reconfiguration of a 4-lane corridor with parking stalls on both sides into a corridor with single travel lanes in each direction, shared left turn lane, bicycle lanes, and retention of parking stalls. The project enabled strategic curb bulb outs and pedestrian refuge islands in order to retain midblock crossings that were, by policy, being removed from 4-lane roadways due to safety concerns. • Indianapolis Cultural Trail, Indianapolis, IN – This lane reduction project entailed reconfiguration of 5 and 6 lane cross sections and reduction of lane widths in downtown Indianapolis to enable the addition of an 8-mile, separated walking and biking facility. The space gained within the right of way was reallocated to curb, treebelt, and/or parking separated trail facilities. Though these trail facilities were shared in most places, with the space reallocation separate biking and walking facilities were incorporated into the design in some locations. • C Street NE, Washington, D.C. – A project along C Street NE in Washington, D.C. re-envisioned the corridor from a median separated 5-lane travel way with bike lanes and parking on both sides to a multimodal complete street with 3 travel lanes, sidewalk level, separated bike facilities, enhanced bus transit stops, and significant streetscape improvements. • U.S. Department of Transportation (U.S. DOT), Federal Highway Administration (FHWA) – Compiled road diet case studies across the U.S. OTHER RESOURCES: • Road Diets – U.S. Department of Transportation, Federal Highway Administration From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked about reducing the number of travel lanes to accommodate bikes, a majority of responses expressed concerns or apprehension about reducing vehicular travel lanes, with 36% expressing no concerns. 1 South Burlington Climate Action Plan – Transportation Sector Implementation T.2 REDUCE VEHICLE MILES TRAVELED (VMT) 2030 SCIENCE-BASED TARGET: Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%. TITLE: PARK AND RIDE ACTION T.2.11: Establish Park & Ride / carpool lots to connect with public transportation, (e.g., I-189 Exit, Chittenden County Park and Ride Plan). Identify synergies with I-89 Corridor Project. PLANNED ACHIEVEMENT(S): New park and ride and/or intercept facilities within South Burlington LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works IMPLEMENTATION PARTNERS: Vermont Agency of Transportation (VTrans), Chittenden County Regional Planning Commission (CCRPC), Green Mountain Transit (GMT), Potentially Private Parcel Owners IMPLEMENTATION TIMELINE: 2025 to 2030 (6 Years) RELEVANT CAP ACTIONS: T.1.3, T.1.6, T.2.4, T.2.7, T2.12, T.2.13, T.2.14, T.2.16, T.2.17, T.2.18, GO.3.1 FUNDING: Operating or Capital Budget Requirements: Operating External Funding Sources: CCRPC – Unified Planning Work Program (UPWP); VTrans - Municipal Park and Ride Grant Program, Agency of Commerce and Community Development – Municipal Planning Grant Program Estimated Costs (1 [Low] to 5 [High]):1 5 LEVEL OF EFFORT: Estimated Upfront Level of Effort (Hours/Week): Less than 8 Estimated Ongoing Level of Effort (Hours/Week): Less than 8 External Technical Support Required: Yes 1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 Implementation Complexity (1 [Easy] to 5 [Hard]):2 3 CO-BENEFITS: • Economic Value • Living Affordability • Public Health KEY IMPLEMENTATION STEPS Step 1: Conduct a feasibility study to further site and scope potential locations for park and ride and/or intercept facilities in South Burlington. A. Locations identified in the 2022 Chittenden County Park and Ride Plan should be the focal areas for study, including the US-2 / Williston Road corridor north of the I-89 Exit 14 interchange and US-7 / Shelburne Road corridor south of the I-189 interchange. B. For I-89 Exit 14 at US-2 / Williston Road, it has been over a decade since the Exit 14 Intermodal Facility scoping process declined to select a preferred alternative. Refinements to the scoping to meet current purpose and need should be pursued. C. For US-7 / Shelburne Road, site feasibility and scoping should be pursued to develop purpose and need, identify criteria for selection, conduct analysis to identify suitable sites, assess feasibility of sites, evaluate alternatives, identify a preferred alternative, and develop a conceptual design. Step 2: Pursue public/private partnership and/or VTrans Municipal Park and Ride Grant Program funds to support design and construction. Step 3: Issue Request for Proposals for the design and bids for the construction of park and ride facility(ies). 2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present) 3 OPPORTUNITIES FOR INNOVATION: • Given the park and rides could serve South Burlington residents connecting to multimodal transportation options, transit connections, carpooling, or ridesharing, as well as serve as intercept facilities for those connecting to destinations in South Burlington or neighboring Burlington (e.g., from Bristol, Hinesburg, Charlotte, and Shelburne), considerations for multimodal and transit connections should be prioritized. • Co-locating park and rides with destinations, such as grocery stores or other services with surface lots, could improve user convenience. • Coordinate with GMT to serve these locations with existing, fixed route services while exploring options to serve with more frequency and flexibility through on-demand transit services. • The 2022 Chittenden County Park and Ride Plan notes the opportunity for electric vehicle (EV) charging at new and existing facilities. Currently, the state is not installing EV charging equipment at new or upgraded state facilities as they are unable to assess fees for charging. The implementation of this action should be coordinated with CAP Actions T.1.3 (EV Adoption) and T.1.6 (EV Carshare). • Other emerging technologies, like e-bikes, should be carefully considered in the siting and design of new intercept or park and ride facilities. • Consider sustainability in design by limiting impervious surfaces in stormwater management, collocating with solar canopy projects to produce energy, or mitigating heat island effects through landscaping. FOCUS ON EQUITY • Park and ride and intercept facilities provide an opportunity for accessing transportation options regardless of proximal access at home, work, or other destination locations, creating more equitable access to transportation choices to more of the population. • Park and ride lots can be offered as a free amenity. If parking fees are to be collected, the City should consider offering a discounted fee for qualifying low-income earners. • Park and ride lots can minimize the usage, and therefore the costs, of vehicle ownership. This enables low-income earners to redirect monies to other household needs. IMPLEMENTATION CONSIDERATIONS • The feasibility study that identifies and evaluates potential locations for new park and ride and/or intercept facilities in South Burlington should consider the travel patterns of South Burlington residents as well as those traveling into the City. For example, many travelers to South Burlington originate from Bristol, Hinesburg, Charlotte, and Shelburne. 4 • The park and ride grant program enables municipalities to establish park and rides on municipally owned or leased land. These park and rides are included in the state inventory and display signage consistent with the broader park and ride system. • Coordinate with GMT to enable connection to transit. Assess with GMT the transit access and circulation needs at each potential site. • As potential hubs of multimodal connection, consider infrastructure and amenities, such as dedicated bike and pedestrian network connections, transit service connections, bike parking, e- bike charging, transit shelters, etc. in the site feasibility and conceptual design phases. Depending on scale, comfort amenities such as restrooms or vending machines may be considered. • Consider collocating with land uses needed in the surrounding community. Refer to CAP Action 2.8 (Higher Density Development). • Coordinate with the Chittenden County Transportation Demand Management planning effort to align with TDM targets identified in the I-89 2050 Study, including tripling transit services and improving frequency. CASE STUDIES: • Burlington, VT – Supported by CCRPC, the City of Burlington is currently conducting a feasibility study of a multimodal intercept facility in the South End of Burlington • Kitsap Transit – Conducted a feasibility study of a new park and ride facility along SR 16 using multilayer screening methods to identify a recommended site and conceptual design. • Charlotte, VT – Conducted a Park and Ride feasibility study in collaboration with CCRPC to identify a new site along the US 7 corridor. • Portland, OR – Details parking maximum requirements by zone in City Code Chapter 33.266 “to promote alternative forms of transportation, to promote efficient use of land and to protect air and water quality.” 5 OTHER RESOURCES: • 2022 Chittenden County Park and Ride Plan - CCRPC • 2011 Chittenden County Park-and-Ride & Intercept Facility Plan - CCRPC • Decision-Making Toolbox to Plan and Manage Park-and-Ride Facilities for Public Transportation: Guidebook on Planning and Managing Park-and-Ride – National Academies of Sciences, Engineering, and Medicine From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: Although only 4% indicated they use a park and ride when they carpool, 23% offered locations in South Burlington where they would use a park and ride, including near I-89 Exit 14 and Shelburne Road near I-189. 1 South Burlington Climate Action Plan – Transportation Sector Implementation Supporting Action Implementation Pathway 2030 Target Identifier Description Key Supporting Actions Lead Department Partners Connected High Impact Actions Estimated Costs Complexity Timeframe Average Estimated Weekly Staff Hours T.1: Vehicle Electrification and Efficiency Replace 75% of gas vehicles with all electric vehicles (EVs) and plug-in hybrid vehicles to reduce emissions by 42% T.1.4 Educate student drivers about eco- driving, electric and high efficiency vehicle and transportation options including electric bikes. 1. Develop and/or adapt relevant educational programming and materials and distribute in both centralized (e.g., through a dedicated webpage on the City’s website) and decentralized (e.g., sharing with partners for their own distribution) manners. 2. Work with the South Burlington School District and other educational administrations to hold in-school education roadshows. 3. Continuously update the programming and materials as the context around the subject matter changes, for example, as relevant technologies mature. Planning & Zoning • Vermont Energy Education Program • Drive Electric Vermont • Local Motion • Safe Routes to School • South Burlington School District • National Summer Transportation Institute • Go! Vermont • Local Driver Training Schools T.1.1, T.1.2, T.1.3, T.2.3, T.2.12, T.2.16, T.2.17 1 2 2024 to 2030 (7 Years) Less than 8 T.1.5 Utilize Drive Electric VT resources and car dealerships to offer the community education opportunities about electric vehicles. Educate consumers about EV incentives being offered by utilities, Mileage Smart, and other programs. 1. Develop and/or adapt relevant educational programming and materials and distribute in both centralized (e.g., through a dedicated webpage on the City’s website) and decentralized (e.g., sharing with partners for their own distribution) manners. 2. Work with local car dealerships, as applicable, to hold on-site ride-and-drive events and to integrate them into other City-sponsored events (e.g., SB NiteOut). Planning & Zoning • Drive Electric Vermont • Mileage Smart • Car Dealerships • Vermont Clean Cities Coalition • Energy Committee T.1.1, T.1.2, T.1.3 1 3 2024 to 2030 (7 Years) Less than 8 2 Pathway 2030 Target Identifier Description Key Supporting Actions Lead Department Partners Connected High Impact Actions Estimated Costs Complexity Timeframe Average Estimated Weekly Staff Hours T.1: Vehicle Electrification and Efficiency (Cont.) Replace 75% of gas vehicles with all electric vehicles (EVs) and plug-in hybrid vehicles to reduce emissions by 42% (Cont.) T.1.6 Work with CarShareVT to consider expanding EV car share program to South Burlington. 1. Identify potential public locations to host CarShareVT vehicle(s). 2. Incentivize private host locations through reduced impact fees for new development and redevelopment to host a CarShareVT vehicle. 3. Leverage programming for co-locating CarShareVT pods with affordable housing. 4. Work with CarShareVT to place electric vehicles at new pods at preferred public and private host locations. 5. Work with CarShareVT to promote use of car share in community. Planning & Zoning • CarShareVT • Private property owners T.1.1, T.1.2, T.1.3, T.2.11, T.2.19 1 4 2025 to 2030 (6 Years) Less than 8 T.2: Reduce Vehicle Miles Traveled (VMT) Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% Plan for compact high density to reduce emissions by 4% T.2.1 Work with the school district to develop a policy for discouraging driving to school (disincentives) and encouraging students to ride the bus, bike, or walk to reduce single occupancy driving to school. 1. Identify a School District champion for developing policies and procedures. 2. Conduct school transportation studies and outreach to identify safety issues and barriers to access. Incorporate findings into Walk Bike Master Plan priorities. 3. Develop and distribute educational materials to students and families. 4. Track mode share for students and staff. 5. Develop incentive program for walk, bike, and bus use. Planning & Zoning • School District • Safe Routes to School • Local Motion • Bicycle & Pedestrian Committee T.2.8, T.2.12, T.2.16, T.2.18 1 3 2024 to 2025 (2 Years) Less than 8 T.2.2 Create policy to reduce duplication of service from solid waste haulers. Include enforcement mechanism. 1. In collaboration with solid waste haulers, develop routes for efficiency. 2. In coordination with homeowner associations and/or developers, encourage contracting with single provider for efficiency. 3. Identify mechanism for enforcement and/or incentive to utilize most efficient route(s). 4. Encourage electrification of solid waste hauler equipment. Public Works • Planning & Zoning • Solid Waste Haulers (Myers, Casella, Gauthier, etc.) • Vermont Clean Cities Coalition N/A 1 4 2026 to 2028 (3 Years) Less than 8 3 Pathway 2030 Target Identifier Description Key Supporting Actions Lead Department Partners Connected High Impact Actions Estimated Costs Complexity Timeframe Average Estimated Weekly Staff Hours T.2: Reduce Vehicle Miles Traveled (VMT) (Cont.) Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% Plan for compact high density to reduce emissions by 4% (Cont.) T.2.4 Maintain existing bike/ped infrastructure used for transportation purposes including snow removal to ensure it can be utilized during all seasons. 1. Set annual targets for number of feet of sidewalk replaced, number of feet of bike lanes restriped, and number of feet of crosswalks restriped. 2. Develop policy and standard operating procedure for prioritizing snow and ice control of sidewalks, multi-use paths, bike lanes. 3. Adopt and promote maintenance policies. Public Works • Planning & Zoning • Bicycle & Pedestrian Committee T.2.12, T.2.13, T.2.18 2 2 2023 to 2030 (8 Years) 40 to 80 T.2.5 Work with the School District and Safe to Routes to School to adopt a policy to encourage more biking/walking to school. 1. Conduct school transportation studies and outreach to identify safety issues and barriers to access. Can be combined with T.2.1, Step 2. 2. Develop mechanism for incorporating projects, with priority, into the Walk Bike Master Plan. Planning & Zoning • School District • Safe Routes to School • Local Motion • Bicycle & Pedestrian Committee T.2.8, T.2.12, T.2.18 1 1 2024 to 2025 (2 Years) Less than 8 T.2.6 Foster basic services to exist within ½ mile of neighborhoods. Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development). T.2.7 Adopt a Transportation Demand Management (TDM) requirement for development/ redevelopment. Include incentives or requirements for multi-modal transportation or parking maximums where feasible, parking disincentives or other tools. Include bike share, car share, and supporting city policies. Implement as part of CAP Action T.2.13 (TDM Requirement and Increase CATMA Membership). T.2.9 Create higher density housing to minimize vehicles miles traveled from employees commuting to South Burlington by creating denser housing in the transit overlay district. Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development). 4 Pathway 2030 Target Identifier Description Key Supporting Actions Lead Department Partners Connected High Impact Actions Estimated Costs Complexity Timeframe Average Estimated Weekly Staff Hours T.2: Reduce Vehicle Miles Traveled (VMT) (Cont.) Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% Plan for compact high density to reduce emissions by 4% (Cont.) T.2.10 Decrease pressure to build on undeveloped land, encourage conversion of existing single family homes to multi-family homes and renovations to add studios or one-bedroom apartments to existing homes. Prioritize use of this new housing for long-term rentals over short-term rentals. Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development). T.2.14 Survey residents on approaches for encouraging bus ridership. Approaches could include advocating for free ridership. Implement as part of CAP Action T.2.16 (Public Transit). T.2.15 City events reinforce transportation goals, such as Open Streets event (perhaps closing northbound lane of Dorset Street and/or Market Street) or showcase bike path with an annual event (marathon/half marathon/5k) . 1. Develop and/or adapt relevant educational programming and materials for use at standalone events or as part of other City-sponsored events. 2. Identify and plan a series of short- term (e.g., tied to project demonstrations) and recurring (e.g., annual open streets events) events. 3. Inventory all City-sponsored events and ascertain the appropriateness of integrating materials on the CAP’s transportation goals and objectives. 4. Continuously update the programming and materials as the context around the subject matter changes, for example, as relevant technologies mature. Planning & Zoning • Public Works • Recreation & Parks Department • Vermont Energy Education Program • Drive Electric Vermont • Local Motion • Go! Vermont • Bicycle & Pedestrian Committee • Recreation Committee T.1.1, T.1.2, T.1.3, T.2.3, T.2.11, T.2.12, T.2.13, T.2.16, T.2.18, T.2.19 1 2 2023 to 2030 (8 Years) Less than 8 T.2.17 Increase bike/ped infrastructure (routes, bike parking, signage, and striping) city wide to connect all neighborhoods in South Burlington and to adjacent communities in support of a Walk Bike Master Plan. Implement as part of CAP Action T.2.12 (Walk Bike Plan). FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31TOTAL COSTFTE$11,500 $11,500 $69,442 $49,317 $49,317 $49,317 $49,317 $289,712Project Cost$1,985 $1,985 $11,985 $8,511 $8,511 $8,511 $8,511 $50,000FTE$11,500 $11,500 $5,750 $663 $663 $663 $30,740Project Cost$18,705 $18,705 $9,353 $1,079 $1,079 $1,079 $50,000FTE$17,250 $17,250 $23,000 $23,000 $7,519 $7,519 $7,519 $103,058Project Cost$41,845 $41,845 $55,794 $55,794 $18,240 $18,240 $18,240 $250,000FTE$2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $20,125Project Cost$7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $50,000FTE$2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $20,125Project Cost$7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $50,000FTE$2,875 $5,750 $11,500 $11,500 $5,750 $2,875 $40,250Project Cost$3,571 $7,143 $14,286 $14,286 $7,143 $3,571 $50,000FTE$2,875 $2,875$5,750Project Cost$25,000 $25,000$50,000FTE$2,875 $23,000 $11,500 $37,375Project Cost$3,846 $30,769 $15,385 $50,000FTE$11,500 $11,500 $5,750 $5,750 $2,875 $2,875 $2,875 $43,125Project Cost$666,667 $666,667 $333,333 $333,333 $166,667 $166,667 $166,667 $2,500,000FTE$17,692 $115,000 $115,000 $115,000 $172,500 $172,500 $172,500 $230,000 $1,110,192Project Cost$3,984 $25,896 $25,896 $25,896 $38,845 $38,845 $38,845 $51,793 $250,000FTE$2,875 $2,875$5,750Project Cost$25,000 $25,000$50,000FTE$11,500 $11,500 $11,500 $34,500Project Cost$83,333 $83,333 $83,333 $250,000FTE$17,250 $11,500 $5,750 $34,500Project Cost$25,000 $16,667 $8,333 $50,000FTE$6,635 $23,000 $92,000 $172,500 $172,500 $172,500 $172,500 $172,500 $984,135Project Cost$50,562 $175,281 $701,124 $1,314,607 $1,314,607 $1,314,607 $1,314,607 $1,314,607 $7,500,000FTE$11,500 $11,500 $5,750 $2,875 $2,875 $34,500Project Cost$250,000 $250,000 $125,000 $62,500 $62,500 $750,000FTE$663 $663 $663 $663 $663 $663 $663 $663 $5,308Project Cost$6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $50,000FTE$2,875 $11,500 $5,750 $5,750 $2,875 $2,875 $2,875 $34,500Project Cost$208,333 $833,333 $416,667 $416,667 $208,333 $208,333 $208,333 $2,500,000FTE$23,000 $20,125 $14,375 $14,375 $14,375 $2,875 $89,125Project Cost$1,935,484 $1,693,548 $1,209,677 $1,209,677 $1,209,677 $241,935 $7,500,000Spending TypeFY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31FTE$36,490 $216,288 $342,788 $463,981 $498,481 $452,038 $434,788 $477,913Project$310,796 $1,523,877 $4,532,480 $4,064,560 $3,523,211 $3,016,166 $2,993,638 $2,035,273TOTAL$347,286 $1,740,165 $4,875,268 $4,528,541 $4,021,692 $3,468,204 $3,428,427 $2,513,187Action2.15 City Events2.16 Invest in Public Transit2.4Bike/Ped Infrastructure Maintenance2.5 School Walk/Bike2.8 Higher Density Development2.1 School Alt. Mode2.2 Waste Hauler Efficiency2.32.19 Park and Rides2.11 Parking Management2.12 Walk Bike Plan2.13TDM Requirement and Increase CATMA MembershipMicrotransit1.4 Student EV Education1.5 Community EV Education1.6 CarShareVTExisting EV Charging1.11.2 New EV Charging1.3 EV Adoption South Burlington Climate Action Plan Transportation Sector Implementation Plan City Council Presentation October 2, 2023 Summary of Tonight’s Presentation Project Background and Goals Public Outreach Review of High Impact Action Implementation Plans Supporting Action Matrix Staffing and Budget Estimates Project Background City Council Resolution on Climate Change August 2017 July 2021 City Council Resolution to Develop Climate Action Plan Climate Action Plan Task Force Charter Established August 2021 September 2022 Climate Action Plan Task Force Approves CAP City Council Adopts Climate Action Plan October 2022 November 2022 Transportation Climate Action Implementation Plan Begins* Draft Implementation Plans and Matrix Complete September 2023 *Funding support from the Chittenden County Regional Planning Commission unified planning work program Project Goals Develop step-by-step plans for the implementation of the High Impact Actions for the Transportation Sector adopted in the Climate Action Plan. Provide a memorandum of land use practices and recommendations for encouraging high-density mixed-use development. Engage with key stakeholders (City Manager appointed Advisory Group) and the public to gather input on how best to implement these actions considering equity,economic and technical feasibility, and community priorities. Develop an Implementation Plan which includes the step-by-step plans for the High Impact Actions, a high-level implementation matrix of the Supporting Actions, and a summary of the anticipated costs and workload requirements. Project Team and Advisory Group Project Leads: City Public Works and City Planning & Zoning Project Support: Chittenden County RPC, VHB Advisory Group* LOCAL POLICY TECHNICAL EDUCATIONAL ADVOCACY •Planning Commission •Energy Committee •Bike/Ped Committee •Economic Development Committee *Advisory Group was appointed by the City Manager after 9/19/2019 City Council discussion Summary of Outreach -Questionnaire 269 respondents who live and/or work in South Burlington Many respondents indicated they were interested in living in compact neighborhoods, using transit, or travelling by active transportation modes if certain factors were addressed 51% of respondents were interested in owning an EV, 13% already owned an EV, and 24% expressed no interest in owning an EV “The increase in traffic locally has been a deterrent to biking.” “Vehicles [EVs] are too expensive.” Summary of Outreach –Focus Groups Senior Lunch at City Hall –Transit Education (GMT, SSTA) –User friendly sidewalks –EV Range Anxiety + Expensive –Live proximity to corner store Retail Service Workers, United Way Northwest VT –Offered Stipends –Widely Promoted –Lack of Participation* * The City has been funded to separately develop a new “equity in planning” outreach toolkit for future projects. Focus Group Questions –How do you usually get around? If all options were available, how would you prefer to get around? –What would make it easier and more likely for you to ride the bus, walk, or bike for trips you make? –Would you consider living in a high-density neighborhood with shops and services within ½ mile? Are there things that would make this more appealing to you? –Would you consider purchasing or leasing an EV? What factors contribute to your decision-making process on EVs? “Have a paper [bus] schedule.”“Need more [bus] routes that connect to other places [than Burlington] directly.” “[EV charging should] have the convenience of gas stations .” “In Vermont –sidewalks are not friendly [avoid trip hazards].” Land Use Memorandum Land Use Greenhouse Gas Emissions Planning Concepts –Transit Oriented Development –Mixed-Use Development –15-Minute City –20-Minute Suburb Promising Practices –Studying Neighborhood Completeness –Requiring active use of frontage –Instituting maximum size for single-family dwellings –Enacting a variety of unit sizes (VUS) –Promoting live-work units Implemented Practices –Infill development –Accessory dwelling units (ADUs) –Transfer of development rights –Right-size off-street parking –Bike parking minimums Figure 1: 15-Minute City Illustrated Credit: moveBuddha Figure 2: 20-Minute Suburb Illustrated Credit: Skidmore, Owings & Merrill High Impact Action Implementation Plans T.1.2 New Building EV Charging T.1.3 EV Adoption T.2.3 Micro-Transit T.2.8 Higher Density, Mixed-Use Development T.2.11 Parking Maximums T.2.12 Walk Bike Plan T.2.13 Increase CATMA Membership T.2.16 Invest in GMT T.2.18 Reduce Travel Lanes T.2.19 Park & Ride High Impact Action Implementation Plans Information from Principal CAP –Associated target, action, planned achievement(s) Lead City organization and Implementation Partners Timelines Funding (i.e., Operating and/or Capital, external funding sources) Level of Effort (i.e., Upfront and/or Ongoing, external technical support needs, complexity) Key Implementation Steps Opportunities for Innovation Focus on Equity Implementation Considerations Resources and Case Studies Example High Impact Action Implementation Plan 2030 Target: Reduce VMT by 2.5% annually. Planned Achievements: Amended LDRs, Parking Maximum Formulas, Parking Fee Structure Partners:Planning Commission, DRB, City Council, CCRPC, Development Community Timeline:2025 –2027 Funding:Operating Funding Sources: CCRPC UPWP, Agency of Commerce and Community Development Estimate Costs (1 [Low] to 5 [High]):1 Upfront Level of Effort: <8 hours/week Ongoing Level of Effort:N/A External Technical Support:Yes Parking Management/Maximums Key Implementation Steps: (1) Engage in Parking and Transportation Management Study; (2) Develop Appropriate Parking Maximums; (3) Develop Parking Management District and Fee Structure, as appropriate; (4) Amend LDRs and Parking Ordinance Opportunities for Innovation:Consider shared parking; prioritized parking for bike parking, EVs, carpool, etc. Focus on Equity:Limiting parking can increase density and availability of housing, consider sliding scale parking infraction fines based on income, shifting costs to drivers makes it more equitable for users of other modes. Implementation Considerations:Context sensitivity; Coordinate with Transit Overlay District, Public parking management. Supporting Action Matrix Pathway 2030 Target Identifier Description Key Supporting Actions Lead Department Partners Connected High Impact Actions Estimated Costs Complexity Timeframe Average Estimated Weekly Staff Hours T.1: Vehicle Electrification and Efficiency Replace 75% of gas vehicles with all electric vehicles (EVs) and plug-in hybrid vehicles to reduce emissions by 42%. T.1.6 Work with CarShareVT to consider expanding EV car share program to South Burlington. 1.Identify potential public locations to host CarShareVT vehicle(s). 2.Incentivize private host locations through reduced impact fees for new development and redevelopment to host a CarShareVT vehicle. 3.Leverage programming for co-locating CarShareVT pods with affordable housing. 4.Work with CarShareVT to place electric vehicles at new pods at preferred public and private host locations. 5.Work with CarShareVT to promote use of car share in community. Planning & Zoning •CarShareVT •Private property owners T.1.1, T.1.2, T.1.3, T.2.11, T.2.19 1 4 2025 to 2030 (6 Years) Less than 8 T.2: Reduce Vehicle Miles Traveled (VMT) Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19% Plan for compact high density to reduce emissions by 4%. T.2.1 Work with the school district to develop a policy for discouraging driving to school (disincentives) and encouraging students to ride the bus, bike, or walk to reduce single occupancy driving to school. 1.Identify a School District champion for developing policies and procedures. 2.Conduct school transportation studies and outreach to identify safety issues and barriers to access. Incorporate findings into Walk Bike Master Plan priorities. 3.Develop and distribute educational materials to students and families. 4.Track mode share for students and staff. 5.Develop incentive program for walk, bike, and bus use. Planning & Zoning •School District •Safe Routes to School •Local Motion •Bicycle & Pedestrian Committee T.2.8, T.2.12, T.2.16, T.2.18 1 3 2024 to 2025 (2 Years) Less than 8 Staffing Estimates Considers capital and ongoing workload requirements in addition to already planned projects Broken out into workloads for: (1)Scoping, Planning, Funding, and Design –Internal scoping and planning studies –Management of consultant-supported scoping and planning studies –Funding acquisition –Internal conceptual, preliminary, and final design (infrastructure projects) –Management of consultant-supported conceptual, preliminary, and final design (infrastructure projects) (2)Bids, Procurement, Construction, and Maintenance for FY24 –FY31. –Solicitation and procurement of contractor or vendor bids –Internal construction projects –Management of contractors, vendors, and/or construction-related efforts –Ongoing maintenance by DPW Staffing Estimates by Pathway Scoping, Planning, Funding, and Design Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7 SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2 Bids, Procurement, Construction, and Maintenance Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9 SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0 TOTAL Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6 TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1 Staffing Estimates by Pathway Scoping, Planning, Funding, and Design Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7 SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2 Bids, Procurement, Construction, and Maintenance Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9 SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0 TOTAL Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6 TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1 Staffing Estimates by Pathway Scoping, Planning, Funding, and Design Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7 SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2 Bids, Procurement, Construction, and Maintenance Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9 SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0 TOTAL Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6 TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1 Staffing Estimates by Pathway Scoping, Planning, Funding, and Design Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7 SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2 Bids, Procurement, Construction, and Maintenance Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0 T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9 SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0 TOTAL Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5 T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6 TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1 Assuming $115k per FTE $506,000 Budget Estimates Actions ranked 1 –5 in Implementation Plans and Supporting Action Matrix –1: Less than $100,000 –2: $100,000 -$500,000 –3: $500,000 -$1,000,000 –4: $1,000,000 -$5,000,000 –5: More than $5,000,000 Project cost considers capital and ongoing costs in addition to already planned projects (ONLY costs borne by the City). –Studies and project designs by consultants –Construction projects –Project management and stakeholder coordination FTE cost reflects staffing estimates at $115,000 per FTE Budget Estimates by Pathway High Impact Action < $100K $100K -$500K $500K -$1M $1M –$5M > $5M T.1.1 EVSE in Existing Buildings X T.1.2 New EV Charging X T.1.3 EV Adoption X T.2.3 Microtransit X T.2.8 High Density Development X T.2.11 Parking Management X T.2.12 Walk/Bike Plan X T.2.13 Increase CATMA Membership X T.2.16 Green Mountain Transit X T.2.18 Lane Reductions Xa Xb T.2.19 Park and Rides X Number of Actions 3 2 2 3 2 Estimated Cost c $150,000 $500,000 $1,250,000 $7,500,000 $14,000,000 a Short-Term Demonstration Projects b Long-Term Permanent Projects c Estimated as $50,000, $250,000, $750,000, $2,500,000, and $7,500,000 per action, respectively. Budget Estimates by FTE and Project Costs Spending Type FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FTE $36,490 $216,288 $342,788 $463,981 $498,481 $452,038 $434,788 $477,913 Project $310,796 $1,523,877 $4,532,480 $4,064,560 $3,523,211 $3,016,166 $2,993,638 $2,035,273 TOTAL (rounded)$350,000 $1,750,000 $4,900,000 $4,550,000 $4,050,000 $3,500,000 $3,500,000 $2,520,000 Next Steps Public meeting on October 12th Finalize components of Implementation Plan Consider implementation costs as compared to other City goals and community affordability Provide direction to staff prior to budget and CIP presentations Budget for individual actions and additional staff Consider needs for Government Operations and Buildings/Thermal Implementation Plans and coordinate efforts and staffing, as appropriate Present Final Implementation Plan to City Manager for approval MEMORANDUM To: City Council From: Louis Bresee, Energy Project Manager Date: November 2, 2023 Re: Status Report – Climate Action Plan – Government Operations Sector The attached presentation documents the work accomplished to date on the Government Operations Sector of the Climate Action Plan. This work was started in July 2023 and has involved conversation with almost all City employees to generate ideas as to how the City could meet the targets of the Climate Action Plan. The CAP documented two major actions related to City government: the reduction of Green House Gases (GHG) and increasing the generation of renewable energy. The GHG target reductions are to reduce the metric-ton carbon dioxide equivalent, mtCO2e, from the 1431 mtCOe2 baseline in 2019 to 572 by 2030 and 72 by 2050. These reductions will require the City government to virtually eliminate the use of gasoline, diesel fuel and natural gas and seek almost all energy from various sources of electricity. Work to date indicates that the use of current technology would allow the City to meet 69% of the 2050 target and a series of projects have been defined in pursuit of that objective. There are several obstacles to reaching the 2030 target because of the size of the projects involved. Weatherization and heating projects require careful planning and the work force to do that work is limited currently. There is also a financial concern regarding the replacement of a piece of equipment or vehicle well before the end of its useful life. The plan currently pursued addresses both concerns and recognizes that the FY CIP anticipated equipment replacement at a rate that would cover 80% of the planned project cost. The action to increase the generation of renewable energy is being addressed in two ways. The City has had two studies conducted to address the feasibility of placing a water turbine in the outflow of the Airport Parkway WWTP. It is known that the outflow pipe is in need of replacement and that is the logical time to incorporate a turbine in the flow. The City has already incorporated a requirement that future commercial buildings need to have solar panels installed and the upgrade of the Bartlett Bay WWTP will provide several solar opportunities. A preliminary study has been done to address the potential for solar on other City buildings. The evaluation of each roof structure will be required to assess the viability of each potential project. The proposed plan provides projects that will result in concrete reductions in GHG over a time frame that is financially responsible and takes advantage of anticipated technology advances in the future. South Burlington Climate Action Plan Government Operations Sector Implementation Plan City Council Presentation November 6, 2023 1 Tonight’s Agenda: A Report on the Status of the Plan Background History & Plan Outline 2019 Baseline and Targets 2023 Status Action Plan Facilities Vehicles Policy Considerations Current Actions 2 This is a continuation of and an increased prioritization of climate protection activities 2019 Baseline & Targets 2019 Baseline = 1431 mt CO2e Targets •Reduce Green House Gases (GHG) •60% by 2030 to 572 mt CO2e •95% by 2050 to 72 mtCO2e •Electrify City owned equipment & facilities 3 Baseline is clearly defined from documented data WWTP Solid Waste Processing, 316 Police, 243 Public Works Fleet, 223 Fire, 172 WWTP Building Heating, 130 Highway Building, 112 City Hall, 57 WWTP Electricity, 56 Wastewater Vehicles, 37 Heavy Equipment, 19 Storm Water Vehicles, 19 Library, 14 Traffic & Street Lights, 14 Misc., 9 Lite Equipment, 5 Mowers, 5 Recreation, 1 2019 GHG City Gas Emissions - mt CO2e 2019 Baseline 1,431 mt CO2e 2030 Target 572 mt CO2e 2050 Target 71 mt CO2e Status Summary 4 2050 Target is 72 mtCO2e – a 95% reduction South Burlington should be able to reduce the 2019 baseline emissions of 1431 mtCO2e to 440 by 2050. CIP FY24 thru FY30 identified 80% of estimated required funds proposed thru FY 30 All current assets burning fossil fuels will be replaced prior to 2050. A 991 mtCO2e reduction ( 69% ) identified Remaining challenges 280 mtCO2e Airport Parkway WWTP digester 80 mtCO2e ½ of the current diesel fleet less known opportunities 80 mtCO2e gas radiant heat – vehicle bays 2050 Target 72 mtCO2e – a 95% reduction Gasoline powered vehicles Diesel powered vehicles Natural gas powered heating systems Plan Outline Introduction Executive Summary Climate Action Plan Targets Planned Actions Procedure •Data Collection •Status Reporting •Plan Updating –This Will Be A Living Plan Appendices •Generated Ideas •Cost Benefit Analysis 5 The plan will be a living document – planned periodic changes Progress to Date 6 Climate Actions Started Years Ago •Multiple Solar Arrays •Thermophilic Digester at APWWTP •LED Light Transition – Everywhere •Wheeler House Insulation Since 2019 Baseline •180 Market Street •GMP Declared Carbon Free •Police Hybrid Patrol Cars •Fire Station 2 Fuel Access – Shelburne Rd •Battery Replacement of Small Engines Completed, 160 Remaining, 1271 mtCO2e Reductions thru 2023 Planned Status by 2030 Completed, 160 FY 30 Known Technology, 377 Remaining, 894 mtCO2e Reductions thru 2030 Short of 2030 Goal by 322 Short of 2030 Goal by 322 Short of 2030 Goal by 322 Make Bartlett Bay WWTP Upgrade Fossil Free •Water Source Heat Pumps •Maximize Solar Opportunities Begin to Convert Fleet to Electric Vehicles •Charging Stations at All Municipal Buildings •Grant in Place – Public Works & Police Station •Procure Hybrid and All Electric Vehicles as: •Technology is Demonstrated •Normal Replacement Schedules •Follow Technology for Specific Application Begin to Convert Natural Gas Heating Systems to Heat Pumps •Develop a Planned Conversion Schedule •Replace Prior to Failure •Grant for 3 Roof Top Units in Process Weatherization •Insulation as Needs Are Identified •MERF Grant for Wheeler & Fire Station 2 •Windows – Police & Public Works 7 Average Cost Per Year Above FY 24 CIP - $0.6M Shortfall a result of workforce availability and aging of current equipment Program Continuation 8 Completed, 160 FY 30 Known Technology, 377 Remaining Known Technology, 454 Further Study, 440 mtCO2e Reductions Short of 2030 Goal by 322 70% Confident of Identifying Projects to meet 2050 Target 2050 Target 0 200 400 600 800 1000 1200 1400 1600 mtCO2ePotential Positions 2030 Target Further Study of Limiting Technology 280 mtCO2e Thermophilic Digester 80 mtCO2e ½ of Current Diesel Fleet 80 mtCO2e Vehicle Bay Gas Radiant Heat Cost of doing all known technology projects: $45M Project Funding Proposed thru FY 30 9 10 Project funding proposed thru FY 30 11 Project Funding Proposed thru FY 30 Continued Difference GO. 2.1 & 2.8 Increase Renewable Energy Production Water Turbine at Airport Parkway •Feasibility studies completed •To be incorporated with outflow pipe replacement Additional Solar Arrays •13 Sites identified on public buildings •Potential capacity 250 Kw - twice 180 Market St. •State restrictions on municipal energy credits need revision Power distribution is an important issue •Airport Parkway and Bartlett Bay additions would provide more power to school district 12 Additional Electrical Generation Capacity Does Not Reduce Green House Gases Policy Considerations (from CAP and staff discussions) 13 Adopt green operations, purchasing and investment policies Change fleet deployment patterns for EMS calls to reduce mileage No idling policy for City vehicles as a transition to EV acquisition Preposition vehicles Limit mowing in the City Municipal use of electric bikes, carts and scooters Employee education on composting, recycling and minimizing waste Enhance transportation options in partnership with GMT Publish results as an example of clean investment potential Actions Underway14 Complete Initial Version of Government Operations PlanComplete Replace 3 Roof Top Units at Public Works •Grant in Process •Lead time is up to 6 months Replace Replace 2 field mowers •Rebates available •Procurement specification being prepared Replace Join CATMAJoin Apply for fleet assessment through VTCCCApply Use MERP grant to weatherize Fire Station #2 and Wheeler HouseUse Proceed with charging stations •Grant approved for Public Works and Police StationProceed September 28, 2023 Dear SB City Council, Trinity Educational Center, Inc. University Mall Suite D25 155 Dorset Street South Burlington, VT 05403 tec@trinityedcenter.org 802.777.8080 (Office) 802.419.8248 (Fax) www.trinityedcenter.org For the past 3 years, Trinity Educational Center, Inc. (TEC) has received donations from the City of South Burlington. The donations were allocated using the city’s surplus funding but there is no guarantee that in the following years, the City will have surplus funds. TEC is a 501(c)(3) tax-exempt organization, and a Vermont registered Domestic Non-profit Corporation. Trinity Educational Center, Inc.'s mission is to provide youth and young adults in the community with a safe, inclusive, educational, and empowering space. At TEC, young people are encouraged to develop their strengths and talents to better themselves and our larger community. TEC strives to empower youth to find their strength, giving them the ability to say no to drug and alcohol use versus just telling them that the right thing to do is to say no. TEC believes there is an extreme and powerful difference between the two. Nearly everyone understands that drugs have negative consequences. Still, not all youth recognize that they have a choice, especially in Chittenden County communities where drug (opioids, marijuana) and alcohol use continue to increase, contributing to lifetime use of drugs and alcohol. Soon it will be three years since we began operations, and TEC has had some good and difficult days. As the founder, I have increased my presence in the school district through substituting, selling game tickets (students must enter through me), visiting school, riding the school buses to away games, and connecting to more marginalized youth. Last night I was selling game tickets, a girl student in a group reeked of alcohol. I say all of this because the number of youths becoming alcohol and drug abusers is increasing and I am concerned. Also, I did not realize that my connection with the board made a tremendous difference in SB until after the election. Their fears were my fears that students of color would be forgotten because of the lack of assimilation of the board, which I am grateful that I am not. I have been in constant communication with Superintendent Nichols and Mr. Burke in the hope that the youth of color will have a safe space at school. We need additional monetary support to continue serving SB youth (increasing participation and drug and alcohol abuse). TEC asks the City of SB for annual funding of $13,000. Those funds allow TEC to focus on operational support, and use other funding for youth emergencies, such as buying household groceries and personal hygiene items, monies for washing their clothes and a hotel stay because of abuse. We do a lot more than people realize. We are grateful because your prior donations have allowed TEC to provide SB with a haven for our youth, where they are safe, can socialize, eat, take home personal hygiene items, school supplies and clothes. Thank you for reviewing TEC’s request and please let me know if you have additional questions. Warmest Regards, Dr. Travia Childs Individual Donations (Including In-kind)21,080.00 $ Trust Donation 1,000.00 $ Corporate Donations Town Fair Tire 4,000.00 $ Reddus Chartered Foundation 2,500.00 $ Conley Construction &Property Management Inc.200.00 $ Corporate Donations Subtotal 6,700.00 $ Grants United Way ADAP 1,500.00 $ United Way Summer Meals 8,900.00 $ SB Rotary 2,499.00 $ The Vermont Coummity Foundation (Spark Grant)2,500.00 $ City of South Burlington(13,000 total, divided in 2)6,500.00 $ Grants Subtotal 21,899.00 $ Events and Fundraising 1,824.00 $ Board Membership Fees 2,100.00 $ Total Income 54,603.00 $ Postage (138.78) $ Printing (22.19) $ Marketing - Flyers (81.12) $ ADAP T-shirts (714.42) $ Insurance (1,200.00) $ Events and Fundraising (148.11) $ Internet (1,211.00) $ Business Cellphone (2,397.00) $ Ring Security (120.00) $ Snacks (3,011.99) $ Food (12,098.44) $ Supplies Crafts (3,480.02) $ Infinite (8,277.12) $ Games (287.23) $ Supplies Subtotal (12,044.37) $ Storage Unit (1,668.00) $ Kitchen Equipment (1,879.55) $ Infinite Help (8,000.00) $ Youth Emergency Fund (4,890.00) $ Total Expenses 49,624.97 $ Balance $4,978.03 Trinity Educational Center, Inc. Final Budget January 1 - December 31, 2022 Income Expenses 2 MEMORANDUM TO: Jessie Baker, City Manager South Burlington City Council FROM: Kelsey Peterson, Senior City Planner Paul Conner, Director of Planning & Zoning SUBJECT: Draft CityPlan 2024; Edited draft after first public hearing and Council discussion DATE: December 4, 2023 City Council meeting This memo briefly outlines the most recent edits to the draft City Plan 2024. City council held its First Public Hearing on November 16, 2023, had a Council discussion on the same night, and had a Council work session on October 30, 2023. The edits in the attached Draft City Plan 2024 reflect the Council’s consensus from those meetings. All edits and additions are shown as red tracked changes in the attached draft. I am also outlining the changes made here for reference. Deletions are not shown, but are noted in this list. p. 2 – removed first paragraph in red p. 2 – moved paragraph from p. 7 to p. 2 p. 2 – wording changes to Guiding Principles to add to equity emphasis and add “People- Oriented” p. 14 – added “rental” to Goal 3 p. 17 – changed “challenges with” to “deficiencies in” p. 18 – editing wording regarding lot sizes p. 19 – removed Cost/Benefit Report of New Housing, March 2020 from Housing: Additional Resources p. 22 – changed and softened language regarding housing in commercial areas p. 26 – clarify language regarding GMP’s electricity sources p. 27 – add language prioritizing rooftops for solar siting into Action 34 and Action 35 p. 29 – add “communicate” to actions between the City and Airport p. 35 – correct typo in Action 38 p. 50 – add “reduction in GHG emissions” to Airport collaboration actions 3 p. 56 – add approximate acreage of City-owned park, recreation, and open space p. 78 – remove “post-war” p. 84 – correct typo in Action 137 p. 85 – correct typo to “without” from “with” p. 93 – change wording regarding the interface between The Orchards and Shelburne Road p. 95 – reorganize park descriptions to include Hubbard Park in parks intended for conservation p. 100 – add note regarding data sources to Appendix A There are also a few edits to the maps. Map 1 - change “Approved City Park” to “Approved City Park & Open Space”; change “Proposed City Park” to “Proposed City Park & Open Space”; add proposed park located along the Winooski River, immediately west of the existing Winooski Valley Parks District parcel on the current map, north of Berard Drive Map 4 - add planned shared use paths on the south side of Williston Road from Dorset Street to Hinesburg Road and on the south/east side Garden Street from Williston Road to Dorset Street; add a planned sidewalk on the north/west side of Garden Street from Williston Road to Dorset Street; add a planned lane on both sides of Williston Road from Hinesburg Road east to where the lanes start Map 6 – retitled to Roadway Improvements; added explanation to caption; removed roadway connection from South Pointe to South Village; renumbered improvements; clarified shape/location of 22; only shows improvements outside of existing VTrans ROW for 1 Staff recommends that the City Council review the draft City Plan 2024, in particular the edits from the prior draft, and warn the new draft City Plan 2024 for a public hearing on January 2, 2024. This avoids the winter holidays but still allows time for an as-necessary third public hearing if further changes are required after the second public hearing. Dates are outlined below. Upcoming Dates: December 4, 2023 - review of updated draft of City Plan 2024; recommended warning of second public hearing January 2, 2024 – recommended second public hearing; possible adoption or possible warning of third public hearing If needed: January 8 – 11, 2024 - last dates for special meeting to decide on changes and warn final hearing January 29 – February 1, 2024 - Public hearing #3 (if needed). Final opportunity for adoption. CITY PLAN 2024 – OUR CITY. OUR VOICES. OUR FUTURE.DRAFT FOR CITY COUNCIL SECOND PUBLIC HEARING DRAFT DATE: NOVEMBER 29, 2023 PUBLIC HEARING: TBD CITY PLAN 2024 – OUR CITY. OUR VOICES. OUR FUTURE.TABLE OF CONTENTS Introduction ......................................................................................................................4 People & Population ........................................................................................................12 Housing ..........................................................................................................................16 Economy .........................................................................................................................22 Energy ............................................................................................................................27 Environment ...................................................................................................................35 Transportation .................................................................................................................44 Community, History, & Culture .......................................................................................51 Recreation ......................................................................................................................54 Community Services ......................................................................................................58 Water & Utilities ............................................................................................................67 Land Use Plan .................................................................................................................73 APPENDIX A: ACT 174 ENHANCED ENERGY PLAN ADDITIONAL TARGET DATA ...........................................................................................97 APPENDIX B: ACT 174 ENHANCED ENERGY PLAN EQUITY ASSESSMENT ................................................................................................104 CITYPLAN 20244INTRODUCTION INTRODUCTION The world is facing an existential threat from a warming planet and climatic changes with increasingly catastrophic consequences. This Plan acknowledges this threat and prioritizes mitigation and adaptation measures to address these consequences. Action on Climate Change is the most important goal in this Plan. Entering 2024, South Burlington is at an historic inflection point. We are facing the existential threat of a global climate crisis with ramifications that touch every corner of the planet. Reducing greenhouse gas emissions, protecting our natural resources, and building community resiliency are critical to the future of our city and our world. We are facing a housing crisis locally and nationally with all types of households struggling to find adequate shelter. We are also facing a crisis of community stemming from physical and mental health challenges, disconnectedness and loneliness, and increasing income disparities. We face these challenges all at once. We are engaged, optimistic, and ready to meet them head on. While the causes and complete solutions extend far beyond our borders, we know leadership, innovation, and action must start locally. City Plan 2024 is an expression of our values as a community, our goals for the future, and high-level actions identified to meet these goals. The overriding guiding principle of this Plan is to make every policy decision through the lens of climate resilience and reduction in greenhouse gas emissions, while recognizing other important goals in our diverse community. The Plan increases the City’s emphasis on the climate crisis and takes a stronger stance on how we need to both mitigate climate change itself and counter the effects of a changing climate. The Plan places greater emphasis on inclusivity and equity throughout, including through governance structures, through how we undertake daily decision making. This Plan speaks more directly about building community by increasing connection opportunities and building a South Burlington identity. These themes were brought up repeatedly through the community outreach. South Burlington holds high the following guiding principles in every action we take as a community. GUIDING PRINCIPLES • Climate-Resilient. Prioritize mitigating climate change impacts and reducing greenhouse gas emissions. Emphasize sustainability by rapidly shifting our energy profile to renewable and carbon-free sources and increasing energy efficiency. Promote clean air, clean water, historic conservation, environmental conservation, and recreational space for all residents. • Inclusive, Fair, and Just. Be equity-oriented, transparent, equitable and fiscally responsible in governance. Support high quality of life, community belonging, public safety, housing affordability, and education for all people of varying incomes, lifestyles, and stages of life. • People-Oriented, Thoughtful, and Sustainable Built Environment. Invest in a welcoming and walkable built environment, thriving neighborhoods, and a vibrant, pedestrian-oriented City Center. Build community through housing, parks, facilities, and infrastructure. Support a safe, resilient, and varied transportation system that promotes our built areas. • Collaborative and Engaged. Be a leader and collaborator in the regional and statewide community. Support the city’s role as an economic engine for Vermont by encouraging CITYPLAN 20245INTRODUCTIONcommunity businesses and local job creation. Make decisions considering future implications on tomorrow’s South Burlington, Chittenden County, and Vermont. South Burlington is now Vermont’s second-most-populous city and its third-largest employment center. We provide amenities and parks that serve northwest Vermont and beyond. We offer some of the most significant education, transportation, healthcare, and manufacturing facilities in the State. South Burlington is home to working lands, delicate ecosystems, and networks of wildlife habitat. Through consistent effort spanning several decades, our built environments have been evolving. Car-oriented strip commercial development along Shelburne and Williston Roads is transitioning site by site into a people-oriented environment. On Market Street, the City and private partners are realizing a long-held vision for creating a dynamic downtown. Historically single- and two-family neighborhoods are being reinvigorated by the ideas and energy of their third generation of residents. Half of our city’s residents now live in multi-family buildings. Key businesses continue to grow and invest in innovations in technology and medical treatment. Our City is working to strengthen the resiliency of our natural resources. The City has applied regulatory and non-regulatory tools to identify and conserve wildlife and working lands at both the landscape and resource level. Over time, these efforts will continue to strengthen the balance between human and natural environments. Our community is changing. Our population now exceeds 20,000 residents. We are becoming more diverse; those identifying as BIPOC or two or more races make up 70% of our population increase in the past decade. We’re trending slightly younger owed to growth in our 20- to 35-year-old population. We’re increasingly becoming a cultural hub with regionally-based faith groups, arts organizations, and community groups establishing their headquarters here. This Plan is a continuation and an acceleration of our community’s guiding policies of the past thirty years. Since adoption of the 2016 Comprehensive Plan, a great deal has changed in our community and beyond. We evaluated the core values embodied by the 2016 Comprehensive Plan and determined the values are on the right track but needed to be said more clearly and with more urgency. Throughout this Plan, we have made decisions through an equity lens and considered impacts on individuals, families, and groups. Further study of how our actions and goals disproportionately impact some community members is critically needed. Our City needs to understand what to expect for the future and how we can sustainably plan for it. As required under 24 VSA § 4302(b)(3), this Plan will “consider the use of resources and the consequences of growth and development for the region and the State, as well as the community in which it takes place.” It is essential to consider the City’s sustainability and ability to provide facilities and services which meet residents’ expectations and maintain our community’s quality of life. There is a tremendous amount of work to be done. This Plan embraces ambitious science-based targets laid out in the City’s first-ever Climate Action Plan (2022), sets clear and far-reaching goals for climate-change mitigation and adaptation, housing, transportation, equity, our natural environment, and building a strong sense of community. These goals are paired with specific actions for the next decade as we reach towards our vision of sustainability, vitality, and human well-being. CITYPLAN 20246INTRODUCTIONHOW TO USE THIS PLAN This Plan includes background information, analysis, and future policies divided by topic areas, land use types, and (where applicable) physical area of the city. Each section includes specific Goals and Actions and an “Inventory, Analysis, & Challenges” section discussing the topic or land use subject. The Goals are the benchmarks by which we will measure progress over time. The Actions are specific steps to take to reach the Goals. The Actions are not paired with specific Goals, as Actions may support several Goals and several Actions support each Goal. The Future Land Use section and accompanying map (Map 9) describe the City’s long-range vision for land use across the city. Sitting atop each of these sections and all Goals and Actions are the City’s Guiding Principles. The four guiding principles are intended to be applied together and are the foundation of the analyses, Goals, and Actions of each section. All parts of this Plan are used to guide City policy and decision making, communicate the City’s long-range vision to the public and neighboring municipalities, support grant and other funding applications, and to indicate the City’s policy intentions in other regulatory processes. AUTHORITY AND PURPOSE The authority to prepare and implement the comprehensive plan is granted to the City through the Vermont Planning and Development Act, Title 24 of the Vermont Statutes Annotated, Chapter 117. City Plan 2024 is a municipal plan authorized by State of Vermont law under 24 VSA § 4381. A municipal plan includes “a statement of the objectives, policies, and programs of the municipality to guide future growth and development of land, public services, and facilities, and to protect the environment.” 24 VSA § 4382. Under 24 V.S.A. § 4382, the City is also required to include several elements in its municipal plan, including, but not limited to, a land use plan and series of maps, a transportation plan, a utility and facility plan, a statement of natural, scenic, and historic resource protection, educational facilities plan, energy plan, housing element, economic development element, and a flood resilience plan, plus accompanying policies and maps. Having a City Plan enables the City to use regulatory and non-regulatory tools outlined in 24 VSA § 4401, including bylaws like South Burlington’s Land Development Regulations. Several types of bylaws are authorized, which include zoning, site plan, subdivision, official map, and impact fees (specifically by 24 VSA § 4402). Zoning regulations govern the details of how the City Plan is implemented on a case-by-case basis, including adopting zoning districts and a zoning map, establishing specific designation areas, setting design review standards, determining overlay districts, protecting natural resources, and enabling inclusionary zoning, among many others, under 24 VSA § 4414. The City Plan is implemented partially by adoption of bylaws that regulate the specifics of land use. The Official Map is another regulatory document enabled by the municipal plan that shows the location and width of existing and proposed streets and drainageways and the location of all existing and proposed parks, schools, and other public facilities, enabled by 24 VSA § 4421. Showing a proposed facility on an Official Map is neither a taking or acceptance of the land by the municipality nor does it obligate the municipality to open, establish, or maintain a street or facility shown. Maps included in the City Plan direct future changes to the Official Map, but are not regulatory maps on their own. This Plan also serves as the City’s enhanced energy plan as enabled by 24 V.S.A. § 4352, including the requisite planning, greenhouse gas reduction, and renewable energy goals and CITYPLAN 20247INTRODUCTIONactions contained therein. TOPIC SECTIONS The Plan includes ten topic-focused sections: People & Population; Housing; Economy; Energy; Environment; Transportation; Community, History & Culture; Recreation; Community Services & Facilities; and Water & Public Utilities. Each discusses the policies of the City to better South Burlington in each topic area. The sections have considerable overlap with one another. Efforts have been made to cross-reference other sections when topics are more fully discussed elsewhere, but it is impossible to reference every overlapping topic. All topic sections include the threads of the four Guiding Principles that drive City policy. LAND USE & FUTURE LAND USE MAP This Plan describes six land use types that share similarities in current land use and are envisioned to be similar in the future. Different parts of the city in a Land Use Type may require different investment, policy change, or planning to achieve the long-range vision. The areas will likely have visual and physical differences, but they are similar enough in type to group together. We are shifting to focusing on land use types from focusing solely on geographic areas to highlight similarities between areas divided by geography that would benefit from similar vision and policy moving forward. Land Use Types are divided by intended type of use and by scale of build out. Full descriptions of these areas are in the Future Land Use section of this Plan. • Principally Residential: Lower Scale• Principally Residential: Higher Scale• Balanced Mixed Residential and Commercial: High-Scale Commercial with Supporting Uses• Principally Commercial/Industrial with Supporting Uses• Commercial/Industrial• Principally Conservation & Open Space The Future Land Use Plan is accompanied by Future Land Use Map (Map 9). This map reflects the overall goals of the City and balances the various goals and actions of this Plan involved in land use. The land use types are the organizing feature of the Future Land Use Map. The areas on this map are purposefully blended to show logical transition and not focus on specific parcels as delineation between land use types. That level of specificity is left to the Official Zoning Map. The purpose of the Future Land Use Map is not to define residential building density or other factors in land development intensity, but to guide the related Land Development Regulations in keeping with the City’s overall goals. The Future Land Use Plan also discusses key planning issues that are specific to one or more parts of the City. Five broadly-defined planning areas (Central, Northwest, Northeast, Southwest, and Southeast) are identified and assessed for this area-specific issues. STAKEHOLDER PARTICIPATION The development of this Plan is the culmination of a planning process building directly on the 2016 Comprehensive Plan that began at that Plan’s adoption in February 2016. Since then, the City has undertaken numerous studies, convened task forces, and continued City planning as the City has evolved. The work since 2016 has involved significant public participation, work of the City’s numerous volunteer policy committees, Planning Commission, and City Council, feedback from the Development Review Board, engagement with our local, regional and CITYPLAN 20248INTRODUCTIONstatewide community, and operations and policy work by City staff. Hundreds of stakeholders have contributed leading up to publication of this Plan through direct input in the Plan process, but also in public processes, outreach, and volunteer committees for other plans and policy decisions since 2016. The City Council and Planning Commission worked together in the summer and fall of 2022 to evaluate the vision statements from the 2016 Comprehensive Plan. Through their joint work, the Council and Commission advanced a draft set of four Guiding Principles to guide the development of this Plan. Beginning in the fall of 2022, the City’s policy committees were invited to provide initial feedback on the big, policy-scale opportunities and challenges for South Burlington. These committees are the Affordable Housing Committee, Bicycle & Pedestrian Committee, Common Areas for Dogs Committee, Economic Development Committee, Energy Committee, Library Board of Trustees, Natural Resources & Conservation Committee, Public Art Committee, Recreation & Parks Committee, and the Sextons. Seven of these committees hosted sessions of the Community Conversation series. Concurrent with the initial committee feedback, Staff met with each City Department to collect feedback in their areas of expertise and to learn what they hear from different segments of our community. Direct public outreach on the Plan itself took place in the winter of 2023, first with an online poll, followed by an eleven-session Community Conversation series, and an open-ended webform. These avenues for feedback were publicized through the City’s website, postings in City Hall, publication in The Other Paper, advertisement through Front Porch Forum, and word of mouth by committee and board members. The professionally-facilitated Community Conversation series included seven topic-focused sessions and four area-focused sessions. In total, approximately 250 people participated in the Community Conversation series, 300 responded to the poll, and about a dozen submitted additional comments at initial phases. City Staff met with stakeholders in the community, including community groups, residents, and business owners to gather feedback. The Planning Commission reviewed each section of this Plan individually and in the whole document in the winter and spring of 2023. City policy committees reviewed and provided feedback on the first draft of sections relevant to their roles and provided ideas for Goals and Actions. Through July and August 2023, the Planning Commission discussed and sought public comment on the full draft Plan before moving it for formal public hearing. After publication of the full draft Plan, the City held four additional listening sessions and accepted additional written comment from the public and the committees. Approximately 50 people participated in the listening sessions and 50 provided additional written comment. NOTABLE CHANGES The 2024 Plan continues much of the general policy direction adopted in the 2016 Comprehensive Plan, but does reframe, tweak, and modify policy throughout to reflect current conditions and changes in City priorities since 2016 and, as described in the introduction, push the topic areas forward. Each topic section includes Goals and Actions to guide work in the coming years and decades. As South Burlington has grown, it is no longer feasible (or beneficial) for all details of the City’s policy direction to be included in the City Plan. The intention, as is noted throughout this Plan, is to create and use a series of subject-specific and potentially area-specific plans to analyze, study, discuss detail, and set specific action steps. For example, the 2022 Climate Action Plan’s carbon targets are incorporated into this Plan but High Impact Actions and Supporting Actions are not re-stated in this Plan. CITYPLAN 20249INTRODUCTIONIMPLEMENTATION The City can use many tools and techniques to implement the City Plan. Specific mechanisms for implementation are identified throughout. Implementation must occur in an inclusive, fair, and just manner, equitably including and supporting all of our residents. The timing and funding of the following tasks will be determined by the annual Policy Priorities and budget processes. The Municipal Budget The annual budget is the among the most significant policy tools the City has. Each year, the City Council approves a budget and submits it to the voters for their consideration. The budget reflects the overall investment and policy priorities of the City. This includes the general fund and enterprise funds and may include special bond votes or funds established for specific purposes. Policy Priorities and Strategies The City Council each year, in consultation with staff and its committees, prepares and adopts its Policy Priorities and Strategies for the coming year. Land Development Regulations Zoning and subdivision regulations control the use of land and structures as allowed by 24 VSA Chapter 117. Several optional tools are allowed by state statute including zoning and overlay districts, site plan and conditional use standards, performance standards, form based code inspired standards, inclusionary zoning, planned unit development, and transfer of development rights. Official Map The Official Map is a local bylaw enabled by state legislation which reserves land for streets, recreation paths, drainage, parks, schools and other public facilities. The City’s Official Map should be reviewed and revised as needed to reflect this Plan. State-Level Designations South Burlington has State-level designations for a Neighborhood Development Area and a New Town Center. Fully utilizing the benefits that come with those designations is key to implementation of this Plan. Municipal Ordinances Multiple municipal ordinances are used to implement the comprehensive plan. Among those most closely related to land use include, but are not limited to, the sign ordinance, ordinance regulating the use of public and private sanitary sewerage, peddlers ordinance, backyard chicken ordinance, control and prevention of fire ordinance, public nuisance ordinance, tree ordinance, and impact fee ordinance. Land/Property Interest Acquisition The acquisition of land enables the implementation of several goals and recommendations such as the construction of public facilities including parks, schools, sewer and water facilities, conservation, roads and recreation paths. Capital Budget and Program The City maintains a capital budget and program in accordance with 24 VSA §4426. The capital budget describes the capital projects to be undertaken during the coming fiscal year, including the estimated costs and method of financing. The capital program is a ten-year plan describing CITYPLAN 202410INTRODUCTIONthe capital projects to be undertaken in the ten years and is updated annually. Impact Fees The City has adopted an impact fee program in accordance with 24 VSA Chapter 131. Impact fees are a means by which developments are required to pay for their “fair share” of public capital expenditures needed as a result of their development. Tax Increment Financing The City has designated City Center as a Tax Increment Financing (TIF) district. In TIF districts, the cost of infrastructure improvements are funded through the tax revenue generated by new development within the district. Special Assessment Districts Special Assessment Districts are designated areas in which property owners are charged to cover the costs of installing capital improvements from which the property owners will exclusively benefit. Typical improvements funded by special assessment include water and sewer service, stormwater infrastructure, sidewalk construction, and street improvements. Regional, State, and Federal Coordination The City will continue to cooperate with regional, state, and federal entities and agencies as necessary to further the goals and policies of this plan. Regional partners include the Chittenden County Regional Planning Commission, Chittenden Solid Waste District, Champlain Water District, Greater Burlington Industrial Corporation, Lake Champlain Chamber of Commerce, Green Mountain Transit, and many more. Ongoing Planning and Studies The City will continue to update the City Plan as required by 24 VSA §4387. This Plan includes recommendations for future action and studies to be undertaken to help implement its overall goals. Other Non-Regulatory Tools The City has a host of tools to engage in non-regulatory programs and initiatives. These can include, but are not limited to, funding programs, education, community engagement, optional standards, and other incentives for certain outcomes. There is significant room for additional innovation here. BACKGROUND Location. The City of South Burlington covers approximately 10,600 acres in western Chittenden County. It is bounded to the northwest by Burlington, the most populous city in Vermont. The Winooski River forms the northern boundary between South Burlington and Colchester, Essex, and Essex Junction. To the east, Muddy Brook runs the entire length of the boundary with Williston. Shelburne bounds the city on the south. The southwest section of the city lies on Lake Champlain with 2 ¼ miles of shoreline. History. South Burlington’s location and natural resources have made the area naturally suited to occupation by humans for thousands of years. Archaeological evidence suggests human populations occupied the area as early as 8000 BC. The City’s area is included within the CITYPLAN 202411INTRODUCTIONtraditional territory of the Abenaki and Wabanaki (N’dakina). Beginning in the 18th century, colonizing Europeans settled in the area now called South Burlington. Construction of the Winooski Turnpike (now Williston Road) and a stagecoach route along modern Hinesburg Road created a transportation hub here in the early 19th century. Many early public services and utilities grew as part of the Burlington systems as Burlington became the financial and service center of the area. In 1865, South Burlington and Burlington separated, with South Burlington remaining a largely agrarian area. Summer tourism came with the railroad along Lake Champlain and Queen City Park became a popular destination. With the automobile, development shifted to major roads like Williston Road. In 1919, work began on the airport (now Leahy Burlington International Airport). Post-World War II economic expansion brought rapid commercial/industrial and residential development. Between 1940 and 1950, the city’s population more than doubled. Between 1950 and 1960, the population doubled again. South Burlington adopted zoning in 1947. Municipal water service from Burlington was extended along Williston Road. Businesses sprang up along Williston Road and Shelburne Road. Farmland nearby was quickly converted to dense development. South Burlington was granted city status in 1971, and 2015 marked the community’s 150th anniversary. Current. South Burlington is a regional employment, trade, housing, and transportation center. It is located at a transportation nexus between road, path, and air, including Vermont’s largest airport and direct access to Interstates 89 (I-89) and 189 (I-189). Large employers include large manufacturers, engineering firms, the University of Vermont Medical Center, the school system, and the numerous consumer-oriented retail establishments. The City’s population is growing and diversifying. As a city of over 20,000 people facing a climate crisis, land use patterns need to shift to being more dense and more focused in areas served by bicycle and pedestrian (“bike/ped”) and transit infrastructure. These subjects are assessed extensively throughout this plan. CITYPLAN 202412PEOPLE & POPULATIONPEOPLE & POPULATION South Burlington strives to be an active, inclusive, and responsive city, where high quality of life for all of our residents is supported by the environments we build. Changes in total population affect our community, but changes in demographics are also important to understand how to help South Burlington thrive into the future. Household income levels and geographic distribution across the city also affect how we allocate resources equitably. The 2020 US Census tracts map closely onto four planning areas in the city: Northwest area and City Center, Northeast, Southeast, and Southwest. These tracts are not exactly the same as the planning areas, but are close and do provide useful insight into how our city varies. POPULATION GOALS Goal 1: Anticipate and prepare for an average annual population growth rate of approximately 1-1.5%, and a housing growth rate of 1.5-2%. POPULATION ACTIONS Action 1: Monitor the rate of population growth, changing demographics, and land use development for consideration in allocation of City resources and improving public outreach Action 2: Monitor household income over time in our four populated US Census tracts for consideration in allocation of City resources and improving public outreach Action 3: Study the population carrying capacity of our city to maintain a high quality of life POPULATION INVENTORY, ANALYSIS, & CHALLENGES South Burlington is the second largest municipality by population in Vermont and is growing faster than the state as a whole. The 2020 US Census counted 20,292 people living in South Burlington, a 13.3% increase from 2010’s inventory of 17,904 residents. Vermont’s population grew by 17,336 from 2010-2020: a 2.77% increase. Over the past decades, South Burlington has gained population by an average 1-1.5% annually, which appears to be continuing. AGE DISTRIBUTION The table below shows a breakdown of population change by age category. Age Category Total Population, 2010 % of Total Population, 2010 Total Population, 2020 % of Total Population, 2020 Change, 2010-2020 Share of population increase All Ages 17904 -20292 -13%- 0-19 3660 20%3983 20%9%14% 20-34 4008 22%4510 22%13%21% 35-49 3839 21%3998 20%4%7% 50-64 3510 20%3927 19%11%17% 65-79 1813 10%2756 14%52%39% 80+1074 6%1118 6%4%2% Data source: US Census, 2010 & 2020 CITYPLAN 202413PEOPLE & POPULATIONBetween 2010 and 2020, our age distribution has remained fairly stable, with the greatest increase in the number of people 65-79 (by percentage of total population). An aging population is consistent with the rest of Vermont, whose median age has been climbing steadily for years. It also does not necessarily indicate widespread in-migration of older people into South Burlington — such an increase is likely longtime residents aging in place. The city’s aging population will place a higher demand on medical and social services. South Burlington residents should have opportunities to age in place. An aging population can also affect our land use. The City can take actions to support new investment in retirement housing and neighborhood-scale medical facilities, and emphasizing accessibility city-wide. The Southeast area is currently 28% people 65 and older, meaning the most car-dependent area of the city is also its oldest. In the Northwest area and City Center, more than half of the population is between the ages of 20 and 49. These people are in their prime earning years and are the most likely group to have children at home. This population group is likely to grow in this area with further housing investment in City Center. Affordable housing with multiple bedrooms, infrastructure investment in safe bike/ped routes, and investment in community gathering spaces and public amenities will support this group. Increased multi-modal options for commuters traveling to other municipalities is also prioritized. RACE & ETHNICITY Along with its overall population, South Burlington’s racial and ethnic diversity continues to grow and evolve. While the city’s population continues to be majority white, the fastest-growing groups of people living in South Burlington identify as BIPOC and/or two or more races. Racial Category Total Pop- ulation, 2010 % of Total Popula- tion, 2010 Total Pop- ulation, 2020 % of Total Popula- tion, 2020 Change, 2010-2020 Share of population increase Total 17904 -20292 -13%- White 16116 90.0%16835 83.0%4%30.1% Black or African American 348 1.9%639 3.1%84%12.2% American Indian & Alaska Native 35 0.2%25 0.1%-29%-0.4% Asian 969 5.4%1364 6.7%41%16.5% Native Hawaiian & Other Pacific Islander 6 0.0%7 0.0%17%0.0% Some Other Race 65 0.4%251 1.2%286%7.8% Two or More Races 365 2.0%1171 5.8%220%33.8% Data source: US Census, 2010 & 2020 Statewide, Vermonters are overwhelmingly white, with over 93% of the state identifying as such in the 2020 US Census. South Burlington is now 83% white and 17% BIPOC or multiple races, making it significantly more racially diverse than the average Vermont community. Burlington, Winooski, and Essex also have higher-than-statewide-average racial diversity, making western Chittenden County the most diverse region in the state. Incorporating our growing diversity into the City’s public outreach efforts, community building programs, and City governance as a whole is critical as we pursue greater inclusivity, justice, and equity. CITYPLAN 202414PEOPLE & POPULATIONLANGUAGES Linguistic diversity has increased along with racial diversity in South Burlington. According to the American Community Survey, 87% of South Burlington households speak only English at home. A full 9% of households are functionally multilingual, speaking at least one language other than English at home. However, 4% of South Burlington households speak little or no English at home. There is significant linguistic diversity, with households speaking Spanish, Arabic, Chinese dialects, Hindi, Tagalog, Oromo, Somali, Korean, and Nepali, among others. Cultural and linguistic diversity is likely to continue to increase. Public engagement in policymaking relies on mutual understanding and trust. Isolated linguistic groups may feel left out of English-centric policymaking processes. Increasing accessibility for non-English speakers is important in reaching our inclusivity, justice, and equity goals. HOUSEHOLD INCOME South Burlington has a wide range of household income levels and those levels vary significantly by area of the City. This chart shows the percentage of people who fall into each of the following income categories, according to the 2021 American Community Survey. The median income for the Burlington-South Burlington, VT MSA (which includes Chittenden, Franklin, and Grand Isle Counties) was $95,900. SE SW NW NE $0 to $34,999 5.1%12.7%31.3%22.0% $35,000 to $74,999 15.7%25.3%25.4%29.6% $75,000 to $99,999 11.6%20.0%12.6%16.2% $100,000 and over 67.7%41.9%30.7%32.2% The Southeast census tract is the wealthiest by income in the city, with at least two-thirds of households earning over the median for the MSA and a median income that is nearly double those of the other Census Tracts in South Burlington. The Northwest census tracts and the Northeast census tract are the opposite — approximately two-thirds of households in these areas are under the area median for household income. This affects personal autonomy and quality of life. For example, the Northwest and Northeast census tracts have 342 (14.1%) and 114 (6.1%) households without a vehicle; the Southeast census tract has 7 (0.4% of total households). We have significant income disparity across a relatively small area. As a City, we need to pay close attention to how City resources are expended in infrastructure investment, programming, and resource dedication to work to provide equitable services. PEOPLE No statistical or demographic analysis can sum up the diversity and variation amongst our community members. In order to meet the challenges we face, South Burlington needs to be a place where neighbors know each other and will help each other in crisis. We need to build layers of community networks based on common interests, common backgrounds, family status, religious tradition, language, and neighborhood, for example. We acknowledge that individuals will have varying engagement in different social networks and it is the web of these networks that increases our community resilience and sense of belonging. This is what creates a place where people want to live and feel seen for who they are. PETS In addition to our human population, our community members have pets in their households, CITYPLAN 202415PEOPLE & POPULATIONincluding dogs, cats, and other small animals. Pets can add meaning and happiness to our neighbors’ lives and can increase personal resiliency. The City requires dogs and cats to be registered. As our population continues to grow, we should anticipate the pet population to grow. CITYPLAN 202416HOUSING HOUSING South Burlington, and Vermont as a whole, are facing an unprecedented housing shortage and affordability problem. Housing retention and development are fundamental elements of this Plan. Safe and affordable housing well-matched to circumstances supports a high quality of life, retains existing businesses, supports economic prosperity, and attracts future residents. Diverse housing options for a range of lifestyles and life stages allows our residents to remain in South Burlington as they move through life, provides housing for our children to remain here, and attracts young people, young families, multi-generational families, and seniors, adding to community vibrancy. Meeting housing needs relies on both affordability and availability of safe housing. We need an increased supply of housing affordable to middle- and lower-income households. The challenge of availability of quality housing at lower price points has been a long-standing issue in Chittenden County and recently intensified with the COVID-19 pandemic. Increasing total supply of housing can tamp down excessive price growth that outstrips growth in earnings regionally. Providing both permanently affordable housing (through inclusionary zoning, public investment in low-income housing, and affordability covenants) and a greater variety of market-rate housing options makes housing more affordable. Greater housing supply must also go hand-in-hand with ensuring housing is safe and free from hazards from building materials, mold, pests, poor heating systems, and poor maintenance, among other concerns. Meeting community housing needs also includes addressing the needs of our most vulnerable homeless residents by improving access to services and very low-cost housing options. Overall, housing is critical to maintaining a healthy, varied, and supportive community, growing our local businesses and economy, and meeting our Climate Action Plan goals. We acknowledge that increasing housing while avoiding isolated construction in currently unbuilt areas will require increasing allowed heights, increasing allowed densities, and changing other dimensional standards. HOUSING GOALS Goal 2: Increase number of affordable housing units by 1,000 units by 2035, including 750 units affordable to households earning up to 80% of AMI Goal 3: Increase rental vacancy rate to 5% as a proxy for a healthy and well-supplied rental housing market Goal 4: Decrease prevalence of homelessness and residents with insufficient housing and support residents in transition Goal 5: Pursue larger-scale redevelopment and infill along transit-served corridors and smaller-scale strategic reinvestment, thoughtful infill, redevelopment, and adaptive reuse within neighborhoods citywide Goal 6: Increase total “missing middle housing” units available by including in small-scale multi-family developments at a range of price points, in a variety of building types, and interspersed with single-family homes and larger multi-family buildings across the city Goal 7: Encourage homeownership options in multi-family buildings alongside robust rental options Goal 8: Reduce by half the percentage of households who spend more than 50% of their income on housing costs Goal 9: Weatherize 600 homes annually, 2024-2030 Goal 10: Electrify 360 homes annually, 2024-2030 CITYPLAN 202417HOUSINGHOUSING ACTIONS Action 4: Implement a variety of regulatory tools and programs to preserve and increase the city’s supply of affordable and moderate-income housing throughout the city, including but not limited to: form-based codes, bonuses and incentives, waivers, expedited review processes, requiring minimum stories, increasing maximum height or stories within City Center and along transportation corridors, smaller lot sizes, and promoting accessory dwelling units Action 5: Explore and implement non-regulatory programs, including public-private and non-profit partnerships, funding, incentivization in fee structures, use or acquisition of municipally-owned lands, and using the Housing Trust Fund to increase total housing, affordable housing, and transitional housing Action 6: Research options from other communities, now or historically, for creative solutions Action 7: Establish cooperative relationships with neighboring communities so housing development addresses climate change from a regional perspective Action 8: Partner with Leahy Burlington International Airport and others to accelerate and complete the FAA-authorized Home Insulation Program Action 9: Evaluate current inclusionary zoning regulations and thresholds for effectiveness of affordable housing creation, and modify as necessary Action 10: Allow for well-designed, context-sensitive infill housing within existing established neighborhoods and commercial areas Action 11: Require new homes to be compliant with Vermont’s state energy codes for new construction and incentivize energy efficiency upgrades to existing homes Action 12: Adopt additional ordinances for registration, life safety inspections, and regulation of long-term and short-term rentals, and consider applying life safety codes to single-family and duplex homes Action 13: Encourage private inspections and educate the public about housing-related hazards like mold, radon, carbon monoxide, and VOCs Action 14: Promote a built environment that supports affordable and convenient access to basic needs like healthy foods and inclusive health care Action 15: Complete an updated Housing Needs Assessment HOUSING INVENTORY, ANALYSIS, AND CHALLENGES AFFORDABILITY. Construction of new housing in Chittenden County has been outpaced by growth in demand. We have a significant deficit in available homes for a healthy and affordable housing market, including an undersupply of “Affordable” housing and housing affordable to moderate-income households. Capital “A” “Affordable” costs, per month, 30% or less of the household income of 80% of Area Median Income (AMI) for mortgage or rent, property taxes and/or HOA fees, and required utilities (heat, electric, water, and sewer). The City requires Affordable homes to be built through required inclusionary zoning. Incentivization and regulation can result in more affordable homes (costing 30% or less of household income) for people at a wider range of middle incomes, including at 100% of AMI and 120% of AMI. In FY 2021, the AMI for a household of four in the Burlington-South Burlington area was $95,900, making housing costs affordable to a household making 100% AMI approximately $2,400 per month. For 120% of AMI ($115,080 for a family of four), affordable monthly housing could cost $2,875 per month. Relatively high consumer mortgage interest rates (approximately 6-7% in 2023, compared with approximately 3-4% in 2020/21) CITYPLAN 202418HOUSINGreduces buyer purchasing power by increasing monthly payments on the same purchase price. For rentals, according to the 2021 American Community Survey, approximately 48% of renters in South Burlington are paying 30% or more of their household income on gross rent. Currently, we lack sufficient inventory in those cost ranges for a variety of reasons including both undersupply and high demand. This shortfall in low- to middle-income housing is regional. South Burlington strives to be a place where its workforce can afford to live. According to the 2020 US Census, South Burlington is a regional job center with nearly 18,000 jobs. This significantly exceeds the approximately 10,000 workers living in South Burlington (according to the 2020 US Census). Central Chittenden County functions as an economic system, with residents and workers being broadly exchanged with our neighbors in Burlington, Williston, Winooski, Essex, Colchester, and Shelburne. We must provide a range of housing options in our community and acknowledge the need to address this issue regionally, as a cooperative and collaborative member of the Chittenden County community. A housing shortfall restricts economic growth and hinders our ability to meet our climate-change-mitigation goals. If people cannot afford to live here and have to commute long distances, they may be less likely to accept a job in South Burlington, limiting our businesses’ access to workers. If people do accept jobs but commute long distances, they are likely dependent on single-passenger vehicles, which increases vehicle miles traveled and increases vehicle traffic, counter to our climate-change-mitigation goals. This is another reason we need to think regionally about housing goals. The City has taken significant first steps to improve access to, and distribution of, affordable housing. In 2003, the City adopted a system of bonuses and incentives for affordable housing in the Land Development Regulations. Through the 2010s, this system was replaced with an inclusionary zoning / supplemental bonus system. Inclusionary Zoning now applies city-wide. Complementing the regulatory tools, the City works to partner with private sector and non-profit housing developers to fund construction and conversion of existing buildings to permanently affordable housing, including through State programs, Federal grant programs, and the City’s affordable housing trust fund. The City has no direct control over such cost factors as increases in labor, materials, down payments, mortgage rates, and availability of credit, but the City can influence housing development costs by changing allowed units per acre density, promoting mixed-use development, streamlining permitting and approval processes, developing a tiered impact fee system, and participating in State initiatives such as Neighborhood Development Areas. Ten-Year Affordable Housing Targets. Currently, there are approximately 900 permanently affordable housing units in South Burlington, including inclusionary zoning housing and other affordable housing systems. This plan includes ambitious targets of establishment of 1,000 new affordable housing units by 2035 – 750 housing units affordable to households earning up to 80% of the AMI and 250 housing units affordable to households earning between 80% and 120% of the AMI. This does not all have to come from new construction; conversion of existing housing to permanently affordable housing would also move us toward this goal. EXISTING HOUSING STOCK. Approximately 48% of existing housing units are single-family houses, 6% are duplexes (either side-by-side or stacked), and 46% are multi-family (three or more units in the building). This balance has dramatically shifted over the past two decades. In 2000, over two-thirds of all housing units in the city were single family homes and less than 30% were multi-family. Within a few years, based on known upcoming development, the majority of all housing units in the city will be multi-family. CITYPLAN 202419HOUSINGSince 1980, South Burlington has averaged adding approximately 145 dwelling units per year (with cyclical fluctuations). Newer housing since 2000 has been weighted toward multi-family structures (both apartment rental and condominium ownership). Single-family homes have trended toward being larger and more expensive than the stock of existing single-family homes. Vacancy rates for existing housing have remained stubbornly low for both owned homes and rental homes, contributing to ongoing price increases in this market. South Burlington has significant aging housing stock. South Burlington experienced its first wave of residential development after WWII with construction of primarily single-family homes and duplexes. Approximately 16% of existing housing units were built prior to 1960. These include homes in neighborhoods like Chamberlin, Mayfair Park, and the Orchards. Homes from that era may have some deficiencies in insulation, energy efficiency, and building materials. The next wave of housing included a mix of single/two-family homes and mid-scale multi-family housing near Dorset Street, Kennedy Drive, and Shelburne Road. These also will need reinvestment. Approximately 35% of housing units in South Burlington were constructed prior to 1980 and risk having lead paint. These homes should be reinvested in, including options like weatherization and updates to the homes themselves and investment in the neighborhood infrastructure, community gathering spaces, and aesthetics. Significant continued investment in additional housing is necessary to address residential costs, demand in this core employment area for the state, and equity in access to safe and affordable housing in the region. As part of our housing work, the City has participated in the region’s Building Homes Together campaign since 2018 and will continue to do so. CHANGING DEMOGRAPHICS. Future housing must account for changing demographics and identify how the City can affect those trends. South Burlington has an increasing population of older residents, although with a lower percentage over 65 (16%) than in Vermont as a whole (20%). Some older residents want to move from high-maintenance, single-family homes into managed or supportive communities, including condominiums, 55+ communities, and assisted living facilities, but may be unable if units/spots are not available. This locks up housing stock with two, three, or more bedrooms with one or two residents and prevents turnover to families who desire additional space. South Burlington housing stock is currently approximately 49% units with three or more bedrooms and 51% with two or less. This reflects our current population of one- and two-person households but also restricts the ability for residents to remain in South Burlington as they change life stage or lifestyle. It reflects what has been built and not necessarily what is desired or needed. SMART GROWTH, INFILL HOUSING, AND CONVERSIONS. A relatively small amount of undeveloped land is available. Housing needs to be increasingly located in higher-density, mixed-use development in targeted growth areas like City Center and other infrastructure-served portions of the community. The City has multiple opportunities to support these trends and reach goals of thriving mixed-use neighborhoods, affordability, and climate action. This Plan supports a combination of larger-scale redevelopment and infill along transit-served corridors, and smaller-scale strategic reinvestment and thoughtful infill within neighborhoods. The City must be a partner in the Chittenden County Regional Planning Commission’s ECOS Plan goal of having 80% of new development take place in areas planned for growth, which amounts to 15% of the (Chittenden County’s) land area. The historic pattern of building new housing on undeveloped land is changing due to market forces and City policy. Infill development between buildings, both residential and mixed-use, is occurring along the City’s major transportation corridors. Recently, several former hotels have been converted to residential housing. Older commercial buildings needing reinvestment have CITYPLAN 202420HOUSINGbeen re-developed at greater densities more aligned with the City’s land use goals. Lot sizes in many of the City’s neighborhoods are typically larger than similar neighborhoods regionally and nationally, which presents opportunities for small-scale infill and investment in neighborhoods. HOUSING LOSS. Approximately two-hundred homes were purchased and removed between the late 1990s to the mid-2010s for noise mitigation adjacent to the Leahy Burlington International Airport. The City advocated diligently for the Airport and FAA to terminate this program and replace it with a sound insulation program for qualifying homes. This program, piloted in 2022 and underway in 2023, reinvests in the neighborhood and is directly consistent with this Plan. The now-vacant land is not currently eligible for new housing under FAA restrictions; instead, the City and Airport are collaborating to use the area to enhance quality of life for the neighborhood (further discussed in the Land Use Chapter of this Plan). To a lesser extent, housing has been lost elsewhere in the city. In 2016, the City adopted housing preservation requirements, requiring replacement of any removed home in much of the city. This program maintains the number of homes and encourages retention of older (often more affordable) homes. RENTAL MARKET. Currently, approximately 60% of housing units are owner-occupied and 40% are renter-occupied. The rental stock is aging along with the single-family housing stock, especially in the multi-family housing from the 1970s and 1980s. As more housing stock ages, total population increases, and vacancy rates remain historically low, we need to develop a stronger toolbox to address health and safety, and to communicate with rental property owners. The City is exploring establishment of a rental registry and inspection program. Construction of rental and multi-unit housing in the City is regulated by State of Vermont Fire Codes through the South Burlington Fire Marshal’s Office. With increasing density of development in some areas of the city, the City should consider application of residential building codes to the construction of single-family homes as well. The existence of such codes can decrease insurance premiums, increase fire safety and standardization of necessary firefighting equipment, and provide more assurance to purchasers. Short-term rentals and second home ownership. The short-term rental industry grew significantly in the last twenty years. In 2023, approximately 75 homes in South Burlington were listed for short-term rental. Of these, approximately 60 were “entire house” rentals and of those a substantial number were available on a full-time basis. These full-time, entire-house rentals contribute to the City’s housing shortage, as they are unavailable as primary residences. Some may be second homes (used by out-of-area residents for less than six months per year) which also (whether rented the rest of the year or not) removes housing units from the stock of available primary residences. The City is considering the adoption of an ordinance to restrict the use of entire homes for full-time, short-term rentals. HOUSING TRUST FUND. The South Burlington Housing Trust Fund was established by the City Council on November 17, 2014 to fund strategic participation in development increasing Affordable housing for households below 80% of AMI. The Trust Fund may, among other options, (1) participate in new affordable housing development through funding supporting project financing of a project undertaken by a private developer, (2) financially support projects preserving existing affordable housing, (3) provide pre-development funding to housing agencies or developers for a project feasibility assessment, and (4) support the purchase of land for affordable housing CITYPLAN 202421HOUSINGdevelopment. It is currently funded as a line item in the Annual Budget. HOUSING: ADDITIONAL RESOURCES • The Path to Affordability: South Burlington 2013 Affordable Housing Report• Chamberlin Neighborhood Final Noise Report & Purpose Statement (2016) CITYPLAN 202422ECONOMY ECONOMY Employment and local business are integral components of the South Burlington community, with its location in central Chittenden County, access to major transportation systems, and historically strong investment in utility infrastructure. The vitality of South Burlington, the region, and Vermont, and the quality of life for South Burlington residents is closely connected to the continued prosperity of its numerous businesses and industries. In support of a balanced, resilient, and vibrant economy and community, the City must continue to attract and retain new employers of varying sizes, sectors, and industries. Thoughtfully planning for housing growth, appropriate environmental protection and energy conservation, and thoughtful redevelopment of our built areas will support the economy, support housing our neighbors nearby, and contribute to meeting our community Climate Action goals. City investment, partnership, and facilitation of new and updated housing and infrastructure can help attract and retain a workforce for those businesses that can walk, bike, carpool, or take transit to work. We must also work with neighboring municipalities to plan for appropriate development of economic opportunities within short driving or public transit distance from South Burlington housing, and vice versa. At a neighborhood scale, multi-decade investments in City Center and increased focus on infill housing along major transportation corridors are opening up new opportunities for small-scale services and businesses to complement the long-standing larger and national businesses in the community. Community interest supporting vibrant neighborhoods is also opening up ideas and opportunities for localized shops and services in areas that have previously been exclusively residential. ECONOMY GOALS Goal 11: Be a resilient and varied economic hub for the region, consistent with the City’s land use goals Goal 12: Invest in and grow a vibrant, mixed use, pedestrian-oriented City Center Goal 13: Plan for and support appropriately-scaled local business growth, including retail and services, within walking distance of existing and planned residential areas Goal 14: Plan for and support balanced mixed-use (residential & commercial) development in areas that can support both Goal 15: Be a leader in regional planning for economic growth centers, live-work communities, commuting corridors, and environmental protection with neighboring municipalities Goal 16: Increase local business ownership by members of underrepresented groups, including women, nonbinary and trans people, and BIPOC people. Goal 17: Increase business growth in green technology, arts and entertainment, hospitality, technology and innovation, and pedestrian-scale retail and food service Goal 18: Support thoughtful investment in the Leahy Burlington International Airport to continue its role as a regionally-significant transportation and economic hub Goal 19: Increase total childcare programs and total slots to support the workforce Goal 20: Electrify 8% of commercial/industrial square footage annually, 2024-2030 Goal 21: Promote distributed location of our retail food system and diversify types of businesses for groceries, including large and small stores, farm-to-consumer opportunities, community meals, and the food shelf CITYPLAN 202423ECONOMYECONOMY ACTIONS Action 16: Encourage, incentivize, and/or require variation in commercial spaces (including location, size, appearance, and suitability for different purposes) to create opportunities for businesses of varying scales and industries to thrive and adapt over time Action 17: Promote City Center as an economic hub emphasizing small-scale, locally-owned and operated businesses Action 18: Advance State designations in City Center, including conversion of the New Town Center to a Designated Downtown and expanding/modifying the Neighborhood Development Area Action 19: Seek State designations in other areas of the City including the Shelburne Road corridor Action 20: Streamline, simplify, and modernize permitting requirements and processes to promote land use patterns and uses in this Plan Action 21: Support state-level funding for high-quality childcare programs and seek opportunities to facilitate new and expanded facilities in South Burlington Action 22: Examine municipal regulatory barriers to childcare, including the Land Development Regulations, and consider changes as appropriate Action 23: Encourage connection between the business community and education system, including but not limited to alternative education, training, apprenticeships, technical programs, and innovative school-to-work connections Action 24: Work with hospitality, business, and community leaders to enable cultural events, conventions, and athletic events Action 25: Conduct a transit study examining connections to primarily commercial areas Action 26: Invest in housing and transportation infrastructure to attract and retain a high-quality workforce for South Burlington businesses Action 27: Develop a strategic economic development plan for the City, including conducting data-driven review of economic health of the South Burlington business community Action 28: Encourage more value-added food businesses to start-up and/or locate in South Burlington Action 29: Encourage business incubators, start-ups, and similar low-barrier-to-entry business opportunities ECONOMY INVENTORY, ANALYSIS, & CHALLENGES South Burlington is an economic hub in Chittenden County and the state of Vermont. Located at the intersection of major transportation routes by road, rail, and air, South Burlington’s economy has significant hospitality and retail sectors, with light manufacturing, small contractor and service businesses, and shipping/logistics. We are a growing city, both in population and economy, and supporting intentional and sustainable economic growth must be a priority. In our efforts to be climate-resilient and community-focused, South Burlington embraces multi-use land use, multi-modal transportation networks, high quality of life for our workforce, and jobs in green industries. This economic growth must be accessible and available to all members of our community and must not disproportionately negatively impact any group or area. CITYPLAN 202424ECONOMYLAND USE & ECONOMY Creation of More Mixed-use Areas. Traditionally, zoning separated incompatible uses like residential uses and many commercial uses. A modern approach should reflect that many commercial enterprises are not as disruptive as their predecessors and have more varied needs. South Burlington is zoned for primarily or exclusively commercial and/or industrial uses in areas near the Burlington International Airport, the east end of Williston Road, Technology Park, and the Meadowlands Business Park area off Hinesburg Road. Many of these areas are currently built with commercial spaces, but the changing needs of businesses may make them prime areas for infill, more dense building, and/or smaller lot sizes. Siting new commercial/industrial space in already-commercial areas makes sense. However, businesses have expressed a desire for more flexibility in how they use commercial areas for their business activities outside the historic idea of “commercial” use. It should enable enterprises like small business incubators that do not necessarily fit a traditional single-entity business model. The City may explore integrating housing into some currently commercial areas. Currently, several large South Burlington businesses have more job openings than qualified applicants and are struggling to sustain and grow their operations. The tight housing market and lack of affordable options has resulted in applicants turning down employment offers because they could not locate housing. Even when housing is available, it is often not in South Burlington and requires a significant commute, which is incompatible with our climate action mitigation goals. More housing units in some commercial areas would improve the housing shortage in Chittenden County and allow workers to live closer to their workplaces, supporting climate-change-mitigation goals by enabling more multi-modal transportation and reducing the need for a personal commuting vehicle. It can also improve vibrancy in neighborhoods, allowing human-scale commercial, retail, and food service facilities in areas within walking distance of homes. For further discussion of housing, please see the Housing section. Some areas that may have capacity for some kind of residential use in primarily commercial areas include Technology Park, the University Mall area, areas of Shelburne Road, areas of Dorset Street, and areas of Williston Road. Exploring potential state designations for these areas could open new opportunities for adaptation and growth. However, housing can often displace commercial when both are allowed because housing is generally a more profitable use of land per square foot. Displacement of future commercial uses and expansion of existing businesses should be balanced with the need for housing. Some commercial and industrial uses still generate significant noise, smell, or other noxious side effects that make them incompatible with residential use, including 24-hour operation and 24-hour trucking. We need to study how additional housing could be accommodated, but also where industrial uses could and should remain separated from housing. This would allow for some areas to become more mixed use while others remain industrial-only. City Center Economy. South Burlington continues to invest in its new downtown core, City Center, as an opportunity for integrated employment and housing in a walkable area. The City Center area has potential for high quality employment options in an urban setting. The City has not had a downtown core with professional employment opportunities in a walkable area with services, retailers, restaurants, and housing. We are optimistic that the City Center core will evolve over time into a thriving and energetic downtown, including high-quality employment either directly walkable or within easy reach via public transportation. The City will also explore options for redevelopment on San Remo Drive and Williston Road. The City intends to continue supporting economic growth, including housing growth, in the City Center area through investment and policy for the CITYPLAN 202425ECONOMYforeseeable future. Transportation-Land Use Connection. Future employment and mixed-use development will necessitate a transportation system that meets the demands of the local and regional area. Future mixed-use employment centers in areas such as City Center, Kimball Avenue, Tilley Drive, Williston Road, and Shelburne Road should be planned with transportation improvements and to be walkable and bikeable. Leahy Burlington International Airport. Critically, the Leahy Burlington International Airport is located in South Burlington and provides both business opportunities and community challenges. The Airport supports numerous businesses in South Burlington with direct airport access, and many businesses in our region benefit from access to a nearby international airport. Easy air connection to other areas of the United States and therefore to the world directly benefits our economy and supports the future economic health of South Burlington. The City and the Airport need to work as partners for the continued economic and social health of our community going forward. Internally, the Airport plans for its own future through its master plan process. However, collaboration and cooperation efforts between the City, community, and airport should reflect the coexistence between the community and the airport, making the most of our opportunities to work together. This should include utilizing the airport-owned land around Airport Parkway for projects that benefit both the airport and the community, support for airport-reliant businesses around the airport property, and improved transportation to the airport that avoids impacts on neighborhoods. For more discussion, see the Northwest Neighborhoods section. Affordable Commercial Spaces As we work to improve or redevelop areas especially around City Center and the Shelburne Road corridor, we will have to consider the impact on existing businesses and the cost of operation for small businesses. Improvements can drive up rent costs for commercial space, which can disproportionately impact small, local, and low-margin businesses, as well as women-owned businesses, BIPOC-owned businesses, and businesses owned by other marginalized groups. The City will need to consider how to mitigate gentrification effects of its land use goals and projects on both existing and future small businesses to allow those businesses to continue to have adequate space in our commercial and high-density areas. DIRECT CITY PROCESS Permitting and Governance. Paired with more flexible and nuanced zoning in certain commercial and mixed-use areas, the City should explore ways to streamline, simplify, and modernize permitting requirements and processes to promote land use patterns and uses supported by the policies in this Plan. The City should study the effect of the current Form-Based Code area to see how effective it has been in encouraging development and if other areas should be considered for Form-Based Code zoning or similar tools that focus on impacts and the building’s built form over specific uses. The City should consider its role in providing support for small start-up businesses, especially those BIPOC-owned or owned by members of other historically-marginalized groups. Promotion and Marketing. South Burlington and its partners should further brand and actively market the City with the current community vision expressed in this Plan. Additional marketing of the community as a place to grow a business could attract new economic investment and will support the CITYPLAN 202426ECONOMYhospitality and retail sector. The City has an opportunity to also highlight and expand its growing cluster of Green Technology businesses and promote further growth in that sector. WORKFORCE SUPPORT & QUALITY OF LIFE Economic viability and quality of life in South Burlington is intricately tied to many other aspects of this plan. South Burlington currently hosts a workforce of almost 20,000 jobs. While it is demographically younger than most Vermont communities, South Burlington still faces the challenge of an aging workforce. In particular, South Burlington’s economic future relies on attracting and retaining working-age people with a range of backgrounds, education levels, and areas of expertise. These workers will need, among other things, quality and affordable housing, childcare, and education and training. Housing. Quality jobs draw workers who need safe and affordable housing. South Burlington also strives to have our promising young people stay in Chittenden County and to be able to establish their lives here if they choose. Employers are struggling to attract workers to our region because of insufficient affordable housing. South Burlington also has a large number of lower-wage jobs in the retail, hospitality, and healthcare sectors that require housing for their workers. Housing should include rentals, but also owner-occupied homes and affordable “missing middle” housing. These residents will need public services, including emergency services, and access to multiple modes of transportation. For more information, see the Housing Section. Childcare. Childcare in Chittenden County and Vermont in general has become a pinch point for workforce participation. Shortage of childcare options for families will continue to prevent parents and caregivers from fully participating in the workforce to their desired level. We need to coordinate with large employers to provide or subsidize childcare, expand options for childcare, and enable new childcare centers to open and operate. This will require significant investment by both the public and private sectors. For more information, see the Community Facilities & Services Section. Education and Training. Increased connection between education and employment will both facilitate young people coming to and staying in South Burlington and grow our local businesses with trained employees. South Burlington should explore how the City and community can support training programs, apprenticeship programs, technical programs in the trades, and other creative connections between the business community and the school systems and college system. For more information, see the Community Facilities & Services Section. ECONOMY: ADDITIONAL RESOURCES • Kimball-Tilley Land Use and Transportation Study, 2020• U.S. Census Bureau, Census 2020 Data• American Community Survey 2021 CITYPLAN 202427ENERGY ENERGY We are facing an existential threat from a warming planet and worsening climatic conditions. We must incorporate greenhouse gas reduction, mitigation, and adaptation measures as a top priority Guiding Principle in the Plan. South Burlington’s climate – and the global climate – has changed due to greenhouse gas (GHG) emissions. Dependence on fossil fuels is responsible for almost all South Burlington’s emissions. Known effects have been documented and more are predicted in the future. To meet the City’s climate goals, the community needs to reduce greenhouse gas emissions by 60% by 2030 and by 95% by 2050. South Burlington has a policy objective and moral obligation to reduce its GHG emissions from building heating and transportation by transitioning to carbon-free energy sources and by making it safer and more convenient to walk, bike, or take transit through changes in development patterns and transportation infrastructure. We are fortunate in South Burlington that all new energy added to the grid for Green Mountain Power will be carbon-free. We also must increase renewable energy generation and local battery storage in South Burlington to support the shift to electrified heating and transportation. Through all this work, these changes must be made equitably and to help all our neighbors transition to cleaner energy and more sustainable practices, including regulations and non-regulatory programs. In October 2022, following a Council resolution, engagement of a consultant, and work of a citizen Task Force, the City Council adopted the community’s first-ever Climate Action Pan (“CAP”). The CAP identified targets, high impact actions, and supporting actions to significantly reduce South Burlington’s share of Vermont’s GHG emissions (in line with the Paris International Treaty on Climate Change and Vermont’s Global Warming Solutions Act). The CAP also includes equity recommendations in that document’s Appendix B: Equity Assessment. The CAP lays out a strategy to meet the goals of Vermont Act 174, Enhanced Energy Plans, in order to be adopted as an Enhanced Energy Plan with this City Plan for the City to receive substantial deference in siting decisions by the Public Utility Commission (PUC). The 2022 CAP targets are incorporated as goals of this City Plan, and the CAP is interwoven throughout this Plan. That 2021 City Council resolution charged City staff and Council with “accounting for greenhouse gas emissions and climate impacts when making any significant decision” and specified that the City’s Chief Sustainability Officer “will annually report on the progress that the City is making on enacting the Climate Action Plan using standard tools and metrics and will verify that the City appropriately factors climate impacts into all applicable actions and decisions.” South Burlington is including in this Plan required elements to be an Enhanced Energy Plan under Act 174. Further information on required energy targets for the Enhanced Energy Plan are included in Appendix A. South Burlington’s required equity assessment is included in Appendix B, as a compilation of the energy-related actions and policy statements made throughout this Plan to address equity. Three additional maps are included in Appendix C as required by Act 174: Solar Resource Areas, Wind Resource Areas, and State Constraints. ENERGY GOALS Goal 22: Weatherize 600 existing homes annually through 2030 to reduce emissions by 5% Goal 23: Electrify 8% of existing commercial/industrial square footage annually to reduce emissions by 17% Goal 24: Electrify 360 existing housing units annually through 2030 to reduce emissions by 9% CITYPLAN 202428ENERGYGoal 25: New homes to be greenhouse gas emissions-free to reduce emissions by 4% Goal 26: Replace 75% of gas vehicles with all electric vehicles (EVs) and plug-in hybrid vehicles by 2030 to reduce emissions by 42% Goal 27: Reduce vehicle miles traveled by 2.5% annually through 2030 to reduce emissions by 19% Goal 28: Plan for compact high-density (greater than 12.5 dwelling units per acres) new housing development to reduce emissions by 4% Goal 29: Increase renewable energy generation to between 30,794 to 55,549 Megawatt hours (MWh) by 2030 and 63,297 to 121,060 MWh by 2050. Goal 30: Municipal operations meet or exceed our proportional share of citywide greenhouse gas emissions reduction targets and provide community demonstration projects Goal 31: Meet or exceed South Burlington’s renewable energy generation targets identified through Act 174 or its successors Goal 32: Increase availability of local energy storage to support the other goals Goal 33: Ensure the energy transition takes place equitably and is financially accessible to all members of our community ENERGY ACTIONS Action 30: Complete Implementation of the Transportation/Land Use, Buildings/Thermal, and Government Operations Sectors of the Climate Action Plan Action 31: Incorporate sector-specific Implementation Plans into City’s annual Policy Priorities and Strategies work plan Action 32: Implement the Climate Action Plan’s High Impact Actions and partner/advocate for implementation of Supporting Actions Action 33: Amend Land Development Regulations to support or require a larger proportion of mixed-use development and transit-oriented development to reduce the need for vehicles Action 34: Track and annually report on city-wide and Government Operation progress towards meeting Climate Action Plan targets Action 35: Support applications for renewable energy generation projects to the Vermont PUC located on existing impervious surface, especially existing rooftops Action 36: Support projects that are sited to avoid state and local known constraints, mitigate impacts to state and local possible constraints, and prioritize projects sited on existing rooftops Action 37: Support regulating renewable energy generation projects and all other forms of development equally through local and State (Act250/Section 248) permitting processes. Action 38: Identify existing commercial roofs, parking areas and other areas that do not currently provide carbon sequestration or storage, wildlife habitat, water filtration, etc. where solar arrays would be compatible and should be prioritized. CITYPLAN 202429ENERGYENERGY INVENTORY, ANALYSIS, & CHALLENGES The overwhelming majority of emissions attributable to South Burlington come from two sectors: Transportation/Land Use (65%) and Buildings/Thermal (34%, split between residential and commercial). Other contributors, including small engines, solid waste, agriculture, and the offsetting effects of natural resources also present complementary opportunities. Meeting the overall reduction goals will require significant investment in staff resources, infrastructure, and planning, as well as education and regulatory changes in both our transportation and buildings. Source: South Burlington Climate Action Plan, 2022 TRANSPORTATION ENERGY SECTOR South Burlington will continue to be a transportation hub in Vermont at the intersections of major roadways and as home of the region’s primary airport. The City is working, both internally and with regional partners, to reduce vehicle miles traveled (“VMT”) and reduce single-occupancy commuter traffic. To reduce overall vehicle miles traveled in our community, especially at the scale targeted in the CAP, the City will need to reorient its transportation network from passenger cars to walking, biking, using public transportation, and evolving personal transportation technologies. The physical design of the transportation network itself will also need to be shifted. As discussed in the Transportation Chapter, much of South Burlington’s existing network is designed first for cars, and second (where available) for people on foot, on bicycle, or using transit. The growing popularity of e-bikes presents an opportunity to meet the City’s targets and also exposes some of these infrastructure gaps. Examples of these gaps include four-lane roads with limited pedestrian crossings, wide vehicle lanes, lack of bike lanes, narrow greenbelts, a disconnected recreation path and sidewalk network, limited pedestrian lighting, and intersections that are designed with wide turn radii and/or slip lanes. The City has taken important steps to begin a community-wide retrofit in recent years, including adopting updated cross-sections for new roadway construction, passing a Penny-for-Paths CITYPLAN 202430ENERGYballot initiative to improve connections, establishing a dedicated path maintenance fund in the City budget, increasing funding for lane striping, and investing in staffing for capital projects throughout the City. The City also needs to prioritize a land use pattern that provides homes, services, employment, parks, and other destinations within short distances of one another. The development of pedestrian and bicycle paths, greenways and other trails, changes in regulations that enable commercial services near or within neighborhoods, and investment in neighborhood-scale parks and facilities provide climate-resilient ways of building community. The City’s sustained commitment to creating a compact, multi-use, pedestrian-focused City Center is a strong example of the future of transportation and sustainable-transportation-driven land use. Public and private investments have begun to transform this core area by developing multi-family housing and pedestrian/human-scale commercial use. The pairing of higher-density residential living and pedestrian-oriented built environments, alongside municipal services at City Hall, creates a community hub that will, over time, become much less auto-dependent and community-focused. See the Land Use chapter for analysis and specific policies for advancing the City Center vision further, as well as land use goals throughout the City. In addition to land use and infrastructure changes, the use of personal vehicles must be reduced or changed over to electric. South Burlington faces complex challenges in promoting and expanding access to electric vehicles due to our housing mix and housing affordability. Access to overnight charging is required for a personal electric vehicle to be practical. Over 50% of homes in South Burlington are in multi-family housing and nearly 40% of households rent their homes. In both cases, it is far less likely that a resident will have direct access to EV charging and control over the installation of EV charging than a resident of a single-family, owner-occupied home. For EV access to be equitable, South Burlington must take steps to encourage, promote, or require EV charging at multi-family buildings and for renters. In addition, South Burlington must take similar steps to incentivize or require EV charging in public and commercial parking spaces to support both rapid charging as well as slower charging. To do this equitably, pay-as-you-go charging (which can be significantly more expensive than at-home charging) cannot be the only option available to EV users. Emissions generated by Leahy International Airport (formerly Burlington International Airport) are being considered and addressed by the City of Burlington and the airport administration. The City must collaborate, communicate, and engage with the Airport to reduce emissions and increase energy efficiency. See the Transportation Chapter for analyses and specific policies for transforming the transportation network to meet these objectives. BUILDINGS AND THERMAL ENERGY SECTOR Reduction in emissions generated by buildings involves both changing new construction and updating existing buildings. South Burlington has a robust new construction market alongside the significant number of existing homes and buildings, unlike some communities in the state. For new buildings, the City took an initial step in 2021 and 2022 by establishing regulatory standards for the orientation of streets and buildings for solar gain and requiring that new buildings meet the State’s Stretch Energy Codes. In November 2022, the City adopted an ordinance that requires carbon-free / renewable fuel sourcing for primary heating systems and hot water systems in all new buildings. This will limit increases in carbon emissions from the buildings sector while complementary action on existing buildings will reduce existing annual carbon emissions in order to meet the CAP targets. For existing buildings, the CAP includes targets for both weatherization (including insulation, air sealing, efficient windows and doors, etc.) and for electrification of a building’s primary heating CITYPLAN 202431ENERGYsystem. Weatherization of 600 homes per year will result in 4,200 homes being weatherized in 7 years, which is nearly 45% of South Burlington’s existing housing stock. Electrification of 360 existing homes per year will result in more than half of the homes being electrified within 15 years. Weatherization, electrification of existing homes, and construction of highly-efficient new homes can have significant costs for homeowners. The City and its partners will need to support homeowners in making these changes in order to ensure an equitable, and successful, transition. This includes financial incentives and outreach to low-income homeowners. The City must design a system that will not cause economic hardship for people without resources to change over, benefit from, and then operate new systems. Local utilities (Vermont Gas Systems and Green Mountain Power) and the state-level Efficiency Vermont have programs and resources to help customers reduce their monthly energy bills, including information about rebates and tax incentives available for energy-saving purchases. These programs are available for both income-eligible households and for all households, depending on the program. Regionally, Champlain Valley Office of Economic Opportunity also provides weatherization and heating assistance. In order to meet local and state climate targets, however, the implementation of these programs will need to be increased significantly, requiring financial support, staffing, and outreach. The Climate Action Plan further identifies that a combination of incentives and regulatory tools will be necessary to meet climate targets. These approaches are detailed as High Impact and Supporting Actions within the Climate Action Plan. Neither approach on its own will likely achieve the magnitude of conversion and electrification enumerated in the CAP. Private-public partnerships will also have to play a significant role in meeting the CAP goals. An example of this kind of partnership is being implemented in the Chamberlin Neighborhood. There, a program advocated for by the City and funded by the Federal Aviation Authority to mitigate Airport noise through sound insulation of nearby homes and gathering places is being paired with investments from Vermont Gas Systems and other partners to achieve thermal insulation and extend the annual reach of the program. Commercial buildings represent about 18% of the City’s emissions and over half of the thermal energy demand. Weatherization and electrification of commercial spaces would have a major impact. New building codes address future buildings, but upgrading existing commercial buildings is a challenge that requires additional attention. GOVERNMENT OPERATIONS ENERGY SECTOR. The City government’s operations account for approximately 0.7% of the citywide GHG emissions according to the 2022 CAP. The CAP identified that in 2019, the Department of Public Works emitted 65% of the City government’s total GHG emissions, 74% of which goes to direct operations of the wastewater treatment plants. The Police Department emitted 17% of the total City government GHG emissions, and the Fire Department emitted 12%. The CAP laid out a broad approach for Government Operations to meet our share of the citywide targets. This is being further developed through an Implementation Plan in 2023 and is being integrated into the City’s Operations Budget and Capital Improvement Plan. Over time, the City plans to replace gas-powered and fossil-fuel powered vehicles, small engines, and building systems with more efficient and/or electrified options. The City has significant numbers of fleet vehicles that can be replaced with EVs over time as the market allows, building heating and cooling that can be made more efficient and/or electrified, and smaller structures and equipment that can be upgraded or retrofit with electric options. As these facilities, vehicles, and equipment need to be renovated or replaced, the City will need to budget for electrified replacements as they come up. CITYPLAN 202432ENERGYENERGY PRODUCTION. This Plan and the Climate Action Plan will serve as an Enhanced Energy Plan under Vermont Act 174; as part of that, and as part of the City’s overall goal of reducing greenhouse gas emissions, this Plan provides pathways to meet identified targets established by the Regional Planning Commission for renewable Energy production in the City. Demand for electricity is growing and electric system reliability will continue to be improved as we move forward with the goals of the Climate Action Plan, and as our neighboring municipalities pursue their own climate change mitigation plans. Two transmission line projects located South Burlington have upgraded the infrastructure serving Chittenden County: the Northwest Reliability Project included upgrading high voltage transmission lines and updating a number of substations; the East Avenue Loop and supporting projects installed a 34.5 kilovolt (kV) sub-transmission line from the McNeil generating plant to the VELCO substation at East Avenue and replaced two 115 kV transmission lines with single line. Additional upgrades to the electrical grid will be necessary in the coming years as electricity use increases with electrification of homes, buildings, and vehicles community-wide. Resilience to severe storms requires advanced system controls and redundancy. Electricity storage and generation/load management will be key. Increasing solar energy generation is an opportunity for South Burlington to generate more clean energy locally. Generation of power close to where it is used reduces loss during transmission and stresses the regional power grid less, encouraging both local power generation for the regional grid and the use of local microgrids. South Burlington has taken significant steps forward in recent decades, but we must do more to meet our climate goals. In 2011, the largest solar array in Vermont (at the time) opened in the city, with an estimated output nearing two megawatts annually, followed by several other large solar facilities, medium facilities, and numerous small installations. As of 2022, renewable energy generation in South Burlington was 22,544 MWh. Solar-ready rooftops are now required on certain new buildings. To meet the goals in the CAP, the amount of renewable energy generation will need to increase by 300% to 600% by 2050 (63,297 to 121,060 MWh). Significant investment, incentivization, and regulation that promotes solar energy generation will be needed to meet those goals. Community solar projects provide opportunities for low-income households, multi-family residents, and renters to participate and invest in solar and should be encouraged. Small-scale wind energy in South Burlington is limited by the high density of development and unfavorable climatic conditions. This Plan recognizes that land in South Burlington is valuable, important, and faces multiple demands: natural resource conservation, housing, employment, services, education, transportation, agriculture, parks, and renewable energy production. As in the CAP, this Plan prioritizes the co-location of renewable energy production with other uses. The City needs to focus on rooftop solar, solar-over-parking, and creative opportunities such a solar-over-landfill, integrated with transportation systems, and integrated with agriculture. There are no thermal power plants located in South Burlington. OUTREACH AND IMPLEMENTATION ON ENERGY & CLIMATE Community members, stakeholders, and City staff emphasized the challenges of implementing large scale physical and behavioral changes throughout the development of the CAP and during the public outreach for this Plan. Expertise, investment, and follow-through on weatherizing and electrifying have historically been significant obstacles for households. Community feedback pointed to a suite of tools – including regulations and enforcement, incentives, and neighbor-to-neighbor education and motivation – as keys to success. At the community scale, active community participation in decision-making will be critical. This includes decisions on all topics, including how to invest in vehicle charging systems, how to transform land use, and how to CITYPLAN 202433ENERGYupdate our transportation system to acknowledge the necessity of cars for some trips and users while prioritizing walking, biking, and transit in infrastructure enhancements. Importantly, this work must be implemented in an equitable manner. This could include allowing for a reasonable time for adjustment to new systems when old systems need replacement. Pursuing equity will involve listening to the needs of the community, designing programs to facilitate transportation and home improvements for all users, and accounting for the uneven costs of climate change. ENERGY FACILITY SITING South Burlington supports the harnessing of renewable energy, particularly solar, and must dramatically increase the amount of renewable energy generation in the city to meet the CAP goals. Additional data on our renewable energy generation goals is included in this section and in Appendix A. South Burlington has significant amounts of existing impervious surface, including rooftops, parking lots, etc., that are high priority for solar generation sites. The City can reach its energy generation goals through installation of solar generation on existing impervious surface (see Appendix A and B for more data on the goals). It is the City’s policy to support projects located over or on existing impervious surfaces and prefer them over energy generation proposed for undeveloped areas. This is also consistent with the State of Vermont’s map of preferred sites, included for South Burlington at Appendix A-1. The City also encourages other co-location of various types of renewable energy generation in ways that allow multiple uses of a property, including, but not limited to, energy generation with compatible grazing or other agriculture, thoughtful building design with innovative generation facilities, and integrating generation with community facilities. Siting of renewable energy generation facilities must consider impacts on open spaces and wildlife corridors. Site renewable energy generation should avoid state and local known constraints and to minimize impacts to state and local possible constraints. State known and possible constraints should be avoided or mitigated. Local known and possible constraints map overlap with State known and possible constraints, but are defined at the local level as shown on Map A-2 and Map A-3. Local Known Constraints: • Class II Wetlands and buffer• River Corridors• Very Steep Slopes greater than 25% Local Possible Constraints: • Habitat Block and Corridor Overlay District – avoid encroachment or allow for minimal encroachment only if the parcel is 70% or more covered in habitat block or by mitigating impacts through exchanging an equal area of equivalent ecological potential to become forested habitat in the same habitat block• Steep Slopes 15% to 25% - avoid encroachment or mitigate by ensuring the slope is stable • 500-year Floodplain – avoid encroachment or only use flood-proofed structures and building standards• SEQ Natural Resource Protection Area – avoid encroachment or minimize impact on wildlife passage and habitat connectivity It is South Burlington’s policy to not support energy facility siting applications to the Vermont Public Utility Commission that encroach on state and local known constraints or do not minimize impacts to state and local possible constraints. CITYPLAN 202434ENERGYThis Plan has associated maps included in the Appendix. The maps and corresponding data are intended to be used to inform energy planning efforts by municipalities and regions. The maps may also be used for conceptual planning by those interested in developing renewable energy infrastructure. These maps do not take the place of site-specific investigation for a proposed facility and should not be used as “siting maps”. These maps do not take all regulations into account and automatically prohibit or allow renewable energy generation and replace the detailed process a developer must go through to propose a site for a renewable energy facility. These maps shall not be used without the accompanying policies contained within the South Burlington City Plan. ENERGY: ADDITIONAL RESOURCES • South Burlington Climate Action Plan, 2022• Chittenden County Regional Planning Commission, 2018 ECOS Plan CITYPLAN 202435ENVIRONTMENT ENVIRONMENT The world is facing an existential threat from a climate crisis, and protection of our natural resources is a priority of South Burlington. Protection of natural resources protects air and water quality, sequesters carbon, improves flood resiliency, and improves human health and well-being. Natural resource protection serves both climate resiliency and human resiliency. Natural resources are considered at two levels in this Plan: a landscape scale, and a site/resource-specific scale. Each is discussed in this section. Approximately 41% of South Burlington is considered a “built” area – meaning the lot is small and/or has at least one home, commercial building, parking lot, other structure, or supporting infrastructure1. Approximately 51% of South Burlington consists of open land with some level of regulatory or legal restriction, public parks, condominium common land, land for schools, and similar conditions. The remaining 8% is a mix of types of unrestricted land, including unbuilt residential lots, open farmland, shrubland, forests, and unbuilt commercial lots. Open lands have value partly because they are currently unbuilt. Its unbuilt state, not necessarily its ecological communities, gives it value. However, all open land does not have to be earmarked for conservation. Some sites in our currently built areas should be built while others will need to be used as park space. Some sites in our currently unbuilt areas should remain unbuilt while others, especially neighboring transit lines and other development, may be suitable for development. At a resource/site scale, South Burlington has several brooks & streams, floodplain areas, wetland complexes and their buffers, shoreland to Lake Champlain and the Winooski River, certain potentially hazardous areas (including steeps slopes and river corridors), and a series of identified habitat blocks and habitat connectors. These natural resources have value regardless of their context and have largely been regulatorily conserved. To support the viability and effectiveness of these resources, practical and ecologically-beneficial connections between them are also prioritized for protection in some way. A third category of land use to complement unbuilt and built are working lands. In South Burlington, where they exist, working lands are primarily farmland and hayfields, but also limited forms managed forest lands and fruit tree orchards. Working lands have been a significant part of the city’s landscape for the past 200 years. Maintaining working agriculture is important to climate-resilience, security of our food system, and community connection to the land. The historic uses have shaped the location of habitat blocks and connectors, viewsheds, and land use patterns. ENVIRONMENT GOALS Goal 34: Protect at least 51% of the city’s land area, prioritizing conservation of contiguos lands Goal 35: Plan for a landscape that allows for continued viability of mammal species like bobcat, red and grey fox, white-tailed deer, river otter, beavers, coyote, muskrat, and fisher, and different types of birds including raptors, ground-nesting birds, songbirds, and others Goal 36: Connect the City’s natural resource areas to one another and to resource areas in adjacent communities Goal 37: Ensure environmental protection, conservation, and other natural resource-related efforts are undertaken with public health, environmental justice, and equity in mind 1 Calculated as lots less than 4 acres in size, plus lots over 4 acres in size that have at least 10% impervious surfaces such as buildings, parking lots, driveways, etc. CITYPLAN 202436ENVIRONTMENTGoal 38: Conserve or protect productive farmland and farming operations Goal 39: Increase number of public community garden plots by 100% and add distributed locations within walking or biking distance for all City residents, with a priority for residents of housing unit types (e.g. condominiums and apartments) who do not have access to their own land for gardening Goal 40: Improve organization and management of the existing and potential future public open spaces Goal 41: Reduce light pollution ENVIRONMENT ACTIONS Action 39: Create and implement new Open Space Plan Action 40: Periodically review environmental protection standards in the Land Development Regulations (currently primarily Article 12) to implement the goals of the Plan and adapt over time Action 41: Work with adjoining municipalities and regional entities to enact complementary land use policies where wildlife habitat areas cross municipal boundaries Action 42: Set citywide and district-level tree canopy targets and work with landowners to meet those targets Action 43: Create City Tree Ordinance Action 44: Create and implement management plans for all City-owned properties Action 45: Conduct a study of environmental justice to determine if any neighborhoods or areas are unequally affected by environmental challenges Action 46: Engage in opportunities for tree planting and ecosystem restoration along riparian corridors Action 47: Actively promote replacement of lawns with native plants, pollinator species, shrubs, trees, and/or vegetable garden areas Action 48: Actively engage in removal of non-native, invasive tree and plant species on public land and work with landowners to do the same with private land Action 49: Educate the community about the public health, safety, and environmental impacts of the use of pesticides and herbicides Action 50: Conserve mapped Habitat Block areas and seek opportunities to connect to adjacent natural resources Action 51: Where appropriate, actively use city-owned land for agricultural education, and for urban agriculture and local food production Action 52: Encourage and incentivize new residential and mixed-use development to include community gardens Action 53: Create updated lighting ordinance Action 54: Consider noise pollution reduction, including possible options like a noise ordinance Action 55: Appropriately manage and regulate pet waste CITYPLAN 202437ENVIRONTMENTENVIRONMENT INVENTORY, ANALYSIS, & CHALLENGES South Burlington’s existing landscape has been heavily influenced by its glacial history, creating South Burlington’s distinct ridgeline topography and geological features. South Burlington has an established climate with low winter temperatures, moderate summer temperatures, and relatively high humidity, but that climate is now changing. CLIMATE AND CLIMATE CHANGE. The region’s current climate already burdens and benefits natural communities and humans with a wide temperature range. Winter conditions require snow storage on all properties and demands regular plowing services by the City. Rainfall must be accounted for to ensure stormwater runoff does not negatively affect water quality or stream bank erosion. Climate change poses significant challenges for all communities, both in how to mitigate it and to respond to it. The City must address both by implementing the Climate Action Plan by improving land use patterns, transportation modes, and energy strategies to reduce the city’s carbon footprint. Climate change is also affecting how waterways and ecosystems operate. The City will need to adapt to climate change via infrastructure updates, land use policy and regulation, public lands management, and City operations. Air Quality. Air quality has varied over the 20th century, but efforts to reduce pollution have resulted in generally stable, high-quality air. It currently meets all basic federal health (attainment) criteria. The primary sources of airborne pollutants are automobiles and trucks, industry, and residential/commercial heating. However, climate change has brought smoke plumes and poor air quality from forest fires great distances from Vermont, including Quebec, western Canada, and the American West. The community must continue to maintain or improve air quality conditions, including through promotion of electric vehicles and non-fossil-fuel building heating sources. Topography. South Burlington’s landscape includes a series of ridgelines and river valleys. Five prominent north-south ridgelines shape the city’s landscape, shaped historic transportation, settlement, and wildlife transit patterns, and provide spectacular views. North of the ridge system is a flat, well-drained deltaic deposit drained by a network of drainage ways towards Potash Brook to the south and tributaries of the Winooski River to the north. City Center and Leahy Burlington International Airport are located in this area. On a micro-scale, there are also locally steep slopes associated with water bodies, isolated cliffs, and very steep slopes on specific sites. There are also small defunct quarries, including on Spear Street south of I-189. Geology. Shallow depth to bedrock and location of bedrock outcrops (due to glaciation) dictate the location of roads and underground utilities and restricts location of building foundations. The city also contains interesting and unique geological formations like a Champlain Sea sand deposit. Most of the city is served by water and sewer with most remaining areas designated as conservation areas. Groundwater recharge areas into our bedrock aquifers is considered on a site-by-site basis when development is regulated or reviewed. RESOURCE EXTRACTION Resource extraction of non-renewable resources, like gravel, bedrock, and topsoil, as commodities (not associated with development projects) permanently removes land and materials from South Burlington and should be minimized. CITYPLAN 202438ENVIRONTMENTMineral Extraction. South Burlington is currently home to two modern quarries: an active quarry/gravel pit near Meadowlands Business Park, accessed through Williston; and an inactive quarry/gravel pit at the south end of the Airport property. The location of the active quarry/gravel pit near the interstate, conservation areas, and existing development requires careful management. Access only through Williston remains the most appropriate route. It is possible that the active quarry/gravel pit, which opened to serve the construction of I-89, will reach the end of its useful life in the coming decades. When that occurs, mitigation will be required and should be planned for, including through coordination with the State of Vermont Act 250 process. New quarries or other mineral extraction is not expected. Quarrying and production of gravel also occurs on large development sites serving the construction projects. These are very localized and short-lived for the construction duration. At the end of construction, these areas must also be properly mitigated. Several defunct quarry/gravel pit sites exist in South Burlington on both public and private lands, but generally have little impact on current land use. Defunct quarries can be recreational and environmental resources, adding interest to walking trails and providing unique wildlife habitat. WORKING LANDS South Burlington has a long history of working lands, primarily for agriculture, but also for limited forestry. Since WWII, land use has shifted away from agriculture to residential and commercial (non-agricultural) development. Maintaining the working status of these lands supports a vibrant community through local agriculture, value-added agricultural products, education, and community events. Forestry South Burlington’s existing land use patterns, land value, and limited remaining contiguous forest means commercial forestry is extremely limited. Where feasible, the City supports ecologically-oriented forestry operations. However, pursuant to 24 VSA Chapter 117, accepted silviculture practices are exempt from local zoning. New commercial-scale forestry is not expected. Agriculture The City of South Burlington has a small number of remaining traditional farms. Creative and varied agriculture, including small vegetable farms, Community Supported Agriculture (CSA) programs, and agritourism have become part of the City’s economic and cultural base. Agricultural production in South Burlington faces several economic obstacles, including the cost of open land, conflict between agricultural uses and residential areas, and limited available land. To promote small-scale and creative agriculture, the City will need to continue to evolve and adapt, balance the positive and negative impacts for its residents, and have a role in supporting agricultural lands. South Burlington’s agricultural landscape is part of the City’s cultural heritage. Prior to WWII, much of the land was rural farmland surrounding the more urban Burlington core. The remaining farmsteads and farmland reflect the community’s strong agrarian past. These landscapes are important parts of our open space network as working lands and as conserved open spaces. Maintaining the few remaining active agricultural lands for agricultural operations is a priority for the City for food production, climate-resilience, and to preserve views and open space. Commercial- & Institutional-Scale Agriculture. Currently, four relatively large agricultural operations exist in South Burlington. UVM owns CITYPLAN 202439ENVIRONTMENTlarge parcels of agricultural land, including the Miller Complex dairy farm on Spear Street, the Horticultural Farm on Shelburne Road, and supporting lands along Spear Street. Bread & Butter Farm operates currently on Cheesefactory Road and has recently partnered with Vermont Land Trust and the City of South Burlington to conserve the former Auclair Farm lands primarily for agricultural use. Common Roots is a smaller mixed agricultural operation in South Village, Hubbard Recreation & Natural Area, and Wheeler Homestead. Belter Farm is a dairy farm located on Country Club Drive working primarily in the Winooski River floodplain. Relatively large farm operations support local food, open space, and community hubs, and contribute to a vibrant local community and economy. The City has invested funds into the conservation of agricultural lands currently farmed by Bread & Butter Farm (the former Leduc Farm) and being conserved through the efforts of Bread & Butter Farm (the former Auclair Farm). The City leases part of Hubbard Recreation & Natural Area and Wheeler Homestead to Common Roots at low rates. The City will continue to seek out and support the long-term agriculture ventures that meet City goals for environmental stewardship, regenerative practices, and sustainable agriculture. Smaller commercial opportunities exist for smaller-scale agriculture throughout the City and a few small operations have emerged recently, but more space exists for new ventures. The City will continue to support and enable community-scale farms, value-added products, agritourism, community events, and educational opportunities. Community Gardens. Across cultures, community gardens provide a unique opportunity for community building and community resiliency. South Burlington has two sets of public community gardens: one on land owned by the University of Vermont at the corner of Swift and Spear Streets, and another at the Wheeler Nature Park Homestead on Dorset Street. Both of these have waiting lists. Both existing gardens are difficult to access without a personal vehicle. Many small private community gardens exist, and installing new private gardens is one option for new projects to meet open space requirements. Additional public community gardens would help meet the needs of our diverse community who may want to garden but may not have access to private garden space. SOILS. Most of the soils in South Burlington are classified as prime soils or soils of statewide importance by the federal Natural Resource Conservation Service (NRCS). Of the soils of statewide importance, very little unbuilt area is prime agricultural soil. Non-regulatory options like incentivization, financial support, and partnership could be used to minimize development of unbuilt prime agricultural soils for uses other than agriculture. Developers face State-level scrutiny of any development on soils of statewide importance outside the New Town Center (approximately half of City Center), including on Shelburne Road and other areas we seek to infill. The City should support projects that meet our goals in their State-level review processes. ECOLOGICAL RESOURCES South Burlington’s landscape varies from Lake Champlain, its watershed, and associated wetlands to geological features ranging from lakeside cliffs to sandy soils. The City protects ecological resources for many purposes, including natural open space, wildlife habitat, stormwater management, agricultural benefit, and climate-change mitigation. Vegetation. Trees, shrubs, and other soil cover vegetation prevent erosion, provide stormwater benefits, improve air quality, provide visual and aural buffers, and furnish shade and protection from wind. CITYPLAN 202440ENVIRONTMENTWe must continue to remove non-native invasive species, promote vegetative biodiversity, and incorporate pollinator species into landscaping. Forests and street trees contribute to a healthy and varied tree canopy, supporting our public health, energy conservation, water filtration, absorption of air pollutants, improved wildlife habitat, recreational enjoyment, aesthetic relief, and noise reduction. Conservation of mature and specimen trees is important and must be balanced with ensuring conserved natural areas have diversity in tree ages and species to protect from the impact of species-specific diseases and other die-off events. The City will minimize the trees removed from development sites and promote planting of replacement or additional mature trees in new development or redevelopment areas. Due to South Burlington’s geology and history, the forests are primarily deciduous forest. Much of the forest is localized blocks with limited interconnection. Many forested blocks have now been protected as regulated “habitat blocks” and development potential is extremely limited. The City will work to maintain these habitat blocks and promote appropriate forest management, education, and expansion of interconnection options. Street trees can provide a safer and more pleasant pedestrian experience, calm traffic flow, contribute to urban beauty, improve air and water quality, and reduce noise. Street trees prevent the heat island effect and provide shade. Generally, they do not provide significant wildlife habitat, but the City should continue to promote trees in street landscaping, especially native and locally-sourced trees. Having healthy street trees also requires burying power lines where possible to prevent interaction between trees and power lines that require otherwise unnecessary trimming and removal. Single-family residential development has created extensive lawn area and residential landscaping. Small residential lots provide private open space but can be problematic if not managed properly. The City encourages management practices like pollinator-supporting species, reductions in pesticide and herbicide use, participation in No-Mow May and Raise the Blade campaigns for lawn maintenance, and promotion of the “Homegrown National Parks” program. The City could also incentivize expansion of natural buffers in backyards and reduction in total lawn area and increased tree planting to further buffer natural resources like wetlands and reduce the effect of higher summer temperatures. Wildlife. South Burlington residents share densely populated urban areas, suburban areas, and open spaces with a diverse population of wildlife. Past studies have identified travel routes – or corridors – most often frequented by larger wildlife, primarily in streams, wetlands, bogs, and undeveloped forest blocks. Ecological resources and a varied landscape (including steep slopes and extensive bedrock outcroppings) are important to varied wildlife habitat. The nature of wildlife habitat areas in South Burlington (including the size of habitat areas, connections, and vegetation type) dictates that we strive to provide habitat for relatively small mammal species like bobcat, red and grey fox, white-tailed deer, river otter, beavers, coyote, muskrat, bats, opossum, and fisher, and different types of birds including raptors, ground-nesting birds, songbirds, and others. Interaction between wildlife and human communities will continue to be an issue and balancing wildlife needs with human needs will require ongoing problem solving. Natural communities continue into our neighboring municipalities. Coordination with neighboring jurisdictions and regional and state entities is critical. SURFACE AND GROUND WATER RESOURCES Protection of our water resources is critical for our drinking water needs and for climate-change mitigation. All surface waters have climate-change-mitigation benefits as connectors for wildlife and plants across the landscape, stormwater mitigation, and flood control. With recent CITYPLAN 202441ENVIRONTMENTregulatory changes, the City has expanded protections of these resources for environmental and property loss prevention reasons. Our standards generally exceed State-level standards. Watersheds. Seven main watersheds exist within South Burlington: Potash Brook, Muddy Brook, Bartlett Brook, Centennial Brook, Englesby Brook, Winooski River, and Lake Champlain. The flows from all of the surface and groundwater systems in South Burlington eventually reach Lake Champlain. Most of these watersheds are stormwater-impaired primarily due to impervious surface runoff. The City must continue to evaluate its own practices, continue expanding and improving the stormwater utility’s projects, and strive to meet state and federal water quality goals. Wetlands. Class II and III wetlands throughout South Burlington serve as stormwater storage, control the flow of streams, filter sediments and surface runoff, support flood mitigation, and provide habitat for fish and wildlife. Wetlands cannot be replaced once they have been disturbed by mowing, fertilizers, or pesticides. Incremental loss of minor wetlands can cause cumulative damage to wetland function and values. Protection of wetlands and buffer areas around wetlands prevents damage and loss. No Class I wetlands exist within the City, but should any wetlands be reclassified the City would support these as having the highest level of protection. The City currently applies regulatory buffers of 50 feet or 100 feet on different types of properties. These buffers are critical for the maintenance and health of wetlands systems and must remain at least this width in the future. Floodplains & River Corridors. We must plan for greater frequency and intensity of flooding events with climate change. Floodplains are categorized based on the projected frequency of flooding, i.e., the 100-year floodplain will flood, on average, every 100 years. With the changing nature of storm events, South Burlington has chosen to regulate the 500-year floodplain as the possible equivalent of the future 100-year floodplain. River Corridors. River corridors include the area adjacent to a river channel where fluvial erosion, channel shape change, and channel meandering are most likely to occur. River corridors are specifically defined by the State of Vermont Department of Environmental Conservation. The City was among the first in the State to adopt River Corridor regulations following the State’s program to map and provide model standards for these areas, and will maintain and revise as necessary. Stream Channels and Riparian Buffers. Alterations to rivers, streams and tributaries (including physical changes like straightening, rip-rapping banks, and dredging sediment, changes in land use, and adding impervious area) can often have unexpected downstream effects. The City has natural buffer requirements around perennial streams and brooks, but it does not account for changes in stream course over time. The City and Vermont Agency of Natural Resources have completed geomorphologic assessments of the City’s various stream segments. The City should explore the development of more advanced stream channel protection standards or other strategies in response to the identified risk of damage. Flood Resiliency. The City of South Burlington All Hazards Mitigation Plan (AHMP) developed in conjunction with the Chittenden County Regional Planning Commission (adopted in 2011, updated in 2016 CITYPLAN 202442ENVIRONTMENTand 2022) identifies the most significant flooding hazards. This plan should be reviewed often to ensure accuracy and appropriate response. The mitigation strategies identified in the most recent All Hazards Mitigation Plan are adopted by reference in this Plan. South Burlington protects from flood hazards through regulations limiting development and fill in floodplains. Restricting development on floodplains and river corridors also maintains natural open spaces and could enable needed recreation areas. The City continues to take a proactive stance in regulating floodplains. Little development exists within the City’s 100-year floodplain and it remains the City’s policy to prevent new development there. The City anticipates greater flooding frequency in the current 500-year floodplain and new areas being added to both floodplain designations. Proactive planning for these areas will forestall future challenges. A key component to achieving flood resiliency is a comprehensive approach to stormwater management. See the Stormwater section for more information. Lake Champlain. South Burlington has 2.3 miles of frontage along Lake Champlain, providing scenic views, recreation, and water supply. All of South Burlington’s watersheds terminate at the lake. Aquifers & Wells. Groundwater is a source of potable water for a limited number of City residents on private wells or connected to the Fire District #1 water supply in Queen City Park. Contamination of groundwater with road salt, hydrocarbons, pesticides, herbicides, PFAS, and fertilizer can pose health hazards or other water quality problems. South Burlington must consider the location of groundwater aquifer recharge areas when planning for future land use. Water Quality. Water pollution comes from point sources and non-point sources. Point sources, such as wastewater treatment facilities, are less of an issue now than non-point sources, which occur throughout a watershed and include stormwater runoff, agricultural runoff, pet waste, and pesticides. Pesticide use is governed by the State, but the City does restrict the use of fertilizers and pesticides on City property. See also the Stormwater section for more information about stormwater runoff. Culverts. Properly-sized culverts have environmental, ecological, and water management benefits. We must anticipate more intense and more frequent storm events and must properly size culverts for management of additional water. Undersized culverts cause pooling and turbulence, are blocked more easily by debris, and cause increased sediment erosion. Culverts must allow wildlife passage as appropriate in each location. QUALITY OF LIFE Protection of natural resources serves environmental purposes but also bolsters human well-being and community building. Maintaining important scenic views and reducing light pollution can improve the lives of South Burlington residents and visitors. We also must determine how South Burlington is doing from an environmental justice perspective: do we have neighborhoods or populations who are disproportionately affected by environmental pressures? Scenic Quality. South Burlington has outstanding scenic views of the Green Mountains, the Adirondacks, CITYPLAN 202443ENVIRONTMENTand Lake Champlain. Careful planning, appropriate development design, and acquisitions and easements protect important vistas and viewshed protection zones. Viewshed Protection Zones currently exist for six views and opportunities exist for additional zones. The City can also explore protection of lakeshore views, both from the shore and from the lake, especially of undeveloped lakeshore areas. Preservation of open spaces can preserve the scenic quality of South Burlington’s landscape. Maintaining open land can maintain the scenic quality of forestland, maintained agricultural land and shrubland, and a varied landscape. In addition to the recreational and environmental benefits, open land contributes to the scenery. However, not all currently unbuilt lands are appropriate for open space preservation, especially when amongst existing development, on small lots, or without particular scenic quality. Light Pollution. Light pollution can affect human health and the functioning of the natural world. South Burlington has taken regulatory steps to reduce light pollution by requiring roadway, sign, and high-output building lighting to be full-cutoff type (i.e. downcast and shielded). Generally, light pollution reduction is a policy goal of South Burlington while balancing safety needs on our roadways, aesthetic needs, and lights needed in our commercial and mixed-use areas. Other guidance exists in guidelines like IESNA Model Lighting Ordinance that the City can look to for guidance moving forward and for future ordinance updates. Noise Pollution. Noise pollution, like light pollution, affects human quality of life and the natural world. As the City’s land use patterns evolve, noise pollution may also migrate and is worthy of examination. Environmental Justice. As we as a community focus more on equity and inclusiveness, we must also examine how we protect our environment and where people experience disproportionate impacts of environmental harms. Looking specifically at air pollution, noise pollution, poor drinking water quality, contaminated soils, lack of green space, and the urban heat island effect, are certain areas in the city disproportionately affected? We need to start by gathering information. We are at the very beginning of examining this issue and the City must start the process. ENVIRONMENT: ADDITIONAL RESOURCES • Natural Capital Valuation of Interim Zoning Parcels, April 2020• Open Space Interim Zoning Committee Final Report, March 2020• Arrowwood Habitat Block Assessment & Ranking, January 2020• City Open Space Report, 2014• Sustainable Agriculture Report, 2013 CITYPLAN 202444TRANSPORTATION TRANSPORTATION Transportation must serve the needs of pedestrians, wheelchair-users, bicyclists, public transit users, air travelers, commercial vehicles, and passenger vehicles. South Burlington’s street network developed almost exclusively to meet the needs of passenger vehicles and to move people and goods quickly and efficiently. The road network includes several wide, fast-moving roads that fragment the community for other users. Transportation is the top contributor to greenhouse gas emissions in South Burlington. Transitioning to cleaner modes of transportation, reducing vehicle miles travelled, and accelerating the switch to electric and plug-in hybrid vehicles are key components of the City’s Climate Action Plan. Reducing use of personal vehicles can also increase physical activity and improve health outcomes. Our current transportation system is unsustainable, and we need to continually explore options for how to transform it, including orienting our land use around a transformed transportation system. As we transition to more sustainable modes of travel and are inclusive to all transportation modes, focus on vehicle throughput is no longer the priority. Infrastructure for other transportation modes has been retrofitted or included in recent projects, but has remained a secondary priority, with notable exceptions of the shared use path system, new streets in City Center, and some of the newest neighborhoods. Residents have long desired a strong sense of place and community and high-value land development patterns. Meeting these goals requires slowing vehicle traffic, encouraging pedestrian-scale commercial areas and housing, siting destinations in close proximity to housing, and improving connectivity with safe, comfortable, and direct multi-modal transportation options. Reliance on passenger cars and investment in car-centric infrastructure is inequitable for our neighbors who do not have access to a car or cannot drive. We also recognize that South Burlington is a regional node for road, rail, and air transportation. We must ensure that access to and across these systems is considered in transportation planning for the functioning of the regional transportation network and a vibrant business sector. For the purposes of this section, we use the term “vehicle” for personal passenger cars/SUVs/trucks/motorcycles, commercial cars/SUVs/light trucks, and commercial heavy trucking. This does not include bicycles, e-bikes, motorized scooters, skateboards/scooters, and similar primarily single-user electric or manual vehicles. TRANSPORTATION GOALS Goal 42: Complete and maintain the network for bike/pedestrian travel by connecting shared use paths, bike/ped infrastructure, pedestrian trails, sidewalks, and roadways internally and to neighboring municipalities networks Goal 43: Reduce fragmentation of the community by improving crossings over large streets and interstate highways Goal 44: Reduce vehicle miles travelled by 2.5% annually through 2030 across all types of users Goal 45: Replace 75% of gas vehicles with all-electric vehicles (EVs) and plug-in hybrid vehicles by 2030 Goal 46: Prioritize infrastructure investments in existing and new neighborhoods that improve pedestrian, bicycle, transit, and carpool access and support neighborhood connectivity Goal 47: Support access to and function of regionally-significant transportation systems CITYPLAN 202445TRANSPORTATIONconsistently with the land use goals of this Plan Goal 48: Build community by reconnecting population centers especially over large streets and the interstate with improved infrastructure and transit routes Goal 49: Improve school transportation and reduce congestion encouraging school bus ridership and by reaching level of 60% of children walking or biking to school TRANSPORTATION ACTIONS Action 56: Complete and implement Bike/Ped Master Plan Action 57: Regularly update the Official Map and Capital Improvement Program, consistent with this Plan Action 58: Update Land Development Regulations and City Ordinances to ensure that transportation needs created by new development are accommodated consistently with the goals of this Plan and are designed to avoid adverse impacts to and fragmentation of our natural resources Action 59: Install appropriate protected bike lanes and shared use paths on all major corridors to improve safety for vulnerable users, especially non-vehicular roadway users Action 60: Slow vehicle speeds by implementing traffic-calming and signage on local roads to encourage bike/ped usage and improve safety Action 61: Complete East-West Crossing (bike/ped bridge over I-89 adjacent to Exit 14) and associated network connections Action 62: Reestablish and expand bikeshare program; increase usage through greater neighborhood distribution and exploring affordability for residents to use Action 63: Create a City Center transit hub to serve the needs of South Burlington users Action 64: Establish direct corridor shuttle-style routes and explore micro-transit options for efficient travel, especially connecting the Southwest area and City Center and the Northwest area, to complement and maintain the important GMT loop routes Action 65: Work with GMT to assess and update routing as our land use patterns evolve Action 66: Logically connect the South Burlington path and lane network to networks in neighboring communities by collaborating with neighboring municipalities Action 67: Explore opportunities to reconfigure Airport Parkway/White Street/Airport Drive to reduce through-trips in residential areas Action 68: Improve traffic flow through the City by exploring new technologies and synchronizing traffic lights and adjusting traffic light timing based on time of day and traffic volume while retaining balance with pedestrian needs Action 69: Incentivize carpooling Action 70: Explore options for reducing vehicle speed limits Action 71: Increase availability and improve locations of EV charging Action 72: Undertake design and capital planning to reorient Williston Road in City Center to local and non-vehicular users Action 73: Initiate Exit 14 improvements identified in I-89 Corridor Study CITYPLAN 202446TRANSPORTATIONAction 74: Complete roadway connections between Tilley Drive and Community Drive / Kimball Ave Action 75: Explore bicycle-specific signaling at intersections as appropriate Action 76: Work with the State of Vermont to scope and implement improvements from the Shelburne Road Corridor Study Action 77: Work with the South Burlington School District and private schools to encourage use of school buses, walking, and biking to school Acton 78: Conduct walkability audits to identify dangerous and inconvenient walking connections and prioritize improvements in areas with the most need TRANSPORTATION INVENTORY, ANALYSIS, & CHALLENGES ROAD TRANSPORTATION NETWORK. Several major roadways, including I-89, I-189, Shelburne Road (U.S. Route 7), and Williston Road (U.S. Route 2), travel directly to and through South Burlington. The intersections of these roads are some of the busiest in the state. With changing travel needs, South Burlington is constantly reevaluating where arterial traffic should move efficiently through the city and where traffic should slow and be more pedestrian-oriented. Two interstate highways, I-89 and I-189, are the backbone of regional and statewide vehicular transportation networks and connectors between nearby communities. These roads are also a divider, splitting South Burlington into sections with difficult interconnectivity. South Burlington’s primary road network has existed mostly unchanged for almost two hundred years, including Dorset Street, Spear Street, Shelburne Road, Hinesburg Road, Swift Street, and Williston Road. The only significant additions have been the Interstate highways, Kennedy Drive, Kimball Ave, Nowland Farm Road, and Fayette Drive. Over time, many historic roads were widened and made more direct, forming the basis of our current road network. Different sections of the arterial roads serve different purposes, varying in use from the outer edges to the center of the city, and the entire lengths serve multiple purposes and users simultaneously. For Williston Road to serve people living, working, shopping, and playing in South Burlington, especially in City Center, it must be re-oriented to local and non-vehicular users. This may include treatments like narrowing the 4-lane section in the City Center area (between Dorset Street and Kennedy Drive) to two lanes or other configurations which would make room for bicycles, pedestrians, and/or transit. The land uses and needs of the corridor shift east of Kennedy Drive, and its purpose is to facilitate more through traffic, while still accommodating non-vehicular users in safe and accessible facilities. Hinesburg Road north of I-89 travels through established residential neighborhoods, new residential and mixed-use areas, and connects to Tilley Drive, serving medical and office buildings. This area should be slower in speed, with better bike/ped infrastructure, and more focus on serving the uses lining the road. South of I-89, Hinesburg Road currently focuses on serving through-traffic, despite increased residential development and changing traffic patterns and user needs. Bike/ped connections need to be improved over I-89 and in this northernmost section to serve the adjacent neighborhoods and businesses. Shelburne Road serves both as a major north-south corridor for the Champlain Valley, and neighborhood needs near Farrell Street, the Orchards neighborhood, and residential areas on both sides of Shelburne Road. Connections across Shelburne Road are needed to improve connectivity between neighborhoods and commercial areas. CITYPLAN 202447TRANSPORTATIONTwo additional north-south corridors, Dorset Street and Spear Street, serve commercial areas and residential areas. Dorset Street is the primary transportation route to the high school and middle school campus. Between Kennedy Drive and Williston Road, Dorset Street functions like an arterial: it is multi-lane, serves significant commercial development, and has a wide shared use path off the street. This section was expanded as an investment in the early infrastructure of City Center in the 1980s. Recently, Dorset Street has received more than $2 million in investment to repave and is currently undergoing a project to upgrade the signal system. South of Kennedy Drive, Dorset functions as a collector for residential areas. Similarly, Spear Street serves primarily residential areas to the south, UVM properties and the East Terrace area to the north, and serves as a connection option between the City Center area and southern parts of Shelburne Road in tandem with Swift Street and Allen Road. New pedestrian and bike infrastructure investment in this corridor is critical to connect residential areas like South Village to the city’s commercial areas. Three key two-lane roads, Airport Parkway, White Street, and Airport Drive, link Essex and Colchester to South Burlington and the Leahy Burlington International Airport and pass through the lower-scale Chamberlin neighborhood. These streets, especially White Street, need to serve both the neighboring community and pass-through travelers. They should be modified to calm traffic on neighborhood streets, improve pedestrian and bike travel options, and direct most traffic to the airport onto Airport Parkway. The City has planned for Airport Parkway and Airport Drive to be re-aligned away from the neighborhood, funnel traffic to the airport with less disruption to the neighborhood, and delineate between airport and neighborhood uses. The City recently participated in a corridor study of the utility, needs, and alternatives for I-89 and I-189 through Chittenden County. The study examined short-, medium-, and long-term transportation needs in the corridor and presented recommendations including short- and medium-term safety improvements to the Exit 14 and transportation demand management techniques. It also examined adding connections at Exit 13 and/or installation of a new Exit 12B at Hinesburg Road. The policy of this Plan, consistent with the corridor study, is to retain physical space for these possible future projects, but to not pursue them until other identified projects are implemented and evaluated, with Exit 13 being the next project to pursue and Exit 12B being the lowest priority option. Other streets currently have a more local function and need to continue to serve those needs. Some serve important local connections with our neighboring municipalities, like Patchen Road to Burlington near the Burlington–Winooski border. The Patchen Road bridge over I-89 is one of two main roadway connections to Burlington from the Williston Road area of South Burlington. MULTIPLE USER TYPES. We must continue to encourage all types of roadway users, including pedestrians, bicyclists, wheelchair and scooter users, and transit riders. While facilities on or along roadways are needed, the City also needs to add off-street bike and pedestrian paths. Separated facilities are inclusive for pedestrians and bicyclists of all ages and abilities who may be less comfortable using a sidewalk, bike lane, or path adjacent to a road. These routes must be clear and unimpeded, including being well-maintained in all seasons, having proper water drainage/stormwater management, being uninterrupted by vegetation, and having appropriate sight lines. They must also comply with ADA dimension and surface requirements. The City includes safe passage for pedestrians and bicyclists when constructing, modifying, and/or upgrading roadways. Along arterial streets, separate or shared facilities for bicycle and pedestrian use must be provided for both actual and perceived safety. On local collector streets, bike and pedestrian routes should, at minimum, be well-signed and painted lines should separate bike lanes from vehicle lanes. On local streets, lower traffic volumes and speeds require less separation between bikes, pedestrians, and vehicles, but good signage can indicate routes for bicyclists and pedestrians and remind drivers of the presence of other users. CITYPLAN 202448TRANSPORTATIONTo promote use, pedestrian and bicycle routes generally should follow direct travel routes (rather than only paralleling roadways) and should reduce conflicts with motorized vehicles. Sidewalks should be constructed on both sides of arterial streets and at least one side of collector streets and local streets. Streets with sidewalks on one side must have adequate crossing opportunities to reach transit stops, schools, residences, and pedestrian-scale commercial developments. All signalized intersections must include a pedestrian phase to provide adequate safety and time for users to cross any type of street. Currently, the transportation network has approximately 13 miles of on-road bike lanes (varying in width and separation from the vehicle lanes), 22 miles of shared use paths (typically eight- to ten-feet wide), and 50 miles of sidewalks (used by both bikes and pedestrians). The lanes, paths, and sidewalks are not always well connected to each other; additional connections are required to complete the non-vehicle transportation network. For example, it is very inefficient to travel from the Shelburne Road corridor to City Center by bike or transit as key connections are missing, time-consuming, or difficult due to I-189 and I-89, missing transit options, and/or local topography. Sidewalks and paths constructed with new development often end at parcel boundaries, creating gaps in the network. Major sections of Spear Street, Williston Road, Allen Road, Airport Parkway, Kimball Avenue, and Swift Street lack sidewalks entirely and force vulnerable users to share space with fast-moving vehicles or traverse uneven ground along the roadway. One major underdeveloped bike/ped connection is over I-89 along Williston Road. Existing crosswalks and sidewalks cross the entrance and exit ramps from I-89 North and South. With continuing investment into City Center, improvement of pedestrian and bike travel over I-89 is critical. The City has received significant federal funding and is designing a separated bicycle and pedestrian bridge called the East-West Crossing. When complete, it will make non-vehicular travel safer, easier, and more enjoyable while connecting destinations like the University Mall and the Quarry Hill residential area. Pedestrian travel must be supported by land use policies encouraging dense mixed-use development. Enabling residents to walk to basic services, retail and restaurant options, and entertainment naturally increases pedestrian travel rates. Compact, interconnected city centers create a more pedestrian friendly environment than linear strip development patterns oriented to arterial roadways. Specific upgrades to the bicycle and pedestrian transportation system will be determined through the development of a Bike/Ped Master Plan. The initial stages of that process began in FY2024. TRANSIT SERVICES. Transit best serves well-planned, intensively-used compact areas. Continued development of City Center will increase the need for public transit loop routes, shuttle routes along corridors, and frequency in the Williston Road/Dorset Street/Market Street area. Green Mountain Transit (GMT) provides transit service throughout greater Chittenden County through approximately twenty bus routes with a central hub in downtown Burlington. Special Services Transit Agency (SSTA) provides additional connectivity. GMT is funded through annual dues from member municipalities, state and federal programs, and fares. Three fixed routes serve South Burlington (#1 Williston, #6 Shelburne Road, and #11 Airport) plus direct service from Burlington to Tilley Drive. No internal circulation routes exist within South Burlington and there is no direct connection from Shelburne Road to City Center and Williston Road. The timing and frequency of bus service must also be examined. At present, buses to the Airport do not run early enough for early-morning flights, which comprise a high percentage of the total flights each day. Generally, the timing and frequency prioritizes some work schedules over others and the relatively long span between buses can discourage use, especially for shorter trips. CITYPLAN 202449TRANSPORTATIONHigher scale or intensity land use should occur in areas with existing bus service. Development has and will continue to occur in areas not presently well served by transit like Tilley Drive, new senior living facilities, and Meadowland Business Park. GMT and the City will need to both plan for meeting these needs and to strategically funnel development along existing transit corridors. At the site level, specific site plan or subdivision applications should be carefully reviewed with an eye toward shelters for transit users and possible bus stop locations. ACCESS MANAGEMENT. Access management can improve safety and efficiency of arterial streets for both vehicles and for non-motorized users by reducing the conflict between through, local and turning traffic. On arterial streets, reducing curb cuts reduces hazards of turning traffic for bicyclists and prioritizes “through” traffic over access to frontage properties. The general pattern on Kennedy Drive is a reasonable configuration of an arterial highway (i.e., few curb cuts and provision of service roads) when accompanied by adequate separated bike/ped infrastructure. Along Williston Road and Shelburne Road, uncoordinated development has created conflict between “to” and “through” traffic. Improvements like installation of proper signing, striping, and control equipment can improve safety. Parallel access roads, such as San Remo Drive, can access areas off of a main transportation corridor. South Burlington has adopted regulations requiring access management practices during development projects and will continue to improve bike lane and traffic safety through these and similar measures. AIR TRANSPORTATION. Leahy Burlington International Airport (BTV), a joint civil-military public airport, is managed by the City of Burlington and the Federal government. The airport sits on nearly 950 acres in the northeastern quadrant of South Burlington. The Airport serves commercial passenger flights, general aviation, and military flights. Both major commercial parcel carriers (UPS Airlines and FedEx Express) fly into BTV, providing service for much of northern Vermont. Two military installations are based at the airport: Burlington Air National Guard Base 158th Fighter Wing and the Army Aviation Support Facility (AASF) of the Vermont Army National Guard. In total, the Airport reported over 600,000 enplanements in 2022, making it one of the busier regional airports in New England. The Airport Master Plan, most recently completed through 2030, documents the facility’s existing status as well as future proposals through the next 20 years. BTV is vital to economic development and transportation for Vermont. In economic development and transportation, the interests of the City and the Airport are very closely aligned. Improved roads and transit service enhances use of the Airport and can alleviate impacts on the Chamberlin neighborhood. The Airport is taking proactive steps toward improving green aviation in their own planning processes and in welcoming Beta Technologies pushing forward the future of EV flight. The attraction of further light industry (and associated jobs) to the City will depend on proximity to an airfield with the broadest possible range of air service. The City and the Airport have taken concrete actions in recent years to improve coordination and communication between the two entities. Most notable is the agreed-upon policy change for sound mitigation from the buyout program (which removed over 200 nearby homes) to a sound insulation program that reinvests in the neighborhood. Open collaboration can result in more effective, just, and equitable processes and outcomes on key issues like noise, traffic, reduction in GHG emissions, and airport use, and opportunities like innovation and job growth. RAIL TRANSPORTATION. The Vermont Railway and the Central Vermont Railway tracks are presently used for freight service, summer tourist trains, and reestablished Amtrak commuter rail service between New York City and Burlington via Albany, Rutland, Middlebury, and Vergennes. Additional Amtrak CITYPLAN 202450TRANSPORTATIONservice travels through Vermont to Massachusetts and then to New York from the Essex Junction station. Future goals include extending passenger rail service to Montreal, which presents additional opportunity to connect South Burlington to its larger neighbors. The Vermont Railway, which parallels Route 7, also has potential for direct service to the commercially-zoned properties fronting its east side. Rail siding potential should be maintained where feasible in the layout of proposed construction. As development continues west of the tracks, improvements to at-grade crossings (Bartlett Bay Road, Holmes Road, Inn Road) may be necessary. VEHICLE CHARGING Access to EV vehicle charging will be critical to meeting our climate action goals. This includes improving availability of charging stations in multi-family properties by working with property owners and HOAs. Commercial properties need to be encouraged, incentivized, or required by regulation to have adequate on-site EV charging. TRANSPORTATION ADDITIONAL RESOURCES • Chittenden County Regional Planning Commission Active Transportation Plan Update (2022)• Various Bike/Ped studies, including South Burlington Pedestrian and Bicycle Feasibility Study (2017 & 2020)• Greenlining Shared Electric Mobility (Carshare VT) (2022)• City Center Parking & Movement Plan (2020)• Chittenden County Shared Mobility Regional Analysis (2019)• Tilley Drive/Kimball Ave/Community Drive Land Use and Transportation Plan (2019/20/21)• Chamberlin Neighborhood-Airport Land Use & Transportation Plan (2016)• Garden Street Project Definition Report (2015)• Williston Road Transportation Network Study (2015 & 2017)• Transportation Demand Management Policy Guide (2014)• Williston Road Complete Streets Study (2012)• Shelburne Road Corridor Study (2012)• Cars to People Complete Reports (2011)• I-89 Exit 12B Circulation Study & Analysis Reports (2010, 2011) CITYPLAN 202451COMMUNITY, HISTORY, & CULTURECOMMUNITY, HISTORY, & CULTURE Cultural resources and history are key to building community and identity. Providing and supporting opportunities for building personal connections are central to building a thriving South Burlington as we grow in population. As we support new cultural ventures, it is important to engage with the past and appropriately preserve historical buildings, landscapes, and scenic views. South Burlington also benefits from a diversity of cultures, languages, and artistic traditions amongst our community members, which we must do a better job supporting and including in community-wide arts and culture endeavors. Recognizing history while developing our cultural future enriches the present and future. Instead of locking away historic resources, structures, and landscapes, South Burlington recognizes their current value and the need to engage with history as we promote cultural development. We must also recognize the indigenous history of the area and should engage with the Abenaki community for consultation about their history on this land and possible archaeological sites. The Western Abenaki people have inhabited this land (N’dakina) for thousands of years. What is currently called South Burlington was a crucial center, especially the area stretching east from what is now Burlington to the Airport and along the Winooski River and its tributaries, and south to Shelburne Pond. People have lived in this area for at least 12,000 years, since the time of the Champlain Sea. Building community in South Burlington through investment and focus on arts and culture will nurture a vibrant, connected city. Arts and culture enrich lives of all ages, lifestyles, backgrounds, and cultural communities and stimulate creativity and innovation. Alongside parks, libraries, and schools, the arts contribute to a sense of place and community identity and raise the quality of life. Culturally, South Burlington has developed as part of the Chittenden County and Vermont cultural communities. Creating a distinct South Burlington identity requires investment in cultural and artistic resources here. This includes an expansive view of arts including, but not limited to, visual and media arts, music, dance, theater, crafts, fiber arts, traditional skills, and creative writing. Progress will require both City-directed action and collaboration with community partners. COMMUNITY, HISTORY, & CULTURE GOALS Goal 50: Integrate South Burlington’s history into its future through engagement with historic sites, structures, and landscapes Goal 51: Protect important vistas and viewsheds, as viewed from public vantage points (public roads, paths, land); and designated landscapes, sites and structures of historic and cultural significance Goal 52: Promote equitable and accessible cultural activities, development of the arts community, art creation, and public art display equitably and accessibly across all areas of the City Goal 53: Support artistic diversity in South Burlington’s cultural opportunities and integrate arts and culture into public buildings and spaces COMMUNITY, HISTORY, & CULTURE ACTIONS Action 79: Create an Arts & Culture Master Plan for South Burlington CITYPLAN 202452COMMUNITY, HISTORY, & CULTUREAction 80: Improve engagement with marginalized and underserved populations to broaden and improve cultural and arts experiences in the city Action 81: Support more culturally diverse arts and culture events, art installations, and educational opportunities Action 82: Grow arts education activities available, either run by or supported by the City Action 83: Update the inventory of the City’s historic resources, assess the significance of identified buildings, structures and landscapes Action 84: Evaluate whether additional protections are required to preserve historic, cultural and archeological resources while balancing other goals Action 85: Partner with historic society, Champlain Valley Heritage Partnership Area, Lake Champlain Byway, and other similar entities, when possible Action 86: Create map and documentation of local Indigenous history COMMUNITY, HISTORY, & CULTURE INVENTORY, ANALYSIS & CHALLENGES COMMUNITY Building an inclusive, fair, and just community is a primary goal for the future of South Burlington. Knowing your neighbors and connecting with others builds a more resilient and supportive community. Community facilities, cultural organizations, and gathering spaces enable more people to meet, build social groups, and thrive in their community. These community assets may range in scale and guiding mission, but opportunities for people to build overlapping and intersecting social webs increases both personal and community resiliency. CULTURAL FACILITIES AND ORGANIZATIONS. Engaging through arts-related activities, groups, and events can facilitate community connections. Cultural resources both need and attract population density, which supports our housing goals, climate-resiliency goals, and bike/pedestrian-friendly built environment. Cultural facilities in South Burlington are owned and operated by both the public and private sectors. Since opening in 2021, the new City Hall has provided an auditorium, Senior Center, Library, and numerous meeting rooms rentable by the public. It also contains public art like the art gallery spaces and installation of art outside. The City has a role in providing facilities where artistic groups can meet and create art, expanding educational opportunities for all kinds of arts and crafts, and providing arts programming for all ages. Further community center space would provide much needed gathering space. Cultural organizations in South Burlington include places of worship, service organizations, and community groups which draw people from our surrounding region and create a strong community network. Collaboration with these organizations can build community and connect us to the region. The City needs to seek community partnerships in the Shelburne Road area as we prioritize additional housing and community-building in the southwest part of the city. Community building and community vibrancy must involve investment in the broader aesthetic and artistic vision of our community. The City supports (and requires) public art in new construction and redevelopment and encourages high-quality, climate-responsive design in buildings. As additional park spaces are developed in City Center, the City will consider and install public art to enrich the user experience and create welcoming areas for visitors. Future CITYPLAN 202453COMMUNITY, HISTORY, & CULTUREengagement opportunities could include with public infrastructure, recreation facilities and programs, and other public assets. The City also can serve as a municipal partner in funding applications for future artistic projects and investments where such cooperation is necessary or desirable. CROSS-CULTURAL ACTIVITIES South Burlington and Chittenden County have residents from a wealth of cultures from around the world. Bolstering the arts community and public arts in South Burlington includes engaging with the diversity of cultures we have right in our own city. Public art events, performances, and installations should involve people of different backgrounds and with a range of cultural practices and arts. This will strengthen our community, connect neighbors, and support our community members with diverse cultural heritage, including New American and Native American community members. HISTORIC SITES AND STRUCTURES. The City of South Burlington has diverse historic resources, including Paleoindian archeological sites, stonewalls, historic farmsteads, Craftsman-style bungalows, International-style buildings, and post-World War II neighborhoods. We must remain sensitive to preserving the city’s past as a record of South Burlington’s evolution from an agricultural to a booming post-war suburban community. South Burlington’s early history is well-documented in annual reports, oral histories, and publications. The City should maintain a list of historic buildings potentially eligible for the National Register and may explore local historic registry options. CITYPLAN 202454RECREATION RECREATION Recreation resources enable us to exercise, socialize, build community, and access open space. These resources include both physical spaces for recreation and structured programming that help people gather and share interests. Community resiliency increases when people have more local friends and neighbors to turn to when they need help. Building community networks begins with fostering person-to-person connections, which the City can encourage through recreational spaces and programs. South Burlington must balance the need for recreational facilities (developed and natural) with other uses of land and must provide cost-effective recreation to residents of all ages, interests, and abilities. Our residents use both our developed parks and our natural areas for recreation and we need to plan for use by the public to continue increasing into the future for varied user groups. The City must also maintain and invest in the current system of parks, recreational facilities, and open spaces to keep those assets vibrant. As population grows, especially in City Center and higher-scale areas, we intend to parallel that growth with growth in available recreation spaces and open lands. In the coming decade, we project the majority of all households will be living in multi-family dwellings, which increases reliance on accessible park space for basic recreational needs. Both new acquisitions and maintenance of existing areas needs to be done equitably and should consider our Climate Action Plan targets. RECREATION GOALS Goal 54: Provide for the varied recreational needs and interests of our community members by providing spaces and facilities for passive recreation, active sports, cultural and educational programs, and civic gatherings, distributed geographically and appropriate for surrounding context Goal 55: Provide 7.5 acres of developed recreation land for every 1,000 residents Goal 56: Provide 20 acres of natural recreation land for every 1,000 residents Goal 57: Locate a recreational amenity within ¼ mile of every dwelling unit within our residential and mixed-use neighborhoods Goal 58: Increase annual recreational programming and event participation to 40% of the total population Goal 59: Have recreational programming and event participation mirror the city’s demographic mix Goal 60: Improve accessibility in recreational spaces and programs Goal 61: Provide equitable access and investment in parks and programming RECREATION ACTIONS Action 87: Prepare a Parks Master Plan establishing the need and location of new parks, function of existing and planned parks, and identified amenities to serve the City’s current and future population Action 88: Construct a Community Recreation Center or a network of smaller centers that is easily accessible to the majority of the population, especially those in neighborhoods with a higher proportion of multi-unit buildings CITYPLAN 202455RECREATIONAction 89: Complete ADA transition plan for public infrastructure, equity, and accessibility, including appropriate investment in parks and programming Action 90: Pursue acquisition and investment in recreation spaces to meet goals of this Plan Action 91: Target resources to reinvest in parks in city’s older neighborhoods RECREATION INVENTORY, ANALYSIS, & CHALLENGES As South Burlington continues to evolve, the recreation space and programming needs of our residents will also continue to evolve. RECREATION SPACES. South Burlington values collective, publicly-available spaces. Community building requires functional gathering space, both outdoor and indoor, to allow residents to form connections and share interests. This must include both unstructured space and reservable space. Our community members use recreational spaces differently due to a range of ages, lifestyles (including single people, families, dog-owners, and those with unorthodox schedules) and interests (including community gardening, team sports, individual sports, passive recreation, socialization, and natural areas). Providing spaces for a range of community gathering styles and needs will strengthen our community as a whole. Our recreational spaces must be accessible in every sense and be ADA-compliant. Spaces must be walkable, bikeable and/or accessible via transit lines from homes to reduce the distances driven by personal vehicle, both for climate-change mitigation and for reduction of financial barriers to access. Spaces must feel safe and welcoming to all community members. These goals are applicable to new construction and redevelopment, but also existing spaces. As of 2023, 46% of dwelling units in the community are multi-family buildings, with 48% in single family homes and the remainder in duplexes. Over the past two decades, two-thirds of all homes built have been in multi-family buildings, and this trend is anticipated to continue. This change, alongside decreasing lot sizes for single-family homes in new neighborhoods and infill within neighborhoods, increases the need for varied accessible park and public spaces. South Burlington’s outdoor park spaces are not meeting current needs and will not meet the needs of a growing population. South Burlington owns significant acreage of park space, miles of shared-use path, and improved facilities, and currently meets the goal of 7.5 acres of developed recreation land per 1,000 residents, counting both City properties and other publicly-accessible properties. We also should strive for 20 acres of natural areas per 1,000 residents, for both passive recreation and conservation, which again we currently meet counting our community partners’ lands. Counting City-owned properties, relevant portions of South Burlington School District properties, Winooski Valley Parks District properties, and UVM properties available for public recreation, there are currently approximately 165 acres of developed recreation land and 700 acres of passive recreation and conservation land in South Burlington. A large percentage of the total City-owned park acreage is in a single location – Veterans’ Memorial Park and Wheeler Nature Park on Dorset Street. Several other larger properties are not developed as park spaces. The City considers both developed parks and natural recreation areas to be valuable and intends to improve and maintain significant amounts of both types of areas into the future as the City’s population increases. Our future parks planning must also consider the needs of dogs and dog owners throughout the city. A range of park sizes and functions creates a functioning park system. The park system must include a mix of city-wide parks, neighborhood parks, and regional parks (like Red Rocks Park) to serve the varied needs of our users. Large, city-wide parks are critical for large-format CITYPLAN 202456RECREATIONsports and other large events. The distribution of parks, while generally widespread, does not provide for easy pedestrian access for all residents, so acquisition of new neighborhood-scale spaces must be prioritized in areas without existing park space. Inclusion of complementary commercial spaces adjacent to park spaces potentially creates new neighborhood destinations. Determining what a neighborhood park should include and what amenities (including community gardens, playgrounds, dog facilities, etc.) should be located in varying kinds of parks will be a core question for a Parks Master Plan. The Parks Master Plan must clearly delineate which City-owned lands are designated for natural areas and passive recreation and which are designated for active recreation and managed park spaces. The initial stages of creating a Parks Master Plan are intended to begin in FY2025. Additional outdoor playing fields are needed to support programming desired by City residents. Many traditionally seasonal sports programs have become three-season sports and place huge demand on facility spaces and fields. Additional actively-programmed City park land is needed to adequately provide facility space to meet recreation needs for a wide range of South Burlington residents. Further acquisitions can be funded by the Open Space Fund, a special dedicated property tax of 1 cent on the tax rate to purchase open space or development rights to open space. Recreation is also supported through the Impact Fee Ordinance, which is strictly limited to how and when it can be spent. As the City’s resources age, maintenance and safety are becoming increasingly important. The City will need to maintain facilities in an equitable way – making sure that all members of our community are being adequately and appropriately served by maintenance projects over time. The Conservation Fund was expanded in 2010 to allow for up to five percent to be used for maintenance perpetually. Improvements for three major natural areas have been authorized for 50% funding through FY 2026. City residents need indoor recreation spaces during inclement weather and for indoor-oriented activities. The City has indoor space at City Hall, including the Library and the Senior Center, but, as fully discussed below, most other programs rely on the school system for indoor space. In addition to publicly-owned spaces, private associations and neighborhoods provide additional recreation space for their residents. Development projects are now required to provide Civic Spaces and/or Site Amenities when they are subject to Site Plan and/or Subdivision rules. This requires some amount of space on a site to be dedicated at the time of construction or applicable re-development to amenities that serve the residents/users of site or the public at large. RECREATION PROGRAMMING. The City provides recreational programming and will continue to do so. These services, like youth sports programs, senior programming, and community events, provide opportunities for people from different parts of our city to gather and interact. They also provide structured exercise opportunities, mental health and cognitive support, and connection between people of shared interests. The Recreation and Parks Department offers a wide array of programs, including sports, art, hobby, and educational programs, play groups and fitness, and serves community members from pre-school to seniors. Programming is primarily targeted for school-age kids and seniors, so expanding programs for younger kids and adults would provide opportunities to more of our community. The City will continue to adapt to equitably meet the need of our whole community. Access to recreation programming should not be unreasonably limited by transportation barriers, economic barriers, and time barriers. To have program and event participation reflect our community, the City should continue offering community events free-of-charge and explore options to remove financial barriers to participation in other types of programming. Locations CITYPLAN 202457RECREATIONshould also be varied in the city and especially include locations that are accessible by transit or to provide assistance for access. With changing community needs, City recreation programs and events will need to continue to adapt to demand and interest. New sports and new interests may become popular in our community. Reevaluating programming periodically will ensure our community’s needs are met. INDOOR RECREATION A major obstacle to recreational programming is the very limited indoor space available. The City Recreation and Parks Department depends on spaces within the schools for most of its indoor programs. The City programs receive the second highest priority for school spaces (after the schools themselves), these spaces are limited in space and time. The City lacks scheduling control and cannot provide recreational activities for young children and the elderly during the school day. The schools also have an increasing number of extracurricular and after school activities that restrict access by City programs to school spaces during and after school hours. Alternative building space to provide for these types of activities is essential. In addition to its own direct programming, the City works with area community groups, nonprofits, neighboring municipalities, and the school district to coordinate and enhance programming available to the City’s residents. RECREATION: ADDITIONAL RESOURCES • South Burlington Parks Access Improvement Study (2014) CITYPLAN 202458COMMUNITY SERVICESCOMMUNITY SERVICES The core services provided by the City of South Burlington represent the long-term priorities of our residents to meet the needs of our community, its inhabitants, its businesses, its visitors, and its natural resources. The City invests in services that are professional, customer-oriented, innovative, and in partnership with our surrounding municipalities and partner service providers. These services support social connection, resiliency, and neighborhood-level community. Services, and the processes used to identify and meet changing needs of the community, must be accessible, inclusive, and equitably provided to all members of our community. This Plan also centers the climate-mitigation goals in the Climate Action Plan in our municipal decision-making and sets the goal to ensure that our services, policy, facilities, and equipment limit the impacts of climate change and increase our community’s climate resilience. Providing an environment of safety, welfare, and basic needs are core functions of the City that the City can address through its departments, outside partnerships, and with the school district. COMMUNITY SERVICES GOALS Goal 62: Promote a culture of collaboration and participation in City governance and planning by emphasizing transparency, inclusivity, and accessibility. Goal 63: Achieve a City governance structure and public participation that reflects and represents the diversity of South Burlington’s population Goal 64: Enhance neighborhood-level engagement in City planning processes. Provide City Services accessible to and equitably serving the needs all residents and users of the City. Goal 65: Orient Public Safety services to providing just and equitable first response Goal 66: Provide quality indoor and outdoor public facilities and services, identified through collaborative strategic planning, that meet present-day needs and are anticipated to meet needs at least twenty years into the future Goal 67: Plan for hazard and emergency preparedness COMMUNITY SERVICES ACTIONS Action 92: Continually improve comprehensive public outreach and communication through multiple channels, including print media, social media, physical postings, local news channels, e-newsletters, and others, to reach more members of our community Action 93: Strengthen mechanisms for public engagement by creating an Equity Toolkit, predictable early involvement opportunities, and providing a range of public input methods Action 94: Continuously evaluate and adapt engagement approaches to meet the needs of a changing community, incorporating feedback from residents and stakeholders. Promote community building through increasing usage and diversity of patronage of the Library circulation, public space reservation, and provision of varied and inclusive programming. Action 95: Review and adjust fire/life safety ordinances and resources to meet the evolving needs of the community CITYPLAN 202459COMMUNITY SERVICESAction 96: Account for both the long-term and accurate impacts of climate change in the6development and implementation of the City’s All-Hazards Mitigation Plan Action 97: Plan for nimble and efficient recovery of housing and other buildings after natural disasters or emergency Action 98: Lead and collaborate with our partner municipalities on providing shared municipal services Action 99: Be an active and equal participant in mutual aid partnerships for first response Action 100: Seek opportunities to improve response and services for mental health and social service needs, and access to shelter and food Action 101: Seek opportunities to increase engagement and participation in governance, committees, and programming offered by the City Action 102: Fully integrate the Community Justice Center into municipal operations Action 103: Identify long-term, stable funding to ensure that the Community Justice Center and the City’s commitment to inclusivity, fairness, and justice are able to be realized Action 104: Coordinate closely with the South Burlington School District to identify and track changes in student populations and engage in planning for school capital needs. Action 105: Integrate cemeteries into greater community planning as facility, open space, and recreational asset Action 106: Continue to work with UVM on both the City and the University’s long-term planning goals COMMUNITY SERVICES INVENTORY, ANALYSIS, & CHALLENGES PUBLIC SAFETY, COMMUNITY JUSTICE, & SOCIAL SERVICES The City recognizes that the community is stronger when our community members feel safe and are safe in the community and in their homes. Law enforcement and emergency response can strengthen our community through fair and impartial response, transparency, and building relationships. We can also strengthen our community by orienting ourselves to community-justice outside (or in addition to) traditional court proceedings. Community safety is further bolstered by robust fire prevention. Our community has seen an increasing need, or increasing visibility of the need, for mental health, substance misuse, and other social services. This includes acute mental health crises, non-acute social services support, connection to other partner programs and services, and support for community members struggling with meeting their basic needs. Climate change will exacerbate these issues with changing weather events, changing stability in the food system, and changing temperatures over time. They will also be exacerbated by an increasing wealth divide at a national scale and in our community. The City is exploring new and creative approaches to meeting these increasing needs and possibly providing additional or different types of support for our community members. Historically, law enforcement and emergency response has been the primary responsibility of the South Burlington Police Department and South Burlington Fire Department, with collateral support between mutual aid partners. More recently, the Community Justice Center has been established to meet some of the community justice needs of our community. South Burlington CITYPLAN 202460COMMUNITY SERVICEShas also established a partnership with five neighboring municipalities and the Howard Center for a Community Outreach Team. The City will continue the commitment to this partnership. We continue to look for flexible solutions to support public safety in our community. Police. The primary role of the Police Department in the City is for law enforcement and emergency response. The Police Department provides primary law enforcement services (except at Leahy Burlington International Airport, served by the Burlington Police Department), participates in mutual aid and collaboration with other agencies, and operates community outreach programs. The Police Department has the potential to provide community outreach, education, and non-patrol activities, which can improve public safety and the perception of policing in the community. The Police Department values community partnerships and collaboration and plans to enrich these partnerships as operationally possible. Community Justice Center. The South Burlington Community Justice Center (“CJC”) hosts reparative panels, provides mediation services, and assists with offender re-entry through Circles of Support and Accountability. The CJC is currently funded by grants from the State Department of Corrections, which leaves the program in a tenuous position with financial stability lying outside of South Burlington. Fire and Rescue. The South Burlington Fire Department (“SBFD”) provides primary fire, medical and specialized rescue response. It serves the civilian buildings at the Burlington International Airport. SBFD supports and is supported by surrounding communities and the Air National Guard Fire Department as part of mutual aid agreements. The SBFD is staffed with full-time professional personnel. Two fire engines and one ambulance are staffed 24 hours per day, with support from additional call-outs. SBFD operates from two fire stations: • Station #1 is located on Dorset Street. This is the primary fire station for the City. • Station #2 is located on Holmes Road, west of Shelburne Road. This station reduces response times to the southwestern end of the City, an area with a significant volume of emergency incidents. The Air National Guard Fire Department’s primary mission is to serve the airfield and non-civilian portions of the Airport; in recent years, and in close partnership with the City, it has expanded its mission to provide first response to the northern portion of the City. The City continues to strive for a more diverse firefighting and civilian staff, which will require some renovations to both stations to provide for additional bunkhouse space for non-male firefighters, additional shower and bathroom space, and overall updates. Physical changes are a step toward a goal of being a welcoming and supportive department. Fire safety relies on response, but it begins with planning and protection. Currently, building inspections, new construction, electrical inspection, and fire code enforcement are provided by the South Burlington Fire Marshal’s Office and the State of Vermont Division of Fire Safety, using the Vermont fire safety standards and other applicable Vermont building codes. The SBFD also annually inspects all businesses that apply for a liquor license and assists residents with safety equipment and information. As the City population continues to grow, City Center continues to be built out more densely, and commercial businesses continue to develop commercial areas, we recognize that the needs for this kind of fire protection will continue to increase and safety in our multi-family and rental housing will continue to be a City priority. CITYPLAN 202461COMMUNITY SERVICESEMERGENCY PREPAREDNESS AND RESPONSE Preparation for and response to emergencies is a core government service provided by the City of South Burlington. The City actively embraces a four-phase strategy of emergency preparedness and response: mitigation, preparedness, response, and recovery. Mitigation. Mitigation links emergency management, infrastructure maintenance, and land use planning. The City approaches mitigation as a multi-faceted issue. True mitigation starts with the development or redevelopment of land, design of buildings, location of emergency services, and collaboration with other agencies. It is also affected by climate change and increasing storm frequency and severity. The City has a current All-Hazards Mitigation Plan (“AHMP”) that identifies potential risks with their likelihood and scale of damage. The AHMP presents actions for the City, its residents, and its businesses to lessen the risk of future incidents. The AHMP identifies severe winter storms, gas and/or electric service loss, and flooding as hazards that warrant the greatest attention. The Department of Planning & Zoning, the Planning commission, and the Development Review Board are all involved in writing and assuring compliance with regulations that mitigate risk. The South Burlington Fire and Rescue Department and Department of Public Works regularly provide input regarding the location and access of buildings, roadways, and other safety-related issues in local development review through participation at the Development Review Board. Preparedness. Emergency preparedness and response in South Burlington are coordinated through the Fire Department and Police Department. In addition to ongoing training, the City regularly works with the School District, senior housing groups, and local organizations such as the Red Cross to enhance public preparedness. South Burlington has also been an active participant in the Chittenden County Regional Emergency Management Committee, a regional organization responsible for coordinating emergency preparedness. The City maintains a Local Emergency Management Plan with public emergency alert strategies and description of the responsibility of various departments. It identifies several potential shelter locations, including schools, churches, and other large community buildings, approved by the American Red Cross to use in the event of an emergency. The City also maintains an Emergency Operations Center at the Public Works facility. Response. The Police Department and Fire Department are primarily responsible for emergency response in South Burlington, supported by the Department of Public Works, the Vermont Agency of Transportation, and mutual aid response partners and other support partners. Emergency dispatch is managed through the Police Department, and systems are redundant to Burlington. Recovery. Recoveries from large-scale incidents in the City have generally been related to flooding. South Burlington has worked diligently, through its Stormwater Division, to address the causes of wide-scale flooding incidents. Climate resiliency. Improving flood resilience reduces community vulnerability to flooding and supports recovery, especially in the face of climate change. Due to its geography and elevation, South Burlington doesn’t face the same level of flood risk as many Vermont communities. The City has and shall continue to work to improve flood resiliency. The City has restricted development to natural CITYPLAN 202462COMMUNITY SERVICESland uses within wetlands, habitat blocks, river and stream corridor buffers and setbacks, and mapped flood plains. The City has Low Impact Development stormwater standards and Vermont’s first Stormwater Utility, a watershed approach to surface water and stormwater management, landscaping requirements and cyclical assessments of tree canopy, smart growth approaches including a designated New Town Center, coordination with neighboring communities, and active participation in the regional All Hazards Mitigation Plan. MUNICIPAL GOVERNANCE The role of municipal government in South Burlington is broad and is based on principles of good governance and decision-making. It supports both the basic needs of the community and the quality of life and work in the City. The City is committed to providing services to the community professionally, equitably, and customer-focused, while maintaining an efficient government that spends our tax dollars effectively. This leads to community trust in the City government, more participation in City governance processes, and hopefully a greater sense of community and civic pride. We recognize that the City has a way to go in appropriately interacting with and communicating with members of different groups in our community and we will continue to strive for better outreach and participation for all community members. The City of South Burlington has established a government that provides core municipal services including running elections, maintaining land and vital records, tax assessment and collection, City employee management and benefits, legal support, and financial accounting and budgeting. The City recognizes both the need to provide core government services as required by State statute, but also the value of professional staffing in all of these areas for the vitality and future of South Burlington. We are committed to staffing and developing our capacity as a City to have robust municipal departments in all of these areas. Our staffing must also be nimble to changing and evolving community priorities. We are committed to providing adequate and appropriate compensation and benefits, a welcoming work environment and culture, and support to retain quality employees. City Hall. Municipal government is headquartered at the new City Hall building at 180 Market Street, which opened in 2021. This includes City Clerk, City Manager, City Attorney, Community Development, IT, HR, Planning & Zoning, Recreation & Parks, and Tax & Assessor. There is no current need for upgrading this facility. City Clerk. The City’s Clerk’s Office is located in City Hall at 180 Market Street. The Clerk’s Office manages City elections, maintains land records, and provides vital records services. Changes in technology and access to online records have changed the number of in-person visitors, but members of the public use the Clerk’s Office for notary public services, vital records services, and for general City information. South Burlington’s ongoing population growth continues to require additional resources around elections and with day-to-day service. PUBLIC WORKS AND MAINTENANCE The South Burlington community relies on well-maintained transportation routes through the city for community movement and community safety. We value providing for these basic needs of community members and continuing to support our municipal services that meet these needs. Maintenance of our transportation network (including roads and paths), our water distribution system, stormwater system, sewer collection system, and our park systems provides safe transportation, safe drinking water and sewer services, and safe recreation opportunities to members of our community. CITYPLAN 202463COMMUNITY SERVICESThe Department of Public Works (“DPW”) maintains City streets (including signs, lighting, and traffic signals), parks and shared use paths, stormwater systems, two water treatment plants and associated collection systems, water distribution systems, water storage tanks, and 32 wastewater pump stations. It maintains City and school district vehicles. DPW operates from a City facility and garage at 104 Landfill Road, constructed in 2001, which also leases space to the South Burlington School District. The City’s infrastructure needs are planned through both the DPW annual budget and the Capital Improvement Program. Fees for DPW services (including water and wastewater allocation fees) are enterprise funds of the City and must mirror the costs of maintenance, improvement, and expansion of the water and wastewater facilities and infrastructure. It is expected that revenues will cover expenses. DPW is currently undertaking a rate study to right-size fees with planned and necessary costs. COMMUNITY QUALITY OF LIFE Life in South Burlington is greater than the sum of a person’s basic needs or of the city’s individual services, programs, or infrastructure. A robust, welcoming, inclusive, and strong community is built on the foundation of strong community facilities and resources. Fostering inclusion and connectivity for residents is an essential building block for both individual and community health. The City of South Burlington is committed to supporting community development and community building amongst residents through support of our community facilities. Library. The City’s public library is located in City Hall at 180 Market Street. The Library is a community hub for information, entertainment and social connection – in FY 2022, over 75,000 people visited the library (this number may be underestimated for large group programs) and had 10,027 cardholders. The Library provides community programming for all ages and stages of life, interest groups, media access, and technology access and education. Formal library programs served 8,068 attendees, up 24% from the prior year. The new Library contains rooms for meetings, performances, quiet reading space, collaborative learning areas, audio recording, telehealth, teen space, baby/toddler play space, and a community auditorium. The Library is open six days a week and has 18 staff, including 9 full-time employees. There are over 70,000 items in the collection and in FY 2022 the Library circulated over 158,000 items. It will remain a primary goal of the library to promote a love of reading. The Library is a community asset on many levels. It provides equitable access to printed materials, technology resources, and media. It also serves as open meeting space and rest space available for members of the public during open hours. It is a welcoming and available space for learning, collaboration, and growth for community members. It is an ongoing goal of the Library to become a more equitable and inclusive community resource. This will continue to include outreach to people of all ages, people living in different neighborhoods, New Americans, people with disabilities, and other varied groups. The Library, alongside the Senior Center and the rest of the City Hall building, may be able to be utilized in the future as a warming or cooling center as we face more varied and extreme weather events due to climate change. Senior Center. In pursuit of being more inclusive, fair, and just, the City continues to seek ways to engage with underserved populations in our community. One underserved population in South Burlington has historically been our senior population. City Hall, completed in 2021, includes the Kevin Dorn Senior Center, which provides space and programming geared toward our seniors. CITYPLAN 202464COMMUNITY SERVICESCommunity Open Space. The City of South Burlington values open space, conservation, and recreational access for all members of the community. Our need for intentional open space will continue to increase with increasing housing densities in our development areas and to provide some mitigation of the effects of climate change. Having a publicly accessible open space within walking distance (approximately ¼ mile) from residential development is a goal of the City for both human-scale focus and climate-resilience needs. In the pursuit of varied, accessible, and community-building open space, the City pursues several avenues for conservation and public access to land, including outright City ownership, partnering in conservation easement projects, and entering into public-private partnerships, as appropriate. The City owns several properties utilized for one or more of these public purposes, ranging from small neighborhood park spaces to large open spaces that are regional attractions. Accessible and practical open space areas improve human quality of life. It is a critical piece of the City’s climate resilience, human-focused, and inclusive, fair, & just vision statements. Access to green space without traveling by vehicle supports climate-resilient neighborhoods and reduces vehicle miles traveled. The City of South Burlington’s Recreation & Parks Department runs programming on several of the City-owned properties. For more details of the Recreation & Parks programming, please see the Recreational Resources section. Cemeteries. The City of South Burlington owns and operates two cemeteries: on Airport Drive and on Shelburne Road. Both are significant community assets for their intended purpose of providing publicly-managed burial grounds and will continue to serve that purpose into the future. Both do have some site constraints with wet areas and adjacent development that will guide how they are used. Future investment into appropriate mapping of sites, inventory of plot sales, and maintenance will be needed. In addition, both are located in high-traffic areas with significant need for quiet contemplation spaces. As the City looks at community assets holistically and examines how to better provide for high quality of life in our higher-density communities, putting these public green spaces to additional intentional use for quiet, reflective space will integrate them better into the community. EDUCATION The City of South Burlington values high-quality, just and equitable education for all children in the community. Our schools, especially the elementary schools, provide community gathering opportunities for the different areas of our city and build community amongst school-age families. The South Burlington School District actively plans for its future with a current Strategic Plan. The strong tradition of close cooperation and communication between the School Board and the various municipal boards and commissions should be maintained. Primary and Secondary Schools. The South Burlington School District (“SBSD”) currently operates five schools that serve approximately 2,500 students in grades K-12: Rick Marcotte Central School, Orchard School, Gertrude Chamberlin School, Frederick H. Tuttle Middle School, and the South Burlington High School. Unlike many districts in Vermont, South Burlington has almost steady or increasing school populations. The SBSD hired McKibben Demographic Research, LLC, to produce a report, the South Burlington School District Demographic Study – November 2022 (the “Demographic Report”) projecting school populations into the future. The Demographic Report states that in-migration in the 25-34 age group and the 0-9 age group into South Burlington, among other factors, leads to a projection of a school population of 2893 district-wide by 2032- CITYPLAN 202465COMMUNITY SERVICES33. The Demographic Report also projects that by 2032-33, the population will have increased at all three school levels: PK-5, 6-8 and 9-12. The school population may also shift location, with the continuing growth of the City Center area, additional housing in the Shelburne Road corridor, and the completion of already-permitted housing in the Southeast. The Demographic Report projects that population will grow in the areas served by all three elementary schools, with larger growth in the areas currently served by Central and Orchards Schools than the Chamberlin School. However, construction of additional housing in different areas of the city may change that projection into the future. SBSD will continue to face changes in utilization of school spaces, needed facilities, and opportunities for alternative uses. Currently, the South Burlington School District is considering plans for updating and upgrading school facilities, including the South Burlington High School, Frederick H. Tuttle Middle School, and the three elementary schools. Many school facilities are aging and have varying levels of flexibility in changing uses of spaces and full utilization of the schools. It is anticipated that significant investments across all facilities, including rehabilitation or replacement, will be needed in the coming years to meet current and future needs of the community. In addition to the SBSD school system, several independent primary, secondary, and training schools operate in the community, including Rice Memorial High School, Vermont Commons School, the Schoolhouse, and the Welding Institute of America. The Burlington Tech Center is also currently located in South Burlington. The City coordinates efforts, services, and programing in various manners with each of these schools and supports policies and programs to enhance the experience of each student attending these schools. University of Vermont. The University of Vermont owns 571 acres of land in South Burlington that is part of its South Campus area. The South Campus is currently utilized primarily for instruction and research focused on bioresearch, agricultural, horticultural and natural areas management. UVM has recently updated its Campus Master Plan for 2022-32, including the designation of land bank areas in South Burlington, looking forward to growth and reservation of lands for future needs. UVM also owns several areas of open space or agricultural space, including Centennial Woods Natural Area and East Woods Natural Area, that provide benefits to South Burlington and the region. The City will continue to work with UVM on both the City and the University’s long-term planning goals. Childcare. Childcare is an underserved need in South Burlington, Chittenden County, and Vermont as a whole. Thousands of children require daycare or after school care in the region and the number of available spots is limited. Private, licensed childcare centers, registered family childcare homes, licensed family childcare homes, licensed after-school programs, and licensed preschool programs provide care for children of varying ages. The provision of safe, local, and accessible childcare and pre-school is a vital element in attracting families to South Burlington. High-quality, affordable, and reliable child care strengthens local economics as more residents are capable of entering the workforce; promotes equity by narrowing socioeconomic, gender, and racial/ethnicity-based inequalities; and improves long-term educational and health outcomes for children. The City endeavors to ensure that high-quality, affordable, and equitable childcare is available within its borders, as a possible partner with private and non-profit childcare providers. CITYPLAN 202466COMMUNITY SERVICESCOMMUNITY SERVICES ADDITIONAL RESOURCES & EXISTING PLANS • UVM Campus Plan 2022-2032 • South Burlington School District Demographic Report (2022) • Feasibility Study for Residential Solid Waste Collection Contracts (2020) • Chittenden County Regional Dispatch: Feasibility Study (2016), Public Safety Authority (2018-2023) • Chittenden County All Hazards Multi-Jurisdictional Mitigation Plan (and South Burlington Annex) 2022 • South Burlington Emergency Operations Plan • School + Community Master Planning Task Force Report (2015) • South Burlington Open Space Report (2014) CITYPLAN 202467WATER & UTILITIESWATER & UTILITIES Management of our water supply, wastewater, and stormwater management is critical to ensure the health of South Burlington. Alongside water needs, two semi-private utilities — solid waste management and telecommunications — keep our community clean and connected. We must support these resources in a climate-resilient and equitable way. WATER & UTILITY GOALS Goal 68: Public infrastructure capital investment accounts for and accommodates anticipated infill land use and reuse Goal 69: All South Burlington watersheds are off the list of stormwater-impaired watersheds by 2033 Goal 70: Reduce nutrient loading into Lake Champlain to provide a more resilient water supply Goal 71: Assure planning and management of water, wastewater, and stormwater systems is done in a manner that protects our most vulnerable populations and distributes focus and funding equitably Goal 72: Plan for facilities that mitigate a changing climate for all residents in all parts of the City Goal 73: Advance all areas of the City to have adequate cell coverage and broadband/cable/fiber internet access, and support competition between carriers for provision of those services WATER & UTILITY ACTIONS Action 107: Pursue opportunities for acquisition and restoration of open space along year-round streams in South Burlington and actively enforce against encroachments to protect these resources Action 108: Plan culvert replacements that consider both aquatic organism passage and geomorphic compatibility for any undersized culverts in conjunction with roadway improvements Action 109: Partner with neighborhoods and businesses to deploy best stormwater treatment practices Action 110: Improve efficiency and lessen impacts of solid waste hauling on quality of life and greenhouse gas emissions Action 111: Utilize stormwater treatment facilities and practices to provide public amenities and park space, where feasible Action 112: Complete generational upgrade to Bartlett Bay Wastewater Treatment Facility and continue exploring opportunities in innovative technologies to meet water quality and Climate Action Plan goals Action 113: Construct an additional Water Tank adjacent to the existing tower on Dorset Street to provide capacity and volume to serve anticipated needs in the High Service Area Action 114: Seek opportunities to reduce potable water use by household, business, and industrial users CITYPLAN 202468WATER & UTILITIESAction 115: Seek opportunities for regionalization and coordination with other entities to provide efficient water services Action 116: Foster choice among telecommunications providers to spur innovation in technology, service alternatives, and cost competitiveness Action 117: Regulate or invest in sufficient space to allow for telecommunications and internet carriers as areas are re-developed or infilled Action 118: Explore opportunities for advocacy in reduction of single-use plastics and plastic packaging WATER & UTILITIES INVENTORY, ANALYSIS, & CHALLENGES Planning, design, installation, and maintenance of public and regulated private utilities reinforce and support the City’s land use and development objectives. The cost, permanence, and key role of these utilities warrants strategic planning and cooperation with private sector providers, neighboring municipalities, and the State. STORMWATER Management of stormwater runoff is key to the City’s commitment to water quality and climate change mitigation. Properly capturing and treating stormwater prevents contaminants from flowing into our waterways, reduces flooding, and supports biodiversity and quality of life. Water quality is critical in the face of changing climate conditions and is core to equitably providing basic government services to all. Stormwater Runoff. Five streams (Bartlett Brook, Centennial Brook, Englesby Brook, Munroe Brook and Potash Brook) impaired by stormwater runoff are fully or partially in South Burlington. Stormwater-impaired watersheds cover approximately 61% of the City. There is also chloride impairment in certain streams and Lake Champlain has a phosphorus TMDL. Management of stormwater runoff can help alleviate these impairments and help maintain the water quality of other streams and water bodies. Construction of impervious surfaces (roads, rooftops, parking lots, sidewalks, shared use paths, etc.) prevents stormwater from soaking into the ground, increasing the amount of stormwater runoff, resulting in higher stream flows and velocity, stream bank erosion, flooding, and flow of chemicals on surfaces into local waterways. Failure of undersized or poorly maintained stormwater management systems exacerbates flooding and inadequate stormwater treatment increases water quality issues. Stormwater can be managed on a property-by-property basis with on-site structures, facilities, and passive treatment or in a larger centralized treatment facilities managing runoff from multiple properties. The City has actively engaged in establishing and maintaining stormwater systems to better manage stormwater runoff and conveyance of streams through drainage infrastructure. The City has encouraged or required on-site stormwater infiltration in the Land Development Regulations and through grant funding opportunities for management projects. While some stormwater management techniques support compact development (e.g. reduced pavement widths), others may be contradictory to other land use goals (e.g. using relatively large open areas for stormwater management). Stormwater Utility. To manage the City’s stormwater, the City established the first stormwater utility in Vermont in CITYPLAN 202469WATER & UTILITIES2005. The utility manages stormwater infrastructure and provides a stable source of revenue to complete required maintenance and management. The utility employs full-time staff dedicated to stormwater management, developing a comprehensive stormwater program, and planning for needed capital improvements. The stormwater utility manages drainage infrastructure and culverts, assists residents with state permitting, conducts watershed planning, and oversees maintenance of the City’s stormwater infrastructure. The stormwater utility also maintains the City’s compliance with the Municipal Separate Storm Sewer System (MS4) permit. The MS4 permit is a federally-mandated permit administered in Vermont by the Agency of Natural Resources. In 2014, the federal government issued the updated MS4 permit, giving the City twenty years to make necessary improvements to its impaired watersheds by implementing Flow Restoration Plans (FRPs) for Potash, Bartlett, Centennial, Englesby, and Munroe Brooks. All FRP projects must be constructed by December 5, 2032. The City needs to make further improvements to its stormwater management to meet FRP flow reduction targets. The City of South Burlington owns and maintains its stormwater system separately from the sanitary sewer system. It includes conveyance piping, storm drains, culverts, stormwater outfalls and stormwater treatment infrastructure. South Burlington contains approximately 180 total miles of pipes, ditches, culverts, or other means of stormwater conveyance; approximately 100 miles are City-owned. There are over 6,750 storm drains within the City and approximately 3,400 of which are publicly owned. The City (through the stormwater utility) will continue to upgrade these systems with community growth and required improvements in water quality standards. This involves planning for treatment systems to reduce phosphorus, sediment, and other pollutants, and practices to reduce application of chloride. We can also reduce chemical application to private, public, and institutional properties through education and outreach, reduction in lawn sizes, and modification and reduction of existing asphalt to reduce total impervious surface to reduce the amount of chemicals entering the stormwater system. Currently, the State regulates application of pesticides and herbicides, but the City can explore non-regulatory options for reducing use of pollutants. All developed properties in South Burlington are assessed a stormwater utility user fee. Fees for commercial properties are calculated using a careful analysis of impervious surface area. There is a set fee for single-family homes, duplexes and triplexes. All other developed properties are assessed a fee based on the actual amount of impervious surface. POTABLE WATER Reliable potable drinking water is a basic human need required for human consumption, household use, commercial use, and fire suppression. The City needs to continue maintaining, upgrading, and replacing parts of the water treatment and water distribution systems. This work must be done equitably and must reflect increased weather variation and drought due to climate change. We also need water allocated to City Center to support increasing residential density and commercial use. Water Distribution System. The availability of municipal water is a significant factor in locating new development and infill redevelopment in built areas. Planning for the future of the water distribution system must balance demand for new housing with conservation goals to determine where extensions of service lines are and are not appropriate. The Water Department maintains a Master Plan specifying the location and size of future planned water mains to meet future needs. The City Water Department’s water distribution system includes almost 100 miles of distribution pipeline. Three small areas do not have City water supply through the distribution system: Queen City Park, some residents in the Bartlett Bay area, and some residents in the Southeast CITYPLAN 202470WATER & UTILITIESQuadrant. Fire District #1 supplies potable water to approximately 80 households in Queen City Park from a deep rock well and an independent storage tank. Fire service to the Queen City Park area is from a dedicated fire line served from the South Burlington Main Service transmission main. Other unserved homes are generally on private wells. Since 1978, the City has contracted with the Champlain Water District (CWD) to provide management, administration, and operational services for the City’s water distribution system. CWD is a regional water supplier serving 12 municipal water systems. Water is sourced from the Champlain Water District (CWD) owned Peter L. Jacob Water Treatment Plant on Queen City Park Road, which draws and treats water from Shelburne Bay in Lake Champlain. It has capacity to treat 20 million gallons per day with filtration, disinfection, and corrosion control. CWD assures the safety of the water through multi-barrier approach monitoring and planning for watershed protection to protect its source in Shelburne Bay. Distribution piping in the water distribution system varies in age and quality. Substantial portions of the infrastructure are beginning to reach replacement age, notably in the neighborhoods built from the 1940s through 1960s. However, in older neighborhoods, relatively compact housing creates greater maintenance cost efficiency than in less compact areas. Efforts to replace old, undersized pipes are important for continued reliability in providing drinking water and water for fire suppression. Water is stored in the South Burlington West Tanks, a twin set of 0.5-million-gallon welded steel storage tanks north of Allen Road, and in the South Burlington East Tank, a 2.1-million-gallon tank on Dorset Street. The West Tanks have approximately 66% remaining capacity as of 2023. The South Burlington East Tank has commitments representing 98% of volume and capacity in that system as of 2023. The City is actively working to design additional storage adjacent to the existing east tank to meet anticipated needs within that service area, including City Center. This planned tank is being designed to meet the City’s water volume, pressure, and storage needs within this service area for the next 25 years and beyond. Allocation fees are charged to new development and for increased water demand on existing properties. The City uses these fees to pay for capital upgrades related to the water distribution system. Developers must provide for water supply with adequate flow and pressure for fire protection, residential use, and standard commercial use. If a water line expansion is required, costs are borne by requestors except in rare cases. Maintenance costs are paid for by user fees. One planned new development area is City Center. The City’s water supply ordinance has currently set aside 50,000 gallons per day for the future City Center area. It is now estimated that this will not meet actual need. Regular review of allocations and the water ordinance are needed to assure that sufficient water supply infrastructure is installed to meet future needs. Currently, in 2023, the City is working on a significant revision to the Water Ordinance. The City is committed to maintaining high standards for public health and environmental protection through the wastewater systems it operates and maintains. The City is committed to investing in maintaining and improving its collection and treatment systems, utilizing innovation, energy conservation, and to having no violations of the National Pollution Discharge Elimination System permits (NPDES). Water Use. As part of an overall strategy to make our potable water system more sustainable, further efforts can be made to reduce potable water use. This could include consumer education, regulation of water usage in new construction, study of the metering system to incentivize reduced use, and incentivization of use of rainwater and other non-potable water for landscaping, lawns, and other uses. However, the water system has operating costs that do not vary based on water use, placing a floor on the reduction in costs to individual users. CITYPLAN 202471WATER & UTILITIESWASTEWATER TREATMENT Adequate wastewater treatment is required for public health and environmental protection. Much of South Burlington is served by a wastewater collection system and two wastewater treatment facilities. Maintaining and upgrading these facilities limits our impact on the environment and provides stable public services in the face of climate change. Modern wastewater collection and treatment facilities enable housing and other uses to be built more compactly, providing for a more human-scale, bikeable, and pedestrian-friendly built environment. Wastewater treatment is a core government service that allows us to meet our land use and redevelopment goals. South Burlington is required to treat wastewater and discharge treated effluent that meets federal discharge permits and the federal Lake Champlain TMDL (total maximum daily load) for phosphorus. To meet these environmental standards, South Burlington operates two wastewater treatment facilities: Airport Parkway and Bartlett Bay. Airport Parkway, the larger facility, serves approximately 75% of South Burlington and discharges to the Winooski River. It was upgraded in 2012 to 3.3 million gallons treated per day, with 1.0 million gallons per day allocated to Colchester Fire District #1 by intermunicipal agreement. An increase in clarifier capacity at this facility was approved by the voters in 2023 and will be constructed in the near future. Bartlett Bay serves approximately 25% of South Burlington with a permitted capacity of 1.25 million gallons per day. In 2019, the Eastwood neighborhood, which had been served by wastewater facilities in Burlington, were re-routed to the Bartlett Bay treatment facility, resulting in reduced user fees in South Burlington and new capacity in Burlington’s facility. Funding for an upgrade to the Bartlett Bay treatment facility and to nearby pump stations was approved by the voters in 2023 and is in the design stages. Current use (as of 2022) is at 57% of capacity at the Airport Parkway treatment facility and 54% at the Bartlett Bay treatment facility. Capacity improvements should begin when a facility reaches 80% of capacity. At this time, no capacity upgrades are anticipated to be needed within the Capital Improvement Plan’s 10-year planning horizon. The City will continue to track and monitor capacity. The City has set aside 150,000 gallons per day of capacity for the City Center area. This should be evaluated and right-sized. Adding density in this New Town Center designation area requires available wastewater capacity. As with water supply, the City will continue to monitor and allocate sufficient capacity to support this planned area of growth. As we upgrade and maintain the wastewater system, there are locations where new sewer lines are not appropriate. Sewer connections are not recommended for designated Habitat Blocks, Conservation & Open Space Land Use Type areas, or currently unserved areas planned for only extremely low-density residential use. The limited number of housing units and low densities planned for residential areas not already served by sewer can be served by on-site septic systems if development occurs. Infrastructure lines through these areas should be strictly limited, reserved only for exceptional circumstances. Planning for sewer service areas also presents an opportunity for thoughtful, coordinated efforts with our neighboring communities and regional partners. Our neighboring municipalities discharge treated effluent and pull water to treat for drinking water from the same bodies of water we do. Shelburne Bay receives treated effluent from the Bartlett Bay treatment plant and Town of Shelburne wastewater treatment facilities and is the raw water source for the Champlain Water District. The Winooski River receives sewage plant outfall from several municipalities. The capacity of the Winooski River to receive effluent and remain under water quality standards is limited. The City must continue to collaborate with neighboring municipalities and to reduce the loading in discharged effluent even as water usage increases. CITYPLAN 202472WATER & UTILITIESA small number of City homeowners rely on soil-based septic systems. Less than five percent of City residents have on-site septic disposal systems, a majority of which predate infrastructure being located in the area. TELECOMMUNICATIONS Access to adequate telecommunications services is key to the community’s education, medical care, employment, and day-to-day needs. Reliance creates an equity challenge in South Burlington. Provision of services accessible to all income levels, English-language levels, and ages must be a priority because of this heavy reliance on the internet. South Burlington residents and businesses have access to the telecommunications services (land line telephone, cell phone, cable television, and broadband internet) from various providers. However, broadband access and reliable mobile access are not universal throughout the city and gaps have become increasingly problematic. Areas with service are often served by a single provider which can lead to high consumer costs, limited choice, and poor service. South Burlington joined Essex, Essex Junction, Shelburne, and Williston to form the Chittenden County Communications Union District to harness federal funding and work toward reaching small pockets of residences without broadband internet service. Maintaining a high-level of service requires continuous upgrades to telecommunications infrastructure. The siting of telecommunications infrastructure should consider aesthetics, safety and efficiency. Use of existing structures, sites and utility corridors is preferred over new development. We must also remain nimble to adjust to new technologies that improve service and reduce aesthetic impacts and energy use. SOLID WASTE Solid waste management is a core service for a clean city. Reducing the production of solid waste in the community through incentivization, education, regulation, or other methods is a first step to a more sustainable solid waste management system. Solid waste management is handled by the Chittenden County Solid Waste District (CSWD), which includes 18 member municipalities. It collectively provides for the efficient, economical, and environmentally sound management of solid waste. CSWD is governed by its charter, a Waste Management Ordinance, Solid Waste Management Fee Ordinance, and further regulations. CSWD delivers solid waste to two transfer stations or directly to lined landfills outside the district. CSWD identified a site located on Redmond Road in Williston for a proposed regional landfill, but currently the only operating landfill in Vermont is in Coventry. Future development of additional facilities in the state, especially closer to Chittenden County, will be required for more sustainable solid waste management. CSWD currently operates a drop-off center at the City’s former landfill site on Patchen Road that accepts solid waste, recyclables, and special wastes such as tires, scrap metal, leaves and brush. Compost (approximately 1/3 of household waste) is collected at the drop-off center and processed at Green Mountain Compost in Williston. Waste hauling – trash, recycling, and compost – is entirely undertaken by the private sector, by individuals or by professional haulers. The structure does not include any form of allocation of service areas or types. Several private trash hauling services serve the same streets, which is a redundancy referenced in the 2022 Climate Action Plan. In 2020, the Cities of Burlington and South Burlington completed a Feasibility Study for Residential Solid Waste Collection Contracts, which explored options for managing allocation. Continuing to study this issue with the goal of reducing redundancy will involve the City, homeowners’ associations, and the private sector. CITYPLAN 202473LAND USE PLANLAND USE PLAN The Land Use Plan ties together South Burlington’s vision for the future and the goals in the other sections. Land use decisions greatly influence our residential neighborhoods, economic vitality, transportation efficiency and safety, accessibility, environmental quality, and the character of a community. The land use plan is the fundamental element of the overall municipal plan. It provides guidance for all future decision making in the community and directly affects all other elements contained in the plan. CURRENT LAND USE DEVELOPMENT PATTERNS South Burlington has become a city with a diversity of settings and land use patterns. The city is located at a transportation crossroads in the core of Chittenden County and is the second-most populous municipality in the State. South Burlington hosts many high-employment industries and is part of the greater Chittenden County economic community. It is the site of Leahy Burlington International Airport and the busiest exit on Interstate 89. It is home to several operating farms, open lands, and wildlife habitat blocks and corridors connected by streams and brooks throughout the landscape. South Burlington also contains significant amounts of land owned by the University of Vermont. South Burlington’s land use pattern does not mimic much of Vermont and did not naturally settle as compact villages with rural surroundings. South Burlington has never had a historic center and was shaped uniquely by originally being part of Burlington. Construction of infrastructure, homes, and businesses in South Burlington followed street connections to Burlington and continues to be concentrated along the Route 2 (Williston Road) and Route 7 (Shelburne Road) corridors. Post-war suburbanization created predominantly single-family home neighborhoods in these corridors. Strip commercial development came with greater vehicle use. As the region’s economy grew, demand for single-family housing spilled over into the Southeast Quadrant by the late 1980s and 1990s. Since the 1990s, the City has redirected construction into planned districts and existing corridors. Balancing residential and commercial growth has been a goal since the early 1990s. Recently, South Burlington has begun targeting infill and redevelopment in built corridors and creating a greenspace network throughout the city. FUTURE LAND USE South Burlington’s current planning priorities date back to the 1980s. Creation of a mixed-use, vibrant, high-density City Center and encouraging more pedestrian- and transit-friendly development along the City’s major arterials appeared in the 1985 Comprehensive Plan. Plans through the 1990s and 2000s started the City’s current path toward protection of natural areas and open spaces. Since the mid-2000s, the City has made efforts to shift focus to infill in built areas and conservation of natural resources and working lands outside these built areas. Throughout, South Burlington has adapted and modified the specific strategies and plans, but the goals of having a dense, walkable, vibrant City Center, reinvestment in mixed-use infill along arterial corridors, thriving residential neighborhoods, and environmental resource protection have remained and continue to be the City’s primary goals. This plan has identified six primary land use types in South Burlington. • Principally Residential: Lower Scale• Principally Residential: Higher Scale CITYPLAN 202474LAND USE PLAN• Balanced Mixed Residential and Commercial: High-Scale • Principally Commercial/Industrial with Supporting Uses• Commercial/Industrial• Principally Conservation & Open Space These types occur in different locations across the City, but are tied together by future land use goals. Not all areas in each type are the same; where they have been built they often share some physical components, and where they are unbuilt their surroundings and settings have similarities. They face different challenges, however, and require different approaches to reach the stated goals for the land use type. It is important to show how similar areas of our city are, instead of artificially dividing them by geography alone. There are also geography-specific planning issues to address. These include specific features of a geographic area, regardless of the land use type, and transitions between land use types within the geographic area. This plan designates five planning areas by geography. • Central Area, including City Center and surrounding areas• Northwest Area, including areas west of the Airport and north of I-89, exclusive of the Central District• Northeast Area, including the Burlington International Airport and areas north of I-89, plus Meadowlands Business Park area south of I-89• Southwest Area, including the Shelburne Road corridor, Farrell Street, and Queen City Park• Southeast Area, including areas south of 1-89 and east of Spear Street FUTURE LAND USE MAP The future land use plan includes a future land use map (Map 9). This map shows the future land use type and priority for future work and planning. The future land use map is not regulation, but instead provides guidance to the Planning Commission as it changes Land Development Regulations, recommends non-regulatory programs and investment, and upholds the City’s overall goals. The Future Land Use Map ties together the rest of this Plan. It shows where the different land use types are anticipated and planned for into the future. This also directs where changes in general land use from existing to future uses are intended and where they are not. While significant variation exists within the types, this map shows the broad scale of the future of South Burlington. LAND USE TYPES PRINCIPALLY RESIDENTIAL: LOW SCALE Lower-Intensity residential neighborhoods across the City of South Burlington share commonalities in development patterns and history, but also, and more importantly, they share goals for the future. The City’s earliest neighborhood, Queen City Park, was initially built primarily as seasonal camps which have been converted over time to year-round homes. Beginning in earnest after the end of World War II, relatively low-scale residential neighborhoods sprang up primarily along the existing transportation corridors of Williston Road and Shelburne Road, but were not integrated with those commercial corridors. These early neighborhoods include Chamberlin, The Orchards, Mayfair Park, Brookwood, Shunpike Road, and East Terrace. Over the following decades, neighborhoods with similar development patterns — primarily single-family homes and duplexes on approximately ¼-acre lots with backyards and driveways from local-traffic streets CITYPLAN 202475LAND USE PLAN— were constructed. Generally, heights and building sizes are lower in these areas and the land use is overwhelmingly residential. In some cases, small-scale non-residential uses, including places of worship, stores, cemeteries, or pre-existing businesses are lightly interspersed. Neighborhoods built in the following decades, such as Butler Farms, Country Club Estates, the Golf Course, and Quarry Ridge Road share similar characteristics but often have larger homes on larger lots, are further removed from commercial areas, and have homes that are more oriented to rear yards than to the street. Most recently, some trends have been reversed through City policies and residents’ wishes. Neighborhoods such as South Village, Rye Circle, and O’Brien Hillside are returning to smaller homes on smaller lots, a greater street presence, neighborhood parks, and, most recently, incorporation of neighborhood-scale commercial activities. Primarily residential neighborhoods can enable a strong sense of community and identity if well laid out and built. Nearby elementary schools and parks, front porches, yards, and low-traffic streets can be attractive to young families. In some cases — notably in the older neighborhoods — homes are smaller and have remained comparatively affordable. Some residents in these neighborhoods have lived there for decades after buying their homes as “starter homes”. PRINCIPALLY RESIDENTIAL: LOW SCALE GOALS Goal 74: Maintain and invest in vibrant, diverse, walkable, primarily-residential neighborhoods with community focal points, neighborhood-scale limited commercial uses, parks, transit, and other amenities. Goal 75: Build community in neighborhoods through greater opportunities for gathering and interpersonal connection PRINCIPALLY RESIDENTIAL: LOW SCALE ACTIONS Action 119: Build adequate public infrastructure for bike/ped network Action 120: Support thriving neighborhoods by allowing and encouraging infill and small-scale commercial use Action 121: Allow small-scale multi-family housing to blend in with single-family homes and duplexes to support thriving neighborhoods Action 122: Acquire, maintain, and program neighborhood-scale recreational amenities within 1/4 mile of residential units within each residential neighborhood Action 123: Use the other actions in this Plan to support thriving neighborhoods Action 124: Maintain affordability of housing and enable people to adapt housing to lifestyle needs over time Analysis & Challenges The relatively low density – typically two to four dwellings units per acre — means fewer people live within walking distance of each other, the schools, any nearby commercial areas, or recreational areas. Intense demand for housing and employment growth in Chittenden County and other pressures over several decades have upended the economics of these neighborhoods. New development at these densities has consistently been of larger, higher-priced housing, and prices for homes in neighborhoods are significantly outpacing income growth in the area. CITYPLAN 202476LAND USE PLANAs the City’s first residential neighborhoods reach the 80-year mark, reinvestment in public infrastructure to meet society’s changing needs is necessary. This includes retrofitting of road rights-of-way to meet ADA standards, supporting pedestrian and bicycle transportation, and accounting for changes in travel and work patterns; rebuilding existing parks; and improving access and availability of neighborhood-scale facilities and services. Fostering the thriving of these neighborhoods into the future requires allowing and investing in community gathering spaces, whether publicly or privately owned, and clean, safe, and welcoming streetscapes. These low-scale neighborhoods vary in location but share similar transportation challenges. All were developed to be car-centric, without significant commercial activity co-located with residential uses and requiring a car (or using limited transit) to reach essential shopping, services, medical offices, and similar. Streets were designed for car traffic and many streets lack sidewalks, bike lanes, and other bike/ped infrastructure. Public transit services generally do not travel into these neighborhoods and they are served by transit only via stops along transportation corridors on their edges, if at all. The location of these neighborhoods places them adjacent to transportation corridors like Shelburne Road, Williston Road, and Hinesburg Road that can both connect the neighborhoods and isolate them. Current regulations in many of these neighborhoods have maximum density of four residences per acre and require the same amount of land per dwelling unit regardless of building type, but this was not always the case. For example, the Chamberlin neighborhood has a sprinkle of duplexes and a few triplexes on lots the same size as adjacent single-family homes, and numerous undersized lots that would not be permittable today. These current nonconformities have had so little impact on the character of the area that many would be hard-pressed to identify their locations. Allowing duplexes and similar-scale multi-family housing by right where single-family homes are allowed would have little impact on the character of these neighborhoods, would allow more flexibility for families to live together but separately on the same property, and could provide more affordable housing and more rental opportunities. These neighborhoods generally do not contain much, if any, commercial use. Adding small amounts of pedestrian-scale, neighborhood-serving commercial uses supports the future health and thriving of the neighborhood. It is not intended that the primary character of the neighborhood should shift from residential to commercial. Commercial uses could include small-scale uses like neighborhood-serving stores, cafes, and shops, small business offices, arts & culture-related businesses and non-profits, and community spaces. Adding a small amount of this kind of small commercial use would improve the walkability/bikeability of the neighborhood and could become community hubs. Some of these neighborhoods have City-maintained park spaces either in the neighborhood or on the edges (e.g., Szymanski Park, Jaycee Park, Farrell Park, and Baycrest Park), but many do not or are underserved by spaces or amenities within walking distance of their homes. Supporting these neighborhoods into a thriving future requires investment into neighborhood-scale park spaces with amenities appropriate to the setting within walking distance from the homes. Supporting these parks will require a higher population within walking distance that results from allowing a more diverse range of housing types, increasing allowed density, reducing dimensional requirements, or all of these. To help residents to stay in their neighborhoods through the various stages of their lives, and create affordable opportunities for future generations, this Plan supports a combination of thoughtful and context-sensitive infill housing, investment in public infrastructure and parks, and allowances for neighborhood-scale retail and services. PRINCIPALLY RESIDENTIAL: HIGHER SCALE Like the lower-scale residential neighborhoods, higher-scale neighborhoods also share some common development patterns and history, and share goals for the future. CITYPLAN 202477LAND USE PLANSouth Burlington has primarily residential areas that are moderate to high scale and have some different characteristics, considerations, and challenges from the lower scale primarily residential areas. A shift in development patterns starting in the late 1960s started an increase in more dense residential development and in multi-family housing development that has continued to the present. The first iterations of these neighborhoods included two-story townhomes / flats in areas along Kennedy Drive, Hinesburg Road between Kennedy and Tilley Drive, portions of Dorset Street north of Swift Street, and in some locations like Joy Drive and Stonehedge. Later iterations transitioned to multi-story residential buildings in areas like Farrell Street, Quarry Hill Road, Olde Orchard Park, portions of Allen Road, and Lime Kin Road. Most recently, these neighborhoods are becoming more blended, integrated, or placed adjacent to within the City’s historically commercial corridors, including in City Center, along Kennedy Drive near Kimball Ave, and along the Shelburne Road corridor. Many townhouse and condominium developments have been constructed close to transportation corridors and reasonably well located close to services, retail, and employment opportunities. Some areas have light levels of integrated commercial uses, but these tend to be small-scale (e.g., single offices or small office buildings, single retail establishments, educational facilities and childcare) and/or neighborhood-serving. PRINCIPALLY RESIDENTIAL: HIGHER SCALE GOALS Goal 76: Create, maintain, and invest in vibrant, diverse, walkable, primarily-residential mid-scale neighborhoods with community focal points, limited commercial uses, parks, and other amenities PRINCIPALLY RESIDENTIAL: HIGHER SCALE ACTIONS Action 125: Focus on infill and redevelopment in these areas at a higher, urban-style scale Action 126: Support existing businesses and affordability of commercial spaces for new businesses, especially low-traffic and small-scale retail and services Action 127: Develop vibrant streetscapes and public gathering spaces to enable events and community gathering Action 128: Invest in park spaces and dedicate programming resources proportionally to the higher population within walking or biking distance using the spaces ANALYSIS AND OBJECTIVES Some higher-scale developments are up to forty years old and some have been built in just the last few years. This range in ages creates a range of development styles, ripeness for update or redevelopment, and compliance with current building codes and standards. The transportation network, streetscape, and community gathering spaces also range widely and need to be evaluated for the potential to be brought up to current community goals and guiding principles. Transportation to and from areas of higher-scale residential must focus on multi-modal transportation options. This allows parking for these areas to be reduced and for the areas to become more pedestrian-scaled and welcoming. Some areas are connected well by sidewalks, shared use paths, and bike lanes, but other areas need their bike/ped network to be completed. Because of the inherently higher population density than the lower-scale residential areas (on average), higher-scale residential areas tend to be better served by public transit, but this is not universally true. Higher-scale areas can also enable greater transit service due to higher population densities. The higher number of residents in these areas also means that more people are affected by investment (and failure to invest) in construction and maintenance of the transportation network, necessarily making them a priority for City operations. CITYPLAN 202478LAND USE PLANAs in the low-scale residential, additional neighborhood-scale and neighborhood-serving commercial use can be integrated into the higher-scale residential areas. Small retail and restaurant establishments, health and wellness businesses, childcare and education facilities, community gathering spaces and arts businesses, medical offices, and service businesses (e.g., hair salons, massage therapists, and similar) can add to the vibrancy of a neighborhood and reduce the need to drive to other areas for goods and services. The higher population density in these areas can support more of these small businesses and entities, increasing the diversity of establishments included. Due to both City regulations and aesthetic considerations, many existing higher-scale and/or multi-family housing developments include some amount of common green space, but many are not designed for particular functions or to be used for community gathering. Maximizing site usage, reducing costs, and complying with environmental regulations, developers have historically left wetlands, slopes, and similarly unbuildable areas open. Those kinds of areas are not generally suitable or attractive for community uses like play space, gatherings, or gardening, leaving less area available for those kinds of amenities on-site. New regulations require more intentional site amenities and/or civic spaces in developments, but it remains to be seen how effective those regulations are at creating usable and desirable semi-public spaces. Higher-scale residential living necessarily provides for less individually- or household-controlled outdoor space. This increases the need for intentional, well-maintained, and appropriately-sized recreational amenities. Some higher-scale areas are in walking distance to a recreational amenity, but several are not, and the continued growth of these areas will require more public outdoor space. Space is required both for personal recreation (passive, active, or otherwise) but also for community gathering, and a range of types of gathering spaces will be required for different age groups, lifestyles, and needs. This should include seated conversation areas, active play spaces, dog facilities, trails, maintained green space, accessible facilities, and similar, as appropriate for the size of space, location, and surrounding community. BALANCED MIXED RESIDENTIAL AND COMMERCIAL: HIGH-SCALE AREAS The city’s Balanced Mixed Residential and Commercial: High-Scale Areas share some features among their origins but vary over time and by City policy and investment. The current and future intent for these areas have diverged substantially. The first wave of commercial development in the city began before WWII with the establishment of the Burlington Airport. Following the War and continuing through the 1950s and 1960s commercial corridors built up quickly along Shelburne Road, Williston Road, Dorset Street, and portions of Hinesburg Road. I-89 and I-189 were built in this same time period. Business parks north and south of the Airport followed shortly after. In the 1970s, the City began to consider the creation of a downtown for South Burlington, in the area that is becoming City Center. Twentieth-century development patterns and zoning designed cities where residential uses and commercial uses were completely separated from each other to prevent incompatible uses from conflicting. What began as a tool to separate industry from housing evolved to create commercial-only strips in many cities. Over time the negative impacts of many types of commercial uses have declined as intensive manufacturing and other industrial uses with nuisance-level noise, smoke, odor, and dust have become less prevalent. This means that for most commercial uses being located near residential uses is less likely to cause conflict. In parallel, the negative effects of commercial-only strips began to be evident: they provide limited opportunities for community building, are inefficient uses of land, and foster auto-dependent travel and land use. A shift in City policy and regulations began to see residential components added to Dorset Street in the 1990s and subsequently to the Farrell Street areas in the 2000s. Most recently, the City has placed an emphasis on mixed use development along CITYPLAN 202479LAND USE PLANthe Shelburne Road Corridor, and along Williston Road west of Hinesburg Road/Patchen Road. As our needs for housing increase and we pursue goals to reduce vehicle miles traveled, increase walkability, and create vibrant spaces in South Burlington, the timing is appropriate to review past policy and consider assigning more areas of the city to allow a mix of uses. This Plan opens the next iterations of this evolution: considering allowing some residential activity with certain business parks and, in parallel, reviewing whether some areas of the city should be reserved only for certain industrial and heavy commercial activities that are truly incompatible with housing. As noted, very few areas of South Burlington originally developed as true mixed-use areas. South Burlington is intentionally changing that pattern. The deliberate and long-standing goal to develop City Center into a vibrant, walkable downtown with dense residential uses, pedestrian-scale commercial uses, and inviting public spaces is the first intentionally mixed-use environment to be constructed. This is facilitated in part by the fact that the core portion of City Center was effectively unbuilt until recently. A parallel effort and evolution of landscape in underway along the Shelburne Road corridor. The future of South Burlington will include City Center, and similar spaces and intentional development in other areas including nodes along Shelburne Road. It will take continued, focused effort by the City to fully establish City Center, but the next focus should be other development areas for similar projects. BALANCED MIXED RESIDENTIAL AND COMMERCIAL: HIGH-SCALE AREA GOALS Goal 77: Create cohesive, diverse, dynamic and people-oriented places with a strong identity and “sense of place” Goal 78: Establish urban-style vibrant streetscapes, civic spaces, public art and public facilities to create a destination Goal 79: Support mixed-use development that realize the vision of this Plan BALANCED MIXED RESIDENTIAL AND COMMERCIAL: HIGH-SCALE AREA ACTIONS Action 129: Minimize overall demand for parking through design, regulations, and investments that foster pedestrian, bicycle, and transit use and provide efficient, aesthetically pleasing shared parking options Action 130: Focus infill and redevelopment in these areas and at a higher scale and urban-level of density Action 131: Support existing businesses and affordability of commercial spaces Action 132: Develop vibrant streetscapes and public gathering spaces to enable events and community gathering Action 133: Incorporate green spaces, street trees, and other strategies to reduce the heat island effect Action 134: Streamline regulations and explore options to incentivize development in line with the vision of this Plan Action 135: Establish future Right-of-Way standards for streetscapes Action 136: Align landscaping and lighting land development regulations with this Plan to build quality public spaces and compact mixed-use communities CITYPLAN 202480LAND USE PLANANALYSIS AND OBJECTIVES Balanced Mixed Residential and Commercial: High-Scale areas, including City Center, rely on robust public living spaces for residents and visitors. These areas will orient development to community-oriented, pedestrian-scale, small public areas to develop a network of walkable park and public amenity spaces with a full slate of events, programs, and private rentals. Utilization of existing properties and amenities, like the University Mall property, also provides opportunities for redevelopment and private investment in public-oriented events, programs, retail, and restaurants open into the evenings. Utilization of public rights-of-way for street events and public art adds to the sense of the streetscape being a community living room. These areas will be, with investment and focus, South Burlington’s urban areas. Businesses and residences will be co-located and complementary to each other. Small commercial establishments, like cafes, coffeeshops, locally-owned retail, small offices and startups, and innovative commercial spaces, serve the dense residences above and around. Signage, parking, public spaces, and public art are more urban in scale, type, and character. Landscaping should be thoughtful and maintain a healthy tree canopy and streetscape while recognizing the urban character of the area. Residents here will be able to walk, bike, or take transit to employment, shopping, and entertainment. These areas should be well connected by transit and be hubs for both the transit system and bike/ped network. Parking is intentionally required to be behind buildings and designed to serve the area, not individual businesses. This will also improve walkability and urban appearance. These formerly commercial areas share common challenges. The current built environment consists principally of large-lot development, larger-format single story buildings with parking in front. Sidewalks have been installed along the principal roads, but the street rights-of-way remain dominated by vehicular travel lanes with minimal green strips and limited presence of street trees. Off the principal roads, pedestrian facilities exist only in part. Park space is limited and, where they are do exist, they are not directly accessible from the commercial areas. Even considering those challenges, the opportunity for re-development in these areas is substantial and is being realized parcel by parcel. South Burlington has invested significantly in City Center and invested in infrastructure projects that will support realizing the vision of City Center through TIF District financing. It has to be a primary goal of the City to support growth within the TIF District to reach the revenue target to finance these projects. COMMERCIAL WITH SUPPORTING USES AREAS While the City’s principal transportation corridors – notably Shelburne Road and Williston Road west of Kennedy Drive/Airport Drive – have begun a transition to mixed use areas, the City has many areas that are presently exclusively commercial/industrial. These include Technology Park, Tilley Drive, the Meadowland Business Park, Kimball Ave, the east end of Williston Road, and areas north of the Airport, among others. COMMERCIAL WITH SUPPORTING USES AREA GOALS Goal 80: Reduce commuting distance and daytime vehicle travel by integrating supporting services to commercial areas Goal 81: Make commercial areas more diverse in spaces, styles, and uses to enable more nimble commercial use COMMERCIAL WITH SUPPORTING USES ACTIONS Action 137: Evaluate existing business park areas for appropriately integrated housing opportunities CITYPLAN 202481LAND USE PLANANALYSIS AND OBJECTIVES In recent decades, most business uses have become quieter and less noxious, like retail, office space, and light manufacturing. For most modern commercial uses, being located near residential uses is less likely to cause conflict. As the need for housing has increased and the desire (for many reasons) for people to live closer to their workplaces has increased, planning for commercial areas also must shift to allow more residential uses in formerly commercial-only areas. The timing is appropriate to review past policy and consider assigning more areas of the city to allow a mix of uses. It is not the intention of this plan that commercial areas will transform to residential areas. Instead, we recognize that some limited residential uses will enhance and support the future of our primarily commercial areas. In these areas with more commercial visual character, housing may take on a non-traditional appearance and have more flexibility for innovative design to fit with the area. In addition to adding mixed/residential use to commercial areas, the commercial areas need to adapt to the future of work, employment, and commuting. Many of our commercial areas are not well connected to the bike/ped transportation network or are located on busy transportation corridors that could be improved for bike/ped safety and efficiency. Business parks are designed for large buildings on large lots. These spaces are necessary, but we must also have a healthy range of building sizes, lot sizes, and intensities of building on commercial lots. South Burlington needs to have land, lots, and buildings that accommodate a range of commercial entities from small retail shops to startups to large manufacturing. A sufficient supply of commercial spaces will ensure commercial costs remain competitive. Maintaining such a supply requires planning for land and space for those uses. COMMERCIAL/INDUSTRIAL AREAS Some important commercial and manufacturing uses are still traffic-generating and noise-generating. These uses are not compatible with being located near residential uses. For that reason, South Burlington proposes to reserve areas for heavy commercial/industrial uses only. This allows space to remain for heavy commercial uses in the future, instead of having no areas available for future flexibility. These uses should include uses with heavy truck traffic (especially if 24/7) or large-scale manufacturing or airport-related operations with peak operations at off-hours that would be disruptive to residential character. Generally, these kinds of uses are located on larger lots and with similar kinds of uses. These areas on the future land use map are the areas that make the most sense to be dedicated to industrial/heavy commercial uses only. They are currently primarily or fully commercial, are located farther from currently residential areas or planned mixed use areas, and are compatible with heavy commercial and industrial uses. COMMERCIAL/INDUSTRIAL AREA GOALS Goal 82: Enable future businesses with operations incompatible with housing to locate in South Burlington COMMERCIAL/INDUSTRIAL AREA ACTIONS Action 138: Identify and plan for areas of the ity to be reserved exclusively for businesses that must be located away from housing, such as uses with heavy truck traffic and/or 24-hour operation CITYPLAN 202482LAND USE PLANPRINCIPALLY CONSERVATION & OPEN SPACE AREAS South Burlington’s landscape was dominated by agricultural uses in the 19th and first half of the 20th Centuries. No land was set aside specifically as State or Federal park or forest land in South Burlington. Over the last half century, the City and its partners have acquired or placed conservation easements on a number of parcels throughout the city, including land conserved by the Vermont Land Trust. Regulations establishing conservation zones, including landscape-level habitat blocks, habitat corridors, and agricultural land, and resource-level requirements for floodplains, river corridors, steep slopes, and wetlands have complemented these efforts. Key landowners, including notably the University of Vermont, hold substantial tracts of land that remain open and/or used for educational purposes. PRINCIPALLY CONSERVATION & OPEN SPACE GOALS Goal 83: Appropriately conserve ecologically-important lands through acquisitions and/or partnerships, as consistent with the other Goals in this Plan Goal 84: Allow for landowners to make use of their land with conservation, agricultural, renewable energy development and/or very limited residential use Goal 85: Maintain farmland open and available for agricultural use — principally food production — and seek opportunities to establish small-scale farms Goal 86: Maintain generally visually open character of the area PRINCIPALLY CONSERVATION & OPEN SPACE ACTIONS Action 139: Support landowners in applications for Conservation PUDs Action 140: Work actively with non-profit, governmental, and private partners in conservation projects ANALYSIS AND OBJECTIVES Approximately 51% of South Burlington (by lot) is currently not developable due to permanent legal conservation or regulatory protection. However, the built area is not all currently built on with asphalt, buildings, or other structures – there is significant underdeveloped land and opportunity for infill in the developed areas. Because of this potential and the goals to enable more compact development to promote vibrancy in South Burlington’s neighborhoods and commercial areas, there are significant areas of the city that can remain undeveloped. This flexibility paired with the environmental, quality of life, and climate change mitigation benefits of having open space and recreational space, allows the City to prioritize conservation. These areas, however, are not necessarily pristine. Many have had a century or more of heavy use and are, in many cases, prone to erosion or to invasive species impacts. How these lands are used by members of the community (whether privately owned or public-owned) is also an important discussion for the future. The City has allocated certain areas of the City to remain unbuilt without significant development. Some of these areas are appropriate for recreational (active or passive), agricultural uses, or environmental restoration. Conservation areas should allow only extremely limited residential development on a minimal number of lots, will not have sewer and water lines and connections, and are not priority areas for transit, bike/ped infrastructure (except to access Citywide recreational amenities like Veterans Park), further public safety service and infrastructure, or commercial development (except in very limited village centers). CITYPLAN 202483LAND USE PLANGEOGRAPHIC LAND USE AREAS CENTRAL AREA The Central District is the planned civic, social, and economic core of South Burlington. It includes the core area of focus along Market Street and Garden Street where in 2021 the new City Hall and Library were built, the Williston Road corridor from I-89 to Hinesburg Road, the north Dorset Street corridor, and the Hinesburg Road corridor north of Kennedy Drive. The area also includes Rick Marcotte Central School. The vision for City Center is to create a true downtown including an integrated mix of civic space, housing, retail/services, and employment that is a primary focus point for compact, walkable development. The Central District will support City Center’s transition to surrounding residential areas, like the Brookwood and Barrett Street neighborhoods. CENTRAL AREA ACTIONS Action 141: Continue to focus City resources on nimbly developing City Center as South Burlington’s downtown Action 142: Create a village streetscape, including a village green Action 143: Encourage highest-scale use in City Center Action 144: Actively program and support events in City Center public spaces throughout the year Action 145: Support the establishment of a Main Street-style, community-based organization to nurture, promote and otherwise support City Center Action 146: Evaluate and update form-based code and Land Development Regulations as needed to adapt over time ANALYSIS & CHALLENGES City Center. The core of the Central District is City Center. Vision for a dense, walkable, vibrant City Center appeared in the 1985 Comprehensive Plan and has been adapted over time. The creation of City Center is a unique opportunity to build South Burlington’s identity and create a new, recognizable destination. City Center will anchor the entire city and play an important role in meeting demand for a human-scale destination home to smaller-scale commercial spaces, multi-family housing, and park and civic space through new construction and infill redevelopment. Reconstruction of Market Street and Garden Street, construction of hundreds of multi-family homes on Market Street and Garden Street, construction of South Burlington City Hall and Library, and purposeful reinvigoration of retail spaces advances the long-term vision for this area. Market Street and Garden Street will connect the existing corridors of Williston Road, Dorset Street, and Hinesburg Road. Public and civic space in City Center will be a walkable network of small, programmable spaces. This will include parklets and gathering spaces, but also a street network capable of supporting block closures for events. Public art will add to the welcoming streetscape. The network will be connected by the shared use path through City Center Park, wide and pedestrian-friendly sidewalks throughout the area, and low-speed roads. CITYPLAN 202484LAND USE PLANAs City Center develops, the City must keep an eye on maintaining affordability of housing and commercial spaces in the area. High-quality infill could raise prices of neighboring homes and commercial spaces. The City needs to explore additional methods for retaining and constructing new affordable housing and commercial spaces in the core of City Center. Use of commercial areas, parking lots, underused land, and other areas in the Central District needs to be done in a compact, walkable, and welcoming manner to discourage driving short distances within City Center. Traffic along Williston Road and Dorset Street is generally heavy and current surface parking patterns has discouraged walking and multi-modal transport. Compact, pedestrian-friendly urban areas must prioritize pedestrians, cyclists, and transit. Slowing vehicular traffic on most roads in City Center and the Central District can encourage safety and a welcoming walkable environment. Existing Commercial Uses This area includes historic commercial strip development along Williston Road, historic industrial area on San Remo Drive, and the existing University Mall and surrounding commercial complex. Currently, small commercial/retail establishments along Williston Road and Dorset Street host small and/or independent businesses. Larger retail centers (the University Mall and Blue Mall), hotels, and grocery stores anchor the Dorset Street corridor. The existing land use pattern in the City Center area opens the door for infill and redevelopment. New commercial and residential uses will complement and support existing businesses. Multi-family housing with ground-floor commercial will provide new opportunity for small business development and add significantly to South Burlington’s housing stock. Over time, current strip development will be modernized, replaced, or infilled with compact, efficient, walkable commercial uses. Buildings with historic character should be reused as possible, especially for restaurant and consumer retail spaces. However, we must continue to focus on locally-owned businesses that currently use some of the smaller and lower-cost commercial spaces and make sure they have homes into the future. Transition Areas. Adjacent to City Center, the Central District transitions from the Balanced Mixed Residential and Commercial: High-Scale City Center to the wider Principally-Residential community. Residential neighborhoods surrounding the primarily commercial core should remain visually residential, but may begin to incorporate small-scale commercial uses. Connection between City Center and the rest of the Central District can be challenging due to wide principal arterial roads (Williston Road and Dorset Street) that are barriers to safe pedestrian and other non-vehicular travel. The Central District around City Center must appropriately transition to adjacent areas. Nearby neighborhoods provide a built-in market for commercial uses in City Center and City Center provides new walkable destinations from these neighborhoods. This symbiosis requires reinvestment in the Williston Road corridor for improved pedestrian crossings and functional and attractive streetscape and increased private investment in private businesses along the corridor. Williston Road will prioritize the experiences of pedestrians, bicyclists, and other users by reducing traffic speeds and improving connections and welcoming aesthetics. Updating and adapting GMT bus service will connect City Center with the greater transit network. Infrastructure Investment & State Designations This area has State-level designations for a New Town Center and a TIF District that support compact, pedestrian and bicycle-friendly infill development. The TIF District allows anticipated tax revenue to be invested in critical infrastructure projects to improve public infrastructure in the area. Full utilization of the Tax Increment Financing District supports transportation infrastructure improvements, including the redevelopment of Market Street and Garden Street, Williston Road streetscape improvements, and the East-West Crossing over I-89. The Central District includes the larger State-designated Neighborhood Development Area around the New CITYPLAN 202485LAND USE PLANTown Center. State designations are shown in Map 10. NORTHWEST AREA The Northwest Area includes multiple distinct residential neighborhoods bounded by Burlington to the west, I-89 to the south, the Burlington International Airport to the northeast, and industrial/open space areas to the east. The Central Area is contained within this larger Northwest Quadrant and is discussed separately. The Northwest Area includes distinct neighborhoods like Mayfair Park, Pine Tree Terrace, Chamberlin, O’Brien Farm, northern Spear Street, East Terrace, Valley Ridge, Tree Tops, Twin Oaks, Winding Brook, and others. NORTHWEST AREA ACTIONS Action 147: Create transitions from the Burlington International Airport in areas identified for redevelopment that serve or buffer nearby neighborhoods; establish a community vision for the future of this area Action 148: Explore opportunity for appropriate residential and commercial infill along Williston Road Action 149: Engage in a holistic community-driven planning process for the land in South Burlington owned by the City of Burlington as part of, related to, or in proximity to Leahy Burlington International Airport, with particular focus on the lands abutting the Chamberlin neighborhood Action 150: Explore context-sensitive infill opportunities along Williston Road between Hinesburg Road and Kennedy Drive ANALYSIS & CHALLENGES The Northwest Quadrant consists predominantly of residential neighborhoods dissected by several major transportation routes. Most neighborhoods north of Kennedy Drive are primarily single- and two-family homes on typically one-quarter acre lots developed mostly between 1945 and 1970. One neighborhood, Quarry Ridge, was built in the 2000s. Neighborhoods immediately adjacent to Kennedy Drive were built beginning in the 1970s and are primarily multi-family homes. The Old Farm Road area is currently being constructed as a mixed residential neighborhood with single-family through multi-family homes, including Eastview, a 100% fossil fuel- and carbon-free microgrid community. The Northwest Quadrant contains few unbuilt areas for future neighborhoods, but does contain a handful of larger individual parcels with infill potential with or without buildings on them and several areas with above-average-size house lots. Transportation Connections Williston Road, Kennedy Drive, and I-89 provide transportation links and fragment the area. These roads also separate the Northwest area from the Central, Southeast, and Northeast Areas. The principal streets that currently carry high traffic volumes can be difficult to cross for pedestrians, bicyclists, and wheelchair users and do not always contain sidewalks. This disconnects established neighborhoods from City Center and hinders the walkability from these neighborhoods to services, retail, restaurants, and events. Specific to the Chamberlin neighborhood, White Street and portions of Airport Parkway are considered collector streets linking Route 15 northeast of the city to employment centers and neighboring towns. The Williston Road corridor serves multiple purposes, but the City’s goal is to have it serve the CITYPLAN 202486LAND USE PLANneeds of South Burlington first. Williston Road west of Hinesburg Road in the Central Area should serve human-scale commercial goals. East of Hinesburg Road, in the Northwest area, Williston Road accesses primarily residential areas on both sides, with interspersed commercial development fronting on the road. This area is one of the best-served by transit in the city and could support additional residential and small-scale commercial use in a way that respects current context. It also is the primary route east to the Leahy Burlington International Airport and Williston, giving it more of an arterial use and feel. Infill use and reuse should be human-scaled and inviting with appropriate and safe access for residents. The plan’s future transportation map (Map 6) includes future potential connections including an east-west street parallel to Williston Road from Patchen Road towards Dorset Street. The City is in the process of design and construction of the East-West Crossing, a bike/ped bridge across I-89 that would connect Quarry Hill and East Terrace with City Center and the rest of the Northwest area of South Burlington. The City is also planning to realign Airport Parkway to connect directly to Airport Drive and remove commuter and airport traffic from the residential neighborhood. Interface with the Airport The interface between the Leahy Burlington International Airport and the adjacent Chamberlin neighborhood has been a community issue since the construction of the neighborhoods primarily in the 1940s through 1960s. Between the 1990s and 2016, the Airport purchased and removed approximately 200 homes from one of South Burlington’s older and more affordable neighborhoods within a noise contour line of 65 decibels (average day-night, or dnl) as a principal voluntary strategy of the Airport’s noise compatibility plan. Some homeowners within the original 65 dnl elected not to not sell, leaving scattered homes amongst the now-vacant lots. While the properties have been cleared, graded, and maintained, the loss of these homes has left a wound in the neighborhood. It also left the challenge of planning for future use of the now-vacant land. Following substantial community engagement and collaboration between the cities of South Burlington and Burlington, the Airport received approval from the FAA to conduct sound insulation for all eligible properties. The Sound Insulation program began in 2022 and includes 810 homes in South Burlington to be evaluated for possible insulation. It is a voluntary program offering insulation to eligible homeowners and implemented if accepted. In 2015, the City, in collaboration with the CCRPC, School District, and Airport, initiated a Chamberlin Neighborhood Airport Vision & Plan project. It strived to establish productive communications between the Airport and the neighborhood and to develop a neighborhood land use/transportation plan that retains affordable housing and connects the neighborhood to development of City Center. Many of these goals appear in the Chamberlin Neighborhood Area Plan Report. Some have been implemented, but many more remain. Implementing these in the coming years can meet this Plan’s objective to support thriving a neighborhood in the Chamberlin area. In 2016, the City Council provided feedback to the Airport supporting planned relocation/realignment of Airport Parkway at least 300 feet from the remaining neighborhood. This is approximated by the pre-2016 65-db line. This Plan reflects these recommendations while also taking into consideration headwaters of the Centennial Brook. In 2022, an Airport Rezoning Task Force set up by the Planning Commission considered the Airport’s request to rezone approximately ten acres of land east of Airport Parkway around Kirby Road Extension. The Task Force made a series of findings, recommended the Planning Commission not rezone the area at this time, and offered the following next step to the Planning Commission. Further community-driven planning for all the land in the City of South Burlington owned CITYPLAN 202487LAND USE PLANby the City of Burlington as part of, related to, or in proximity to BIA is needed, along with updates and revisions to the South Burlington Comprehensive Plan to incorporate the recommendations of the Chamberlin Neighborhood Land Use and Transportation Plan and subsequent work. Based on the 2016 City Council recommendation of 300 feet and the recommendations of the 2022 Airport Rezoning Task Force, the City will engage in a community-driven planning process for the future of the lands east of the potential path of a relocated Airport Parkway, which is 300 feet or more from the neighborhood (delineated by the former 65db line) except near where it connects with current Airport Parkway. This Plan designated the wide strip between the potential realignment and the neighborhood as an open, green, park-like space. The Airport and City are advancing a project to incorporate amenities such as trails, community gardens, and rest areas for residents and travelers to use. Currently, retaining the future possibility of adding housing in this area is important to holding options open. Using today’s green space and path connections does not preclude future housing possibilities if housing becomes appropriate for this area again. A holistic community-driven planning process will engage with members of the Chamberlin neighborhood, South Burlington residents, and other stakeholders to determine what current use of the area would be compatible with the community’s current needs, how to add more vibrancy back to this area, and how and where to retain future housing options. Incompatible airport-related uses should not be allowed to negatively impact the neighborhood. This process will allow residents to shape the community vision for this area as it integrates with the existing neighborhood, the airport area, and the Northwest Area as a whole. Using the potential location of realigned Airport Parkway as the delineation between the committed-to green/park strip does not commit the City to constructing that realigned roadway. It is a logical divider that meets the 300-foot recommendation and reserves space for a realigned road. Commuter traffic from Colchester, Winooski, and Essex to Williston Road and the nearby commercial areas have increased traffic on traditionally residential streets in this area. As the City considers how to meet transportation and land use needs of the Airport and City, consideration should be given to minimizing through-traffic on residential roads. UVM Interface The Northwest Quadrant includes the University of Vermont along Spear Street and along Patchen Road abutting residential neighborhoods on Spear Street, East Terrace, and in the Quarry Hill neighborhood. These areas are physically close to UVM’s athletic facilities and student housing, and are home to students and faculty in the neighborhoods. The City and UVM should work together to develop long-range plans for this area. UVM has also partnered with private developers to invest significantly in new housing in City Center. These residential/commercial buildings will inject significant population into City Center and also provide first-floor commercial spaces. NORTHEAST AREA The Northeast Area stretches from Lime Kiln Road to I-89, including the Leahy Burlington International Airport, the eastern portion of Williston Road, Technology Park, Tilley Drive, and Meadowland Business Park. NORTHEAST AREA ACTIONS Action 151: Foster the establishment of high-density business, technology, and mixed use centers, recognizing the importance of this area to the economic and employment health of South Burlington CITYPLAN 202488LAND USE PLANAction 152: Promote consumer-oriented commercial along transit lines, especially on Williston Road, through potential amendments to the Land Development Regulations or non-regulatory means Action 153: Reserve the land space for a potential Exit 12B for consideration by future generations Action 154: Connect Tilley Drive area to Community Drive and Kimball Avenue area ANALYSIS & CHALLENGES Land use is predominately commercial, with Ethan Allen Industrial Park north of the Airport, retail and services along Williston Road, offices along Kimball Avenue and Community Drive, and medical facilities along Tilley Drive. Southern sections, like Technology Park and Meadowland Business Park, are a mix of open land and businesses. The Airport property includes commercial and private aviation facilities, Federal military facilities, and airport-related businesses. Large lots in this area are designed for large-footprint industries and offices. The Area includes a handful of residential areas, notably the Country Club Estates neighborhood north of the airport, two small neighborhoods along Shunpike Road and Milham Court, and new neighborhoods along Old Farm Road. The Area is also home to the Belter Farm, located adjacent to and within the Winooski River floodplain that forms the northernmost corner of the city. Transportation Connections The Northeast Area is largely automobile dependent, lacks sufficient transit connections outside of the Williston Road corridor, and needs further bike/ped connections. Shared use paths have been added in the Community Drive and Tilley Drive areas, and lanes have been established along Williston Road and portions of Kimball Ave and National Guard Road, but connections are sparse. Commuter traffic, truck traffic, and airport traffic from Williston, Essex and Colchester to the north (and access to I-89 at Exit 15) to Williston Road travels through a neighborhood road network. Potential improvements and realignment of the Airport Parkway/Airport Drive corridor could relieve some of this pressure through the neighborhood. Access to and within the business parks and adjacent neighborhoods is not sufficient to meet long term needs; this was assessed in the 2020 VT 116/Kimball Ave/Tilley Drive Land Use and Transportation Plan. The Plan identifies improvements to accommodate anticipated growth in a manner that implements the City’s transportation mode goals. Infill The predominant land use pattern in the Northeast area is large lots with large commercial users and extensive parking. There is significant open area around and between the existing commercial buildings, including on the large parking lots, that is available for infill development. Smaller commercial buildings and related uses could be constructed in between, making the entire area more walkable and efficiently used. Diversification of Uses Use of the Northeast Quadrant has focused on businesses that are compatible with an airport and/or not be easily compatible with residential areas. Future land use should continue to focus on employers and ancillary services. Employment concentration in this quadrant has increased demand for support services such as restaurants and childcare facilities. Limited commercial-supporting residential use may be appropriate for some of this area. CITYPLAN 202489LAND USE PLANCommercial and industrial uses that truly are incompatible with homes need a place in South Burlington. Reserving space for heavy industrial uses and trucking-reliant uses with noise and operating hours that would negatively impact residential users is key to keeping our commercial options open. Such areas are rare in the core of South Burlington and should be appropriately located adjacent to transportation and away from homes. Generally, these areas are on the east side of the Meadowland Business Park, the southeast side of Technology Park, and immediately around the Airport. Additionally, the Ireland Quarry continues operations along the interstate near the Muddy Brook, accessed through Williston. The Northeast Quadrant comes into contact with residential neighborhoods in a handful of key places, notably to the west and northeast of the Burlington International Airport. Sufficient transition tools – in the form of lower intensity uses, buffering, or screening – should be provided to foster the continued compatibility of these areas. These residential areas must be buffered from the incompatible uses, but also integrated into improvements to the bike/ped network and connected to nearby consumer-focused commercial areas. This area should be well-connected to City Center by a pedestrian- and transit-friendly east-west corridor. The City intends to reserve land area for a potential future Interstate interchange (“12B”) accessing Hinesburg Road. There is no current intention for construction of Exit 12B, but reservation of space for future generations to have the option is sound planning practice. This subject is discussed further in the Transportation Chapter of this Plan. SOUTHWEST AREA The Southwest Quadrant stretches from Lake Champlain to Spear Street, including Red Rocks Park, Queen City Park, Holmes Road, Swift Street, Allen Road, the Orchards, and Stonehedge, among others. Long-standing single- and multi-family neighborhoods, natural areas fronting Lake Champlain, light industrial areas, and commercial areas all connect via the Shelburne Road corridor. SOUTHWEST AREA ACTIONS Action 155: Connect and transition residential, mixed-use, and commercial areas to create a better sense of identity, local use, and place Action 156: Reconnect community across major transportation corridors to build cohesiveness and connection Action 157: Improve local neighborhood connection across the Shelburne Road corridor and I-189 Action 158: Improve transportation connections parallel to Shelburne Road to connect neighborhoods, schools, parks, and commercial areas Action 159: Establish a hub of activity & public gathering place along Shelburne Road Corridor Action 160: Establish a community-level park along the Shelburne Road corridor Action 161: Establish mixed-use nodes at intervals along Shelburne Road through innovative land use tools, changes in regulations, increased heights, and investment in public facilities Action 162: Explore opportunities for community access to undeveloped shoreline along Lake Champlain CITYPLAN 202490LAND USE PLANANALYSIS & CHALLENGES The Shelburne Road corridor consists predominantly of commercial uses. Residential and industrial uses are mixed throughout the area and appropriate mixed-use development is encouraged. Shelburne Road is the main north-south arterial through the west side of Vermont. A railway runs parallel to the road dividing the lake-facing neighborhoods and the Shelburne Road corridor. The Farrell Street area is a well-developed mixed-use area served by transit, retail, employment, and emergency services. Reconnection of Residential and Mixed-Use Areas The Southwest area has a long strip of residential areas east of Shelburne Road and some residential use west of Shelburne Road separated by the road itself and commercial strip development. Future use and reuse of properties along Shelburne Road should accommodate both local and regional users and provide bike/ped connection to the neighborhoods. Consumer-oriented and pedestrian-scale commercial uses will support the neighborhoods’ future thriving. The neighborhood residential uses could support small, locally-oriented businesses along corridor, counterbalancing the regional draws of large stores, car dealerships, and gas stations. Re-connecting the neighborhoods with the commercial areas would support the thriving of both. The Farrell Street area has housing, retail, and services. The future of the Farrell Street area includes creating a recognizable node of activity by adding additional housing, green recreational space, and neighborhood-supporting commercial, and replacing existing parking lots with mixed use buildings. The Eastwoods area to the north is not intended to be replaced with higher-scale use, but it does support and is supported by the nearby retail, restaurant, and service uses. The Orchards neighborhood borders the mixed-use Shelburne Road corridor. In The Orchards, the neighborhood and the commercial strip feel disconnected and function as two separated areas. Future investment along Shelburne Road supports the vitality of The Orchards neighborhood by connecting residential areas and supporting walkability, bikeability, and transit. Planning for recreational areas and community gathering spaces is critical to quality of life in that area. Mixed Use Corridor The Shelburne Road corridor is generally already developed, so growth will mostly occur as infill or redevelopment. Encouraging mixed-uses along Shelburne Road will reduce vehicle miles traveled by residents for services, retail, and possibly employment, attract visitors to retail and restaurants, encourage use of public transportation services, and reduce parking needs. Retail uses in the corridor are intended to meet both local and regional shopping and employment needs. Along the Shelburne Road corridor, large properties with large commercial businesses leave significant unused or underused space. This includes the Hannaford Drive area, several car dealerships, and the large commercial buildings on IDX Drive and Green Mountain Drive. Infill development and redevelopment should be encouraged in this prime commercial corridor. Shelburne Road (US Route 7) is State owned and controlled. It is the primary north-south travel route along Vermont’s western corridor. Use will remain both regional and local. The City supports the continued implementation of pedestrian crossings at intersections, improved bike/ped lanes and safety along Shelburne Road, and has promoted the development of a parallel route, Fayette Drive, to serve local needs alongside Shelburne Road. The rail line runs north-south here and provides a significant long-term opportunity. Future land use must continue to reserve space for direct rail access by adjacent commercial properties and to design development to minimize the visual, noise, and other impacts of the railway. CITYPLAN 202491LAND USE PLANLakefront Neighborhoods and Access Along the lakefront area, residential and open space uses should continue to predominate, but with improved public access to Lake Champlain. A shared use path should be established in this area, either along the lake or parallel to the railroad tracks, to connect to Burlington and Shelburne. A large minimally-developed property remains bordering Lake Champlain. With adoption of Conservation PUDs and the Habitat Blocks, and expansion of wetland and river corridor protection, several natural resources on the property have now been protected. A public park appears on the current Official Map in this area and should be considered to complement Red Rocks Park. East of the Shelburne Road corridor, Principally Residential: Low Density areas predominate and will into the future. The intersections of Swift Street and Allen Road with Shelburne Road are part of the Shelburne Road corridor and are planned for principally commercial use. SOUTHEAST AREA The Southeast Area (commonly called the Southeast Quadrant or SEQ) is bounded by Spear Street to the west, Interstates 89 and 189 to the north, the Williston town line to the east, and the Shelburne town line to the south. SOUTHEAST AREA ACTIONS Action 163: Assess and manage interface between human use and wildlife use areas Action 164: Balance low-scale residential uses, City-wide recreational assets, and environmental protection Action 165: Continue to support working lands in this area Action 166: Complete walking network ANALYSIS & CHALLENGES The SEQ contains a variety of land uses, including significant natural areas, open land used currently or historically for agriculture, the Vermont National Country Club (which is both recreational space and visually open land), and significant numbers of existing and permitted homes. The SEQ contains areas of Principally Residential: Lower-Scale, Principally Residential: Higher-Scale, Principally Commercial, and Conservation land uses. The landscape of the SEQ is characterized by rolling hills and visibly open spaces, created by roadways on ridgelines, recreational lands, agricultural lands, conservation areas, and the golf course. Taken together, a significant amount of the land in the SEQ is the Conservation land use type, with other uses, especially Lower-Scale Residential, located near roadways and existing developed areas. City Recreational Assets The SEQ contains most of the City’s large recreational assets which all require greater, more equitable access from the rest of the city. The need for recreation and open space opportunities continues to grow City-wide. As discussed more fully in the Recreation section, the community needs varied recreation space, both by use and by size/focus (Citywide, neighborhood-scale, etc.). Veterans Memorial Park and Wheeler Nature Park are important community gathering places for the entire City, with constant use for active and passive recreation, community gardens, community events, a dog park, and hub of recreation path connections, but it lacks transit connection. Veterans is planned to continue to be used and updated primarily for active and organized recreation. The City intends to maintain Wheeler as a natural area, with unpaved CITYPLAN 202492LAND USE PLANwalking trails the only type of improvement to be constructed within the property except in the Wheeler Homestead area. Hubbard Park conserves formerly agricultural land on the east side of Spear Street, is a key connector for the off-road bike/ped network in the SEQ, and is planned for accessible passive recreation. The City is committed to permanent conservation of the City-owned Wheeler Nature Park and Hubbard Park properties for preservation of the natural communities, recreational opportunities, scenic views, and open space provided by the Parks for the public and will be pursuing that conservation in the near future. The City also acquired the 40-acre Scott Property, which lacks transit connection, safe and welcoming bike/ped connection, or signage and amenities for recreational access. The Scott property, part of “The Bowl” area identified for conservation, is planned to be part of a conserved network of natural areas and farmland with public walking paths extending south to Shelburne Pond. Housing and Commercial Most new housing built in the SEQ since 1992 has been built at an overall density of 1.2 housing units per acre clustered at 4 housing units per acre. Clustering has changed development patterns, away from the standard, larger-lot developments like Butler Farms, Oak Creek, or Ledge Knoll to a more compact pattern exemplified in Stonehouse Village. Building neighborhoods at higher densities and utilizing underused land in the built areas conserves more open space lands. This also can lead to better integration of affordable housing, with smaller single-family homes, duplexes, and multi-family buildings on smaller lots. Adopting of Inclusionary Zoning requirements city-wide now requires affordable housing to be built in any project twelve units or larger. Commercial uses are concentrated near the Mill Market & Deli on Dorset Street and along Hinesburg Road. The area immediately around the Mill Market & Deli property has been planned to be a small retail and service sub-district, limited in size and type, and neighborhood-focused. Views and Visibly Open Spaces The SEQ affords some of the City’s most scenic views of the Adirondacks, Camel’s Hump, and the ridges and valleys stretching south to Shelburne Pond. The City has protected what are deemed to be the most important public views from existing and proposed public properties through the View Protection Overlay Zone (VPZ). The Vermont National Country Club contains 450 acres straddling Dorset Street from Swift Street south to Nowland Farm Road, including residences, an 18-hole golf course, and a clubhouse complex. This large and very visible golf course has helped protect wetland areas from encroachment and has kept land visually open. Large commercial agricultural uses (like monocropping or dairy production) are generally not commercially viable in the SEQ. However, Common Roots Farm (in South Village) and Bread & Butter Farm (on Cheesefactory Road) have developed richly varied agricultural operations integrating different ventures like vegetable, flowers, and meat production with education, community events, and food service. Wildlife Interface with Humans The land development pattern in the Southeast area makes it the most likely place for significant interaction between wildlife and humans. Human roads run through the area and in some places interrupt wildlife corridors and habitat. Backyards abut wetlands used by wildlife. Recreation areas and trails are used by humans and animals alike. Land use, recreation, and transportation decisions for this area in particular should consider reducing potential interaction between humans and wildlife, including through thoughtful land use, transportation design like pass-through culverts, and on-leash dog rules in natural areas. Shared Use Path Network An integrated network of roadways, shared use paths, sidewalks, and walking trails must CITYPLAN 202493LAND USE PLANbalance the needs of the City as a whole, the City’s natural environment, and SEQ residents. The City cannot meet its climate change mitigation goals without reduction of personal automobile use through and around the SEQ. Shared use paths connect some areas of the SEQ, but they are primarily geared toward recreational users, not commuters or for transportation into commercial areas. Designing future shared use path connections in the SEQ must enable commuting and transportation in addition to recreational use. The City is engaging in a Bike/Ped Master Plan process to identify and prioritize missing connections and complete the bike/ped network citywide. Transportation Options With the relatively low residential density but relatively high distances to some residential areas, the SEQ will remain at least partially dependent on passenger vehicles into the future. Spear Street acts as a quasi-rural corridor carrying substantial amounts of commuter traffic and serves needs of local residents. Community members have expressed a strong desire to keep Spear Street as two-lane throughout South Burlington with improvements to the Spear and Swift intersection and with better shared use path connections. East-West and Neighborhood Connector Roads: East-west roads have been shown on the City’s Official Map and included in the Comprehensive Plan for over 40 years and the network has been connected in pieces over time. Lacking connector roads lengthens school bus routes and emergency service responses, and disconnects neighborhoods. However, new roadways have environmental impacts and potentially create more cut-through traffic. Establishment of habitat blocks in 2021 and increased natural resources protection means that fewer east-west roads are viable. NEIGHBORING MUNICIPALITIES LAND USE PLANS CITY OF BURLINGTON The City of Burlington adopted its current planBTV: Comprehensive Plan on March 25, 2019. Where Burlington and South Burlington border, especially on Patchen Road, Williston Road, Spear Street, and Shelburne Road/Street and surrounding areas, the land uses on two sides of the boundary are often very similar. The two Cities work closely on transportation, land use planning, and planning around our large institutions (notably UVM and UVMMC). Burlington is also planning for more housing, infill, greater focus on inclusion and equity, and a focus on human-scale environments. The Plans for these two communities are compatible. TOWN OF WILLISTON The Town of Williston adopted its current Comprehensive Plan on August 22, 2017, with amendments adopted on November 5, 2018 and September 1, 2020. Williston borders South Burlington along Muddy Brook between the Shelburne Pond area and the Winooski River, forming South Burlington’s eastern boundary. The Muddy Brook corridor is buffered by both communities, dividing development on the two sides by a strip of natural resource protection area. Future land use in Williston and South Burlington are generally compatible along their boundary. North of I-89, both municipalities include lands for commercial and industrial uses, including along Shunpike Road and Williston Road. Williston states: “3.3 – Industrial Lands - The Town of Williston will continue in its role as an industrial center and the site of the proposed regional landfill. The policies adopted here facilitate continuing industrial use with bylaw amendments and permitting of the landfill.” In South Burlington, these areas are Commercial/Industrial Only CITYPLAN 202494LAND USE PLANor Principally Commercial with Supporting Residential. South of I-89, both prioritize natural resources conservation and rural/low scale residential use, except at the location of the quarry located in South Burlington accessed from Williston. Williston states: “3.2 - Rural Williston - The Town of Williston will maintain a rural character outside the sewer service area, and protect open space resources, including productive agricultural lands, open meadows, ridgelines, riparian corridors and wetlands, view corridors, and wildlife habitat.” This is compatible with South Burlington’s Principally Residential: Low-Scale and Conservation areas along this boundary. South Burlington and Williston collaborate on numerous fronts, including emergency response, transportation corridors, and administration. The Plans for these two communities are compatible. TOWN OF SHELBURNE The Town of Shelburne adopted its current Comprehensive Plan on February 12, 2019. Shelburne borders South Burlington along South Burlington’s southern boundary. The communities are directly connected by Shelburne Road, Spear Street, Dorset Street, and Cheesefactory Road. West of Spear Street, both communities plan for low-scale residential use with mixed use along the Shelburne Road corridor. Shelburne states: “The Town aspires for [the Shelburne Road corridor] to feature more diverse residential and commercial uses, to enhance livability in surrounding neighborhoods, and to introduce community identity that will enhance arrival to Shelburne.” This is very similar to South Burlington’s goals for the Balanced Mixed Residential and Commercial: High-Scale areas, with an appropriate reduction in scale, and reflects many of the same challenges. In the residential area, Shelburne states: “Pursuing new development in compact, walkable patterns establishes a framework for preserving watershed function and health, enables more compatible relationships among new and existing buildings and landscapes, and will help to retain the scenic integrity of abutting rural lands. Ideally, as neighborhoods develop in this area, housing should be sited to reserve spaces for neighborhood residents and children to gather and play.” Again, this is very similar to the goals for Principally Residential: Low-Scale in South Burlington that border these areas in Shelburne. East of Spear Street, both communities plan for some version of rural/very low-scale residential use with conservation. The two communities have partnered recently on large conservation projects in this area to support Shelburne Pond and the Great Swamp. For these areas, Shelburne states: “Some development is anticipated in the Rural Area, but it should be limited, of low density, and carefully sited to avoid negative impacts to scenic and natural resources. To prevent the undermining of irreplaceable town assets, the highest priority shall be given to identifying and preventing undue adverse impacts to the area’s scenic and natural features and resources.” This is compatible with South Burlington’s adjacent Conservation areas. South Burlington and Shelburne collaborate on multiple fronts, including emergency response, administration, natural resource conservation, and water quality. The Plans for these two communities are compatible. TOWN OF COLCHESTER The Town of Colchester adopted its current Town Plan on March 26, 2019. A short section of the Winooski River forms the border between South Burlington and Colchester and the communities are connected by the Lime Kiln Road bridge between the airport area and VT-15. Future land use immediately on the South Burlington side is categorized as Principally CITYPLAN 202495LAND USE PLANResidential: Higher-Scale with Commercial/Industrial Only nearer to the airport. Conservation area covers the Winooski River floodplain. On the Colchester side, the area is known as “The Fort” and Colchester states “The neighborhood is designated as mixed-use on the Future Land Use Map and the majority is zoned General Development Two.” The purpose of General Development Two in Colchester’s current Development Regulations is “To provide a range of commercial, light industry and compatible multi-family dwellings and related uses for the Fort Ethan Allen neighborhood and vicinity,” which is compatible with South Burlington’s neighboring areas. South Burlington and Colchester continue to collaborate on a range of subjects including wastewater, administration, transportation, and emergency response. The Plans for these two communities are compatible. TOWN OF ESSEX The Town of Essex adopted its current Town Plan on March 1, 2016. The two communities share a portion of the Winooski River as a municipal boundary but have no land or bridge connections. The boundary is largely floodplain on both sides of the Winooski River. The City and Town share similar and comparable goals for watershed and floodplain conservation. The Plans for these two communities are compatible. CITY OF ESSEX JUNCTION The City of Essex Junction adopted its current Comprehensive Plan as the Village of Essex Junction on August 13. 2019. The two communities share a portion of the Winooski River as a municipal boundary but have no land or bridge connections. The boundary is largely floodplain on both sides of the Winooski River. South Burlington and Essex Junction share similar and comparable goals for watershed and floodplain conservation. The Plans for these two communities are compatible. CITY OF WINOOSKI The City of Winooski adopted its current Master Plan on March 18, 2019. South Burlington and Winooski share a portion of the Winooski River as a municipal boundary but have no land or bridge connections. The boundary is largely floodplain on both sides of the Winooski River. The City and Town share similar and comparable goals for watershed and floodplain conservation. The Plans for these two communities are compatible. 2018 CHITTENDEN COUNTY ECOS PLAN The Chittenden County Regional Planning Commission adopted the 2018 ECOS Plan on June 20, 2018. The ECOS Plan focuses primarily on smart development in areas planned for growth, investment in our transportation system (including supporting regional programs and connectivity), continued focus on the Building Homes Together campaign, assisting municipalities with enhanced energy planning, reduction in stormwater impairment and improvement in water quality, emergency management planning through All Hazards Mitigation Plan and related plans, supporting municipal efforts to improve community health, monitoring autonomous vehicles, coordinate between municipalities toward shared goals, and monitoring shift demographics and workforce development. This plan is compatible with the ECOS plan. This Plan focuses on multi-modal transportation CITYPLAN 202496LAND USE PLANconnections and investment, thoughtful infill in our neighborhoods, natural resource protection, renewable energy generation, affordable housing programs and regulatory approaches, emergency management, stormwater and water quality management, and collaboration with our regional partners. CITYPLAN 202497APPENDICESAPPENDIX A: ACT 174 ENHANCED ENERGY PLAN ADDITIONAL TARGET DATA This guide supports municipal enhanced energy planning and provides the required data for the energy planning analysis and targets standards necessary to be considered for an affirmative determination of energy compliance by the CCRPC board. The data in this guide provide an overview of current energy use and set targets for advancing the State’s 2050 goals for energy use from heating, transportation, electricity, as well as the State’s 2050 goals for renewable energy generation. Targets for intermediate years are also provided to aid each municipality with checkpoints along the way toward meeting these goals. Data used in this Plan may differ from data used in the City’s Climate Action Plan (2022). Data used here specifically complies with Act 174 requirements. Data in section A represents the best available data for understanding current energy use across transportation, heating, and electric sectors. Data in sections B and C establish future targets for efficiency improvements and renewable energy use in the heating, transportation, and electric sectors. Future targets are derived from the Low Emissions Analysis Platform (LEAP). LEAP is a transparent and user-friendly tool for energy and climate mitigation planning that was used to inform targets in the Vermont Global Warming Solutions Act of 2020 and the 2022 Vermont Comprehensive Energy Plan. LEAP data consistent with the Global Warming Solutions Act and Vermont’s 2022 Comprehensive Energy Plan are not available at the municipal level currently. The LEAP targets in this guide are consistent with the 2018 ECOS Plan’s Metropolitan Transportation Plan scenario and the Vermont’s 2016 Comprehensive Energy Plan. The cold climate heat pump, residential weatherization, and electric vehicle targets in this memo have been updated to align with the targets found in the South Burlington Climate Action Plan. CURRENT ENERGY USE AND GENERATION Table A2. Number of Homes Heating with Delivered Fuels, 2021 Number of homes heating with Fuel oil, Kerosene 803 homes (+/- 227) Number of homes heating with Propane 462 (+/- 135) Number of homes heating with utility gas 5,848 (+/- 392) Number of homes heating with electricity 1,403 (+/-301) Number of homes heating with coal 34 (+/- 54) Number of homes heating with wood 103 (+/-86) Number of homes heating with solar energy 18 (+/- 25) Number of homes heating with other fuel 41 (+/- 47) No fuel used 15 (+/- 24) Sources: American Community Survey 2021 5-Year Estimate, Table B25040 Table A1. Current Municipal Transportation Energy Use Fossil Fuel Burning Light Duty Vehicles, 2021 13,697 All Electric Vehicles, Year 2021 174 Hybrid Electric Vehicles, Year 2021 166 Sources: Department of Motor Vehicles CITYPLAN 202498APPENDICESThe data below are from various sources and represent actual data for the thermal and transportation sectors. Data for the electricity sector can be found in the 2021 Efficiency Vermont Energy Data for Municipalities report. Table A6. Existing Renewable Electricity Generation Installed Capacity (MW) Annual Production (MWh) Solar 15.72 20,653 Wind .4 788 Hydroelectric* 1.8 9,000 Biomass .33 2,024 Total 18.25 32,465 Source: Department of Public Service Generations Scenarios Tool April 2023 version; Cities & Towns Tab, current as of January 2023; *half of the capacity/production of Green Mountain Power’s No. 18 is counted in South Burlington CITYPLAN 202499APPENDICESPROJECTED ENERGY USE Projected future energy use targets are drawn from the LEAP analysis for Chittenden County, completed by the Vermont Energy Investment Corporation (VEIC). LEAP is an accounting framework that shows one possible path for Chittenden County and its municipalities to meet the State’s energy goals required for enhanced energy plans. LEAP aggregates existing energy use data and forecasts the demand for energy and sources of energy over time, based on a set of anticipated economic and policy changes. For example, demographic projections are one component of projecting future energy use. LEAP is well suited for examining how energy systems might evolve over time to meet certain goals (in this case, Vermont’s goal to use 90% of energy from renewable sources by 2050). These targets show the direction and magnitude of change needed to meet local, regional, and state energy goals. CITYPLAN 2024100APPENDICESTable B3. Projected Residential Thermal Energy Use, 2025-2050 2025 2035 2050 Total Residential Thermal Energy Use (MMBtu) 736,934 624,834 432,608 Percent of Residences Weatherized by Target Year** 18% 62% 100% Energy Saved by Weatherization by Target Year (MMBtu) 34,400 93,960 294,095 Percent of Residences Using Heat Pumps** 11% 37% 71% Residential Thermal Energy Use from Heat Pumps (MMBtu) 47,763 98,267 144,072 Residences Using Wood Heating (%) 14% 14% 14% Residential Thermal Energy Use from Wood Heating (MMBtu) 135,329 135,459 119,016 Sources: LEAP Model, Department of Public Service **Targets align with the South Burlington Climate Action Plan. Target were generated with ICLEI’s Clearpath tool for Year 2030. then expressed in terms of milestone years to align with the analysis and target energy planning standard requirements. Table B2. Projected Commercial and Industrial Thermal Energy Use, 2025-2050 2025 2035 2050 Total Commercial and Industrial Thermal Energy Use (MMBtu) 752,689 716,936 634,141 Percent of Commercial and Industrial Establishments Weatherized by Target Year 22% 25% 43% Energy Saved by Weatherization by Target Year (MMBtu) 40,462 56,101 135,202 Commercial and Industrial Establishments Using Heat Pumps (%) 14% 22% 25% Commercial and Industrial Thermal Energy Use by Heat Pumps (MMBtu) 35,461 70,099 104,737 Commercial and Industrial Establishments Using Wood Heating (%) 11% 12% 13% Commercial and Industrial Thermal Energy Use Attributable to Wood Heating (MMBtu) 91,075 125,443 183,654 Sources: LEAP Model, Department of Public Service, Department of Labor CITYPLAN 2024101APPENDICESTable B4. Projected Electrical Energy Use, 2025-2050 2025 2035 2050 Without Industrial (MWh) 166,936 212,772 275,742 Industrial Only (MWh) 54,168 70,041 94,017 Total (MWh) 221,104 282,813 369,759 Total Electric Energy Saved (MWh) 13,964 28,188 52,722 Residences that have increased their Electric Efficiency 30% 58% 98% Commercial and Industrial Establishments that have Increased Their Electric Efficiency 30% 58% 98% Source: LEAP Model *Please note that industrial electricity use is recognized as the most difficult element to project in the LEAP model, because of regional discrepancies in data from the commercial and industrial sector. Therefore, projected electricity use and total energy use are reported two ways: with industrial electricity use included and excluded. Table B5. Projected Total Energy Use Per Capita (Including Industrial Electricity Use*) 2015-2050 2015 2025 2035 2050 Total Energy Use (MMBtu) 3,107,538 3,004,949 2,788,721 2,538,438 Population 18,791 19,873 20,562 21,574 Total Energy Use Per Capita (MMBtu) 165 151 136 118 Reduction in Total Energy Use Per Capita since 2015 -- -9% -18% -29% Source: LEAP Model *Please note that industrial electricity use is recognized as the most difficult element to project in the LEAP model, because of regional discrepancies in data from the commercial and industrial sector. Therefore, projected electricity use and total energy use are reported two ways: with industrial electricity use included and excluded. Table B6. Projected Total Energy Use Per Capita (Excluding Industrial Electricity Use) 2015-2050 2015 2025 2035 2050 Total Energy Use (MMBtu) 2,977,254 2,820,127 2,549,741 2,217,652 Population 18,791 19,873 20,562 21,574 Total Energy Use Per Capita (MMBtu) 158 142 124 103 Reduction in Total Energy Use Per Capita since 2015 -- -10% -22% -35% Source: LEAP Model *Please note that industrial electricity use is recognized as the most difficult element to project in the LEAP model, because of regional discrepancies in data from the commercial and industrial sector. Therefore, projected electricity use and total energy use are reported two ways: with industrial electricity use included and excluded. CITYPLAN 2024102APPENDICESPROJECTED RENEWABLE ENERGY GENERATION POTENTIAL This guide also reports how much wind and solar generation potential exists in the municipality and sets targets for additional renewable energy generation within South Burlington. The generation targets are technology neutral, meaning a municipality can use any form of renewable generation (wind, solar, biomass, hydroelectric, etc.) to meet its goals. Prime solar or wind areas are areas where models show the appropriate conditions for electricity generation, and where there are no constraints. Base solar or wind areas are areas where models show the appropriate conditions for electricity generation, but where there are possible constraints which must be considered during development and may reduce the development potential of a site. The 2018 ECOS Plan indicates that “development should be located to avoid state and local known constraints that have been field verified, and to minimize impacts to state and local possible constraints that have been field verified.” South Burlington’s local known constraints (most restrictive for development) are the .2% B2 floodplain, river corridors, very steep slopes, and wetland buffers. The local possible constraints (development impacts must be mitigated-less restrictive compared to known constraints) include the habitat overlay district, steep slopes, natural resource protection district, and 0.2% B1 Zone See table C4 for the state known and possible constraints. South Burlington’s reported land available for wind and solar generation and associated total energy generation potential are based on models of the elevation, slope, and aspect of land, or the modeled wind speed. These models remove existing rooftops but do not remove other existing impervious surfaces. Therefore, land-based generation potential may be over-estimated for South Burlington due to a high percentage of impervious surface. Table C1. Land Available for Wind and Solar Generation Prime Potential Base Potential Solar 139 acres 1,966 acres Wind 340 acres 4,162 acres Source: CCRPC, Department of Public Service, Vermont Center for Geographic Information, updated in 2023 Table C2. Estimated Renewable Electricity Generation Potential from Land Available for Wind and Solar Energy Generation Power (MW)Energy (MWh) Total Rooftop Solar*58.8 158,793 Total Ground-Mounted Solar 57.3 75,349 Total Wind 112.6 221,852 Source: Ground-Mount Solar + Wind, CCRPC, Generation Scenarios Tool (April 2023), Department of Public Service; Rooftop Solar, Vermont Center for Geographic Information *Existing rooftop solar generation has not been subtracted out due to data availability. CITYPLAN 2024103APPENDICESTable C3. Renewable Electricity Generation Targets 2032 2040 2050 Total Generation Targets (MWh)58,360 75,429 85,931 Incremental Targets* (MWh)25,895 44,746 53,465 Sources: Department of Public Service, CCRPC These targets are in addition to what the municipality is already generating. As of 1/31/23, South Burlington generates 32,465 MWh of energy annually from renewable technologies. Table C4. State Known and Possible Constraints State Known Constraints State Possible Constraints FEMA Floodways DEC River Corridors National Wilderness Areas State-significant Natural Communities and Rare, Threatened, and Endangered Species Vernal Pools (confirmed) Class 1 and 2 wetlands (VSWI and advisory layers) Agricultural Soils + Hydric Soils Unconfirmed Vernal Pools Act 250 Ag. Soil Mitigation Areas FEMA Special Flood Hazard Areas VT Conservation Design Highest Priority Forest Blocks (Forest Blocks – Connectivity, Forest Blocks – Interior, Forest Blocks - Physical Land Division) Highest Priority Wildlife Crossings Highest Priority Surface Water and Riparian Areas Protected Lands (State fee lands and private conservation lands) Deer Wintering Areas CITYPLAN 2024104APPENDICESAPPENDIX B: ACT 174 ENHANCED ENERGY PLAN EQUITY ASSESSMENT Throughout this Plan, South Burlington has considered the implications of energy-related policy decisions, regulations, and proposed non-regulatory programs on marginalized groups and communities. We have to make decisions through an equity lens throughout and have considered impacts on individuals, families, and groups as we can. We also acknowledge that we have significant work to do, including further study of how our actions to meet our stated goals impact all of our community members, and disproportionately impact some more than others. As part of compliance with Act 174, we have compiled energy and equity policy statements made throughout the Plan in this Appendix. • People & Population – Basic demographic and language assessment and acknowledgement that the City must serve our diverse population and consider variation across the City.• Energy – Generally, changes must be made equitably and to help all our neighbors transition to cleaner energy and more sustainable practices.• Energy: Transportation – City will encourage, promote, or require EV charging at multi-family buildings and for renters, and not have only pay-as-you-go charging available.• Energy: Buildings and Thermal – City will support homeowners in weatherization, electrification of existing homes, efficient construction of new homes, including financial incentives and outreach to low-income homeowners. “The City must design a system that will not cause economic hardship for people without resources to both changeover and then operate new systems.”• Energy: Outreach and Implementation – “Importantly, [climate action] work must be implemented in an equitable manner. This could include allowing for a reasonable time for adjustment to new systems when old systems need replacement. Pursuing equity will involve listening to the needs of the community, designing programs to facilitate transportation and home improvements for all users, and accounting for the uneven costs of climate change.” • Environment – Goal: Ensure environmental protection, conservation, and other natural resource-related efforts are undertaken with environmental justice and equity in mind.• Environment: Environmental Justice – City “must also examine how we protect our environment and where people experience disproportionate impacts of environmental harms. Looking specifically at air pollution, noise pollution, poor drinking water quality, contaminated soils, lack of green space, and the urban heat island effect, are certain areas in the city disproportionately affected? We need to start by gathering information. We are at the very beginning of examining this issue and the City must start the process.”• Transportation: Multiple User Types – Acknowledgment that bike/ped facilities separated from the road can be more welcoming and inclusive for a range of users, including ADA compliance and proper location for efficient bike/ped travel• Recreation – “Both new acquisitions and maintenance of existing areas needs to be done equitably and should consider our Climate Action Plan targets.”• Community Services – City will be inclusive, equitable, and accessible in provision of all City services, including energy regulations and programs• Community Services: Library, Senior Center – City will provide inclusive facilities that serve underserved populations like seniors, New Americans, etc., and are warmed/cooled.• Community Services: Community Open Space – Acknowledgement that it is critical to be able to access open space without a personal vehicle.• Water & Utilities – Goal: “Assure planning and management of water, wastewater, and CITYPLAN 2024105APPENDICESstormwater systems is done in a manner that protects our most vulnerable populations and distributes focus and funding equitably”• Water & Utilities: Potable Water – “The City needs to continue maintaining, upgrading, and replacing parts of the water treatment and water distribution systems. This work must be done equitably and must reflect increased weather variation and drought due to climate change.” 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4112 | WWW.SOUTHBURLINGTONVT.GOV Attachments • Recommendation TIF District Expenditure-Revenue Summary Actual and Forecast11/30/2023South Burlington - TIF Forecast: Known DevelopmentBudgetFY18 FY19 FY20 FY21 FY22 FY23 FY24FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34FY35 FY36 FY37TIF District Grand List (Prior Year) $4,649,700$5,193,900$9,373,866$14,725,716$29,574,210$31,841,580$41,953,080$63,310,224$91,516,559$109,923,366$147,197,652$154,757,652$154,757,652$154,757,652$154,757,652$154,757,652$154,757,652$161,357,652$161,357,652$161,357,652RevenueIncrement Property Tax $72,940$84,928 $158,869 $264,380$413,448$462,818$630,413 $965,072 $1,426,412 $1,751,874$2,398,772 $2,567,026$2,624,457$2,683,229$2,743,372 $2,804,922 $2,867,913 $2,932,379$3,111,601 $3,181,237ExpendituresTIF District Debt Payments($134,661) ($162,133) ($162,133) ($233,507) ($253,927) ($254,847) ($1,115,161)($1,368,280)($1,774,643)($1,807,183)($1,793,427)($3,517,425)($3,499,558)($3,479,844)($3,459,082)($3,437,450)($3,415,686)($3,394,157)($3,849,815)($3,649,324)Net Income($61,721) ($77,205) ($3,265)$30,873 $159,522 $207,972($484,748) ($403,209) ($348,231) ($55,309)$605,345($950,399) ($875,101) ($796,615) ($715,709) ($632,527) ($547,774) ($461,778) ($738,214) ($468,087)Cumulative Balance Increment Fund($61,721) ($138,926) ($142,191) ($111,318)$48,204$256,176($228,572) ($631,781) ($980,012) ($1,035,321)($429,976) ($1,380,375)($2,255,476)($3,052,092)($3,767,801)($4,400,328)($4,948,102)($5,409,880)($6,148,094)($6,616,181)ReserveAnnual GF allocation $2,751,787$750,000$860,000$750,000$860,000$800,000$800,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000City share of project costs($319,142) ($77) ($583,452) ($926,056) ($1,258,916)($1,066,721)($1,016,908)($946,764) ($933,269) ($922,401) ($913,470) ($899,998) ($885,206) ($869,294) ($852,498) ($834,956) ($816,822) ($798,498) ($780,000) ($761,371)Cumulative Balance Reserves$2,370,923 $3,043,641 $3,316,925 $3,171,742 $2,932,348$2,873,599$2,171,942 $1,681,970$1,260,470$1,142,760$1,694,635 $704,238($196,069) ($1,001,979)($1,710,186)($2,317,670)($2,822,266)($3,222,541)($3,880,755)($4,250,213)Notes * TIF Debt includes $477,650 in direct payments to reimburse City for TIF administrative costs ** FY18 represents the balance of the Reserve Fund, other years are transfers in from General Fund*** Shows the Grand List Incremental Value on which Fiscal Year's increment revenue is collected - the Grand List for April 1 of the prior fiscal year.AssumptionsOnly SBCC and Snyder-Braverman projects are developedTax Rates increase by 3% per year for municipal, 1.3% for Homestead, and 2% for Non-Homestead in the TIF Revenue ModelContinue to fund City Center ReserveSouth Burlington - TIF Forecast: Add 61 units housing annually 2027-2036BudgetFY18 FY19 FY20 FY21 FY22 FY23 FY24FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34FY35 FY36 FY37Known Development Forcast GL $4,649,700$5,193,900$9,373,866$14,725,716$29,574,210$31,841,580$41,953,080$63,310,224$91,516,559$109,923,366$147,197,652$154,757,652$154,757,652$154,757,652$154,757,652$154,757,652$154,757,652$161,357,652$161,357,652$161,357,652Growth: 61 Additional Units Per YR$7,533,850$11,191,000$18,620,650$24,123,700$30,169,750$38,370,600$46,029,050$53,593,700$60,169,650$63,448,900Total TIF GL with growth (prior year) $4,649,700$5,193,900$9,373,866$14,725,716$29,574,210$31,841,580$41,953,080$63,310,224$91,516,559$109,923,366$154,731,502$165,948,652$173,378,302$178,881,352$184,927,402$193,128,252$200,786,702$214,951,352$221,527,302$224,806,552RevenueIncrement Property Tax $72,940$84,928 $158,869 $264,380$413,448$462,818$630,413 $965,072 $1,426,412 $1,751,874$2,520,921 $2,752,520$2,939,996$3,101,161 $3,277,751 $3,499,785 $3,720,159$3,946,964$4,276,273 $4,437,463ExpendituresTIF District Debt Payments($134,661) ($162,133) ($162,133) ($233,507) ($253,927) ($254,847) ($1,115,161)($1,368,280)($1,774,643)($1,807,183)($1,793,427)($3,517,425)($3,499,558)($3,479,844)($3,459,082)($3,437,450)($3,415,686)($3,394,157)($3,849,815)($3,649,324)Net Income($61,721) ($77,205) ($3,265)$30,873 $159,522 $207,972($484,748) ($403,209) ($348,231) ($55,309)$727,494($764,905) ($559,563) ($378,683) ($181,331)$62,335 $304,473 $552,808$426,458$788,140Cumulative Increment Fund($61,721) ($138,926) ($142,191) ($111,318)$48,204$256,176($228,572) ($631,781) ($980,012) ($1,035,321)($307,827) ($1,072,732)($1,632,295)($2,010,977)($2,192,309)($2,129,974)($1,825,501)($1,272,693)($846,236) ($58,096)ReserveAnnual GF allocation $2,751,787$750,000$860,000$750,000$860,000$800,000$800,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000$860,000City share of project costs($319,142) ($77) ($583,452) ($926,056) ($1,258,916)($1,066,721)($1,016,908)($946,764) ($933,269) ($922,401) ($913,470) ($899,998) ($885,206) ($869,294) ($852,498) ($834,956) ($816,822) ($798,498) ($780,000) ($761,371)Cumulative Reserves$2,370,923 $3,043,641 $3,316,925 $3,171,742 $2,932,348$2,873,599$2,171,942 $1,681,970$1,260,470$1,142,760$1,816,784$1,011,881 $427,113 $39,135($134,694) ($47,315)$300,336$914,645 $1,421,103 $2,307,871 * Shows the TIF District Grand List Incremental Value on which Fiscal Year's increment revenue is collected - the Grand List for April 1 of the prior fiscal year.** Note that as some properties have existing buildings that would be redeveloped, the actual value added for the 61 additional units varies from year to year as the original value is subtracted from the final value to derive the TIF incremental grand list value.ActualsProjected ActualsProjected DISCONTINUANCE OF PICARD CIRCLE AS A PUBLIC ROAD Public Inspection on Tuesday, January 16, 2024 at 3:00 pm Public Hearing on Tuesday, January 16, 2024 at 8:00 pm PLEASE TAKE NOTICE that the City of South Burlington will hold a public inspection and a public hearing to consider the discontinuance of Picard Circle as a public road. The public inspection will be held in person at Picard Circle (approximately 370 feet south of the intersection of Airport Parkway and Kirby Road on Airport Parkway) on Tuesday January 16, 2024 at 3:00 pm. The public hearing will take place at 180 Market Street in South Burlington during the regularly scheduled City council meeting on Tuesday January 16, 2024 at 8:00 pm The purpose of the hearing is to consider the following: A. Discontinuance of Picard Circle as a public road in accordance with 19 V.S.A. Chapter 7. The City will retain ownership of the existing Picard Circle right-of-way. Subsequent to this on-site inspection and public hearing, the South Burlington City Council will consider discontinuance of Picard Circle as a public road at their January 16, 2024 meeting. Helen Riehle, South Burlington City Council Chair December 4, 2023