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Agenda - City Council - 01/16/2024
CITY COUNCIL MEETING AGENDA TUESDAY, JANUARY 16, 2024 Participation Options In Person: 180 Market Street, Main Floor, Auditorium Assistive Listening Service Devices available upon request Electronically: https://meet.goto.com/SouthBurlingtonVT/citycouncilmeeting01-16-2024 You can also dial in using your phone. (224) 501-3412 Access Code: 143-471-037 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 December 15, 2023 and January 2, 2024 City Council Meetings C.*** Approve the proposed set of CCRPC's Unified Planning Work Program (UPWP) applications as recommended by the Planning Commission 7.*** Warned for 7:00 PM: Hold a Public Hearing on the Proposed FY25 Budget and Capital Improvement Plan – Jessie Baker, City Manager (7:00 – 7:30 p.m.) 8.*** Consider the Proposed FY25 General Fund, Capital Improvement Plan, and Enterprise Fund Budgets and approve all to be sent to the Steering Committee and the voters on Town Meeting Day 2024 – Jessie Baker, City Manager (7:30 – 7:40 p.m.) 9.*** Approve the 2024 Town Meeting Day Warning and set the Public Hearing for March 4, 2024 at 6:30 p.m. – Jessie Baker, City Manager (7:40 – 7:45 p.m.) 10.*** Approve Resolution #2024-05 on the allocation of American Recovery Plan Act (ARPA) funds to support the FY25 Budget – Martha Machar, Finance Director (7:45 – 7:50 p.m.) 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107| WWW.SOUTHBURLINGTONVT.GOV 11.*** Approve Resolution #2024-06 on the allocation of Fund Balance to support the FY25 Budget –Martha Machar, Finance Director (7:50 – 7:55 p.m.) 12.*** Approve Resolution #2024-07 setting the water, wastewater, and stormwater rates and allocation fees for FY25 – Martha Machar, Finance Director (7:55 – 8:00 p.m.) 13.*** Warned for 8:00 PM: Hold a Public Hearing on the discontinuation of Picard Circle – Tom DiPietro, Public Works Director (8:00 – 8:20 p.m.) 14.Consider and potentially take action to discontinue Picard Circle – Tom DiPietro, Public Works Director (8:20 – 8:25 p.m.) 15.*** Receive and potentially approve a recommendation from the Public Art Committee for a piece from Mohrman Lo at Jaycee Park – Public Art Committee (8:25 – 8:45 p.m.) 16.*** Receive a comprehensive update to the Employee Handbook and provide direction to staff – Daisy Brayton, Human Resources Director (8:45 – 9:05 p.m.) 17.*** Receive the City Pension Asset Update and Net Performance Report from the City's Pension Fund Manager – Daniel Cappell, SEI Client Service (9:05 – 9:25 p.m.) 18.*** Receive the City Pension Actuarial Update and FY 23 Pension Valuation – Erik Schait, Newport Group (9:25 – 9:45 p.m.) 19.*** Hold a First Reading of a Residential Rental Ordinance and set a Public Hearing for February 20, 2024 at 7:00 p.m. – Steven Locke, Deputy City Manager (9:45 – 10:00 p.m.) 20.*** Convene as the South Burlington Liquor Control Commission to consider: Bliss Bee, First Class License and Outside Consumption Permit; Bueno Y Sano,First Class License; Guild Tavern, First Class & Third Class License; Maplefields, Second Class License and Tobacco License(s); Maplefields at the Airport, Second Class License and Tobacco License(s);Price Chopper, Second Class License; Shelburne Road Variety, Second Class License and Tobacco License(s) (10:00 – 10:10 p.m.) 21.Other Business (10:10 – 10:20 p.m.) 22.Consider entering executive session to discuss pending civil litigation to which the City is a party, specifically the Bourne Final Plat Application 23.Adjourn Respectfully submitted: Jessie Baker City Manager ***Attachments included Champlain Water District Check/Voucher Register - Check Report by Fund From 1/17/2024 Through 1/17/2024 Check Date Check Number Vendor Name Invoice Description Check Amount Invoice Number 1/17/2024 4700 Aldrich & Elliott, PC Project 22025.001 43.07 81712-REVISED 1/17/2024 4701 Aldrich & Elliott, PC Project #23022.002 18,782.70 81864 1/17/2024 4702 Champlain Water District - Retail Retail to SBWD - December 2023 60,723.27 SBWD-405 1/17/2024 4703 Champlain Water District Wholesale to SBWD - December 2023 703.54 SBWD-398 1/17/2024 Champlain Water District SBWD Water Consumption - Dec 2023 181,031.84 SBWDWTRCONSUMP-1223 1/17/2024 4704 MSK Engineers Project 1460-001 27,686.25 16435 1/17/2024 4705 S.D. Ireland Invoices 65.00 107762 1/17/2024 4706 Stitzel, Page & Fletcher, PC Dorset Street Tank - Legal 638.50 79671 Total 70 - South Burlington Water Department 289,674.17 Report Total 289,674.17 SOUTH BURLINGTON CITY COUNCIL 70 - South Burlington Water Department Date: 1/11/2024 4:53:09 AM Page: 1 PAGE 1 SOUTH BURLINGTON CITY COUNCIL MEETING 15 DECEMBER 2023 The South Burlington City Council held a regular meeting on Friday, 15 December 2023, at 8:30 a.m., in the Auditorium, 180 Market Street, and by GoToMeeting 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; H. Rees, City Clerk; C. McNeil, City Attorney; Chief S. Burke, Police Department; Lt. C. Corbin, Deputy Fire Chief; M. Machar, Finance Director; P. Conner, Director of Planning & Zoning; T. DiPietro, Public Works Director; E. Quallen, Public Works Department; J. Murray, Librarian; I. Blanchard, Community Development Director; A. Brumbaugh, Communications & Outreach Coordinator; D. Brayton, HR Director; G. Yandow, Physical Plant Director; L. Bailey 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. Additions, deletions or changes in the order of Agenda items: No changes were made to the Agenda. Comments and questions from the public not related to the agenda: There were no comments or questions from the public. FY25 Budget: Department Presentations: Police Department: Chief Burke showed a chart of the structure of the Police Department and explained the roles of each position. He noted the Department was able to hire 8 officers last year but also lost 5 to retirement. There are now 34 filled positions. There are 6 dispatchers, and there is a need for a 7th, a position which has received no applicants. Chief Burke then showed a chart of arrest numbers which is down significantly this year, probably due to the department being able to engage in pro-active activities. The areas of concern are unmet social service needs, overdoses, suicides, and welfare checks. There has been a 68% increase in retail theft, a 100% increase in larcenies, and a 439% increase in stolen cars. The Chief reminded people to keep their cars locked and not to leave keys in the car. CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 2 In the coming year, the Department is looking to restore the Youth Services Sergeant. There will also be a focus on crime prevention, especially retail and neighborhood theft. They will be establishing a municipal funding source (primarily for benefits) for a person in the Community Justice Center. Budget needs include increased vehicle maintenance for older vehicles and replacement of radios due to dying batteries. Ms. Riehle asked if there is a plan to replace these periodically. Chief Burke said they haven’t until now as they were all purchased together. CIP items include 2 new patrol cars which will be hybrid with new technology. The Chief noted these are 10% more expensive than previously purchased vehicles. He also noted that they do not have enough vehicles to put on the road while other vehicles are being charged. The Chief then showed a graph of responses in relation to the number of sworn officers. He noted they have reached a saturation point. They can respond to calls but can do little regarding proactive/community engagement. There is one officer covering all the city’s schools, and she is getting tired. Emerging issues include addressing the growing concern with gun crime. Ms. Riehle asked about concerns with residents below the poverty line. The Chief said it is a vicious cycle: all they can do is to bring people back into the system that cannot serve them. Ms. Riehle cited the need to provide services for those folks who are being welcomed into the community. Fire Department: Chief Locke showed the Department’s organizational chart. He noted that they were able to fill all the vacancies this past year which resulted in less overtime. Among the Department’s successes was the creation of the first Community Risk Assessment which allows them to send the right number of responders to an incident. The Department has also increased its number of paramedics so there is almost always a paramedic on a response to a call. The Chief then showed the call volume for the past 20 years. He pointed out the 58% increase over the past 10 years and noted they see the same people on almost a daily basis, the same type of vicious cycle noted by Chief Burke. About 70% of their calls are medical. People are using 911 as a “catchall,” and there is no way for the Department not to respond. He stressed that many of those needs should be addressed by agencies other than the Fire Department. Lt. Corbin noted that in some communities, there are “community paramedics” who handle some of those calls. Chief Locke said there are 4 or 5 individuals who are now placing a tremendous burden on the Department. If there were a different service for them, it would make a great difference. Ms. Baker added that this is a state-wide issue. Chief Locke noted that one-third of the Department has fewer than 18 months in the Fire Service and several more experienced officers nearing retirement. There is a need for rapid training. Budget items include protective clothing. Each officer needs 2 sets of clothing, and the outfits have about a 10-year life span. They are constantly outfitting officers. There is also an increase in the computer contract which includes training, patient care, etc., run off one system. The station alerting system is now 20 years old. The new system would be digital which would take a load off the dispatch center. CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 3 The Chief noted that the ambulance loading system is now totally mechanized which is much more secure for patients and safer for employees. This system should be installed in the one ambulance that does not currently have it. The administrative vehicle also needs replacing, and there is a need to get back on the cycle of replacing thermal imaging cameras. Emerging issues include: the prevention division (there will be a loss of history with the retirement of several officers); recruitment; station maintenance, staff training, a dedicated Shift Commander, and implementation of the rental registry/inspection program. Public Works: Mr. DiPietro showed the organization chart. There are 39 employees plus 9 contracted people in the Water Department. There are currently 5 open positions. They are also looking to add one Highway Department staff in FY25. Highway Department successes include the paving of Dorset Street and the opening of the Wheeler Dog Park. FY25 budget issues include: Tree care (which would be bid out), increased curb and sidewalk work, the Dorset Street signal project including the cost of the adaptive technology. Items in the CIP include: paving ($1,500,000) including 4 sections of Dorset Street, the Dorset Street School Zone, sidewalk assessment/improvement, the Market Street/Hinesburg Road traffic signal (partly funded by impact fees), and Climate Action Plan items (e.g., EV charging stations, possible electrified equipment, and hybrid replacement vehicles). Mr. DiPietro then showed a graph of paving budgets for the past 20 years. He also showed the Paving Condition Inventory scoring. Arterial roads are doing pretty well as are residential streets. About $1,000,000 a year is needed to keep up. Mr. Barritt asked if there is any new technology to make roads more durable. Mr. DiPietro said there are some things to consider, but this year Dorset St. used up most of the budget. Emerging issues include: staffing, the pace of development which creates more infrastructure to maintain, and the need for assistance to manage data so decisions can be data driven. Stormwater: Successes include being fully staffed and 3 completed construction projects (a large portion of which was paid for by grants). The budget includes a modest increase in materials, funding to hire a fellow to look at South Burlington’s share of a regional service, and updating rates (which the Council will have to approve). The CIP includes funding for the replacement of the Bartlett Bay Road culvert, flow restoration plans, and repair of the Logwood sinkhole. Mr. DiPietro stressed that the projects they are doing help to increase the city’s resiliency so the city can help other municipalities where there is a severe storm. Ms. Riehle said the public needs to be made aware of this. Emerging issues include: staffing and work on 3-acre sites. There is some grant money for the site work, but this is diminishing due to needs across the state. Wastewater: CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 4 Successes include the passing of the bond for the upgrade to the Bartlett Bay facility, the receipt of silver and gold awards for 2 of the cities facilities, and continued high-quality discharge. The budget includes increased costs for chemicals, sludge maintenance, “clean & green priorities, and a proposed resolution to update rates. The CIP funded items include: the Bartlett Bay upgrade, refurbishing of pump stations, the Market Street pump station generator, and Airport Parkway solids handling. Emerging issues include: a second person at the Bartlett Bay Facility for safety (the current person is nearing retirement) and new regulations associated with contaminants/cost. Drinking Water: Successes include: the lead service line inventory to comply with a federal requirement (if lead is found, it has to be replaced), the number of water allocations, and the completion of all required maintenance. The budget includes: increase in professional services (an aging system needs more maintenance), upgrade to the computer system, the bond vote for the water tower, and an update to the drinking water ordinance. CIP funded items include: the water storage tank, replacement of meter readers, and lead service line replacement. Emerging issues include: Water Ordinance revisions, the bond vote on water storage, and a rate structure study. Bike/Ped: Ms. Quallen noted success include: upgrade of all RFBs, adjustment on most road standards to accommodate bike lanes. She showed a graph of additional maintenance work along with photos and noted funding from Pennies for Paths. Ms. Riehle reminded people that Pennies for Paths goes away in FY29. Ms. Baker stressed that when you have dedicated funds, you take away the City Council’s ability to make certain decisions. Ms. Quallen then showed a list of CIP funded projects. Emerging issues include infrastructure construction to support climate goals and increased maintenance needs. Open Space (special fund): Successes include: design work at Hubbard Park and permits submitted for Red Rocks Park trail and stormwater improvements. CIP funded projects include completion of Red Rocks Park improvements, new Tree Management Project to focus on deferred tree maintenance (dead trees are becoming a safety issue). Ms. Quallen noted that Open Space repayment will be complete by FY28. Emerging issues include the lengthy process to conserve land, the Parks Master Plan. Library, Parks and Recreation: Ms. Baker noted the partnering being done by Mr. Matth and Ms. Murray. CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 5 Mr. Matth said successes include: services to more residents, 22 community events in FY22 and 38 events in FY23. Ms. Murray noted the increase in the number of items checked out of the Library, the increase in Library visits, and the increase in programs (with almost 10,000 attendees). Mr. Matth showed photos of recreation/parks events and use of the new Dog Park. He also cited the success of the Senior Center. In FY22, there were 1500 meals served; in FY23 that number rose to 2200. Mr. Matth showed the organization of the Parks/Recreation Department. There is one current open position in Programming. The budget includes special events increase and increases in youth programming. CIP funded items include multi-field projects in Veterans Park (to allow for rotating of fields), refurbishing of the baseball field to address drainage issues, dugout replacement, and the vehicle replacement reserve fund. Emerging issues include: Parks Master Plan, distribution of resources (to address transportation needs so people can participate in programs), space for recreation with the growing population and indoor recreation. Ms. Murray said Library successes include serving more people more fully, increased Story Time attendance, the wide variety of events to promote socializing, information, etc., “check out” items including projectors, gardening tools, bike repair kits, and more in this growing collection. The Library has 22 staff members, 9 of whom are full time. There are 4 administrators. The budget includes income from rental of meeting rooms (there were 922 room rentals in the past year from non-city sources), a request of a 19-hour position to deal with meeting room rentals, a “floater” who knows how things work, and on-line resources (e.g., e-books, movies, etc.) which are seeing increased use. Emerging issues include looking at collections and what to include, addressing community diversity, learning what people want from their Library, potentially more people for Story Time with the growing City Center population, and addressing people with unmet needs. Ms. Murray noted that some people are at the Library every day, all day and require attention. Ms. Riehle asked if the Library is working on new endowments. Ms. Murray said there is an annual appeal, and the Foundation helps with grant writing. She explained how the Foundation works for special needs. A joint Parks/Recreation/Library emerging need is City Center growth and multi-family growth. General Government: Ms. Baker showed an organization chart and noted that General Government has 33 employees. Successes include the hiring of amazing new talent, the clean audit, implementation of policies, passage of all ballot items, development of City Center, the O’Brien project, and the Beta project. CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 6 Mr. Conner showed a graph of single-family/multi-family dwellings and noted that the current trend is to more multi-family dwellings. He also showed a graph of building permits issued in recent years. Successes related to the Climate Action Plan include 2 new ordinances addressing climate change. TIF District: Ms. Blanchard said successes include a clean10-year audit, growth in the TIF grand list by 7.67%, design work on the Bike/Ped Bridge (60% completed design), and Illuminate Vermont which drew 2000 attendees. She showed a graph of TIF grand list growth. Facilities: Mr. Yandow cited successes including upgrade of Veterans Park bathrooms, renovation, and leasing of 19 Gregory Drive, rebuilding of the pump station that was hit by a vehicle and includes a new generator that handles 70% of the city’s sewage. Ms. Baker cited emerging issues including a parking fund, the rental registry, staffing for Climate Action, 575/577 Dorset Street, and adoption of the 2024 City Plan. She stressed that to fully achieve the Climate Action Plan the city’s “one-time” capital needs in the budget will increase. Mr. Barritt said it may not be feasible to electrify all of the vehicles. Ms. Baker said that what is financially and technologically possible now will not meet the city’s goals, and the City Council will have to make policy decisions. She noted that the vehicle replacement cycle is longer than 2030. Ms. Emery said that asking for double-digit budget increases will be hard to get. She felt there needs to be conversation with the public as to what they are comfortable with as far as Climate Action expenditures. Mr. Kupferman suggested putting a list of Climate Action items to the public to see what they will support. He also suggested using some of the budget surplus to support the proposed budget. Mr. Barritt cited the importance of showing voters what they get for their money. He said the city has lofty goals and probably won’t get there. The question is what voters are willing to spend. Mr. Chalnick suggested that the Climate Action Plan, other than staffing, be funded by ARPA funds. He did not think the Hinesburg Road/Market Street traffic light should be funded by ARPA funds but should come from the General Fund. He would like to use surplus funds to “fill the gap. Ms. Riehle said the 2 are different to her. She said the Council did not overestimate what was needed from property taxes. The surplus came from unanticipated earnings from local option taxes. Mr. Barritt said he didn’t want to have to “sell” the budget to voters, and he felt 8.2% was too much. Ms. Riehle asked what members would cut. Ms. Emery said they have to ask voters what they are on board with. Ms. Riehle cautioned members about reducing the budget too much and having to make up for it the next year. Mr. Kupferman suggested reducing the amount to the Housing Trust Fund to $75,000. CITY COUNCIL MEETING DECEMBER 15, 2023 | PAGE 7 Ms. Quallen noted that the public transit budget includes more than GMT; it includes a consultant to do a study. Ms. Baker said they have a $3,300,000 gap they are trying to close. She added that if the city wants to reach its climate action goals, it is important to work with them. Ms. Baker suggested having staff come up with some scenarios for reducing the budget and bringing them to the Council at its next meeting. Members agreed. Ms. Baker reminded everyone of the 4:30 gathering. Other Business: No other business was presented. As there was no further business to come before the Council Mr. Barritt moved to adjourn. Mr. Chalnick seconded. Motion passed unanimously. The meeting was adjourned at 12:45 p.m. _________________________________Clerk PAGE 1 CITY COUNCIL January 2, 2024 The South Burlington City Council held a regular meeting on Tuesday, 2 January 2024, 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; C. McNeil, City Attorney; H. Rees, City Clerk; P. Conner, Director of Planning & Zoning; T. DiPietro, Director of Public Works; B. Sirvis, J. Spring, J. Louisos, L. Bailey, B. Milizia, B. Britt, M. Simoneau, M. Mittag, V. Bolduc, J. Nadeau, J. Duncan 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: Mr. Spring expressed concern with people running red lights and accelerating through yellow lights on city streets. He suggested putting cameras in place, noting that this worked in Colorado. He felt this will become a serious hazard with more and more people living in City Center and walking across Dorset Street. 4. Announcements and City Manager’s Report: Council members reported on recent meetings and events they had attended. CITY COUNCIL JANUARY 2, 2024 | PAGE 2 Ms. Baker: She and Ms. Blanchard met with the city’s delegation regarding the TIF District. Two members of the delegation are interested in coming to the City Council in February regarding housing legislation. 5. Consent Agenda: a. Approve and Sign Disbursements b. Determine that the charter proposal to increase the number of School Board members to seven is too long or unwieldy to set out in amended form and approves the attached public hearings notice including a concise summary of the charter proposal Ms. Emery moved to approve the Consent Agenda as presented. Mr. Barritt seconded. Motion passed unanimously. 6. Hold a Public Hearing on City Plan 2024: Ms. Emery moved to open the public hearing. Mr. Barritt seconded. Motion passed unanimously. Mr. Conner noted that the present draft includes changes made by the Council. The second public hearing is scheduled for next Monday (8 January). Ms. Bailey cited the difference between “climate mitigation” and “climate resilience.” She asked if there are plans to help people when there are climate issues. Mr. Barritt said as people’s home heating systems fail and have to be replaced, it is a good time to replace a system with a heat pump. He noted that this provides heat as well as air conditioning. Mr. Mittag cited the need for a “growth management plan” with targets consistent with the City Plan. He said the city does not have good forward visibility and reacts when new proposals come to the DRB rather than planning ahead. Ms. Riehle said it makes sense but also noted the Council has to think about staffing for the city as the city grows. Mr. Bolduc said the hardest thing is to get control for population growth. He noted the intention to bring more refugees into the Colchester area. What you can’t control for is births and deaths. Mr. Bolduc also noted one sentence in the Plan which troubles him: the statement that climate change is the “overriding” focus of the plan and should be the lens through which all decisions are made. He said there was not one person at the public input sessions who spoke in favor of this. CITY COUNCIL JANUARY 2, 2024 | PAGE 3 Mr. Simoneau said the city has to be able to adapt, even if there is a plan. He hoped this City Plan does not limit what is happening in the state. He said there is a reason people come to Chittenden County, and if there is resilient, sustainable growth, the city should look at it. He agreed with Mr. Bolduc regarding the “overriding” statement. He felt it could be used to reduce zoning except in “certain areas.” He could foresee applications for housing being denied and discouraging events that might attract people who come in cars. He cited a letter to this effect from SBBA (South Burlington Business Association). Mr. Simoneau also felt the city should invite collaboration with its neighbors regarding the Climate Action Plan. He stressed that any action South Burlington takes will have minimal results unless it is in conjunction with neighbors. Mr. Simoneau also noted that at the time the Plan was passed by the Planning Commission, members of the public didn’t include low-income people. They would see things through a different lens. He stressed the need to be sure everyone in the room is not only those who represent the status quo. Mr. Barritt cited the need to be sure what the Council does doesn’t make things worse, and he felt the “overriding” sentence accomplishes that. He also cited recent successes including Beta, the new O’Brien development and hybrid Police cars. Mr. Chalnick said 71% of children are scared for the future, and they need to be given a sense of hope. Ms. Emery said those kids also want jobs, and both of those goals have to be met. Mr. Bolduc agreed with the steps the city is taking and that they should continue to do everything they can, but maybe not everything. Ms. Riehle said they have to look at everything through the lens of climate change. Mr. Bolduc said they shouldn’t be looking through that lens as to whether to send out a fire truck or a police response. Ms. Emery said she understands Mr. Bolduc’s point and suggested using the word “focus” Instead. Ms. Louisos said this was a big discussion at the Planning Commission. She agreed there are some decisions that may not require the lens of climate change, but the language seemed reasonable and important to put out there. Mr. Mittag said it is policy guidance, aspirational. He felt “focus” waters it down.” Ms. Emery said the word “every” is the sticking point. CITY COUNCIL JANUARY 2, 2024 | PAGE 4 Mr. Conner suggested the Council consider this until the second public hearing, then make a decision. Ms. Emery then moved to continue the public hearing until 8 January 2024 at 6:30 p.m. 7. Discuss the Planning Commission’s Municipal Plan Adoption Report: Mr. Chalnick said it is not clear to him how the plan considers the rate of growth, which is a requirement of State Statute. He cited the school situation. He also didn’t understand how new residences in the city would reduce traffic. Ms. Louisos said that section of the plan is comparing current and proposed land use maps. The current map anticipates some development in the city. It also considers how other goals would affect traffic (e.g., walkability). Mr. Conner said the Report does speak to changes between the two plans, including areas with no development. On-site/nearby supporting services will also result in less travel to get to them. There is a goal to reduce vehicle travel by 2.3% a year. Members did not want the Commission to spend more time on the report. 8. Hold a necessity hearing to consider the construction of an additional Water Tower on Dorset Street and an anticipated Bond Vote on Town Meeting Day: Ms. Emery moved to open the necessity hearing. Mr. Barritt seconded. Motion passed unanimously. Mr. DiPietro said this is a required step toward the bond vote this year. The Council must find that the project is: a. In the public interest b. It is too great to pay for out of the annual income and revenue c. It is to incur public debt. Mr. DiPietro then provided a brief overview of the project including an explanation of how the water system/distribution works. He noted this will be a second water storage tank on Dorset Street. He showed the area that the water serves. He noted that it is now at 98% capacity being used, and the State required the city to address this. The proposed second tank will have the same capacity as the first. He showed a representation of what the 2 tanks will look like on the site. The project cost is $5,750,000. The city has received a $500.000 grant and is pursuing CITY COUNCIL JANUARY 2, 2024 | PAGE 5 other potential grants. The maximum annual cost to a water customer would be $38.66. Mr. DiPietro said design work is now being done. It is anticipated that they will go to bid this summer and begin construction in fall. The project will provide water for the city for the next 50 years and provide storage for an emergency. It will also allow for one tank to go off-line for cleaning. Mr. Barritt asked for an explanation of what happened on Christmas night. Mr. Duncan of CWD explained the routes of the water mains. A line broke at 7:17 p.m., possibly because of shifting due to all the rain. They were losing 5,000 gallons a minute. At 7:29, a high service pump cut out for reasons undetermined. That destabilized the system. When they identified the location of the break in the Town of Essex), work was done to repair it and get everyone back on line. Ms. Emery moved to close the hearing. Mr. Barritt seconded. Motion passed unanimously. 9. Consider and adopt a Necessity Resolution and Declaration of Intent on the need to bond for construction of an additional Water Tower on Dorset Street and consider placing the question on the Town Meeting 2024 ballot: Mr. Barritt moved to adopt the Resolution of Necessity for Capital Improvement. Ms. Emery seconded. Motion passed unanimously. Mr. Barritt moved to adopt the Declaration of Official Intent of the City of South Burlington to Reimburse Certain Expenditures from Proceeds of Indebtedness. Ms. Emery seconded. Motion passed unanimously. 10. First Reading of a complete update of the Municipal Code of Ordinances for form and consider setting a public hearing for February 5, 2024 at 7:00 p.m.: Ms. Baker noted this effort has been underway for a decade. She cited the work of former City Clerk Donna Kinville, current City Clerk Holly Reese, previous City Attorneys, and current City Attorney Colin McNeil. Mr. McNeil reviewed the history and said the goal was to modernize Ordinances for easy accessibility and easy updating. He cited the need to update the City CITY COUNCIL JANUARY 2, 2024 | PAGE 6 Charter and to remove former Councilor Barnes’ name. Ordinances not included in this update are automatically repealed. Ms. Baker noted that organization work is being done by a group that does this nationwide. Mr. McNeil said the city gave them the Ordinances, and they organized, deleted duplicate language, and made them more user-friendly. There is now one penalty section, not a separate one with each ordinance. Mr. Chalnick asked if anything unusual was found that needed to be fixed. Mr. McNeil said some things are in the works (e.g., the Sign Ordinance will be significant rewrite). Some ordinances have not been looked at in a long time and will have to be reviewed to see if they need updating. The old Ordinance Books will be kept for historical purposes. Mr. Barritt moved to approve the First Reading of the Municipal Code of Ordinances and to set a public hearing for 5 February 2024 at 7:00 in accordance with the City Charter. Ms. Emery seconded. Motion passed unanimously. 11. Discuss the naming of Overlook Park: Ms. Baker noted the Underwood family’s expectation when they transferred the property now named for Tom Hubbard to the city. The family has been a huge contributor to the city, including the land for Overlook Park. In discussions with the family, they indicated they would be pleased to have Overlook Park named for them. This would include an informational plaque. Staff would like to research this (for history and any conditions associated with the Park) and get back to the Council with a recommendation. Mr. Barritt suggested “Underwood Overlook Park.” Members were OK with this process. Mr. Simoneau suggested the “overlook” at Hubbard Park as a better site. It has a gorgeous view and is accessible by bike and pedestrians. Mr. Mittag felt the city should honor its first intention and rename Hubbard Park for the Underwoods. 12. Approve the City Manager’s annual evaluation process: Members were OK with the form and saw no reason to change it. Mr. Baker reviewed the schedule and said there will be on-line forms to fill out. CITY COUNCIL JANUARY 2, 2024 | PAGE 7 13. Convene as South Burlington Liquor Control Commission to consider: 802 Cocktails, LLC, First Class Commercial Caterer & 3rd Class Commercial Kitchen; Applebee’s First Class & 3rd Class Restaurant/Bar; Cheese & Wine Traders, 2nd Class License; Copper at Dorset, First Class & 3rd Class Restaurant/Bar; Target Store #T-3306, 2nd Class License: Ms. Emery moved the Council convene as Liquor Control Commission. Mr. Barritt seconded. Motion passed unanimously. Ms. Emery moved to approve the Liquor Licenses as presented. Mr. Barritt seconded. Motion passed unanimously. Ms. Emery moved the Commission reconvene as City Council. Mr. Barritt seconded. Motion passed unanimously. 14. Other Business: No other business was presented. As there was no further business to come before the Council Mr. Kupferman moved to adjourn. Mr. Barritt seconded. Motion passed unanimously. The meeting was adjourned at 8:40 p.m. _________________________________ Clerk MEMORANDUM To: Jessie Baker, City Manager South Burlington City Council From: Paul Conner, Director of Planning & Zoning Date: January 16, 2024 City Council Meeting Re: Recommendation for FY ’25 CCRPC Unified Planning Work Program requests This memo outlines the recommended Unified Planning Work Program (UPWP) requests from the City to the Chittenden County Regional Planning Commission. The list has been reviewed by the Planning Commission, which unanimously recommended the list to the Council. Background: The Chittenden County Regional Planning Commission is accepting requests for possible transportation planning-related projects they should undertake in their next fiscal year in support of South Burlington. Funding assistance is available for transportation-based projects using Federal Transportation dollars. For transportation projects involving consultants, the City is generally responsible for 20% of the project cost. The City can also seek technical assistance from CCRPC staff on transportation and land use planning projects. For land use planning projects, the City pays a per-hour fee for services. Proposed Projects: Below is a summary of current projects and the proposed project list for FY ‘25. In developing this year’s list, staff looked closely at the 10-year capital improvement program, long term needs, staff capacity, and matching fund availability. The proposed list was assembled by staff from Planning & Zoning, Community Development, and DPW, includes feedback from the Bicycle & Pedestrian Committee, and as noted above, was reviewed and recommended 7-0 by the Planning Commission for submittal. It is also heavily informed by the Climate Action Plan, Climate Action Plan Transportation Sector Implementation Plan, and draft CityPlan 2024. The CCRPC requests that requests by provided in ranked order of priority in the event they do not have the funding/capacity to undertake all requests. The Commission’s recommendation incorporates this order and is support by staff as well. 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV Recommended FY 2025 Project list (in ranked order): A. Transportation-Related Projects 1. Shelburne Road Crossings Assessment. Assess the safety and facilities around signalized crosswalks on Shelburne Road between IDX Drive/Holmes Road and Lindenwood Drive / Queen City Park Road. This will involve: (1) assessing existing signalized crossing infrastructure; (2) understanding future growth in the Larkin Estate area; (3) identifying any missing crosswalks; (4) evaluating alternatives for improvements; (5) determining preferred alternatives; and (6) public engagement. Estimated Cost: $60,000. City Share $12,000. Match source: either Planning Consulting or Pennies for Paths. 2. Culvert Assessment. This project will consist of a comprehensive city-wide culvert assessment and prioritization, covering publicly owned conveyance culverts throughout all watersheds within the City of South Burlington. The assessment will evaluate each culvert for geomorphic compatibility, aquatic organism passage, flood capacity, effects of future growth of impervious surface, transportation criticality and risk under storm events of various sizes, and culvert condition. Expected deliverables include a final report with detailed assessment data for each culvert and a ranked prioritization that can be used to inform the City’s culvert maintenance and replacement strategy. Estimated cost: $85,000. City Share $17,000. Match source: Stormwater Utility 3. Strategic EV Deployment Plan. To implement the EV Adoption action adopted in the Climate Action Implementation Plan, a network of public EV charging stations needs to be available. This study plans to understand where best to site these charging hubs (on and off-street in publicly accessible spaces) to provide equitable, affordable, and convenient access to charging infrastructure as well as the structure that will support them. This involves understanding current and future land use patterns, the optimal number of spaces, a pricing and enforcement system, appropriate level of charging, and the identification of partners and potential suppliers. Sample Resource (see page 5 for an outline of the process): THE EVSE TOOLKIT: ADMINISTRATIVE AND PLANNING STRATEGIES FOR LOCAL JURISDICTIONS (transportationandclimate.org) Cost: $75,000: City Share: $15,000. Match source: Climate Consulting 4. Parking Management Study (City Center Parking Phase II). In 2020 a study was completed which included parking counts at various times (pre-pandemic) throughout 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV City Center, an analysis was conducted to understand whether City Center was over or under parked, where, and the usage efficiency and land use, transportation and governance policy directions recommendations made. Mixed-use street-oriented development is underway in City Center. A need has been identified by potential tenants of retail spaces, and this need is consistent with literature on downtowns, for management of on-street parking, and parking in general to ensure access by driving customers. The City would like a parking management plan that updates the parking usage counts where the City has had a significant change (new street, change in use), evaluate the feasibility of a parking enterprise fund including expenditure and revenue forecasting, personnel/management requirements, and ordinances needed, and to make recommendations regarding initial cost of parking, hours, and enforcement level. Estimated cost: $40,000, City share: $8,000. Match source: P&Z Consulting 5. Patchen Road Bike/Ped Study. Study Patchen Road from Williston Road to the Burlington City Line to evaluate options for increasing safety and accessibility for bicyclists and pedestrians along the corridor. This will include: (1) collecting existing traffic, safety, and geometric data; (2) evaluating alternatives for improving bike/ped accommodations and reducing vehicle speeds in the short and long term; (3) determining preferred alternatives; and (4) public engagement. Estimate Cost: $70,000. Local Share $14,000. Match Source: Pennies For Paths or P&Z Consulting B. Land Use Planning Projects: 1. Planning Technical Assistance & Climate Action Plan Data Reporting. Provide technical services to the City and prepare an updated greenhouse gas emissions assessment and status of sector-based targets within the Climate Action Plan. This would include running the ICLEI model using the most recent data to update from the 2019 base year, as well as reporting on the various targets identified within the 2022 CAP. City Cost $15,000. Source: P & Z Consulting; Climate Consulting Note: Following the Planning Commission’s approval, staff was recommended to modify this item slightly by CCRPC staff. Staff was advised that a portion of the CAP reporting may be covered by a separate funding source and, separately recommended that the City plan for an equivalent amount of general technical assistance request based on past years’ requests to the CCRPC. The amounts of these offset one another. C. Inventories & Assessments (no local match) 1. Shared Use Path Conditions Assessment. Assessment of the pavement condition and maintenance needs for the City’s Shared Use Path system. 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV Estimated Cost: n/a – CCRPC staff/ intern request 2.Grant Performance Measure Baseline Data: Walk Bike Bridge. Provide baseline data to fulfill performance measurement requirements for the 2021 RAISE grant for the East West Crossing Transportation Project. This includes 1) collecting quarterly data for average daily bicycle and pedestrian counts generated from hourly counts at key locations in the study area on a typical weekday, Saturday and Sunday and should be collected monthly to result in a quarterly average and 2) preparing auto crash rates by type and severity for the Exit 14/US 2 intersection. As background, these performance measure are standardized across all RAISE grants in the country. Estimated Cost: n/a – CCRPC staff/ intern request D.Letters of Support / Participation The City has been invited to support and participate in two possible submittals. i)Green Mountain Transit Route Service Analysis in Core Areas UPWP. City staff have been meeting with GMT leadership to discuss service needs in the community (and beyond). We have been discussing an assessment of how recent and anticipated housing and employment in our core Chittenden County communities can be best served. In the coming weeks staff will be preparing a letter for the GMT Board to consider this as a planning project request using GMT’s UPWP allocation and/or other funds. We will provide the Commission with an update at your next meeting. Estimated Cost: n/a for South Burlington ii)EV charging planning, education, and/or fleet electrification. VEIC/Drive Electric VT may be submitting a UPWP application to provide assistance to those municipalities that would like it in this field. City Estimated Cost: $3,000. Source: Climate Consulting. Note: this item may have some overlap with the EV Charging request above depending on priorities of other communities. CCRPC staff recommended ton 1/11 that he City continue to submit its own separate request but these may be consolidated. Recommended Motion: “I move to approve submittal of the list of FY ’25 CCRPC Unified Planning Work Program projects as presented. FY25 City Budget: Public Hearing Jessie Baker, City Manager Martha Machar, Finance Director Steven Locke, Deputy City Manager January 16, 2024 FY25 Proposed City-wide Budget 2 General Fund Drinking Water Stormwater Wastewater Special Funds FY25 City Budget General Fund $35,251,108.44 Drinking Water $ 3,876,831.35 Stormwater $ 4,181,968.61 Wastewater $ 6,124,656.24 Special Funds*$15,481,500.00 $64,916,064.64 *Special Funds include TIF, Energy Fund, Impact Fee Funds, etc. FY25 Proposed Budget •Continues current level of service delivery •Makes strategic investments in public safety ̶Reinstates the SBPD Youth Services Sergeant ̶Completes implementation of the second ambulance ̶Adds a Highway position •Takes first financial steps to implement the adopted Climate Action Plan •Increases in sidewalk maintenance, downtown vibrancy, and Green Mountain Transit investments •Includes targeted capital and operational support for School safety improvements •Increases the funding to the Housing Trust Fund 3 FY25 Proposed 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 •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% 4 FY25 General Fund Budget FY24 FY25 % change Tax rate change General Fund $31,140,318.33 $35,251,108.44 13.20% Non-property tax revenue $11,752,019.41 $14,207,968.22 20.90% To be raised by property tax $19,388,298.92 $21,043,140.22 8.54% Total Estimated Tax Rate (with pennies)$0.4916 $0.5202 5.82%$0.0286 Impact (with pennies)Difference Avg Condo $1,457.14 $1,543.03 $84.85 Avg House $2,150.18 $2,278.76 $125.31 FY25 General Fund Budget FY24 average condo assessment = $296,619 FY24 average house assessment = $438,050 5 Use of ARPA 6 American Rescue Plan Act (ARPA) Award Received $5,654,533 Interest earned $246,191 Total ARPA Revenues $5,900,724 Council Approved to date $3,782,680 FY25 Budget Allocations Climate Action Plan Implementation $417,000 Parks Master Plan $125,000 Hinesburg Rd. Shared Use Path grant match $200,000 Total FY25 Budget $742,000 Remaining ARPA Funds $1,376,044 Use additional $742,000 of ARPA funds to support one-time strategic investments •Climate Action Plan capital projects •Parks Master Plan •Hinesburg Road Path grant match Use of Fund Balance 7 Use $360,000 of Fund Balance to one- time costs •New signalized intersection at Market Street on Hinesburg Road (total cost of $650,000) •Increase in sidewalk maintenance ($10,000) Fund Balance FY22 Fund Balance $2,872,337 FY23 Unaudited Surplus $2,391,943 FY24 Council Allocations (8/18, 9/18, 10/2)$1,138,376 Unaudited Available FY23 Fund Balance $4,125,903 FY25 Budget Allocations Market and Hinesburg signal $350,000 Sidewalk maintenance $10,000 Total FY25 Budget $360,000 Unaudited Available Fund Balance $3,765,903 8.33% Minimum Balance Required $2,593,988 16.66% Target Balance $5,187,977 Fund Balance Available for Allocation $1,171,915 Utilities FY25 Proposed total annual increase to average homeowner = $64.29 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 $7.68 per month for residential units 3.2%$2.88 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. 8 Next Steps •January 16 –Public Hearing and actions to send a budget to the voters •January 22 –Steering Committee •January 31 –SBBA Annual Event •February 1 –Budget Books and Annual Reports available •February 1 –Town Meeting TV Broadcast (recording available) •March 4 –Annual Town Meeting Presentation •March 5 –Town Meeting Day! 9 All FY25 Budget documents are available here: https://tinyurl.com/SBFY25Budget FY25 Proposed Budget 1‐16‐2024 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 $88,750.00 $25,000.00 39.22% 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 $333,000.00 $217,000.00 Total $434,004.36 $516,659.60 $875,044.04 $1,219,661.44 $344,617.40 39.38% 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 $534,302.90 $43,389.20 8.84% 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 $567,352.90 $39,739.20 7.53% RECREATION & SENIOR PROGRAMS AND FACILITIES General Operating Budget $122,461.57 $91,139.03 $259,556.25 $244,600.00 ($14,956.25) ‐5.76% Capital Pojects $100,000.00 $99,990.50 $100,000.00 $454,000.00 $354,000.00 354.00% Total $222,461.57 $191,129.53 $359,556.25 $698,600.00 $339,043.75 94.30% 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 Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $2,049,546.60 $83,495.56 4.25% FY25 Proposed Budget 1‐16‐2024 General Operating Budget $741,450.00 $897,726.26 $800,535.00 $903,835.00 $103,300.00 12.90% Capital Pojects $1,595,000.00 $1,515,034.72 $1,809,000.00 $3,025,000.00 $1,216,000.00 67.22% Total $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,978,381.60 $1,402,795.56 30.66% 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 $20,884,244.57 $1,642,173.48 8.53% TOTAL GENERAL OPERATING $5,330,028.42 $5,355,287.94 $5,792,220.98 $6,209,298.63 $417,077.65 7.20% TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $4,719,000.00 $1,929,000.00 69.14% 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 $35,251,108.44 $4,110,790.11 13.20% FY25 Proposed Budget 1-16-2024 REVENUES 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 (CIP)$672,000.00 $87,000.00 $541,500.00 $436,000.00 ($105,500.00)-19.48% ARPA -Projects (Climate Projects)$417,000.00 $417,000.00 0.00% 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 $75,000.00 $75,000.00 0.00% Other Grants (CIP)$0.00 $43,000.00 $43,000.00 0.00% CIP-Recreation other funding sources $179,000.00 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 $2,671,936.94 $650,610.38 35.31% 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% 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% Page 1 FY25 Proposed Budget 1-16-2024 REVENUES ACCOUNT FY23 FY23 FY24 FY25 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-) 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% 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% Page 2 FY25 Proposed Budget 1-16-2024 REVENUES ACCOUNT FY23 FY23 FY24 FY25 FY 24-25 $ Change FY 24-25 % Change DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-) 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% CIP Projects - funding transfer in $590,000.00 $590,000.00 0.00% $1,436,855.38 $1,432,156.44 $1,014,896.45 $1,813,918.51 $799,022.06 78.73% Total General Fund Revenue $28,461,478.57 $30,758,443.28 $11,752,019.41 $14,207,968.22 $2,455,948.81 20.90% Page 3 FY25 Proposed Budget 1-16-2024 EXPENDITURES 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 $35,251,108.44 $4,110,790.11 13.20% General Fund Non-Property Tax Revenues$10,498,666.00 $11,752,019.41 $14,207,968.22 $2,455,948.81 20.90% Net to be raised by property tax $17,962,812.57 $19,388,298.92 $21,043,140.22 $1,654,841.30 8.54% 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 $0.5001 $0.0274 5.81% $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 $21,889,066.64 $1,671,223.96 8.27% Total Estimated Tax Rate $0.4928 $0.5202 $0.0286 5.82% Actual Tax rate $0.4660 $0.4916 ACCOUNT FY23 FY23 FY24 FY25 2023 vs 2024 2023 vs 2024 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 $75,000.00 $25,000.00 50.00% 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 project $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 $88,750.00 $25,000.00 39.22% 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% 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% Page 1 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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% 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% Page 2 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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/FICA)$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% 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% Page 3 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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% 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% Page 4 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change Capital Budget PP CIP projects $116,000.00 $333,000.00 $217,000.00 187.07% Total CIP Projects $116,000.00 $333,000.00 $217,000.00 187.07% Total Physical Plant $434,004.36 $516,659.60 $875,044.04 $1,219,661.44 $344,617.40 39.38% 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% 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, Other)$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% Page 5 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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% 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% Page 6 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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 $454,000.00 $354,000.00 354.00% $139,150.00 $125,277.11 $175,056.25 $525,015.25 $343,500.00 196.22% 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% 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% Page 7 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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% 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% Page 8 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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 Inspector $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% 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% Page 9 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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% 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% PUBLIC SERVICES STREETS AND HIGHWAYS Wages and Benefits Highway Salaries-Perm. $908,726.50 $913,325.28 $1,117,249.17 $1,203,684.81 $86,435.64 7.74% 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 $99,838.99 $14,369.43 16.81% 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 $2,049,546.60 $83,495.56 4.25% 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% Page 10 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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 $50,000.00 $10,000.00 25.00% Total General Operating Budget $741,450.00 $897,726.26 $800,535.00 $903,835.00 $103,300.00 12.90% 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 $335,000.00 $5,000.00 1.52% 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 $650,000.00 $650,000.00 0.00% All Other CIP Projects $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% 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 $3,025,000.00 $1,216,000.00 67.22% Total Street and Highways $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,978,381.60 $1,402,795.56 30.66% 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 Contract $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 $20,884,244.57 $1,628,717.23 8.46% TOTAL GENERAL OPERATING $5,794,703.22 $5,502,922.66 $5,778,764.73 $6,209,298.63 $430,533.90 7.45% TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $4,719,000.00 $1,929,000.00 69.14% 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-Community $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% Page 11 FY25 Proposed Budget 1-16-2024 EXPENDITURES DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET FY 24-25 $ Change FY 24-25 % Change 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-Community $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 $28,000.00 $13,000.00 86.67% 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% $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 $35,251,108.44 $4,110,790.11 13.20% Page 12 FY25 Proposed Budget 1-16-2024 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% FY25 Proposed Budget 1-16-2024 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% FY25 Proposed Budget 1-16-2024 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% FY25 Proposed Budget 1-16-2024 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 Special Funds FY 2025 Budget Fund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses 207 Police Department Police Forfeiture Equitable sharing funds from drug case seizures Equipment, training, unplanned police expenses $3,500.00 $0.00 211 Ambulance Department EMT-P Training Reserve Fund Reserve for recurrent training/recertification of Emergency Medical Technicians and Paramedics Payment to certified EMT-P instructors/facilities $30,000.00 $30,000.00 214 City Manager Housing Trust Fund Public/Private Partnership for affordable housing initiatives Specific projects for affordable housing $75,000.00 $0.00 216 City Clerk Clerk's Computerization & Restoration Fund clerk's computerization and restoration Majority of the funds are spent on the program for Land Records. Also for restoration of the records in the vault.$75,000.00 $130,000.00 219 Police Community Justice Center Funded by the VT Department of Corrections, the Vermont Center for Crime Victim Services and the Governor's Highway Safety Program For restorative justice $170,000.00 $170,000.00 220 Planning & Zoning & Recreation and Parks Recreation Impact Fees Money collected from developers as per the Impact Fee Ordinance Purchase of land for recreation purposes, recreation development, recreation path $275,000.00 $477,000.00 221 Planning & Zoning Highway Impact Fees Fund for receipt of Highway Impact Fees for new development in accordance with Impact Fee Ordinance For capital projects identified within the Impact Fee Ordinance $220,000.00 $200,000.00 222 Planning & Zoning Police Station Impact Fees Impact fees for Police Station based on Impact Fee Ordinance Payment of Police Station bond $105,000.00 $105,000.00 226 Recreation and Parks Community Gardens Registration fees for the community gardens are held for continued upkeep Support and improvement of the community garden plots $2,500.00 $500.00 240 Recreation and Parks Recreation Camp Programs Camp programs- to include Day Camps, Adventure Camps and Specialty, Sport & Technology Camps Majority of money is spent on salaries, other spent on supplies, equipment, programming and transportation $28,000.00 $34,000.00 242 Energy Committee Energy Project Reserve Fund Solar 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 $123,000.00 243 Planning & Zoning & Recreation and Parks South Village REC Impact Fees Money collected from developers as per the Impact Fee Ordinance Use for the construction of South Village Soccer Field $6,000.00 $100,000.00 251 Recreation and Parks Field Use Fees Charges for use of fields to user groups based on the Facility Use & Fee Policy set by City Council Money is put back into the maintenance of fields for equipment & supplies, and PT salary expenses $40,000.00 $30,000.00 280 City Manager City Center-TIF District Capture all TIF District revenues/expenses Capital expenditures and related costs for the TIF District $5,105,072.00 $12,519,000.00 290 Police Department Highway Safety Grant Funds from the VT Governor's Highway Safety program for time spent on highway safety initiatives Purchase of highway safety equipment and supplies $5,000.00 $5,000.00 Special Funds Special Funds FY 2025 Budget Fund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses 298 City Manager Sick Bank Reserve Fund Reserves needed to offset the turn in of accumulated sick time Disbursements to current and retired employees for approved sick time turn in.$125,000.00 $120,000.00 309 City Manager Open Space Reserve Fund Voter approved appropriation for the acquisition and maintenance of open space land Purchase of land, maintenance of currently held open space and special projects $422,936.00 $135,000.00 312 City Manager Capital Improvement Reserve Fund Depository for budgeted reserves designated for City Center and indoor recreation building Non TIF eligible capital costs including debt payments and anticipation notes for future debt $860,000.00 $960,000.00 604 City Manager Bike and Ped-Penny for Paths Annual 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 $265,000.00 618 Recreation and Parks Dog Park Donations Donations on behalf of Friends of the Dog Park Money is spent on improvements to the park not funded by operations $100.00 $0.00 619 Recreation and Parks Illuminate Vermont Host a winter festival in City Center Funds are spent on expenses related to organizing, promoting, and putting on the event.$64,000.00 $78,000.00 TOTAL $8,210,071.00 $15,481,500.00 R – 2024 – 03 R – 2024 – 04 WARNING CITY OF SOUTH BURLINGTON ANNUAL CITY MEETING MARCH 5, 2024 The legal voters of the City of South Burlington are hereby notified and warned to meet at their respective polling places at the Chamberlin School on White Street, the Frederick H. Tuttle Middle School on Dorset Street, the Orchard School on Baldwin Avenue, and Kevin Dorn Senior Center in City Hall on Market Street on Tuesday, March 5, 2024 at 7 o’clock in the forenoon, at which time the polls will open until 7 o’clock in the evening, at which time the polls will close, to vote by Australian Ballot on the following Articles: ARTICLE I ELECTION OF CITY OFFICERS AND CITY COUNCILORS To elect all City Officers and City Councilors required by law. ARTICLE II ANNUAL CITY BUDGET Shall the City adopt the City Council’s proposed budget for the Fiscal Year July 1, 2024 to June 30, 2025 totaling Sixty Four Million Nine Hundred Sixteen Thousand Sixty Four and 64/100 Dollars ($64,916,064.64) of which, excluding previously voter-approved levies, it is estimated Twenty One Million Forty Three Thousand One Hundred Forty and 22/100 Dollars ($21,043,140.22) will be raised by local property taxes? ARTICLE III CITY CHARTER AMENDMENT Shall the voters amend the City of South Burlington Charter to edit Section 13-301 and add Section 13-311 for the purpose of increasing the number of South Burlington School District School Board Members to seven as follows: § 13-301. Officers; general provisions The officers of the City of South Burlington shall be those provided by law for towns, except as otherwise provided by this charter. The officers shall have all the powers and duties necessary to carry out the provisions of this charter as well as those provided by law. The offices of Fence Viewer, Weigher of Coal, and Inspector of Lumber shall be abolished. (1) The officers of the South Burlington School District shall continue to be those provided by law for school or school districts, except as otherwise provided by this charter; provided, however, that the School Directors shall hold no other School District or City office with the exception of the Board of Civil Authority, the Board of Abatement, and as provided otherwise in this charter. When a vacancy occurs on the Board of School Directors, the remaining members of the Board may fill the vacancy until the next annual meeting when the School District shall fill the vacancy. (2) The Council by majority vote of all its members shall appoint annually the City Treasurer, whose office shall be no longer elective, and the City Attorney, Zoning Administrator, Auditor, First and Second Constable, Grand Juror, and Trustee of Public Funds. (3) [Repealed.] §13-311. Board of School Directors; number; terms of office; election (a) There shall be a Board of School Directors consisting of seven members. (b) Four members shall have terms of office of three years; three members shall have terms of office of two years. (c) All present School Directors shall serve as Directors until the expiration of their terms and their successors have been duly elected and have qualified. (d) On the first Tuesday in March, 2025, the voters shall elect, from among the legal voters of the city, two members for terms of three years and two members for terms of two years. On the first Tuesday in March, 2026, one member for a term of three years and one member for a term of two years shall be elected. Thereafter, the election of school directors shall be for the length of the term of the member whose term is expiring. (e) All Board of School Directors shall be elected at large. ARTICLE IV WATER STORAGE TANK GENERAL OBLIGATION BOND Shall the City of South Burlington erect and install a 2.1-million-gallon water storage tank on land west of Dorset Street and issue general obligation bonds or notes in an amount not to exceed Five Million Seven Hundred Fifty Thousand and 00/100 Dollars ($5,750,000.00), after application of other funds and resources available for these purposes, to finance these capital improvements and to pay expenses related to the issuance of the bonds? The legal voters of the City of South Burlington are further warned and notified that a public information meeting/public hearing will be held to provide information and answer questions on Articles I, II, III, and IV on Monday, March 4, 2024, commencing at six-thirty o’clock in the evening (6:30 p.m.) in person, online and by phone. In-Person: City Hall Auditorium, 180 Market Street GoToMeeting Online Meeting Link (computer, tablet or smartphone): https://meet.goto.com/SouthBurlingtonVT/citycouncilmeeting03-04-2024 Dial in by Telephone: +1 (872) 240-3212 Access Code: 589-515-581 POLLING PLACES FOR VOTING ON THESE ARTICLES ARE THE CHAMBERLIN SCHOOL ON WHITE STREET, THE FREDERICK H. TUTTLE MIDDLE SCHOOL ON DORSET STREET, THE ORCHARD SCHOOL ON BALDWIN AVENUE, AND THE KEVIN DORN SENIOR CENTER IN CITY HALL ON MARKET STREET. VOTERS ARE TO GO TO THE POLLING PLACE IN THEIR RESPECTIVE DISTRICT. The legal voters of the City of South Burlington are further notified that voter qualification, registration and absentee voting relative to said annual meeting shall be in accordance with the Vermont Statutes Annotated. [SIGNATURE PAGE TO FOLLOW] Dated at South Burlington, Vermont, this 16th day of January, 2024. ______________________ ______________________ Helen Riehle, Chair Meaghan Emery, Vice Chair ______________________ _______________________ Tim Barritt, Clerk Larry Kupferman _______________________ Andrew Chalnick Received and recorded this ___ day of January, 2024. __________________________________________ Holly Rees, City Clerk R – 2024 – 05 R – 2024 – 06 R – 2024 – 07 R – 2024 – 07 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 • • S c u l p t u r e P r o p o s a l C l a y M o h r ma n a n d P h o e be L o This proposal is for a public art sculpture for the city of South Burlington, prepared by Burlington artists, Clay Mohrman and Phoebe Lo Ilon a Bla n ch ar d City Hall 1 80 Market Str e e t, South Burlin g ton, Verm on t 054 03 Pr ep ar ed For : 1 1 /1 1 /2 0 2 2 I n t r o d u ct i o n In this public artwork, we aim to bring our two unique perspectives and backgrounds together, aligning our core values, materials, and aesthetics as artists. In approaching this project, we regard the viewer's experience as a fundamental piece in the development of the work. Reimagining the Vermont landscape in an abstracted perspective, we invite the viewer to interact with the work as they would interact with the Vermont landscape - with curiosity and joy. Ab out u s Clay Mohrman Founder, Clay Mohr Lighting Clay is a practicing lighting artist out of Burlington, Vermont. In 2017, he founded Clay Mohr Lighting, as a way to develop unique lighting sculptures using LED lighting and found wood for indoor and outdoor spaces. His work walks the line between contemporary art and design. In the past, he’s used pieces of our natural world to create artwork that helps us start a dialogue with ourselves regarding our well-being and our connection with nature. His projects range from creating large public art works to installations and private commission pieces. https://www.claymohrlighting.com Phoebe Lo Founder, Phoebe Lo Studio Phoebe is a muralist, illustrator, and painter, known for her vibrant color palettes and fluid, simplistic forms. Elevating brands and spaces through thoughtful, original artwork, her portfolio includes work that has been featured in multiple gallery shows, countless brands, and within residential and commercial projects, large and small. Her projects range from community murals and collaborations to individual commissions and graphic design. https://phoebelostudio.com Pr o j ec t Vi s i on We are inspired by the interaction and interdependence of phenomena in nature and how they coalesce. For instance, the connection between the sun and the growth of a forest, or the interaction between rain and rivers flowing through the mountains. The converging pieces of acrylic, overlapping to create new colors entirely, metaphorically relate to how these phenomena interact. To expand upon these phenomena, they are also viewed through the lens of light, the light of the sun. Depending on where the viewer stands, where the sunlight hits the sculpture, and what season it is, the work will perform differently. In using the elements around us, we are able to collectively reimagine the landscape and alter how we interact with it. H y p ot h e tic a l t i m e l aps e of h ow t h e sun m i g h t i n t e r a c t wit h the s culp t u re t h r ougho ut t he day. 2 ft (dep th ) 7 ft (h e ig h t) 10 f t (len g t h ) I n s t al lat io n Materials: Steel, acrylic, concrete base Colors: white powdered coated steel, a variety of colored acrylic Weights: Each piece will weigh between 25-75lbs (x7 pieces) Location: Possible locations include Overlook Park, City Center Park, and Red Rocks Park, in South Burlington. Each of these parks have both pedestrian access and lots of sun. Since the work will respond to light in unique ways with the sun, we won’t require any lighting or electricity for the display of the sculpture. We are looking for some form of either hardscape, woodchipped, or sanded area to capitalize on how the shadow interacts with the surface beneath. M a int e na nc e Plastic and outdoor strength components will be used to ensure durability for all seasons. A metal base will be used to ensure durability. No foreseen recurring maintenance. No power needed. No light source needed. Artists are available to work with the City of South Burlington if work is damaged somehow. Overlook Park Red Rocks ParkCity Center Park R e fe r e n c e s Andrea Otto, Community Liaison aotto@catamountarts.org Clay worked with Catamount Arts to install a piece of public art in Saint Johnsbury Colin Storrs, Public Art and Grants Program Specialist cstorrs@burlingtoncityarts.com Clay worked with BCA on an exhibition in their gallery Lauren McBride, Principal lmcbride@bsdvt.org, (802) 864-8411 Phoebe worked with BHS to install a collaborative mural for the school Catamount Arts Burlington City Arts (BCA) Burlington High School G o a ls In the South Burlington Parks, the sculpture will be physically accessible by car or bike. A C C E S S I B I L I T Y01 The sculpture will be colorful and approachable to a diverse community of viewers. A P P R O A C H A B I L I T Y Using light from the sun, colorful shadows will be cast upon the ground surrounding the work. L A N D S C A P E I N T E R A C T I O N03 0 2 Designed to be whimsical, this work will employ vivid colors and fun shapes to inspire joy. W H I M S I C A L04 Th a n k yo u ! Thanks for the opportunity to bring a South Burlington park to its full potential! - Clay Mohrman and Phoebe Lo Clay Mohrman 257 Pine St Unit 3 Burlington, VT 05401 (781) 248-6985 SB Sculpture Budget Description Qty Unit price Total price Acrylic Sheet 7 $250.00 $1,750.00 Steel Sheet 7 $350.00 $2,450.00 Painting and Sealing 1 $500.00 $500.00 Material Cutting 1 $1,200.00 $1,200.00 Anti Graffitti Coating 1 $300.00 $300.00 Base 1 $1,000.00 $1,000.00 Mounting Hardware 1 $1,500.00 $1,500.00 Engineering Drawings 1 $2,000.00 $2,000.00 Artist Fee 120 $40.00 $4,800.00 Total $15,500.00 $15,500.00 Comments received on the CIP City-Wide Public Art Proposal for Jaycee Park through 12-18-2023 Hello. My thoughts are positive about having art in ALL public spaces. What do I need to do to volunteer? (STAFF RESPONDED) LIN Warren Professional Artist **** Hi Ilona, The acrylic and steel structure and its effect with sunlight is very beautiful and I like the interactiveness with daylight and movement. What is not clear from the presentation is how it might be perceived when the sun is not shining, and especially at night. Is there going to be any internal or external light effects that can help make the sculpture retain its liveliness when the sun is not present? It is notable that with sheet acrylic, LED edge lighting in the steel framing can provide a really outstanding effect across the acrylic, and especially stands out where the acrylic surface is etched. The lighting could be timed or controlled with sensors so it only becomes apparent when ambient light levels are low. Thanks for the chance to preview and comment! Donna Leban -- Light/Space/Design 7 Iris Lane South Burlington, VT 05403 802-862-1901 www.lightspacedesign.biz **** Dear Ilona, I love that South Burlington is funding public art! I also like the sculpture. I like the artists' statement and what they are trying to do, to evoke " the connection between the sun and the growth of a forest, or the interaction between rain and rivers flowing through the mountains. The converging pieces of acrylic, overlapping to create new colors entirely, metaphorically relate to how these phenomena interact." That said, I think the piece doesn't seem a good fit with the natural surroundings of Jaycee Park. I would rather see a piece that is more harmonious with the park; perhaps using natural materials. I think this sculpture would be effective in a more built environment like on Market Street near City Hall or the library or along the bike path somewhere rather than set in a park grass near trees. I would support the sculpture in another location. with warm regards, Amanda Hannaford **** I really like the colorful sculpture that is proposed. It would be very whimsical for that site and invite children to investigate. However, I wonder about the durability of the acrylic. It is unfortunate, but must be considered before dollars are spent on a piece that could be damaged or destroyed by those with a lack of respect for the artist or our neighborhood. Thank you. Diane Edson 14 Airport Pkwy **** Thanks for the opportunity to comment on the proposed sculpture. I think it is fine for the park. My only question is how and whether it will stand up to the inevitable graffiti and vandalism. Alan Port **** Shana Mleko/Lawrence Makk – 116 Patchen Road (phone) Live across the street from the park Notes that there has been an issue with vandalism. We know that there are people who come to the park for nefarious reasons – making the park safe is important at the moment. Today someone was dumping stuff from their car into the park – spray painting who will keep the piece clean and the park Notes people use the park at night (sees cars going in and out at night, even when it is dark) so not opposed to some additional light on the site. Same commenter via e-mail: Hello. We live directly across the street from where the proposed sculpture would be. While we are fond of art, this piece seems a bit intrusive. We are not keen on the idea given it will be in direct view of our home where we enjoy the view of trees and natural area. I feel that the parks priority should be installing security cameras given the amount of vandalism and other nefarious activities the park has been experiencing. Not only that, but there are structures in the park that have been without upkeep and care. I feel that the park should focus on the things that matter most to the community before committing to caring for a piece that might be better suited elsewhere. Thank you **** Ilona I read in a recent Front Porch Forum about the art proposed for Jaycee Park, What a beautiful sculpture! I certainly would love to see this art work in a public location to be enjoyed by all. My feedback is assuring the sculpture is not vandalized. I see so much graffiti and damage to public property. Will there be 24-hour security cameras and lights that will capture anyone who damages this sculpture? Wayne Beebe **** Gerri Pedestano – lives on Patchen Road – voicemail. A neighbor of mine called me about the planned sculpture in the park whjich would be located in front of our houses – our number one priority is to increase security in the park, I hear of activities in the park at night, I think that is a good thing to do. I have no problem with art or sculpture in the park, I think the sculpture looks very interesting but would stick out like a sore thumb in this park, which is a very natural setting. It would look great in a park that is designed to have different art pieces – I could see a (indecipherable) in the park, something more rural and rustic or natural or that sculpture in very simple colors not bright yellow or bright red, something like gold, and silver and white, not to insult the art. **** Probably not the best use of funds unless we get it donated. Amy Allen **** First, I think it is great that the city wants to do this. Given that this project is to be enhanced by light the location is a slight concern to me as I feel it looks north of some trees which might shade it. I’m also assuming this location is chosen to be away from the play ground so children would not play on it. I do think it would be appreciated being by the road but I feel it might be better appreciated in the center of the park where it really can capture the light, and enhance the park. Kind regards, James (JT) E. Collins III **** Children will want to climb on this structure at the park, will they be able to? - Anonymous **** Hello, My comment on the proposed Mohrman Lo collaboration sculpture to be located in Jaycee Park. I like it, attractive, fun. Would request a permeable surface around it - not concrete. Is there a vantage point where people can sit and observe, interact with the sculpture? Thank you, Nancy “Equity isn’t a destination but an unwavering commitment to a journey. It can be easy to focus on where we hope to land and lose sight of the deliberate daily actions that constitute the process.” Safir and Dugan, Street Data **** This sounds so exciting! I look forward to going to this park just to see the stabile. Judy Sent from my iPad **** This is a beautiful proposal! Please add this! I would love to walk by this every day in the summer and I look forward to seeing how the different angles of sunshine project through it. Melanie Brown Juniper Drive **** Thank you for the reminder in FPF to comment! The proposal looks wonderful and seems like a great idea for a public space. Can't wait to see it ! Charley MacMartin Chelmsford Green South Burlington **** This sounds like a marvelous idea and one long coming to our oldest park, yet one that has lacked attention of late. As a member of the Chamberlin Neighborhood/Airport Planning Committee of 2015- 2016, I am happy to see some fruits of our labor, as we considered enhancements to existing parks and addition of pocket parks integral to improvements to this part of town. I’m excited to see this happening. And placement where it can be admired by car, foot, bike, walking, all good things. Thanks, Carmine Sargent **** Hi there! I just saw the proposal for the new art installation. I love it! Colorful and cheerful. Ever-changing. It seems to project a sense of fun and creativity. I hope the proposal becomes a reality! Christina Krupp Williston Road **** This piece looks interesting. Hope it’s lighted at night or otherwise secured, so it won’t get graffiti on it. Thanks. Rich Berger **** I love it!!! It's very colorful and fun and would be a great addition to our city park . Katie **** Hello, Thank you so much for offering citizens the opportunity to comment on the art project. I am curious why now though given that the art project has already been conceptualized? But maybe you already got input from people before the design was done? Despite living in South Burlington, I'm really a person who appreciates wild spaces. I just moved back to South Burlington after being gone for 30 years and living in the northeast kingdom. (Got flooded out). And, I also appreciate art and sculpture and design and all of those things particularly in more civilized places. I'm generally pretty flexible guy, and I hesitate to say this because I don't want to offend the artists who I think are wonderful in general, but I just don't like this piece. And, art is totally subjective. You may get a ton of other comments of people who just love it and that's fine. I personally would prefer something with more blended colors or more saturated colors like deep reds, deep Blues deep Greens deep purples that would blend in a bit more with the natural environment. And in shape would pull in the open space and the trees. On the other hand I love the over all concept of the transparent acrylic and the light moving through it. Thank you, Jeffrey Allen Brewer Parkway **** This is an attractive and interesting piece that I might expect to see inside a building with a big sunny window. That said, I am curious if a makeover of the whole park is in the works. From the posted view of the park, this sculpture may look pathetically out of place (think “trying to make a silk purse out of a sows ear”). Also assume the acrylic can be made graffiti proof, correct? Thanks for asking for my opinion. Hope this is helpful. Nancy Simson **** This type of art which requires direct sunlight to fully realize it's colorful potential is better suited for a sunnier location down south like Arizona where the number of days with full sun are significant and the sun remains higher in the sky year round. Let's face it, our local weather has far more days of clouds and overcast than direct sun. This "art" will spend most of it's time looking drab and unremarkable. I get how the artists want their vision and viewers to interact through nature's natural ways but this isn't the place for this particular piece to shine. **** Thank you for adding an art sculpture to one of our parks! It looks beautiful. Personally, I wish it was depicting our lake and mountains instead of just shapes as I think that would represent our environment better. Thank you for listening to different opinions. Joyce Wright **** This art piece would be most effective in full sunlight and would be most appropriately placed in Hubbard Park. Peter Peter Taylor **** Hi Ilona, Please share these comments about the proposed Mohrman Lo collaboration sculpture at Jaycee Park with members of the Public Art Committee. I think it's a beautiful sculpture, and it will be a great addition to our neighborhood! I think the location is great, and I'm sure that adults, and especially children, will have lots of fun interacting with the sculpture. I have a few questions that I'm hoping someone could get back to me about. 1) STAFF ANSWERED DIRECTLY TO COMMENTOR I'm wondering if part of the million dollars that the LBIA has proposed to South Burlington to spend on landscaping at the corner of Airport Drive/White St., and on a community garden on Kirby Rd., could be directed to pay for this sculpture which I think could qualify as a landscape art project? Then the money allocated for this project could be used to fund a different public art project somewhere else in South Burlington. I'd rather see the million dollars of landscaping money that LBIA is obligated to spend in South Burlington go towards funding the proposed community garden, and future public art projects throughout our City, and scratch the landscaping proposed by LBIA on the noise land they own adjacent to Airport Drive, which is so close to the airport, and its noise. I'm not sure how the landscaping agreement that LBIA has with South Burlington reads, but maybe, if needed, the city council could amend the landscaping requirements that LBIA is obligated to fulfill in order to make this happen. Just imagine roughly $800,000 to $900,000 to spend on public art throughout our city...that would really be nice! And, wouldn't South Burlington rather see the landscaping money go to artists, rather than to one of the construction/landscape companies that LBIA uses on a regular basis. 2) STAFF ANSWERED DIRECTLY TO COMMENTOR How much is the proposed sculpture project estimated to cost the city's taxpayers? 3) STAFF ANSWERED DIRECTLY TO COMMENTOR I hope this never happens, and as much as I hate to mention it, have the artists, or anyone else, considered investigating if there is any kind of clear sealant that could be applied to the acrylic (without compromising the art) to help protect it (and make it easier to clean) from possible vandalism, like tagging? Lets hope it never happens, but this would be the time to think about it. Thanks for reaching out for input and comments, and for bringing public art to our City! Best regards, Steve Trono MEMORANDUM To: City Council From: Daisy Brayton, SHRM-CP Human Resources Director Date: January 11, 2024 Re: Revised 2024 Employee Handbook/Policies and Procedures I am proud to present to you the revised 2024 Employee Handbook/Policies and Procedures for your review and approval. This document is the result of months of collaborating with internal and external legal counsel, Executive Team policy discussions, and review and feedback from Department Heads. In the attached presentation, you will find additional information on the goals of this effort, the process we went through to develop these policies and procedures, and identification of significant policy changes. Below is a brief overview. Current Employee Handbook 1. Our current Employee Handbook was developed in 1993 and last revised in 2009. 2. The current handbook is extremely outdated and no longer reflects best practices. 3. Laws have changed and gaps exist in current policy. 4. There were inconsistencies in the practices/treatment of employees. Goals of Update: 1. Update current policies to utilize best practices. 2. Create new policies where there were gaps. 3. Ensure legal compliance. 4. Build and support work culture through the filter of equity and inclusiveness. 5. Create consistency. Please note: our current holiday schedule does not include Juneteenth. If you would like to vote add this holiday it will have a fiscal impact of approximately $40,000. Per the City Charter, the City Council must vote to approve these rules and regulations. I am happy to answer any questions and respectfully request the Council vote to approve these policies and procedures. Enclosures: Employee Handbook PowerPoint – 2024 Policies and Procedures Overview 2024 POLICIES AND PROCEDURES OVERVIEW Daisy Brayton, Human Resources Director Challenges 1.Personnel Rules and Regulations originally written in 1993 and revised in 2009 2.Extremely outdated 3.Policies and procedures were no longer best practice 4.Laws have changed 5.Inconsistent practices/treatment of employees Objectives and Goals 1.Update current policies to utilize best practices 2.Create new policies where there are gaps 3.Ensure legal compliance 4.Build and support work culture through the filter of equity and inclusiveness 5.Create consistency How Did We Get Here Step 1 Kris Brines, Employment Attorney Review/Revise Step 2 Daisy Brayton, HR Director Review and Revise Step 3 Executive Team Review and Revise Step 4 Department Heads – Employment Attorney Step 5 City Council Step 6 Implementation Highlights and Points of Interest NEW SECTIONS Section 1-2 – Commitment to Diversity, Inclusion and Belonging – View everything through the lens of inclusivity and belonging Highlights and Points of Interest REVISIONS Section 2-1 – Employment Classifications– Created and tightened up definitions Section 2-2 Compensation and Pay Schedules – Established a separate Non-Union, Staff Salary Schedule Highlights and Points of Interest NEW SECTIONS Section 2-4b – Remote Work – Created new policy Section 2-8 - Deductions from Pay/Safe Harbor for Exempt Employees – Align our policy with the Fair Labor Standards Act Highlights and Points of Interest REVISIONS Section 3-2 – Drug-Free and Alcohol-Free Workplace – Reasonable Suspicion Section 4-2 – Code of Conduct – Important to set guidelines and expectations Highlights and Points of Interest REVISIONS Section 4-4 – Annual Performance Evaluations – Establish guidelines and expectations so all departments are uniform and consistent NEW SECTION 4-8 – Recruitment and Talent Acquisition– New on-line recruitment system, NeoGov Highlights and Points of Interest REVISIONS Section 5-1 – Holidays – Floating Holidays as a best practice. Allow up to 4 holidays to be "floating". Section 5-2 Vacation – Aligning with CH/DPW contract, establishing a max accrual of 400 hours Highlights and Points of Interest REVISIONS Section 5-3 – Sick Leave – Align accrual rates with CH/DPW contract and comply with VT Sick Leave Law. Set the standard that retirees hired after 7-1-24 will not be able to use Sick Leave balance to pay for continued health coverage Highlights and Points of Interest ADDITIONS/BEST PRACTICE Acknowledgements and Receipt Forms for: 1.Receiving the Handbook 2.Harassment Policy Questions CITY OF SOUTH BURLINGTON Employee Handbook Last updated: 1/11/2024 Page | 2 About This Handbook The employees of the City of South Burlington are the backbone of the organization. City employees provide valuable services to the residents, businesses, and visitors of South Burlington every hour of every day. This Handbook was established to promote transparency of employment practices, ensure fair treatment of all employees, and to provide information and guidelines on City Human Resources policies, procedures, and benefits. This is not an employee contract between the employee and the City, and the policies herein do not constitute any promise as to how a particular situation will be handled. We do not expect this handbook to answer all questions. Managers and Human Resources also serve as sources of information. The City has employment contracts with each of three collective bargaining units representing its member participants (South Burlington City Hall and Public Works Employees Union, South Burlington Career Fire Fighters’ Association and South Burlington Police Officers’ Association), as well as supervisory, confidential, and part-time employees. If these policies, procedures, or benefits conflict with any plan documents, policy, procedure, or benefit outlined in a Collective Bargaining Agreement or individual employee contract recognized by the City, the contract shall supersede these policies, procedures or benefits. These guidelines cover all full-time, part-time, temporary, seasonal, and probationary employees, whether appointed or elected, except as otherwise provided by law or an applicable Collective Bargaining Agreement. The City is committed to initiating, promoting, and maintaining fair and equitable policies and procedures for all City employees, and to doing so in accordance with all applicable Federal and State laws and regulations. For more detailed information regarding many matters covered in this handbook, such as benefit plan descriptions, please refer to the appropriate plan document. This handbook contains the personnel rules and regulations referenced in 24A V.S.A. § 13-1702. It has been prepared under the direction of the City Manager through the City’s Human Resources Department and was approved by the City Council on _______, 2024. The City may, at any time, in its sole discretion, modify or vary anything stated in this handbook, with or without notice, except for matters which are mandatory subjects of bargaining which may only be modified by an express written agreement signed by the Bargaining Unit and City. Any amendments will be prepared under the direction of the City Manager and approved by the City Council. This handbook supersedes previous City Personnel Rules and Regulations. Page | 3 Table of Contents About This Handbook .............................................................................................................................. 2 Section 1 - Governing Principles of Employment ................................................................................. 6 1-1. Equal Opportunity .......................................................................................................................6 1-2. Commitment to Diversity, Inclusion and Belonging ...............................................................7 1-3. Americans with Disabilities Act (ADA) and Reasonable Accommodation ...........................8 1-4. Religious Belief Accommodation ..............................................................................................8 1-5. Pregnancy and Nursing Mother’s Accommodation ................................................................9 1-6. Harassment and Complaint Policy/Procedure ...................................................................... 10 1-7. Conflicts of Interest and Ethics ............................................................................................... 12 Section 2 - Operational Policies ............................................................................................................ 15 2-1. Employment Classification ......................................................................................................... 15 2-2. Compensation and Pay Schedules ............................................................................................ 16 2-3. Probationary Period ..................................................................................................................... 18 2-4. Workweek and Schedule ............................................................................................................. 18 2-4a. Flextime ................................................................................................................................... 18 2-4b. Remote Work .......................................................................................................................... 19 2-5. Meal and Rest Breaks .................................................................................................................. 20 2-6. Time Records and Recording Time Worked ............................................................................. 20 2-7. Overtime ....................................................................................................................................... 21 2-8. Deductions from Pay/Safe Harbor for Exempt Employees ..................................................... 22 2-9. Paychecks and Pay Periods ......................................................................................................... 23 2-10. Access to Personnel Files .......................................................................................................... 24 Section 3 - Workplace Safety ................................................................................................................ 25 3-1. Commitment to Safety ................................................................................................................ 25 3-2. Drug-Free and Alcohol-Free Workplace .................................................................................... 26 3-3. Smoke-Free Workplace ............................................................................................................... 27 3-4. Workplace Violence Prevention.................................................................................................. 28 3-5. Emergency Closings .................................................................................................................... 29 Page | 4 3-6. Cell Phone Safety and Driving .................................................................................................... 29 Section 4 - Workplace Guidelines ......................................................................................................... 30 4-1. Code of Conduct ........................................................................................................................... 30 4-2. Attendance .................................................................................................................................... 31 4-3. Job Performance .......................................................................................................................... 32 4-4. Annual Performance Review ...................................................................................................... 32 4-5. Promotions and Transfers........................................................................................................... 32 4-6. Performance Management ......................................................................................................... 33 4-7. Grievance Procedures ................................................................................................................. 35 4-8. Recruitment and Talent Acquisition .......................................................................................... 37 4-9. Outside Employment ................................................................................................................... 39 4-10. Internships .................................................................................................................................. 39 4-10. Dress Code and Grooming ....................................................................................................... 40 4-11. Travel Reimbursement .............................................................................................................. 41 4-12. Social Media Acceptable Use ................................................................................................... 43 4-13. Solicitation .................................................................................................................................. 44 4-14. Computers, Internet, E-Mail, and Other Resources................................................................ 45 4-15. Use of Facilities, Equipment and Property, Including Intellectual Property ........................ 46 4-16. Publicity/Statements Made to the Media ................................................................................ 47 Section 5 - Time Off and Leaves of Absence ....................................................................................... 48 5-1. Holidays ........................................................................................................................................ 48 5-2. Vacation ........................................................................................................................................ 49 5-3. Sick Leave ..................................................................................................................................... 50 5-4. Family and Medical Leave........................................................................................................... 54 5-5. Military Leave ............................................................................................................................... 60 5-6. Bereavement Leave ..................................................................................................................... 62 5-7. Jury Duty/Court Appearance ...................................................................................................... 63 5-8. Time Off for Voting ...................................................................................................................... 63 5-9. Vermont Protections for Victims of Crime ................................................................................ 63 Page | 5 Section 6 - Employee Benefits .............................................................................................................. 65 6-1. Medical Opt Out ........................................................................................................................... 65 6-2. Medical and Dental Insurance: ................................................................................................... 65 6-3. Employee Assistance Program................................................................................................... 67 6-4. Workers Compensation ............................................................................................................... 67 EMPLOYEE HANDBOOK ACKNOWLEDGMENT AND RECEIPT ......................................................... 69 EMPLOYEE ACKNOWLEDGMENT AND RECEPT OF HARASSMENT POLICY ................................. 70 Page | 6 Section 1 - Governing Principles of Employment 1-1. Equal Opportunity The City of South Burlington is an Equal Opportunity Employer that does not discriminate on the basis of race, creed, color, religion, alienage or national origin, ancestry, place of birth, citizenship status, age, disability, sex, military or veteran status, sexual orientation, gender identity, genetic information, health coverage status, HIV status, crime victim status, pregnancy or pregnancy-related condition, political affiliation (per 24A V.S.A. § 13-1701(a)), or any other characteristic protected by applicable federal, state or local laws. Our management team is dedicated to this policy with respect to recruitment, hiring, placement, promotion, transfer, training, compensation, benefits, employee activities and general treatment during employment. Any employee with questions or concerns about equal employment opportunities in the workplace is encouraged to bring these issues to the attention of the Human Resources Director. The City will not tolerate any form of retaliation against individuals who raise issues of equal employment opportunity. If an employee feels that they have been subjected to any such retaliation, they should bring it to the attention of the Human Resources Director. To ensure our workplace is free of artificial barriers, violation of this policy including any improper retaliatory conduct will lead to discipline, up to and including discharge. All employees must cooperate with all investigations. Retaliation means adverse conduct taken because an individual reported an actual or a perceived violation of this policy, opposed practices prohibited by this policy, or participated in the reporting and investigation process described below. “Adverse conduct” includes but is not limited to: (1) Shunning and avoiding an individual who reports harassment, discrimination, or retaliation; or (2) Express or implied threats or intimidation intended to prevent an individual from reporting harassment, discrimination, or retaliation; or (3) Denying employment benefits because an applicant or employee reported harassment, discrimination, or retaliation or participated in the reporting and investigation process. Other examples of retaliation include firing, demotion, denial of promotion, unjustified negative evaluations, increased surveillance, harassment, and assault. Complaints of discrimination should be filed according to the procedures described in the Harassment and Complaint Procedure. Page | 7 1-2. Commitment to Diversity, Inclusion and Belonging Diversity, inclusion, and belonging are core values of the City. Our community will be stronger as our employees reflect our demographics and our neighbors can see themselves in our Team. This enables us to best hold the trust of our community. As part of this policy, we are committed to a workplace culture that values and promotes diversity, inclusion, belonging, equity, equal employment opportunities, and a work environment free of harassment and hostility. This includes: • Applying principles of equity to achieve equal employment opportunities for qualified individuals of all backgrounds. • Attracting, recruiting, retaining, engaging, supporting, developing, and advancing underrepresented and diverse employees, including women, people of color, LGBTQIA+ individuals, and any other underrepresented employees. • Promoting respectfulness, cultural awareness, and inclusivity by: o Fostering a collaborative work environment in which all employees participate and contribute; and o Empowering and providing a safe space for all employees to express themselves, exchange ideas, and feel heard; and o Encouraging employees to be open and curious about others’ experiences and perspectives. Diversity, inclusion, and belonging are related and equally important concepts. Diversity includes but is not limited to differences in race, color, religion, national origin, citizenship, sex, sexual orientation, gender identity, ancestry, place of birth, age, disability, health coverage status, genetic information, veteran or military status, crime victim status, pregnancy or pregnancy-related condition, political affiliation (per 24A V.S.A. § 13-1701(a)), or any other characteristic protected by law. Diversity also includes differences in backgrounds, experiences, perspectives, thoughts, interests, and ideas. Inclusion means ensuring that all employees are valued, heard, engaged, and involved at work and have full opportunities to collaborate, contribute, and grow professionally. Inclusion is behavior and cultural norms that make people feel welcome. Belonging means that everyone is treated and feels like a full member of the team and can thrive. Belonging is having a sense of acceptance and not only having a seat at the table, but having a voice that matters in the conversation and is heard. While the City strives for equitable representation of employees, the purpose of this policy is not to favor certain individuals or groups or have the effect of excluding other individuals or groups. All leaders, managers, and employees play a role in making the City a diverse and inclusive place where employees feel they belong. Differences are good and can positively shape an organization and team. City employees should be able to be their true, authentic selves in the Page | 8 workplace and have the confidence, security and support to share their voice. Please read this policy carefully and openly and make every effort to understand the importance of diversity, inclusion, and belonging and the ways we can accomplish these objectives together. Support one another and appreciate differences as they make the team and organization stronger. 1-3. Americans with Disabilities Act (ADA) and Reasonable Accommodation The City is committed to the fair and equal employment of individuals with disabilities under the ADA. The City will make reasonable accommodations for the known physical or mental disabilities of a qualified applicant or employee, unless doing so would impose an undue hardship upon the City's business operations. An accommodation is not reasonable if, even with the accommodation, the employee is unable to perform essential job duties, or unable to do so in a manner that would not endanger the employee's health or safety of the employee or others. Any applicant or employee who believes they require an accommodation in order to perform the essential functions of the job should contact the Human Resources Director to request such an accommodation. Employees should specify what accommodation they need to perform the job, the reason they need an accommodation, and how the accommodation will help them perform the essential functions of the job. If the employee’s need for accommodation is not obvious, the City may ask the employee to provide supporting medical documentation explaining the underlying physical or mental disability and the basis for the requested accommodation. The City then will review and analyze the request, including engaging in an interactive process with the employee or applicant, to identify if such an accommodation can be made. The City will evaluate requested accommodations, and as appropriate identify other possible accommodations, if any. The City is not required to make the specific accommodation requested by an employee and may provide an alternative effective accommodation, to the extent any reasonable accommodation can be made without imposing an undue hardship on the City. The employee will be notified of the City's decision regarding the request within a reasonable period. The City treats all medical information submitted as part of the accommodation process in a confidential manner. Individuals will not be retaliated against for requesting an accommodation in good faith. The City expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting an accommodation in good faith. 1-4. Religious Belief Accommodation The City will provide a reasonable accommodation of an applicant or employee’s sincerely held religious belief if the accommodation would resolve a conflict between the individual’s religious Page | 9 beliefs or practices and a work requirement, unless doing so would create an undue hardship for the City. If an applicant or employee wishes to request such an accommodation, they should speak to the Human Resources Director and the Department Head. An applicant will be asked to provide a description of the accommodation they are requesting, the reason they need an accommodation, and an explanation of how the accommodation will help resolve the conflict between the individual’s religious beliefs or practices (or lack thereof) and one or more work requirements. After receiving a good faith request, the City will engage in a dialogue with the applicant or employee to explore potential accommodations that could resolve the conflict between the individual’s religious beliefs and practices and one or more work requirements. The City may ask the individual to provide additional information about their religious practices or beliefs and the accommodation requested. The City encourages an individual to suggest specific reasonable accommodations that they believe would resolve any such conflict. However, the City is not required to make the specific accommodation requested and may provide an alternative, effective accommodation, to the extent any accommodation can be made without imposing an undue hardship on the City. Individuals will not be retaliated against for requesting an accommodation in good faith. The City expressly prohibits any form of discipline, reprisal, intimidation, or retaliation against any individual for requesting an accommodation in good faith. 1-5. Pregnancy and Nursing Mother’s Accommodation In compliance with Vermont law, the City will reasonably accommodate the needs of an employee for a pregnancy-related condition, unless doing so would impose an undue hardship on the City. For purposes of this policy, "pregnancy-related condition" means a limitation of an employee's ability to perform the essential functions of a job caused by pregnancy, childbirth or a medical condition related to pregnancy or childbirth. Reasonable accommodations for the employee, may include, but are not limited to: • bathroom breaks; • breaks for increased water intake; • periodic rest; • access to a chair or stool; • assistance with specific duties; • temporary transfers to less strenuous or hazardous work; • a private, clean space for lactation; • time off for prenatal appointments; or • time off to recover from medical conditions related to pregnancy or childbirth. An employee may use any accrued paid time off for absences related to a pregnancy-related condition, and the employee may qualify for FMLA in certain circumstances. Employees should Page | 10 consult with the Human Resources Director to discuss accommodations and review eligibility for other types of leave. In compliance with 21 V.S.A. § 305, Nursing Mothers in The Workplace, the City will provide a reasonable amount of break time for a nursing mother for up to three years after the birth of the child to express milk for her nursing child. The break time, if possible, must run concurrently with rest and meal periods already provided to the employee. If the break time cannot run concurrently with rest and meal periods already provided to the employee, the break time will be unpaid, subject to applicable law. The City may not be able to provide additional break time if doing so would seriously disrupt the City's operations, subject to applicable law. The City will make reasonable efforts to provide employees with the use of a room or location for the employee to express milk in private. This location may be the employee's private office, if applicable. Please consult the Human Resources Director for any questions regarding this policy. Employees should advise management if they need break time and an area for this purpose. Employees will not be discriminated against or retaliated against for exercising their rights under this policy. Any employee with questions about this policy or who needs to request an accommodation due to pregnancy, childbirth or a related medical condition should contact the Human Resources Director. 1-6. Harassment and Complaint Policy/Procedure The City believes that its employees have the right to work in an environment free of all forms of illegal discrimination, inappropriate illegal conduct, and illegal harassment. The City does not tolerate harassment of or by any employee because of race, color, religion, national origin, citizenship, sex, sexual orientation, gender identity, ancestry, place of birth, age, disability, health coverage status, HIV status, genetic information, military or veteran status, crime victim status, pregnancy or a pregnancy-related condition, or any other characteristic protected by law. The City is committed to providing a workplace free from this type of unlawful conduct. It is also illegal, and violates the City’s policies, to retaliate against any employee for filing or cooperating in the investigation of a complaint of illegal harassment. Sexual harassment in the workplace is unlawful. Harassment because of a person’s sex, gender, race, sexual orientation, or the other categories described above, is a form of discrimination and can include name-calling, unwelcome sexual advances, requests for sexual favors, and other verbal, physical, written, auditory, or visual conduct of a sexual or discriminatory nature when: 1. Submission to that conduct is made either explicitly or implicitly a term or condition of employment; or Page | 11 2. Submission to or rejection of such conduct by an individual is used as a component of the basis for employment decisions affecting that individual; or 3. The conduct has the purpose or effect of interfering with an individual's work or creating an intimidating, hostile, or offensive work environment. Examples of illegal harassment include, but are not limited to the following, when such acts or behavior come within one of the above definitions: 1. Either explicitly or implicitly conditioning any term of employment (e.g., continued employment, wages, evaluation, advancement, assigned duties or shifts) on sexual favors; 2. Touching or grabbing a part of an employee's body after it is known or should be known that such physical conduct was unwelcome; 3. Displaying or transmitting sexually suggestive, racially offensive, or otherwise discriminatory pictures, objects, cartoons, or posters if it is known or should be known that the behavior is unwelcome; 4. Regularly telling sexual jokes or using sexually vulgar language or language that is derogatory, particularly if it is known or should be known that the person does not welcome such behavior; or 5. Retaliating against any person for having filed or supported a complaint of illegal harassment (e.g., ostracizing the person, pressuring the person to drop or not support the complaint, adversely altering that person's duties or work environment, etc.). Any employee who believes that they have been the target of illegal harassment, or who believes that they have been subjected to retaliation for having brought or supported a complaint of harassment, is encouraged to directly inform the offending person or persons that the conduct is offensive and must stop. If the employee does not wish to communicate directly with the alleged harasser or harassers, or if direct communication has been ineffective, then the person with the complaint is encouraged to report the situation as soon as possible to: Daisy Brayton Human Resources Director 180 Market Street South Burlington, VT 05403 Email: hradmin@southburlingtonvt.gov (802) 846-4127 Employees who are aware that inappropriate behavior has occurred, or who believe that another employee is being harassed, are strongly encouraged to report their concerns to the Human Resources Director. Every supervisor is required to promptly respond to any complaint or Page | 12 suspected acts of illegal harassment and promptly report them to the Human Resources Director. If the City receives a complaint of illegal harassment, or otherwise has reason to believe that illegal harassment is occurring, it will promptly investigate and address the matter. The City may be required by law to take action if it learns of potential harassment, even if the aggrieved employee does not wish to formally file a complaint. The City will try to keep any investigation of a complaint as confidential as possible, except as may be reasonably necessary to successfully complete the investigation. It shall be a violation of this policy for any employee who learns of the investigation or complaint to take any retaliatory action which affects the working environment of any person involved in this investigation. It is also unlawful to retaliate against an employee for filing a complaint of harassment or for cooperating in an investigation conducted pursuant to this policy. If the allegation of illegal harassment is supported by the investigation, the City will take appropriate corrective action. Both the complaining person and the accused will be informed of the results of the investigation, and the City will take steps to make the offending behavior stop and to prevent retaliation. Any employee or supervisor who the City determines has harassed another employee in violation of law or this policy will be subject to sanctions appropriate to the circumstances, ranging from a verbal warning, up to and including dismissal. If the allegation is not supported by the investigation, both parties will be informed of that fact. If the complainant is dissatisfied with the City’s action, or is otherwise interested in doing so, they may file a complaint by writing or calling the following state or federal agencies: 1. Vermont Attorney General’s Office, Civil Rights Unit, 109 State Street, Montpelier, VT 05609, telephone: (802) 828-3171; (802) 828-3665 (TDD). 2. Equal Employment Opportunity Commission, John F. Kennedy Federal Building, 475 Government Center, Boston, MA 02203; 1-800-669-4000; 1-800-669-6820 (TTY) Each of these agencies can conduct impartial investigations, facilitate conciliation, and if it finds that there is probable cause or reasonable grounds to believe harassment has occurred, it may take the case to court. Although employees are encouraged to file their complaint of harassment through the City’s complaint procedure, an employee is not required to do so before filing a charge with these agencies. 1-7. Conflicts of Interest and Ethics The City expects all employees to conduct themselves and city business in a manner that reflects the highest standards of ethical conduct and in accordance with all federal, state, and local laws and regulations. This includes avoiding real, perceived, and potential conflicts of interests. Page | 13 The purpose of this policy is to ensure that the business of the City of South Burlington will be conducted in such a way that no City employee, whether compensated or not, will gain a personal or financial advantage from their work from the City and that the public trust will be preserved. It is also the intent of this policy to ensure that all decisions made by the City are based on the best interests of the community at large. Application All City employees shall comply with this policy. In order that public confidence in the effective operation of City government is maintained through the equal and impartial treatment of all residents, and the avoidance of perceived, actual, or potential conflicts of interest, compliance with this policy is mandatory. Conflict of Interest Conflict of Interest means any of the following: 1. A real or seeming incompatibility between an employee’s private interests and their public or fiduciary interests to the City. a. A direct financial, or non-financial, conflict of interest arises when an employee acts on a matter that has a direct financial impact on that employee. b. An indirect financial, or non-financial, conflict of interest arises when an employee acts on a matter that has a financial impact on a person or group closely tied to the employee. Favoritism No City employee shall provide to any person consideration, treatment, or advantage, which is distinct from the treatment normally accorded to members of the public at large. Financial or Personal Interest With the exception noted below, no City employee shall have any personal interest or financial interest in a transaction in which the City is a participant. Whenever the performance of City official duties requires that individual to take action in respect to any matter in which the individual has a personal or financial interest, they shall disclose the nature and extent of such interest and shall be disqualified from participating in the City’s consideration or disposition of that matter. A City employee may be authorized to engage in a transaction with the City, if approved by the City Manager or the City Council as may be appropriate, subsequent to a full disclosure of the nature and extent of the employee’s personal and financial interest, that the Page | 14 health, safety, and welfare of the City requires the transaction to be pursued despite the conflict of interest. Incompatible Employment No City employee shall engage in private employment with, or render services for, any entity that has business transactions with the City, unless they fully disclose in writing to Human Resources the nature and extent of their relationship to the employer. No employee shall appear on behalf of any private person before any City board, commission, council or other public body. Gifts No City employee shall accept any gift, money, thing, favor, loan, or promise that is intended, or could be considered as payment for special treatment or an effort to affect the employee’s discharge of official duties, valued at more than $25.00. Employees may accept promotional items (featuring another entity’s logo) and small value items in the amount of $25.00 or less. Confidentiality No City employee, without prior authorization from the City Manager, shall disclose any confidential information relating to the officers, employees, transactions, property, or affairs of the City, nor shall any City employee use or assist in the use of any such confidential matter to advance the financial or personal interest of said employee or other individual. Nepotism No City employee shall appoint or attempt to influence the appointment of any person related to that employee by blood, adoption, or marriage to any position for which compensation is received from the City. Immediate family members of current City employees may be hired only if they will not be working directly for or directly supervising a relative. The new employee shall not occupy a position in the same line of authority that might allow one family member to initiate or participate in decisions involving either a potential direct benefit or a potential direct detriment to another immediate family members. No person shall work under the administrative control of any member of their immediate family. For this policy, immediate family is defined to include spouse/partner, child, parent, sibling, grandchild, parent-in-law, or sibling-in-law. The City Manager may approve temporary job assignments regardless of relationship if such assignments are in the City’s interest. Page | 15 Section 2 - Operational Policies 2-1. Employment Classification In order to determine eligibility for benefits and overtime status and to ensure compliance with federal and state laws and regulations, the City classifies its employees as shown below. The City may review or change employee classifications at any time. The City will evaluate each position based on its role, duties, responsibilities, and expectations in compliance with the FLSA to determine exemption status and salary. A complete list of position titles and classifications can be found on the Human Resources portal. Appointed Employee: The City Manager is the only appointed position and is not a classified employee under the City's classification plan and works at the pleasure of the City Council. Elected Official: The City Clerk is the only elected official and fulfills the duties of City Clerk as set forth in Vermont statute. Management Employee: Employees who hold the positions of City Manager, Deputy City Manager, Fire Chief, Police Chief, Director, or Deputy Director level position are considered members of management. Management employees are not in a union or covered by a collective bargaining agreement and are exempt employees. Exempt Employee: Employees who hold positions that are classified as exempt from overtime requirements in accordance with the Fair Labor Standards Act (FLSA). Exempt employees are expected to work the hours necessary to fulfill their weekly job responsibilities. This may require working more than forty (40) hours in a workweek. Exempt employees are not entitled to overtime pay. They receive their weekly salary for any week in which they perform work, except the first and last week of work which may be pro-rated based on days worked, and in other circumstances as provided by the FLSA. Non-exempt Employees: Employees who hold positions that are subject to the minimum wage and overtime requirements of the FLSA. Non-exempt employees are paid on an hourly basis and are paid one and one-half times their regular rate of pay for any hours worked in excess of forty (40) hours in a workweek as required by law. Only hours actually worked will be used to calculate overtime. Paid time off for holidays, sick leave, vacation, or any other leave time are not considered hours worked. Probationary Employees: All new regular employees will serve an initial six (6) month probationary period. Probationary employees have an at-will employment relationship with the City and are not entitled to grievance procedures upon termination. Regular, Full-Time Employees: Employees who have successfully completed the probationary period, and regularly work at least 40 hours per week. Page | 16 Regular, Part-Time Employees: Employees who regularly work fewer than 40 hours per week. Part-time employees are not eligible to receive employee benefits, except for those required by the Vermont State/Federal Law. Seasonal/Temporary Employees: Employees who are hired to perform services on a seasonal or temporary basis for a period of less than twenty (20) weeks. Seasonal and temporary employees may be full or part-time and are not eligible for any benefits. Intern Employees: Employees who are students or trainees and who work, sometimes without pay, in a trade or occupation to gain work experience. The City follows the FLSA Internship Programs guidelines to determine if an internship is paid or unpaid. Volunteers: Volunteers are not considered City employees, are not paid for their volunteer work and are not eligible for benefits. 2-2. Compensation and Pay Schedules The City of South Burlington takes pride in providing competitive salaries and benefits for our employees. The primary objective of the City’s compensation system is to support and reinforce the City’s mission and values by providing a competitive and equitable pay and benefits package in order to select and retain a highly qualified and talented workforce. Human Resources will work with Finance and Department Heads to make informed and sound decisions regarding employee compensation. Human Resources has the primary responsibility for gathering and utilizing labor market pay and benchmarking data to set salary ranges, determining the exemption designation in accordance with the Fair Labor Standards Act (FLSA). Positions will be evaluated by certain criteria evaluating their roles, responsibilities and expectations and aligning titles, job descriptions and salaries within the organization to ensure equity. The City’s compensation system has the following salary schedules/grids: 1. Non-Union, Staff Salary Schedule – Staff positions that are not covered by a bargaining agreement/union. These positions can be paid hourly (non-exempt from overtime) or salaried (exempt from overtime) in accordance with the FLSA. The non-union staff salary grid can be found on the Human Resources Portal. No employee will exceed the maximum step in their paygrade. 2. Management Salary Schedule – Management positions are not covered by a bargaining agreement/union. These positions are salaried and are exempt from overtime in accordance with the FLSA. The City Manager has full discretion on management salaries and increases. Page | 17 Salary Increases Salary increases are provided to eligible employees following the guidelines below and aligned to the annual budget process: 1. Step Increase – A probationary employee will receive a one-step salary increase at the successful completion of their probation. Thereafter, employees not at Step 20 shall be entitled to move to the next step on July 1 each year. The City Manager has authority to approve salary increases outside of this policy. 2. Cost of Living Adjustments (COLA) – With the approval of the City Manager, a COLA may be implemented each new fiscal year to the Non-Union Staff Salary Schedule and the Management Salary Schedule. Cost of living adjustments to the salary schedules are not guaranteed. No employee will be paid a salary less than the minimum salary of their salary grade. After a COLA all employees must be paid at the new salary schedule rates. For example, if a COLA is approved for the next fiscal year, an employee hired on March 1 at Salary Grade A, Step 1, must receive the new Salary Grade A, Step 1 on July 1. The City Manager has authority to approve salary increases outside this policy. Employees who believe their job duties have changed sufficiently to warrant reclassification to a higher grade level may request a review of their position classification by Human Resources. Reclassification process 1. Employee makes a request to their supervisor or Department Head, documenting specific details as to how their position has significantly changed and why it warrants a reevaluation. 2. Supervisor and Department Head will review and evaluate the request and decide whether to approve or deny. Requests denied by the Department Head will not be evaluated by Human Resources. Approved requests will be forwarded to Human Resources for review. 3. If the request is approved, the employee, supervisor and Department Head will review and revise the employee’s job description to accurately reflect the current job duties, essential functions and required qualifications. This revised job description will be forwarded to Human Resources for a job analysis. 4. Human Resources will conduct a job analysis of the position. The job analysis is the process of gathering and analyzing information about the content and responsibilities of the job, as well as, the context in which the job is performed. 5. When evaluating the position, the exempt/non-exempt and Staff/Management classification of the position will be assigned by Human Resources. Exempt/Non-exempt Page | 18 status is based upon an interpretation of the Fair Labor Standards Act (FLSA) as it related to the duties and responsibilities of the job. 6. Human Resources will recommend the results of the job analysis to the Department Head. Position classification decisions are not eligible for the grievance process. 2-3. Probationary Period All newly hired regular full-time and part-time employees must serve a minimum six (6) months of employment with the City as a probationary period. Employees who are promoted or rehired are also subject to a probationary period. This is an opportunity for the City to evaluate the employees’ performance. It also is an opportunity for the employees to decide whether they are happy being employed by the City in their new position. Eligible probationary employees shall accrue vacation and sick time from the date of hire. Probationary employees do not have to wait until the end of their probation to use accrued leave. They may use their accrued leave in accordance with leave policies. Probationary employees may not apply or transfer to another City position without approval from their Department Head. Probationary employees who successfully apply and are hired to a new position will begin a new six (6) month probationary period. Probationary employees do not have the right to the grievance process. The initial probationary period may be extended up to an additional 90 days by the Department Head with approval from Human Resources. If a probationary period is extended, documentation must include the reasons for the extension and employee is informed. 2-4. Workweek and Schedule In order to serve our constituents well, employee groups may have differing schedules. The traditional business hours for City Hall is 8:00 am to 4:30pm, Monday through Friday. Public Safety operates 24 hours a day, 7 days a week. The mission and requirements of individual departments vary, and departments may establish their own core hours and work schedules. For example, the Library, Recreation and Parks, and Department of Public Works may have evening and weekend hours. Employees should work with their supervisors to identify their work schedule. The City supports and fosters a work environment that enables work-life balance. In support of this, employees may request alternative work schedules through either flextime or remote work. 2-4a. Flextime Flexible hours consist of daily work hours other than the core hours. Flex time must be preapproved by the employee's Department Head. Page | 19 The following criteria must apply: • The employee must work full-time hours. • The schedule requested must not impact the employee's ability to perform the job requirements. • The schedule requested must not impact the employee's ability to serve external and internal customers. In accordance with Vermont law regarding flexible work arrangements (21 V.S.A. § 309), the City will consider an employee’s requests for flexible working arrangements, including changes in the number of days or hours worked, daily schedule, work from home, and job-sharing. Such requests should be made to the Department Head in consultation with the Human Resources Director. The City will engage in a good faith discussion of the request with the employee and will consider whether the request could be granted in a manner that is not inconsistent with its business operations or its legal or contractual obligations. The City and the employee may propose alternative arrangements. If, after a flexible work arrangement is approved, the City determines that the change does not work with business needs, in the City’s sole discretion, the City may require the employee to return to the employee’s prior working arrangements. 2-4b. Remote Work Depending on the employee’s position and performance, and the City’s operational needs, employees may be approved for remote work for part of the workweek. Department Heads must approve any remote work in advance. Approval for remote work is completely at the City’s discretion and the approved arrangement can be changed at any time. Requests for remote work as a flexible work arrangement will be considered in accordance with the standards identified in the Workweek and Schedule Policy (2-4). The City has the following expectations for employees who work remotely to avoid issues that may cause disruption to the workday and/or during virtual meetings. General Expectations • Remote employees are expected to be available and communicative during scheduled work hours. • The City’s work rules and other policies continue to apply to offsite work locations. • Consumption of alcohol or use of unprescribed controlled substances during work hours is never acceptable. • Employees should seek a quiet and distraction-free working space, to the extent possible. Page | 20 • Employees are expected to maintain their workspace in a safe manner, free from safety hazards. Virtual Meetings • While distractions are often unavoidable, try to keep them to a minimum. No music or television in the background during meetings. • Keep yourself muted during video or audio conferencing unless you are speaking. • Turning on video is encouraged and may be required for certain meetings. • Avoid eating a meal during a virtual meeting unless invited to do so by the meeting host. • Smoking or vaping is not permitted during a video conference. • Casual dress is acceptable; however, use discretion. No pajamas or other apparel that would not be appropriate to wear in the workplace. • Avoid multi-tasking. Give your full attention to the meeting as if you were face to face. While gentle reminders may be all that is necessary in some circumstances, egregious or continued violations of these expectations may result in discontinuing the remote work arrangement or in disciplinary action. Requesting Remote Work When employees plan to work from home, the following procedure must be followed: • Employees must have Department Head approval prior to working from home. • If a work-from-home arrangement spans more than one week, the Department Head and employee must meet to discuss details and timeline. • The Department Head will then discuss the arrangement with the City Manager. • City Manager must approve all requests that span longer than one week. 2-5. Meal and Rest Breaks Employees are entitled to a 30-minute unpaid meal break each day. Any nonexempt employee who is required to work through a meal break will be paid for the 30-minute period or may flex time with prior approval from their manager. Employees are also entitled to reasonable rest break opportunities to address personal needs. Meal and rest breaks will be scheduled by the department supervisor or manager. Unused breaks are forfeited and may not be used to extend lunch or leave early. 2-6. Time Records and Recording Time Worked The City is required by the Fair Labor Standards Act (FLSA) to keep accurate records of hours worked by all non-exempt hourly employees. The FLSA requires timecards to be an accurate reflection of the actual number of hours worked. Page | 21 Employee hours worked are recorded in the City's payroll processing system through the Time and Attendance portal. If an employee works more or less than these established hours, or works different days than the established days, then the employee must adjust their timecard as appropriate to reflect the actual hours worked. Individual departments are responsible for establishing their procedures for requesting paid time off. If an employee takes paid time off, the employee must follow departmental procedures (example, requested via email, text message, paper form, etc.). The time will then be accurately reflected on the employee's timecard and deducted from the appropriate time off bank. Employees must approve their own timecards no later than Monday morning at 9:00 a.m. Managers are responsible for ensuring timecards are accurate and approved no later than Monday morning at 10:00 a.m. 2-7. Overtime In order to ensure efficient deployment of municipal resources, control labor costs, and enable healthy work/life balance for employees, all overtime must be approved by the Department Head in advance. In accordance with the FLSA, non-exempt employees are eligible to receive overtime pay or compensatory time off at a rate of one and one-half times their regular pay for time worked in excess of 40 hours per workweek. Non-Exempt Employees: Non-exempt employees shall be compensated at a rate of one and one-half times the regular rate of pay for the overtime hours worked. Paid time off during the workweek shall not be considered as time worked for the purpose of computing weekly overtime. Authorization of Overtime: Overtime must be pre-authorized by the employee's Department Head. Unauthorized overtime hours worked by FLSA non-exempt employees will be paid; however, such unauthorized work may subject the employee to disciplinary action. Compensatory Time Off Guidelines: 1. Non-exempt employees will have the option to receive compensatory time in lieu of overtime for hours worked over forty (40) in a workweek. Compensatory time is awarded at the rate of 1.5 times hours worked. Overtime/Compensatory time must be approved by the Department Head in advance. Page | 22 2. An employee's supervisor cannot require that an employee take compensatory time in lieu of overtime pay. 3. Employees may accrue up to 80 hours of compensatory time. Once the maximum cap is reached, any work in excess of forty (40) hours in workweek will be paid at the overtime rate. 4. Accrued but unused compensatory time will be paid upon termination of employment. 5. Accrued compensatory time will be paid out and reset to zero every January. Exempt Employees: In accordance with the FLSA, exempt employees are paid the same amount each week, regardless of the number of hours worked. Exempt employees are accordingly not eligible for overtime pay. Acceptance of an exempt position with the City of South Burlington constitutes acknowledgment that job responsibilities may require excess of forty (40) hours in a workweek. Deductions from exempt employees’ paychecks may be made in accordance with applicable law. 2-8. Deductions from Pay/Safe Harbor for Exempt Employees The City does not make improper deductions from the salaries of exempt employees and complies with the salary basis requirements of the Fair Labor Standards Act (FLSA). Employees classified as exempt from the overtime pay requirements of the FLSA will be notified of this classification at the time of hire or change in position. Permitted Deductions: The FLSA limits the types of deductions that may be made from the pay of an exempt employee. Deductions that are permitted include: • Deductions that are required by law, e.g., income taxes; • Deductions for employee benefits when authorized by the employee; • Absence from work for one or more full days for personal reasons other than sickness or disability; • Absence from work for one or more full days due to sickness or disability if the deduction is made in accordance with a bona fide plan, policy, or practice of providing compensation for salary lost due to illness; • Offset for amounts received as witness or jury fees or for military pay; • Unpaid disciplinary suspensions of 1 or more full days imposed in good faith for workplace conduct rule infractions; and • Weekly pay for any full workweek in which the employee does not perform any work. Page | 23 During the week an exempt employee begins work for the City or during the last week of employment, the employee will only be paid for actual hours worked. In addition, an employee may be paid only for hours worked during a period when the employee is using unpaid leave under the Family and Medical Leave Act (FMLA). Improper Deductions: If an employee classified as exempt believes that an improper deduction has been taken from the employee’s pay, the employee should immediately report the deduction to the HR department. The report will be promptly investigated, and if it is found that an improper deduction has been made, the City will reimburse the employee for the improper deduction. 2-9. Paychecks and Pay Periods All employees are paid on a bi-weekly basis. Payroll Periods: The work week is from 12:00 am Sunday until 11:59 pm Saturday unless otherwise specified in the Collective Bargaining Agreement. Deductions & Paystubs: Paystubs itemize gross earnings and deductions. By law, the City is required to make deductions for Social Security, federal income tax and any other appropriate taxes. These required deductions also may include any court-ordered garnishments such as child support, creditors, and student loans. "Garnishment" of wages refers to a legal procedure requiring an employer to withhold portions of an employee's earnings to satisfy any outstanding debt. Upon receipt of a garnishment notice, Human Resources will notify the employee when the garnishment will take effect and any other necessary instructions. A payroll deduction will commence and continue until the City receives notification from the court or government agency that the garnishment has been fulfilled. Deductions and withholdings per an employee’s HSA and 457 plans may be changed for the first payroll of each month. Changes must be submitted to payroll by the 20th of the month prior to the change. HSA and 457 changes will only be allowed four (4) times per calendar year. Employees need to use the appropriate change and beneficiary forms which can be found on the Human Resources for Employees Portal. Paystubs can be viewed on the City’s payroll system. Employees are expected to review their pay stubs to ensure accuracy, particularly when there has been a change made to withholdings or deductions. Page | 24 If any employee has a question about their paycheck, the employee should report the concern to the Human Resources Director immediately so that compliance with the law can be assured. The City will investigate the problem within two (2) weeks and will promptly make any appropriate corrections. Pay Advances: Pay advances or loans to any employee are not permitted. Direct Deposit Employees are encouraged to be paid electronically through direct deposit into one or more checking or savings accounts designated by the employee. Accounts must be established with banks or credit unions that support direct deposits. Any employee not electing direct deposit will be paid with a paper check. Pay will be by direct deposit or by checks given only to the employee, unless the employee requests that they be mailed, or authorize in writing another person to accept the check. There is a one-time pre-note period to ensure the banking information is accurately reflected in the payroll system and matches the employee at the designated financial institution. Employees will receive a paper check during this pre-note period. Direct deposit forms can be found in the employee portal. Please see Human Resources for any direct deposit questions or concerns. 2-10. Access to Personnel Files The City maintains a personnel file for each employee. Employee files are maintained by the Human Resources department and subject to state and federal law are considered confidential. The City strives to maintain accurate and complete personnel records. Employees must promptly notify Human Resource of any changes to their personal information, including changes in home address, home telephone number, legal name, marital status, number of dependents, named beneficiaries, emergency contact, qualifying events regarding benefits, and tax deduction changes. Managers and Supervisors may only have access to personnel file information on a need-to- know basis. Employees who request access to their personnel files will generally be permitted to review their file within 3 days of the request unless otherwise required under state law. Employees may request a copy of their own personnel file. Personnel files are to be reviewed in the Human Resources Department; they may not be taken outside the department. Representatives of government or law enforcement agencies, in the course of their duties, may be allowed access to file information. Page | 25 Section 3 - Workplace Safety 3-1. Commitment to Safety The health and safety of employees and others on City property are of critical concern to the City of South Burlington. The City intends to comply with all applicable federal and state OSHA requirements and policies. To this end, all employees are expected to adhere to all safety standards associated with their job, and to ensure that work areas are kept safe and free of hazardous conditions. Employees are required to be conscientious about workplace safety, including proper operating methods, and to recognize dangerous conditions or hazards. Any unsafe conditions or potential hazards should be reported to the appropriate Department Head immediately, even if the problem appears to be corrected. Any suspicion of a concealed danger present on the City’s premises, or in a product, facility, piece of equipment, process or business practice for which the City is responsible should be brought to the attention of the Department Head immediately. Periodically, the City may issue rules and guidelines governing workplace safety and wellness. The City may also issue rules and guidelines regarding the handling and disposal of hazardous substances and waste. All employees should familiarize themselves with these rules and guidelines, as strict compliance will be expected. The City has a Safety Committee. It is charged with reducing work related injuries and illness and promoting safety in every task undertaken by employees on behalf of the City. Incident Reporting Any workplace injury, accident, or illness must be reported to Department Heads and Human Resources within twenty-four (24) hours, regardless of the severity of the injury or accident, in order to comply with Workers’ Compensation requirements. A First Report of Injury must be filled out by the employee and the Department. If the injury occurs on a Friday afternoon, weekend or holiday, then the report must be made the following business day. See the Workers’ Compensation in Section 4-6 for additional information. If an employee observes or believes there is a workplace safety or health hazard should reach out to their immediate supervisor or Department Head. Employees may also file a confidential complaint with the Vermont Occupational Safety and Health Administration (VOSHA) by visiting their website at labor.vermont.gov/vosha or by calling 1-800-287-2765. Page | 26 No Retaliation Employees who raise safety issues, lodge a good faith internal complaint regarding the City’s safety practices, or file such a complaint with OSHA or the VOSHA will not be subject to any retaliation for such reporting. All forms of unlawful retaliation are prohibited, including any form of discipline, reprisal, intimidation, or other form of retaliation. If an employee believes that they have been subjected to retaliation, the employee should promptly contact Human Resources. 3-2. Drug-Free and Alcohol-Free Workplace To help ensure a safe, healthy, and productive work environment for our employees and others, to protect City property, and to ensure efficient operations, the City maintains a workplace free of illegal drugs, recreational marijuana, and alcohol and will comply with all State and Federal drug policies/laws. This policy applies to all employees and other individuals who perform work for the City. The unlawful or unauthorized use, abuse, solicitation, theft, possession, transfer, purchase, sale or distribution of illegal and controlled substances, drug paraphernalia or alcohol by an individual anywhere on City premises, while on City business (whether or not on City premises) or while representing the City, is strictly prohibited. Employees are prohibited from reporting to work or working while they are using or under the influence of alcohol or any illegal or controlled substances, which may impact an employee’s ability to perform their job or otherwise pose safety concerns, except when the use is pursuant to a licensed medical practitioner’s instructions and the licensed medical practitioner authorized the employee or individual to report to work. Marijuana is prohibited as an “illegal or controlled substance” under this policy regardless of its status under State law, except as described below. The illegal use of prescription drugs is also prohibited. If an employee is legally taking prescription drugs, including prescribed marijuana, that affect the employee’s ability to safely perform any of the essential functions of their job, the employee’s supervisor and/or the Human Resources Director will determine whether or not the employee should continue to perform their functions until concerns regarding safety can be addressed. Medical certification may be required. Any employee who appears, in the reasonable judgment of the City, to be under the influence of any controlled substance, in the discretion of their supervisor or the Human Resources Director, during work hours will be asked to leave the premises immediately and will be paid only for the time actually worked. Violation of this policy may result in disciplinary action, up to and including termination and referral for prosecution. Discipline may result if the City has a reasonable basis to believe a Page | 27 violation has occurred. In the discretion of the City, any employee who violates the drug-free workplace policy may be required, in connection with or in lieu of disciplinary sanctions, to participate to the City’s satisfaction in an approved drug assistance or rehabilitation program. The City will endeavor to make reasonable accommodations to assist individuals recovering from substance and alcohol dependencies, and those who have a medical history which reflects treatment for substance abuse conditions, in accordance with applicable law. However, employees may not request an accommodation to avoid discipline for a policy violation. We encourage employees to seek assistance before their substance abuse or alcohol misuse renders them unable to perform the essential functions of their jobs or jeopardizes the health and safety of any City employee, including themselves. Employees must notify the City within three (3) calendar days if they are arrested or charged in connection with a criminal drug or alcohol violation. Within ten (10) days of such notification or other actual notice, the City will advise any mandatory reporting agency of such conviction. In order to maintain a drug-free workplace, the City has established educational training, a drug- free workplace policy which also outlines the penalties that may be imposed for violations of our drug-free workplace policy; offers counseling and rehabilitation through our employee assistance programs and state and federal laws. 3-3. Smoke-Free Workplace The City is committed to creating a smoke-free workplace in accordance with Vermont’s Smoke- Free Laws. In Vermont, smoking laws prohibit the possession of lighted tobacco products in all enclosed structures in all workplaces. The use of tobacco substitutes such as electronic cigarettes, and any electronic or battery powered device that delivers nicotine or other substances into the body through inhaled vapor, are also prohibited. In addition to Vermont’s Smoke-Free Laws, the City prohibits smoking in City vehicles. Designated smoking areas are as follows: • City Hall – minimum of 30 feet from the building. • Public Works – On side of back garage (minimum 30 feet from main building). • Water Quality – due to the risk of explosive gases, smoking is ONLY permitted outside of the fenced area. Smoking is prohibited on the Plant grounds. Note: As a condition of employment for Firefighters and Police Officers, smoking is prohibited. Page | 28 3-4. Workplace Violence Prevention The City of South Burlington is strongly committed to providing a safe workplace. The purpose of this policy is to minimize the risk of personal injury to employees and damage to the City and personal property. Prohibited Conduct Threats, threatening language or any other acts of aggression or violence made toward or by any City employee will not be tolerated. For purposes of this policy, a threat includes any verbal or physical harassment or abuse, any attempt at intimidating or instilling fear in others, displaying aggressive or hostile behavior that creates a reasonable fear of injury to another person, menacing gestures, flashing of weapons, stalking or any other hostile, aggressive, injurious or destructive action undertaken for the purpose of domination or intimidation. Procedures for Reporting a Threat For immediate emergencies, dial 9-1-1. All potentially dangerous situations, including threats by co-workers, should be reported immediately to a supervisor, Department Head, City Manager or Human Resources Director. Reports of threats may be kept confidential to the extent maintaining confidentiality does not impede our ability to investigate and respond to the complaints. All threats will be promptly investigated. All employees must cooperate with all investigations. No employee will be subjected to retaliation, intimidation, or disciplinary action as a result of reporting a threat in good faith under this policy. If the City determines, after an investigation, that someone has violated this policy, it will take swift and appropriate corrective action. Third Party Behavior Because we serve residents of the City and we interact with the public on a regular basis, we may sometimes interact with a third party who is angry or who may engage in behavior that is uncomfortable. If an employee has such an interaction with a third party, the employee should first remain calm, respond in a professional and respectful manner, and attempt to de-escalate the situation. If de-escalation is not effective, the employee should call 9-1-1 if warranted, and otherwise follow the reporting procedures outlined in this policy. If an employee is the recipient of a threat made by an outside party, that employee should follow the steps detailed in this section. It is important for us to be aware of any potential danger in our offices. We want to take effective measures to protect everyone from the threat of a violent act by an employee or by anyone else. Page | 29 3-5. Emergency Closings The City will make every attempt to be open for business to serve the residents, businesses, and visitors of South Burlington. In some situations, the City Manager or their designee may officially close its operation in whole or in part in response to unusual conditions such as inclement weather or other emergency situations in which there may be concerns about employee safety. Time absent from work due to emergency closing is not counted as hours worked when computing weekly overtime. If the office is officially closed during the course of the day to permit employees to leave early, non-exempt employees who are working on-site as of the time of the closing will be paid for a full day. Non-exempt employees who are scheduled to work but have not yet arrived as of the time of closing will be paid for their full shift. If employees leave earlier than the official closing time, they will be paid only for actual hours worked, or they can take Vacation time. Exempt employees will be paid for a normal full day but are expected to complete their work at another time. 3-6. Cell Phone Safety and Driving Safe driving is the first priority when operating a vehicle while driving on City business. Employees’ first responsibility is to pay attention to their driving. They should never allow a cell phone or other mobile device to distract them from concentrating on driving. Under no circumstances should employees feel that they need to place themselves or others at risk while driving to fulfill business needs. Employees should follow these procedures to avoid distracted driving: 1. Follow all applicable state and local laws that address the use of cell phones and other mobile devices while driving. 2. Avoid using cell phones while driving, especially as a hand-held device. Find a safe place to pull over to make or receive phone calls, send or receive text messages, or manipulate navigation apps. 3. Program their destination into navigation apps or GPS devices before they start driving. 4. Do not read or respond to text messages or e-mail or browse social media or the Internet while driving. 5. Be aware of distractions from in-car “infotainment” systems. Just because they are built into the vehicle does not mean they do not create a hazardous distraction. Employees who fail to follow safety guidelines are subject to discipline. Page | 30 Section 4 - Workplace Guidelines 4-1. Code of Conduct We all deserve a work environment where we are treated with dignity and respect. The success of our organization is dependent on the trust and confidence we earn from our co-workers, residents, and visitors. The City gains credibility by adhering to our commitments, displaying honesty and integrity, and reaching our goals through honorable conduct. It is easy to say what we must do, but the proof is in our actions. We promote the freedom of expression and open communication while supporting a respectful and collaborative work environment. Nothing in this policy is intended to, nor should be construed to limit or interfere with the employee rights as set forth under all applicable provisions of the Vermont Municipal Labor Relations Act rights to organize and engage in protected, concerted activities regarding the terms and conditions of employment. City employees are expected to support a positive workplace environment by adhering to the following code of conduct standards. Employees are expected to: 1. Comply with laws, rules and regulations and represent the City accordingly. Employees should have an understanding of the City policies, laws, rules and regulations that apply to their specific roles. If unsure of whether a contemplated action is permitted by law or City policy, an employee should seek the advice from a resource expert. All employees are responsible for preventing violations of law and for speaking up regarding possible violations. 2. Be ethical and responsible when dealing with City property, equipment, finances, partnerships and public image. 3. Treat supervisors, co-workers, customers and others in a professional manner demonstrating high levels of integrity and respect. 4. Address and report inappropriate behavior and comments that are discriminatory, harassing, abusive, or offensive to their supervisor, Department Head or Human Resources. 5. Foster teamwork and employee participation, encouraging the representation of different employee perspectives, experiences and background. 6. Avoid slang or idioms that might be found offensive, harassing, or do not translate across cultures. 7. Confront the decisions or behaviors of others that are based on conscious or unconscious biases. 8. Follow supervisor's directions and instructions and complete their duties with skill and in a timely manner. Direct insubordination may be a reason for disciplinary action. Page | 31 9. Be open-minded and listen when given constructive feedback regarding others' perception of your conduct. Supervisors and managers have the added responsibility of demonstrating, through their actions, the importance of this Code. They are responsible for promptly addressing ethical questions or concerns raised by employees and for taking the appropriate steps to deal with such issues. This policy is not intended to preclude or dissuade employees from engaging in legally protected activities/activities protected by local, state or federal law, including National Labor Relations Act such as discussing wages, benefits, or terms and conditions of employment, forming, joining, or supporting labor unions, bargaining collectively through representatives of their choosing, raising complaints about working conditions for their own and their fellow employees’ mutual aid or protection, or engaging in legally required activities. 4-2. Attendance Employees are hired to perform important functions at the City of South Burlington. As with any group effort, operating effectively takes cooperation and commitment from everyone. Therefore, attendance and punctuality are very important. Unnecessary absences and lateness do not result in the best service to residents, are expensive, disruptive and place an unfair burden on fellow employees and Supervisors/Managers. We expect excellent attendance from all employees. Excessive absenteeism, tardiness, or failure to report for duty without proper notification will result in disciplinary action up to and including termination. We do recognize, however, there are times when absences and tardiness cannot be avoided. In such cases, employees are expected to notify their Supervisor/Manager within one (1) hour from the start of their shift. An employee may report their absence via phone, email or text message. In reporting an absence, an employee must leave their full name, estimated date of return and a telephone number where they may be reached. If an employee will be out more than three (3) days, they should contact Human Resources to request a leave of absence. For more information on the City’s leave of absence policy, please consult the Leave section of this handbook. If an employee is unable to contact their Supervisor/Manager to report a tardiness or absence, they should ask a representative (such as a family member) to do so on their behalf. If the employee or representative is unable to contact the Supervisor/Manager due to extreme circumstances (such as medical emergency or natural disaster), the employee must contact their Supervisor/Manager as soon as practical to explain the situation. Page | 32 4-3. Job Performance Communication between employees and supervisors or managers is very important. Discussions regarding job performance are ongoing and often informal. Employees should initiate conversations with their supervisors if they feel additional ongoing feedback is needed. Generally, formal performance reviews are conducted annually. These reviews include a written performance appraisal and discussion between the employee and the supervisor about job performance and expectations for the coming year. 4-4. Annual Performance Review Performance evaluations are an opportunity for both employees and their supervisors to provide feedback on expectations and performance, and to set goals. A positive performance evaluation does not guarantee an increase in salary, promotion, or continued employment. Compensation increases and the terms and conditions of employment, including job assignments, transfers, promotions, and demotions, are determined by the City Manager. Written Performance Evaluations Written performance evaluations shall be completed for all regular employees. Evaluations should occur at the following times: • Required at the end of the original six (6) month probationary period. If a performance evaluation report is not completed and signed by the date marking the end of the original probationary period, the employee automatically becomes a regular employee. • Required annually from date of hire and forwarded to Human Resources. • Recommended at the end of six (6) months after a transfer or promotion to a new position. In addition to these formal performance evaluations, the City encourages employees and supervisors to discuss job performance on a frequent and ongoing basis. Performance evaluation forms and guidelines are available from Human Resources and can be found on the HR website/portal. Human Resources can also provide coaching to managers and supervisors on effectively providing feedback and conducting performance evaluations. 4-5. Promotions and Transfers The City encourages its employees to take advantage of professional development and advancement opportunities by considering transfer or promotion opportunities. There are two types of promotions and transfers: internal and interdepartmental. Internal is within the same department and interdepartmental is to another department. Page | 33 Any interested employee seeking a job opening, either internal or interdepartmental, must apply for the position through the normal recruitment process, i.e. submit an application, interview, etc. Employees who are promoted or transferred will receive credit in the position for previous years of City service for the purpose of benefit accrual. Employees who transfer to a new position will serve a new 6-month probationary period. The effective date of the promotion or transfer will be at the beginning of a pay week. Probationary employees are not allowed to apply for a different position within the City unless approved by the Department Head and the Human Resources Director. If a Probationary employee is authorized to transfer to a different position, they will begin a new 6-month probationary period. 4-6. Performance Management Managers and employees are empowered to work together to ensure that the requirements of each employee’s job are met. Guidelines are provided for early identification and prompt action for the successful resolution of performance problems. Where practical, the City encourages a supportive, problem-solving approach to issues of behavior, attitude and job performance. However, appropriate corrective/disciplinary action will apply where necessary to assure a high level of performance is maintained. The City may employ various methods of performance management or discipline, as deemed necessary in response to each particular situation. This may include, but is not limited to, various steps in a disciplinary progression. The existence of these steps does not mean that every step must be followed in every situation. The City reserves the right to exercise whatever action it deems appropriate in a circumstance and may be implemented by the Department Head or City Manager as identified below. The City reserves the right to terminate an employee without following the steps of this process in situations where the City deems such action appropriate. Disciplinary action of a written warning or above (written warning, suspension, demotion or termination) must include approval of the Human Resources Director. Disciplinary action of termination must include approval from both the Human Resources Director and the City Manager. Managing performance may include, but is not limited to, the following techniques: Coaching – An action designed to teach an employee critical skills using internal resources. Training – An action that requires an employee to attend a training class, conference, or other event in order to attain a skill using outside entities. Page | 34 Performance Improvement Plan – Management may develop a written Performance Improvement Plan, which will outline expectations and the consequences for the employee of their continued failure to meet performance or conduct expectations. Management and employees will meet regularly to discuss performance and provide feedback on how the employee is performing. Immediate and continued improvement is expected. Corrective Action – Some action which is designed to correct employee behavior, including but not limited to verbal warnings, written warnings, suspension (paid or unpaid), or demotion. Types of corrective action include but are not limited to: 1. Counseling and Verbal Warning. Counseling and verbal warnings are an opportunity for the immediate supervisor to bring attention to the existing performance, conduct or attendance issues. The supervisor will discuss with the employee the nature of the problem or the violation of City policies and procedures. The supervisor is expected to clearly describe expectations and steps the employee must take to improve their performance or resolve the problem. 2. Written Warning. A written warning is formal documentation of the performance, conduct or attendance issues and consequences. The immediate supervisor and Department Head will meet with the employee to review any incidents or information about the performance, conduct or attendance issues as well as any prior relevant corrective action plans. If the Department Head decides that a written warning is warranted, they will coordinate with the Human Resources Director. Together the Department Head and Human Resources Director may develop a written Performance Improvement Plan, which will outline expectations and the consequences for the employee of their continued failure to meet performance or conduct expectations. Management and employees will meet regularly to discuss performance and provide feedback on how the employee is performing. Immediate and continued improvement is expected. The Written Warning template and Performance Improvement Plan form can be found on the Human Resources portal. 3. Suspension and Final Written Warning. An employee may be suspended from work by being put on paid administrative leave or suspended without pay in full day increments consistent with federal, state and local wage and hour employment laws. Investigations will be conducted promptly, and the City reserves the right to conduct the investigation internally or involve a third party, Employees may not substitute or use accrued paid time off in lieu of an unpaid suspension. Pay may be restored to the employee if an investigation of the incident or infraction absolves the employee of wrongdoing. Page | 35 4. Demotion. An employee may be demoted to a position of a lower salary grade as a corrective action. Department Heads must consult with the Human Resources Director and the City Manager before pursuing this option. When a demotion occurs for corrective reasons, the employee’s salary will be reduced by a minimum of five percent. Written notice of the demotion and reduction in pay stating the reasons for the action must be given to the employee, with copies placed in the employee’s personnel file. 5. Recommendation for Termination of Employment. In most circumstances, a recommendation for termination of employment will be preceded by warning(s) and/or a suspension as outlined above. In some cases, however, employees may be terminated without prior notice or disciplinary action. The sequence and nature of disciplinary action will depend on the circumstances and the nature of the conduct. Termination of an employee requires approval from the Human Resources Director and the City Manager. The City may use various forms of corrective action to improve and prevent a recurrence of undesirable employee behavior and performance issues. Employees are not entitled to receive any particular form of corrective action in any particular order. The City will evaluate the facts of each situation and nature of the offense to determine the appropriate type of corrective action based on the circumstances. Some of the factors that will be considered are: whether the offense is repeated despite coaching, counseling or training; the employee’s work record; and the impact the conduct and performance issues have on the organization. Conduct that is particularly concerning, including, without limitation, illegal conduct, theft, substance abuse, intoxication, fighting and other acts of violence at work may result in immediate termination. Employees will be provided with written notice and the opportunity to be heard when involving suspension, demotion, layoff, or removal, and of the reason for such action, in accordance with 24 A. V.S.A., § 13-1701(b). 4-7. Grievance Procedures This policy sets forth the grievance procedure available to a City employee who believes there has been a misapplication or misinterpretation of this handbook. If an employee is covered by a Collective Bargaining Agreement (CBA) that sets forth a different grievance procedure, the procedure in the CBA will be followed and this policy shall not apply. Employees and supervisors are encouraged, but not required, to attempt to informally resolve any concerns prior to the employee utilizing this procedure. The following general rights and responsibilities apply to the grievance process: Page | 36 • Each employee must strictly comply with the time limits set forth herein in order for the process to continue; failure by the City to comply with specified time limits shall not constitute approval of the grievance. If the City is not able to comply with the specified time limit, it shall be deemed denied and the employee shall move to the next step. The parties can also agree to an extension in order to receive or consider additional information. • Submission of a grievance to each step of the procedure shall be by way of a written statement dated and signed by the employee. • Each employee shall be entitled to the presence of a support person of their choice at each step of the grievance procedure. Each employee has the right to secure counsel to represent them at the final step of the grievance procedure at their own expense. • The grievance procedure shall not be available to temporary or seasonal employees, or to employees on initial probationary status. • All time limits set forth below shall consist of regular City workdays. The following outlines the steps in the City’s grievance procedures: Step 1 - The employee shall present the grievance to their Department Head, with a copy to the Human Resources Director, within five (5) working days of the occurrence that gave rise to the grievance. Any grievance submitted after 11:59 p.m. on the fifth (5th) working day after the occurrence that gave rise to the grievance shall be null and void. The Department Head, together with the employee's supervisor, may meet with the employee in an attempt to resolve the grievance. Within five (5) working days of the receipt of the grievance, the Department Head shall, in writing, notify the employee of their response. Step 2 - If the grievance is not resolved in Step 1, the grievant may, within five (5) working days of the Step 1 response, submit a written request to the City Manager to review the grievance. Any request submitted after 11:59 p.m. on the fifth (5th) working day after the Step 1 response shall be null and void, and the Step 1 response shall be final. Said request should include a statement explaining the grievant's dissatisfaction with the Step 1 response. The City Manager may meet with the grievant in an effort to resolve the matter. The City Manager may discuss the situation with the grievant's supervisor and/or Department Head and include them in the grievance process if appropriate. The City Manager shall, within five (5) working days of their receipt of the Step 2 grievance, provide the grievant with a written response, unless an alternative timeframe has been mutually agreed to in writing. Step 3 - If the grievance has not been settled in Step 2, the grievant may, by written request submitted to the Chair of the City Council and City Attorney within five (5) working days of the Step 2 response, request a hearing before the City Council. Any request submitted after 11:59 p.m. on the fifth (5th) working day after the Step 2 response shall be null and void, and the Step 2 Page | 37 response shall be final. The grievant may request either a public hearing or an executive session of the Council. The Council will hold the hearing not less than 10 workdays or more than 20 work days after the grievant’s request. The grievant shall be entitled to representation by counsel at their expense and may present written or oral argument. The Council shall provide a written decision within thirty (30) workdays of the hearing. The decision of the City Council is final and not subject to appeal. At any step in the grievance process, the Department Head, City Manager, or Council may invite witnesses or hold meetings to determine the facts of the case or to hear from different perspectives on an issue. 4-8. Recruitment and Talent Acquisition The City of South Burlington is committed to employing the best qualified candidates while engaging in recruitment, selection and talent acquisition practices that comply with all applicable employment laws. It is the policy of the City to provide equal employment opportunities to all applicants and employees. All postings and general recruiting procedures shall follow the guidelines outlined in the Governing Principles of Employment. Human Resources will work with Departments and hiring managers to recruit and fill vacant positions. Vacancies/Recruitment Guidelines The City of South Burlington utilizes an on-line applicant tracking system and talent acquisition system. All job vacancies (excluding appointed and department head position selected positions) must be processed and filled through this system. A step-by-step overview of the recruitment and selection process can be found on the HR portal: https://southburlingtonvt.gov/human_resources_for_employees/ 1. Before recruitment begins for a vacant position it is important to ensure the job description accurately reflects the current job duties and essential job functions of the position. Departments should review and update the job description as needed prior to beginning the recruitment process. Job descriptions should be approved by the City Manager and Human Resources. 2. All vacancies of a regular position shall be posted on the South Burlington Job Opportunities website for at least seven (7) days. Hiring Managers will coordinate other advertising locations with Human Resources. 3. Department Heads may request the extent to which a job posting is recruited for. With Human Resources approval, job postings may be open to: a. Internal Department Only b. Internal City of South Burlington Employees Only Page | 38 c. External 4. If a current City employee is interested in applying for a vacant position, they must apply for the position during the posting period in order to be considered. 5. A current employe who applies for and is hired into a new City position will serve another probationary period. 6. City employees who are currently under disciplinary action are not eligible to apply for a different position without authorization from the Department Head. 7. A vacancy being filled by a current City employee as a result of a department reorganization, or in lieu of a layoff, are not subject to these guidelines. Interview Process When a job posting closes and applications have been received, it will be the responsibility of Human Resources to do the initial screening of application materials and forward applications to Departments for interviews. Human Resources will conduct employee training on appropriate interview techniques and strategies. The interview process should remain as consistent, fair and unbiased as possible and include the following: 1. Screening Interview – This initial screening interview may be a telephone call, on-line video call or in person. Departments may choose to have Human Resources conduct the screening interview, or they may choose to bypass the screening interview and move straight to an in-person first interview. The intention of a screening interview is to identify candidates who have the knowledge, skills and abilities to do the job well. 2. In-Person Interview – A Department Head should designate an interview team to conduct in-person interviews. This team should be diverse in as many ways possible, for example, by gender, employee rank, supervisors, co-workers, colleagues from other departments, a member from HR, etc. Pre-scripted interview questions should be established and approved by Human Resources. Each candidate should experience a similar interview and consistency between candidates is important. Each interview team member will need to turn in all of their interview notes to Human Resources at the end of the search. Human Resources will retain the official search file and will ensure record retention procedures are followed. The Department Head may determine that a second in-person interview may be warranted. 3. Reference Checks – Once the top candidates for the position are identified, reference checks should be conducted. Top candidates should be informed by the Department Head that reference checks are going to be conducted. Applicants will be asked to provide 3 professional references. Departments or Human Resources should conduct reference checks to inquire about the knowledge, skills and abilities of the applicant and if the reference would recommend hiring the applicant. Page | 39 4. Offer Letters – The Department Head shall recommend an applicant to be hired to HR and the City Manager. Human Resources will collaborate with the City Manager and the Department Head on the details of the offer and hire. The City Manager or their designee are the only individuals authorized to sign the offer letter. Once the hire is authorized by the City Manager or their designee and the details are finalized, Human Resources will reach out to the applicant, make the offer and forward them the offer letter. An applicant must sign the offer letter to officially accept the position. New Employee Onboarding Hiring the best candidates is just the beginning of building an amazing workforce. Onboarding new employees is a comprehensive process and is much more than new hire paperwork and acquiring an email address. Human Resources will coordinate onboarding with Departments. 4-9. Outside Employment Employees generally are permitted to work a second job as long as it does not interfere with their job performance or create a conflict of interest with the City. 4-10. Internships The City periodically employs interns. The purpose of an internship should be to provide training, education and hands-on work experience to a current student. If the internship is to provide academic credit the Department must coordinate with the Educational institution to ensure the experience will meet their requirements. It is recommended that an internship be paid, however, it may be unpaid with the approval of the Human Resources Director. Guidelines 1. If the student is currently enrolled in classes, they cannot work full-time and it is recommended they work no more than 18 hours per week for a total period not to exceed 20 weeks. 2. If the student is not currently enrolled in classes, they may work full-time for a total period not to exceed 12 weeks. 3. Interns are not eligible for benefits including but not limited to insurance benefits, paid leave or holiday pay. 4. Interns are allowed a City email address to conduct City business. 5. Interns must have a valid driver’s license in order to drive a City vehicle. Process Page | 40 Department Heads who plan to add interns for specific assignments must submit a complete job description to Human Resources. The following must be included a) hours of work, b) duration of the expected work, and c) proposed rate of pay for the intern worker and associated available budgeted funds. 1. Once approved by Human Resources and the Finance Department the Department will submit the paperwork to Human Resources for intern offer letter and onboarding. 2. The process to hire an intern is the same as hiring a part-time or temporary employee (they must pass a criminal history/background check, complete new hire paperwork, etc.) 4-10. Dress Code and Grooming Each City employee contributes to the City’s culture and reputation in the way that they represent themselves. A professional appearance is essential to a favorable impression with co- workers and the public we serve. Except in cases where a uniform or protective personal equipment is required, or appropriate to the job function, the Dress Code is business casual, which allows employees to work comfortably in the workplace and maintain a professional image. Employees are expected to demonstrate good judgment when choosing work attire. Appropriate workplace dress does not include clothing that is dirty, too tight or revealing or clothing with rips, tears, or frays. Although it is impossible and undesirable to establish an absolute dress and appearance code, the City will apply a reasonable and professional workplace standard to individuals on a case-by-case basis, Management may make exceptions for special occasions or in the case of inclement weather, at which time employees will be notified in advance. An employee who is unsure of what is appropriate should check with their manager or supervisor. On Fridays, the dress code is more casual, and employees may wear jeans unless the events of the day require business casual. Employees are expected to dress in clothing that is neat and clean. Managers may exercise reasonable discretion to determine appropriateness in employee dress and appearance. Employees who do not meet dress code standards may be sent home to change, and nonexempt employees will not be paid for that time. Reasonable accommodations will be made where required. Managers are expected to dress Business Casual when meeting with City Council and members of the community. Basic Guidelines Page | 41 Business casual dress is defined as follows: Casual shirts: All shirts with collars, business casual crewneck or V-neck shirts, blouses, and golf and polo shirts. Examples of inappropriate shirts include T-shirts, shirts with inappropriate slogans or graphics, tank tops, muscle shirts, camouflage and crop tops. Pants: Casual slacks and trousers without holes, frays, or tears. Examples of inappropriate pants include shorts, camouflage, and pants worn below the waist or hip line. Footwear: Casual slip-on or tie shoes, dress sandals, and clean athletic shoes. Examples of inappropriate footwear include flip-flops and construction or hunting boots. Hygiene Every employee is expected to practice daily hygiene and good grooming habits. Jewelry Where job duties present any type of safety risk, jewelry may be prohibited or limited. Exceptions Employees seeking an exception from any of the above standards should speak with their Department Head and/or Human Resources Director. 4-11. Travel Reimbursement Professional development and training are important tools for remaining current in our respective fields and for generating new ideas and best practices for our organization. Attendance at national, regional, state and local conferences when feasible and within budget restraints are encouraged. Additionally, travel may be required as part of employee’s job duties. Attendance Department Head attendance and expense reimbursements must be approved by the City Manager. Department Heads may approve conference attendance and expense reimbursements for their staff. Attendance at overnight conferences must be approved by the City Manager. There are no pre-established limits other than employee time and available funding. Attendance at multiple national or out of state regional conferences in a year will be reviewed closely for specific benefits and purposes for the City. Single day in-state training sessions or small conferences such as those offered by the Vermont League of Cities and Towns and other similar entities do not require prior approval of the City Page | 42 Manager and may include volunteers on boards, commissions or committees at the discretion of the Department Head and subject to available funds. Expenses Expense reimbursement requests must be submitted within thirty (30) days after initial payment. Unless otherwise articulated through collective bargaining agreements, the City will pay for the following: 1. Conference Registration Fee – The registration fee is the cost of attending the conference for the City employee. Registration fees for non-city employees will not be covered unless specific permission is given by the City Manager. 2. Conference Events – Many conferences have connected events such as an evening reception, facility tours, etc., which require a special fee. Interaction with peers and colleagues is a key benefit of conferences and therefore such events will be covered. This does not include pre or post conference events or day long excursion “site seeing” type events. Special approval may be granted by the City Manager. 3. Lodging – The City will pay the direct cost of lodging for those nights that the conference is in session. Lodging will be at a conference sponsored hotel unless otherwise approved by the City Manager. Depending on the location, this may include the night before the conference begins so that attendance in the morning is possible. Additional nights for personal visiting will not be paid for by the City. If the schedule is in question, approval may be granted by the City Manager. 4. Meals – Direct meal costs will be reimbursed up to the IRS Per Diem Meal allowance for the specific city/state the conference is held. For reimbursement, the employee must provide a receipt that details the actual food and drinks to be reimbursed. Alcohol will not be reimbursed, and credit card receipts that only include the amounts spent and not the specific details of the meals will not be accepted. If meals are included in the registration fee, they will not be reimbursed separately. Tips should be reasonable and if more than 20% may be denied and ultimately the responsibility of the employee. 5. Travel - Direct travel expenses include use of a municipal vehicle if one is available to the employee, direct mileage reimbursement at the IRS mileage rate for use of a personal vehicle including travel to and from airports or rail stations, airplane tickets to the conference destination, airline baggage fees for up to one bag, rail tickets to the conference destination, taxi cab or shuttle fare (including tip) to and from airport or train station and hotel, direct parking expenses for vehicles either at the conference site or at the local airport while away. All direct travel expenses must be documented with receipts and/or mileage voucher. Alternate travel arrangements to cities other than the conference Page | 43 destination must be approved in advance by the City Manager. Direct travel expenses cover city employees only unless approved in advance by the City Manager. 6. Special Circumstances - On occasion, a non-city entity may pay for conference attendance by a City employee. Employees attending such conferences in their capacity as City officials will comply with the City’s ethics policy to be certain that the outside sponsorship does not create a conflict of interest or appearance of conflict of interest. If employees attend conferences in their capacity as City officials and receive compensation or stipend for their appearances, they will forward said compensation to the city who will be paying the employee during that time. If the employee is attending as a private citizen, contractor, consultant, etc. they will use approved leave time during the conference. In the event that there is some blending of the city official and private roles at a particular conference, all arrangements and expenses shall be specifically approved by the City Manager in advance. 7. It is understood that departments will establish their own applicable travel-pay policies in consultation with Human Resources. 4-12. Social Media Acceptable Use The City respects the right of any employee to maintain a personal web page or to participate in social networking such as Facebook, Instagram, Twitter/X, or similar site (hereafter “online public social communication”). To protect City interests, hold the trust of the community, and ensure employees focus on their job duties, employees must adhere to the following guidelines: • Employees may not post to or participate in online public social communication during work time or at any time using City equipment. • All rules regarding confidential and proprietary business information apply in full to all online public social communication. Any information that cannot be disclosed through a conversation, a note, or an e-mail also cannot be disclosed on a blog, web page or social networking site. • Any post to an online public social communication that expresses either a political opinion or an opinion regarding the City’s actions must explicitly state that the opinion expressed is the employee’s personal opinion and not the City’s position. • Any conduct that is impermissible under the law if expressed in any other form or forum is impermissible if expressed through online public social communication. For example, posted material that is discriminatory, obscene, defamatory, libelous, or violent is strictly forbidden. City policies apply equally to employee social media usage. When using social media pages controlled by the City, or in the course of conducting City business, the following guidelines must be followed: Page | 44 • All online public social communication about City business shall be conducted through official City channels and with the guidance of the Communications & Outreach Coordinator • Employees using online public social communication as a function of their job must have prior approval from their Department Head and the IT Director. • Employees engaging in online public social communication in an official capacity outside of official City channels must disclose their job title or function. • Be honest and accurate, and if you make a mistake, correct it quickly. • Posting offensive, obscene, threatening, or abusive content on City social media sites is strictly prohibited. To maintain the civility and integrity of online public social communication controlled by the City: • After following public records laws, the City may remove any user comments it deems inappropriate, abusive, vulgar, offensive, threatening, or harassing. • The City will not engage in discourse via public comments or posts. • The City may, in its discretion, reply privately to individual user questions asked via online public social communication. Such replies should still be considered public. • The City will remove posts or comments used for political and commercial purposes or for soliciting funds. Gratuitous links to sites are viewed as spam and will result in removal of the comment. The City encourages all employees to be mindful of the speed and manner in which information posted to an online public social communication site is received and potentially misunderstood by readers, and to use their best judgment when interacting online. Employees with any questions should review the guidelines above and/or consult with their Department Head. Failure to follow these guidelines may result in discipline, up to and including termination. Nothing in this policy is intended to interfere with employees’ rights under Section 7 of the National Labor Relations Act. Any violations or perceived violations of this policy will be carefully examined to avoid any potential violation of Section 7 rights. 4-13. Solicitation The purpose of this policy is to establish the City’s intent to have a work environment that is free from solicitation efforts that do not relate the City Business or interest. While the City actively encourages employees’ participation in community activities and organizations outside of work, the time spent at work is more productive and pleasant when not interrupted by solicitations and distribution of materials by employees. The City reserves the right to support City sponsored events. Page | 45 Employees should be able to work in an environment that is free from unnecessary annoyances and interference with their work. In order to protect our employees and visitors, solicitation by employees is strictly prohibited while either the employee being solicited or the employee doing the soliciting is on “working time.” “Working time” is defined as time during which an employee is not at a meal, on break, or on the premises immediately before or after a shift. Employees are also prohibited from distributing written materials, handbills, or any other type of literature on working time and, at all times, in “working areas,” which include all office areas. “Working areas” do not include break rooms, parking lots, or common areas shared by employees during nonworking time. Nonemployees may not trespass or solicit or distribute materials anywhere on City property at any time. Nothing in this policy is meant to, nor should it be interpreted to, in any way limit employees’ rights under any applicable federal, state, or local laws, including rights under the VMLRA or NLRA to engage in protected concerted activities with other employees to improve or discuss terms and conditions of employment, such as wages, working conditions, and benefits. Employees have the right to engage in or refrain from such activities. 4-14. Computers, Internet, E-Mail, and Other Resources City-provided portable communication devices (PCDs), including smart phones, cell phones, and radios, should be used primarily for City purposes. Employees have no reasonable expectation of privacy regarding the use of such devices, and all use is subject to monitoring, to the maximum extent permitted by applicable law. This includes as permitted the right to monitor personal communications as necessary. Employees eligible to receive a PCD paid for by the City include the City Manager, Deputy City Manager, Department Heads, Deputy Department Heads, IT Department Staff, Public Safety professionals with the approval of the relevant Chief, and any other staff person as recommended by the Department Head and approved by the City Manager. Eligible employees who prefer to use their personal cell phone for business purposes may elect to receive a cell phone stipend in lieu of a cell phone. The amount of the cell phone stipend will be set by the Director of Finance, and all employees receiving a stipend will receive the exact same amount. The City Manager may authorize a City paid cell phone or stipend to any employee as needed. Some employees may be authorized to use their own PCD for City business purposes. These employees should work with the IT department to configure their PCD for City use. Communications sent via a personal PCD also may be subject to monitoring if sent through the City’s networks and the PCD must be provided for inspection and review upon request. Page | 46 All conversations, text messages and e-mails composed or sent by employees must be professional. When sending a text message or using a PCD for business purposes, whether it is a City-provided or personal device, employees must comply with applicable City guidelines, including policies on sexual harassment, discrimination, conduct, confidentiality, equipment use and operation of vehicles. Using a City-issued PCD to send or receive personal text messages and calls during working hours should be kept to a minimum. If an employee who uses a personal PCD for City business separates from employment, the employee will be required to submit the device to the IT department for resetting on or before their last day of work. At that time, the IT department will reset and remove all information from the device, including but not limited to, City information and personal data (such as contacts, e- mails and photographs). The IT department will make efforts to provide employees with the personal data in another form (e.g., on a disk or flash-drive) to the extent practicable; however, the employee may lose some or all personal data saved on the device. Employees may not use their personal PCD for business unless they agree to submit the device to the IT department on or before their last day of work for resetting and removal of City information. This is the only way possible to ensure that all City information is removed from the device at the time of termination. The removal of City information is crucial to ensure compliance with the City’s confidentiality and proprietary information policies and objectives. Please note that whether employees use their personal PCD or a City-issued device for business purposes, the City’s electronic communications policies, including but not limited to, proper use of communications and computer systems, remain in effect. 4-15. Use of Facilities, Equipment and Property, Including Intellectual Property The term “property” is intended as an all-inclusive term to cover all items owned, rented or leased by the City, including all office and computer equipment, telephones, machinery, vehicles or any other items. City property shall be used only for official City business or activities and may not be utilized for other purposes unless the employee obtains written approval by the appropriate Department Head or City Manager. Employees, including volunteers and interns, entrusted with the use of City property are responsible for using it in an appropriate manner. The defacement, vandalism, destruction or reckless use of City property by an employee is expressly prohibited. Violation of any provision of this policy may result in disciplinary action up to and including termination and full restitution for any costs to the City. Page | 47 Employees should notify their Supervisor if any equipment, machines, or tools appear to be damaged, defective, or in need of repair. Prompt reporting of loss, damages, defects, and the need for repairs could prevent deterioration of equipment and possible injury to employees or others. The Supervisor can answer any questions about an employee’s responsibility for maintenance and care of equipment used on the job. Employees are also prohibited from any unauthorized use of the City’s intellectual property, such as audio, or video. Improper, careless, negligent, destructive, or unsafe use or operation of equipment can result in discipline, up to and including discharge. Further, the City is not responsible for any damage to employees’ personal belongings unless the employee’s Supervisor/Manager provided advance approval for the employee to bring the personal property to work. 4-16. Publicity/Statements Made to the Media Any official external communication must be done in accordance with the City’s Communications Policy and reviewed and approved by the department head or designated employees. Media inquiries received by any City employee which are not public-safety-related should be referred immediately to the designated departmental communication officer. Department communication officers may respond directly to inquiries, but the City Manager and Communications & Outreach Coordinator must be notified. Public safety, crime, and prevention media notices, media outreach, and advisories are coordinated and disseminated by the Police Chief, Fire Chief, or their designees. The Police Chief, Fire Chief, or their designees may respond directly to inquiries. The City Manager and Communications & Outreach Coordinator shall be notified as appropriate. Press releases may be composed by the Communications & Outreach Coordinator, members of the Leadership Team, and the communications officer of the Police and Fire Departments (approved by Fire or Police Chief). All routine press releases must be submitted to the Communications & Outreach Coordinator for review, approval, and distribution. Emergency or time-sensitive public safety, crime, and prevention press releases are coordinated and disseminated by the Police Chief, Fire Chief, or their designees. The Police Chief, Fire Chief, or their designees shall blind copy the City Manager, Deputy City Manager, Communications & Outreach Coordinator, and City Council members on all press releases. Page | 48 Section 5 - Time Off and Leaves of Absence 5-1. Holidays Full-time employees will be paid for the following 12 holidays (contract employees follow the holiday schedule outlined in the CBA contract): 1. New Year’s Day 2. Martin Luther King Jr. Day 3. Presidents’ Day 4. Memorial Day 5. Independence Day 6. Bennington Battle Day 7. Labor Day 8. Indigenous Peoples Day 9. Veterans Day 10. Thanksgiving Day 11. Day after Thanksgiving 12. Christmas Day When holidays fall or are celebrated on a regular work day, non-exempt hourly employees will receive one (1) day's pay at their regular straight-time rate. Non-exempt hourly employees who are called into work on a holiday will receive one (1) day's pay at their regular straight-time rate, and an additional payment of time and a half for the actual time they work that day. When holidays fall on the weekend, the holiday will be observed on the prior Friday or following Monday (to be determined annually at time of holiday). If a holiday falls within an eligible employee's approved vacation period, the eligible employee will be paid for the holiday (at the regular straight-time rate) and will not need to utilize vacation leave for the holiday. If a holiday falls within a jury duty or bereavement leave, the eligible employee will be paid for the holiday (at the regular straight-time rate) and will not need to utilize paid leave for the holiday. Department Heads may approve that an employee work on a scheduled holiday and take the actual time worked off on another day. Department Heads can authorize an employee to work up to 4 schedule holidays and take that time off on different days. The banked holiday must be earned before it can be used. Page | 49 For example, if an employee does not celebrate Christmas, and would rather have off another day a Department Head may authorize the employee to work on Christmas Day and take off another day after Christmas. 5-2. Vacation The City recognizes the importance of time off from work to rest and rejuvenate, spend time with family and enjoy leisure activities. The City provides paid Vacation time to full-time employees for this purpose, and employees are encouraged to take vacation during the year. The time that is not covered by the Vacation policy, and for which separate guidelines and policies exist, include paid holidays, paid sick time, paid bereavement, paid military leave and required jury duty. Vacation Eligibility: Full-time employees (including probationary employees) are eligible for Vacation and begin accruing Vacation upon hire. Temporary, Seasonal, and Part-Time employees are not eligible for Vacation. Eligible employees will accrue Vacation per month based on their length of service with the City as defined below. Vacation Time will be credited as earned on the 1st of every month according to the following schedule: Vacation Accrual Schedule Service Period Vacation Accrual Year 1, 2 and 3 8.33 hours per month (12.5 days per year) Year 4 thru completion of 9 11.67 hours per month (17.5 days per year) Year 10 thru completion of 15 15 hours per month (22.5 days per year) Year 16+ 18.33 hours per month (27.5 days per year) Upon hiring, HR and the City Manager may place a non-union employee at a higher vacation accrual rate based on experience. Department Heads accrue vacation at 15 hours per month. At the start of their sixth year of employment with the City, their accrual increases to 18.33 hours per month. Vacation Guidelines: • New Employees will accrue Vacation on the first pay period of the following month after their start date. For example, an employee hired on February 15th will receive their Vacation leave accrual on the first pay period in March. • Employees may not take Vacation until they have earned or accrued it. Page | 50 • A non-probationary employee may be forwarded up to 40 hours of Vacation with the approval of the City Manager. • Vacation usage must be pre-approved by the employee’s supervisor or Department Head. Generally, employees should submit vacation plans to their supervisor at least four weeks in advance of the requested vacation date. Managers reserve the right to deny vacation requests in order to maintain operations. • Vacation should be used in the year it is earned. • Effective July 1, 2024, the maximum amount of accrued Vacation will be 400 hours. After an employee reaches 400 hours of Vacation they will no longer accrue until their balance is below 400 hours. • Vacation taken will be subtracted from the employees accrued Vacation bank in half hour increments. • Conflicts in employee Vacation leave scheduling will be resolved by the Department Head by way of seniority and the date the employee requests the Vacation leave. • Vacation Buyout - An employee may elect to turn in forty (40) hours Vacation leave with the approval of the City Manager. Request for payout must be submitted by December 15th for payout in the last pay period of December. 5-3. Sick Leave In accordance with the Vermont Earned Sick Time Act, the City provides all eligible employees with paid sick leave. An employee may use accrued earned sick leave for the following reasons: • The employee’s own illness or injury. • The employee’s own professional diagnostic, preventive, routine or therapeutic health care and medical procedures. • To care for an employee’s parent, grandparent, spouse/partner, child, sibling, parent-in- law, grandchild, or foster child, who is suffering from a physical or mental illness, injury, or medical condition that requires home care, professional medical diagnosis or care, or preventative medical care. • To care for the employee’s sick or injured parent, grandparent, spouse, child, brother, sister, parent-in-law, grandchild, or foster child, including helping that individual obtain diagnostic, preventative, routine, or therapeutic health treatment, or accompanying the employee’s parent, grandparent, spouse, or parent-in-law to an appointment related to their long-term care. Routine healthcare treatment includes travel to and from an appointment, a pharmacy, or other location related to the purpose for which the time was taken. Page | 51 • Arranging for social or legal services or obtaining medical care or counseling for the employee or for the employee’s parent, grandparent, spouse/partner, child, sibling, parent-in-law, grandchild, or foster child, who is a victim of domestic violence, sexual assault, or stalking or who is relocating as the result of domestic violence, sexual assault, or stalking. Sick Leave Eligibility & Accrual: • Full-time employees earn twelve (12) hours per month of sick leave. Sick leave is credited the 1st pay period in each month. Per the Vermont Sick Leave Law, part-time employees who work a minimum of eighteen (18) hours per week and work more than 20 weeks will earn one (1) hour of sick leave per fifty-two (52) hours worked. Employees who do not work more than 20 weeks will not earn sick leave. For example, a seasonal employee may only work during the summer (12 weeks) and is therefore not eligible to earn sick leave. • New Employees will accrue sick leave on the first pay period of the following month after their start date. For example, an employee hired on February 15th will receive their sick leave accrual on the first pay period in March. Sick Leave Provisions: • Effective July 1, 2024, any employee whose unused sick leave balance is less than 600 hours will be capped and will not accrue more than 600 hours of sick leave. . • An employee planning to use earned sick time should make reasonable efforts to avoid scheduling routine or preventive health care during regular work hours, or to notify the employer as soon as practicable of the intent to take earned sick time and the expected duration of the employee’s absence. • If an employee is planning to use earned sick time in advance, for example, for a medical appointment or procedure, the employee should acquire pre-approval of the absence by their immediate supervisor or Department Head. • If an employee is sick or injured and cannot report for work, they should notify their immediate supervisor or Department Head at least one hour before their shift starts. • The notice required to be given for unforeseeable absences is what is reasonable under the circumstances, recognizing that there are certain situations such as accidents or sudden illness for which advance notice might be infeasible. • Sick leave may not be used prior to being earned. • Sick leave may be used for emergent childcare situations. • Sick leave may not be forwarded or allowed to go into a negative balance. This time will be unpaid. • Sick leave is to be used in half hour increments. Page | 52 • Sick leave is not intended to be used as a substitute for Vacation days. • Accrued but unused sick leave will carry over from one year to another. • Accrued but unused sick leave will not be paid out at the end of employment. • Accrued but unused sick leave will be paid out at 50 % at retirement. Retirement is defined by VMERS retirement guidelines. • If an employee misses three or more consecutive days because of illness, the City may require the employee to provide a physician’s written permission to return to work. Human Resources may require an employee to provide reasonable documentation that the employee’s use of sick time is for one of the reasons specified above. Human Resources may also require a "return to work" note to ensure the employee is fit for duty to perform the essential functions of the job without risk to the employee, co-workers, or the public prior to returning to work. Donation of Sick Leave The City recognizes that employees may have a family emergency or a personal crisis that causes a severe impact to them resulting in a need for additional time off in excess of their available sick time. To address these needs, all eligible employees may be allowed to donate sick leave from their unused balance to their co-workers in need in accordance with the policy outlined below. This policy is strictly voluntary. Donation and Request Guidelines Employees who would like to make a request to receive donated sick leave from their co-workers must have a situation that meets the following criteria: Personal/Family Health Related Emergency - critical or catastrophic illness or injury of the employee or an immediate family member that poses a threat to life and/or requires inpatient or hospice health care. Immediate family member is defined as spouse, child, parent, sibling or other relationship in which the employee is the legal guardian or caretaker. Other Personal Crisis- A personal crisis of a severe nature that directly impacts the employee. This may include, but not limited to; a natural disaster impacting the employee's primary residence such as a fire or severe storm; a severe medical situation where the employee is not capable of performing any work and is in need of donated leave to pay for health insurance. Donated leave program is not intended to replace an entire employee’s paycheck, but rather allow the employee to continue to maintain employment and insurance coverage. Employees who donate sick time from their unused balance must adhere to the following requirements: Page | 53 • Employees who donate sick time must have been employed with the City for a minimum of one (1) year. • Donation minimum - ten (10) hours. Donation maximum - 100 hours. • Employees who receive donated sick time may receive no more than 480 hours (12 weeks) within a rolling twelve (12) month period. • Time donated to employees shall be converted to the recipient's "straight time hourly rate". • Time donated and paid to an eligible employee shall not be used to accumulate service credits, retirement credits, or sick and annual accruals. Donated sick time shall be used for "pay purposes" only during active employment. • Employees who are currently on an approved leave of absence cannot donate sick time. • Employees who have provided notice of resignation from employment cannot donate sick time. • Employees who have a severe discipline history for absenteeism may not be eligible to receive donations of sick time. • Employees who are receiving wages from an alternative source, i.e. Disability, Workers Compensation, etc. shall not be eligible for donated sick leave. • Employees who are on FMLA leave without pay shall be eligible for donated sick leave. Should employees return to work prior to exhausting the donated sick leave, said sick leave shall be forfeited. Note: Employees who donate time must have at least eighty (80) hours available and will not be permitted to exhaust their balances due to the fact that they may experience their own personal need for time off. Employees cannot borrow against future sick time to donate. Employees receiving time must have a zero balance in sick time. PROCEDURES: 1. Employees who would like to make a request to receive donated sick leave are required to complete a Donation of Sick Leave Request Form which includes authorization to present their request to the employees of the City for the sole purpose of soliciting donations. 2. Employees who wish to donate sick leave to a co-worker in need must complete a Donation of Sick Leave Form. 3. All forms should be returned to the department of Human Resources. APPROVAL: 1. Requests for donations of sick leave must be approved by the Director of Human Resources. Page | 54 2. If the recipient employee has available sick leave in their balance, this time will be used prior to any donated sick leave. 3. Donated sick leave may only be used for time off related to the approval request. 4. Sick leave donated that is in excess of the time off needed will be forfeited. 5-4. Family and Medical Leave The City provides family and medical leave for eligible employees as required under the Federal Family and Medical Leave Act and the Vermont Parental and Family Leave Act, or other applicable state leave law (collectively referred to as FMLA below). Eligibility An employee is eligible for family and medical leave if: • The employee has been employed with the City for at least twelve (12) months (these do not have to be consecutive months); and • The employee has worked at least 1250 hours for the City (not including any unpaid leave or other unpaid time off), or for an average of thirty (30) hours per week during the 12- months immediately preceding the leave. Employees who do not meet these two criteria are not entitled to family and medical leave. Family and medical leave may be taken for any of the following purposes: • For the birth of a child (including prenatal care for the mother) and to care for the newborn child; • For the placement of a child with the employee for adoption or foster care (including court or counseling proceedings necessary for the adoption); • To care for an immediate family member with a serious health condition; • Because of a serious health condition that makes the employee unable to perform the functions of the employee’s job; • Because an eligible employee has a spouse, child or next-of-kin who is injured or recovering from an injury while on active duty; or • To allow an eligible employee who has a spouse, child or parent in the National Guard or Reserves or the Regular Armed Forces to take FMLA leave due to a qualifying exigency resulting from the covered family member’s active military duty (or call to active duty status) in support of a contingency operation who is deployed to a foreign country. An “immediate family member” means a child, foster child, stepchild or ward, which lives with the employee, parent, spouse, domestic partner, or parent of the employee’s spouse or domestic Page | 55 partner. “Next-of-kin” is defined as the closest blood relative of the injured or recovering servicemember. A “serious health condition” means an illness, injury, impairment, accident, disease, or physical or mental condition that: • Poses imminent danger of death; • Requires inpatient care in a hospital, hospice, or residential medical care facility; • Requires continuing in-home care under the direction of a physician; or • Requires continuing treatment by a health care provider involving a required absence of more than three (3) consecutive calendar days (including any subsequent treatment or period of incapacity relating to the same condition), that also involves: o Treatment two (2) or more times by a health care provider (including Physician’s Assistant), by a nurse, or by a provider of health care services (e.g., physical therapist) under the order of, or on referral by, a health care provider. Those two (2) visits must be within 30 days of each other. The 30-day rule begins with the first day of incapacity, not the first office visit; or o Treatment by a health care provider on at least one (1) occasion which results in a regimen of continuing treatment under the supervision of the health care provider. That visit must occur within seven (7) days of the first day of incapacity. For chronic conditions, the individual must receive medical treatment on at least two (2) visits to the health care provider every year. Note: Treatment requires an in- person visit with the health care provider for examination, evaluation or specific treatment; a phone call, letter, fax, email or text message is not sufficient. • A chronic or long-term condition for which treatment may be ineffective; • Absences for multiple treatments and recovery if the untreated condition likely would result in incapacity for more than three (3) days; or • Incapacity related to pregnancy or prenatal care. Amount of Leave An eligible employee is entitled to take: • Up to twelve (12) weeks of unpaid leave before or following the birth or adoption of a child; or • Up to twelve (12) weeks of unpaid leave during any twelve (12) month period for the serious health condition of the employee or an immediate family member. • Up to twenty-six (26) weeks of unpaid leave during any twelve (12) month period for military caregiver leave, as described below. Page | 56 The twelve (12) month period begins with the first day of the employee’s first family and medical leave. Leave for the birth or care of a newborn or placement for adoption or foster care of a child must conclude within twelve (12) months of the birth or placement. Military Family Leave Entitlements: Qualifying Exigency Leave - Up to twelve (12) weeks of unpaid leave for certain qualifying exigencies arising out of a covered military member’s active duty status, or notification of an impending call or order to active duty status, in support of a contingency operation that requires the covered military member be deployed to a foreign country. Covered military members include members of the Regular Armed Forces, in addition to member of the National Guard and Reserves. Employees requesting this type of leave must provide proof of the qualifying family member’s call-up or active military service before leave is granted. “Qualifying Exigencies” are short-notice deployment, military events and related activities, childcare and school activities, financial and legal arrangements, counseling, 5 days to maximum of 15 days for rest and recuperation to match the military member’s rest and recuperation orders, post-deployment activities, attending funeral services, and additional activities agreed to by the employer and the employee. Military Caregiver Leave - Up to a combined total of twenty-six (26) weeks of unpaid leave in a single 12-month period to care for a covered servicemember or veteran recovering from a serious injury or illness incurred in the line of duty on active duty. The FMLA’s definition of “serious injury or illness” includes serious injuries or illnesses that result from preexisting conditions. Eligible employees are entitled to a combined total of up to twenty-six (26) weeks of all types of FMLA during the single 12-month period. Employees requesting this type of FMLA leave must provide certification of the family member’s or next-of-kin’s injury, recovery, or need for care. Parental Care Leave - An eligible employee may take qualifying exigency leave to care for the parent of a military member, or someone who stood in loco parentis to the military member, when the parent is incapable of self-care and the need for leave arises out of the military member’s covered active duty or call to covered active-duty status. Intermittent Leave or a Reduced Work Schedule If eligible to do so, an employee may take FMLA leave in consecutive weeks, may use the leave intermittently (take a day periodically when needed over the year) or, under certain circumstances, may use the leave to reduce the work week or workday, resulting in a reduced Page | 57 work schedule. In all cases, the leave may not exceed a total of 12 work weeks (or 26 work weeks to care for an injured or ill service member over a 12-month period). If medically necessary, the City may provide employees with a reduced schedule or intermittent leave. In the case of a reduced schedule, the City and the employee should discuss the type of schedule that would meet both the employee’s and the City’s needs. The City will make the final determination regarding any reduced schedule. If an employee requests an intermittent leave, the employee may be required to transfer to an alternative position (with equivalent pay and benefits) in order to better accommodate repeated periods of absence. Notice An employee who requests to use family and medical leave must provide written notice to the City with at least thirty (30) days advance notice of the need to take leave, if the need for leave is foreseeable. If an employee fails to give appropriate notice of a foreseeable leave, the leave may be delayed until the appropriate notice time is met. If the need for leave is not foreseeable that far in advance the employee must give reasonable written notice as soon as possible – usually within one (1) or two (2) days of learning of the need for leave. If the leave is for a planned medical treatment or for intermittent leave, the employee must make a reasonable effort to schedule the leave so that it does not unduly disrupt the operations of the employee’s department. Notice must be in writing and should include the reason for the leave, the date it is expected to begin, and its estimated duration. Once the Human Resources Department receives and reviews the request, the employee will be given a written response within five (5) business days outlining the details of the leave, when/how to return to work, and notification of specific expectations and obligations related to use of FMLA, such as whether medical certification is required and the arrangements for employee payments of healthcare premiums during the leave, if applicable. ** Note: If an unforeseeable illness arises, an employee must leave a message with Human Resources and notify their supervisor as soon as possible, hopefully no later than one (1) hour after the start of their shift. An employee should personally speak with their supervisor unless the emergency situation prevents the employee from contacting their supervisor personally. If the employee is unable to contact their supervisor personally, the employee should contact Human Resources. Page | 58 ** Required Documentation of the Covered Family Member’s Active Duty or Call to Active Duty in the Armed Forces – An employee requesting this type of servicemember FMLA leave must provide proof of the qualifying family member’s call-up or active military service. This documentation may be a copy of the military orders or other official Armed Forces communication from the U.S. Department of Defense. ** Required Documentation of the Need for Servicemember FMLA Leave to Care for an Injured or Ill Servicemember or Veteran – An employee requesting this type of Servicemember FMLA leave must provide documentation of the family member’s or next-of-kin’s injury, recovery, or need for care. This documentation may be a copy of the medical information, medical certification regarding treatment, or other official Armed Forces communications pertaining to the service member’s or veteran’s injury or illness. Use of Paid and Unpaid Leave An employee may use any accrued paid time off during FMLA leave; accrued paid time off may not be used to extend the leave beyond twelve (12) weeks in any 12-month period. If an employee is eligible for short-term disability, worker’s compensation benefits or other benefit plan, they may not use short-term disability pay, long-term disability insurance, or worker’s compensation pay to extend the leave beyond twelve (12) weeks in any 12-month period, except to the extent required by law. Vermont PFLA (or other state leave law) and federal FMLA leave run concurrently. While the employee is out on leave, all employee benefits shall continue under the same condition as when the employee was working, up until the end of the twelve (12) week FMLA leave period or up to the end of the twenty-six (26) weeks of Military Caregiver Leave, unless the employee would have been laid off or terminated had they continued to work or unless other conditions allowed by law apply. Coverage may cease if an employee fails to pay their portion of the cost of any of those benefits. If an employee does not return to work at the City at the end of their leave, except because of an employee’s own serious illness, they may be required to repay the value of any compensation or benefits paid during the leave except for the period when an employee has used accrued paid time off. Certification For any leave for a serious health condition that is expected to last three (3) days or more, the City may require an employee to provide medical certification issued by a health care provider. Once the City requests medical certification, it must be provided no more than fifteen (15) calendar days after the request or the beginning of the leave, whichever is later. The medical Page | 59 certification should include the date the condition began, its probable duration, an explanation of the condition, and documentation of the need for leave from work. The City may require an employee to provide an updated medical certification, particularly if a question arises about the need for continued leave. The City may also require a “fitness for duty” certification from any employee, which certification must be provided prior to that employee’s return to work. The City may, at its expense, obtain a second opinion by a health care provider of the City’s choice. If that provider disagrees with an employee’s provider, a third opinion (by a provider jointly chosen by the employee and the City) shall be final and binding. Return to Work Except in certain limited circumstances, employees returning from family and medical leave will return to the same job or one that is equivalent in pay, benefits, and other terms and conditions. If an employee is not eligible for reinstatement, notice will be provided upon request of the leave. If an employee had already received or given notice that their employment would end or if during the leave the employee would have been laid off or terminated had they continued to work, they will not be reinstated. The City will reasonably accommodate any employee with a disability, released to return to work, in accordance with applicable laws. If an employee fails to provide appropriate notice or medical certification as required above or does not return to work at the end of family/medical leave, the leave may be denied or employment terminated. If the employee is not able to return to work at the end of the twelve (12) week family/medical leave or the twenty-six (26) weeks of Military Caregiver Leave, employment may terminate. However, if an employee is able to return to work in the future, they may apply for any suitable position for which they are qualified. No Retaliation The City will not interfere with, restrain, or deny the exercise of any rights under FMLA. Employees who request family/medical leave or complain about FMLA or PFLA violations may not be discharged or be subjected to retaliation or discrimination because of that action. Page | 60 5-5. Military Leave The City recognizes that employees may need to be absent from work to serve in the US military. The City provides military service leaves of absence to all regular full-time, part-time, and probationary employees in compliance with the Uniformed Services Employment and Reemployment Rights Act (USERRA) and 21 V.S.A. Subchapter 5 of the Vermont statutes. Procedures If an employee needs to take military service leave, the employee should provide advance notice to their supervisor or Human Resources. When possible, the employee should give at least 30 days’ notice of the request for leave. If 30 days’ notice is not possible because of military necessity or for other reasons, the employee should give as much advance notice to the City as possible. Eligible Military Service. Eligible employees may take leave under this policy for the following types of military service: • Active duty. • Active duty for training. • Initial active duty for training. • Inactive duty training. • Full-time National Guard duty. • Submitting to an examination to determine the employee’s fitness for any of these services. • Funeral honors duty performed by National Guard or Reserve members. • Duty performed by intermittent disaster response personnel for the Public Health Service and approved training to prepare for this service. • Service as an intermittent disaster response appointee of the National Disaster Medical System when employees are: o activated under federal authority; or o attending authorized training in support of a federal mission. Compensation During Leave The employee will be paid the difference between military pay and City pay provided that the City pay is higher. The calculation of Military Pay versus Net City pay and resulting reimbursement if appropriate shall be as follows: Page | 61 • Military basic pay only used. • Excludes Housing allowance, subsistence allowance, enlisted allowance, grade allowance, family separation allowance, hazard duty, hostile fire pay, and other similar allowances. • Deductions reimbursable to the City: o Health Benefits (if remaining under City plan) o City Public Safety Pension contributions o 457 Pension Plan (if applicable and options) o Union Dues (unless waived by the union) A timeframe for reimbursement will be determined between the employee and the city. Benefits During Leave During military service leave, all benefits provided under an employee benefit plan are governed by the terms and conditions of the applicable employee benefit plan documents in accordance with applicable law. For all other non-seniority benefits, an employee on military service leave will receive the same rights and benefits as employees on an unpaid leave of absence. Any absence for military training or State active duty shall not affect the employee’s right to receive normal vacation, sick leave, advancement, and other advantages of employment normally to be anticipated in the employee’s particular position. Reemployment Employees may be eligible for reemployment after their military service leave. Any employee who would like to return to work must report to work or submit an application for reemployment to the Human Resources Department, including their military discharge documentation, if available, as follows: • If their military service was for less than 31 days, they must report to work on the first regularly scheduled workday that is at least eight hours after they return home from military service. • If their military service was for 31 to 180 days, they must apply for reemployment within 14 days following completion of military service. • If their military service was for more than 180 days, they must apply for reemployment within 90 days following completion of military service. • If they suffered a service-connected injury or illness and they are hospitalized or convalescing, they have up to two years following completion of military service to return to their jobs or apply for reemployment, depending on the length of recovery time required. Page | 62 If any employees are unable to comply with this reporting schedule through no fault of their own or if they are injured or recovering from an injury and need an accommodation for specific circumstances beyond their control, they should speak with Human Resources as soon as possible to determine if they are eligible for a reasonable accommodation or additional time to apply for reemployment. Employees who do not report to work or apply for reemployment within the applicable timeframe will be subject to the City’s rules about unexcused absences. Nothing in this policy requires the City to reemploy individuals who are not eligible for reemployment rights under applicable law. Seniority Rights After Reemployment Employees who are eligible for reemployment will be reemployed with the same seniority, and all rights and benefits based on that seniority, that they would have attained if they had not taken military leave. Seniority rights include pay and benefits that accrue or are determined based on their length of service. Employees Covered Under a Collective Bargaining Agreement The employment terms set out in this policy work in conjunction with, and do not replace, amend, or supplement any terms or conditions of employment stated in any applicable collective bargaining agreement that a union has with the City. Wherever employment terms in this policy differ from the terms expressed in the applicable collective bargaining agreement with the City, employees should refer to the specific terms of the collective bargaining agreement, which control. 5-6. Bereavement Leave Employees are entitled to bereavement leave with pay for absences caused by the death of an employee's immediate family or household. This leave will be limited to three (3) days, except that an extra day may be granted by the Department Head for out-of-state travel related to the death of an immediate family member. For purposes of this benefit, immediate family is defined as an employee’s spouse, domestic partner, children, parents, grandparent, siblings, as well as the parents, grandparents and siblings of an employee’s spouse, and members of the immediate household. Department Heads have the discretion of granting from one to three days of bereavement leave for deaths of family members other than those listed above. Time off in accordance with this policy shall not be credited as time worked for the purpose of computing overtime. Page | 63 5-7. Jury Duty/Court Appearance City of South Burlington realizes that it is the obligation of all U.S. citizens to serve on a jury when summoned to do so. All employees will be allowed time off to perform such civic service as required by law. Employees are expected, however, to provide proper notice of a request to perform jury duty and verification of their service. Employees also are expected to keep management informed of the expected length of jury duty service and to report to work if excused by the court prior to the end of the day. If the required absence presents a serious conflict for management, employees may be asked to try to postpone jury duty. Time for appearance in court for personal business will be the individual employee’s responsibility. An employee may use Vacation for this type of absence. Pay for Jury Duty: • Non-exempt hourly employees on jury duty leave will be reimbursed at their customary rate of pay for work absences for jury duty or for serving as a witness under legal compulsion. Payment by the City under this provision will be reduced by the amount an employee receives from the court as compensation for jury duty or appearance as a witness. • Exempt employees will be paid their full salary for any week in which time is missed due to jury duty if work is performed for the City during such week. Payment by the City under this provision will be reduced by the amount an employee receives from the court as compensation for jury duty or appearance as a witness. 5-8. Time Off for Voting The City recognizes that voting is a right and privilege of being a citizen of the United States and encourages employees to exercise their right to vote. In almost all cases, employees will have sufficient time outside working hours to vote. If for any reason an employee thinks this will not be the case, they should contact their supervisor to discuss scheduling accommodation. Employees are entitled to take unpaid leave to attend their annual town meeting, provided that the employee notifies the City at least seven (7) days in advance. If the employee’s absence would impact the essential operation of the City, the City may deny the request. 5-9. Vermont Protections for Victims of Crime Employees are entitled to crime victim leave in accordance with this policy and under 21 V.S.A. § 472c of the Vermont Statutes. Page | 64 An employee is eligible for crime victim leave if the employee has been employed by the City for at least six months, for an average of at least 20 hours per week. An eligible employee may take unpaid leave for the purpose of attending a deposition or court proceeding related to: • A criminal proceeding, when the employee is an alleged victim and the employee has a right or obligation to appear at the proceeding; • A relief from abuse hearing when the employee is seeking the order; • A hearing concerning an order against stalking or sexual assault when the employee is seeking the order; or • A relief from abuse, neglect, or exploitation hearing when the employee is seeking the order. During the leave, the employee may use any accrued vacation or sick time. Use of accrued paid leave does not extend the leave provided. The City will continue any applicable benefits for the duration of the leave at the level and under the conditions coverage would have been provided if the employee continued in employment continuously. The City may require that the employee contribute to the costs of benefits during the leave at the existing rate of employee contribution. Page | 65 Section 6 - Employee Benefits The City recognizes the value of benefits to employees and their families. In addition to good working conditions and competitive pay, it is the City of South Burlington's policy to provide a combination of supplemental benefits to all eligible employees. The City maintains a personnel file for each employee. Personnel files are confidential and maintained by the Human Resources Department. The City strives to maintain accurate and complete personnel records. Employees must promptly notify Human Resource of any changes to their personal information, including changes in home address, home telephone number, legal name, marital status, number of dependents, named beneficiaries, emergency contact, qualifying events regarding benefits, and tax deduction changes. A complete list of benefits and plan documents can be found on the Human Resources for Employees portal at https://www.southburlingtonvt.gov/human_resources_for_employees/benefits.php. To the extent the information provided here conflicts with the full plan document, the full plan document will control. 6-1. Medical Opt Out Employees who elect to opt out of the medical insurance will receive a stipend per month, less withholdings, provided they demonstrate they are covered by another health plan. This compensation will be paid through payroll on a bi-weekly basis. Employees who are a dependent on another City of South Burlington employees insurance plan are not eligible for a medical opt out stipend. 6-2. Medical and Dental Insurance: The City offers health insurance through a high deductible plan to eligible employees. For the current resource guide, rates, premiums and option choices see the Human Resources for Employees portal. The City offers dental insurance to full-time employees and their dependents. The City covers the full premium. Vision Insurance: The City offers Vision Insurance to all eligible employees and dependents for exams, glasses and contacts. Health Savings Accounts: Page | 66 The City offers a Health Savings Plan (HSA) contribution to all employees who participate in the City’s medical insurance program. City contribution amounts will be approved yearly by the City Manager. City HSA contributions will be made annually in January. Any employee who is hired or enrolls in an HSA after this annual deposit will have their City contribution pro-rated. Employees who opt-out of the medical insurance are not eligible for an HSA or a City contribution. Limited Purpose Flexible Spending Account (FSA): The City offers a Limited Flexible Spending Account (FSA) to all benefit eligible employees. This account is 100% employee-funded. Short-Term/Long-Term Disability: The City offers Short-Term and Long-Term Disability at no cost to the employee to all eligible full-time employees. A summary of benefits is available on the Human Resources portal or can be requested through the Human Resources department. Retirement: The City provides a retirement program to regular full-time and part-time employees who meet eligibility requirements of the plan. A full description of the plan is available on the HR Portal or through Human Resources. Retirement is defined by the South Burlington Retirement Income Plan and VMERS retirement guidelines. City of South Burlington may alter, amend, extend, or abridge the benefit provisions set forth above, if, in the City's sole discretion, such changes are deemed necessary to improve the efficient delivery of City services or to compensate for the City's current financial condition. Material changes in the benefit package must be approved by the City Council, preceded by adequate notice to City employees. If employees have any questions regarding benefits, they should contact Human Resources. Life and Accidental Death & Dismemberment Insurance: The City provides Life and Accidental Death and Dismemberment (AD&D) benefits to all eligible full-time employees at no cost to the employee. Optional Life and AD&D Insurance - employees have the option of purchasing additional Life and AD&D for themselves, spouse and dependent children at an additional cost during open enrollment annually. Page | 67 6-3. Employee Assistance Program The employee assistance program (EAP) is a resource designed to provide highly confidential and experienced help for employees in dealing with issues that affect their lives and the quality of their job performance. The City wants employees to be able to maintain a healthy balance of work and family that allows them to enjoy life. The EAP is a confidential and voluntary counseling and referral service that can help employees successfully deal with life’s challenges. Employees and all household members are eligible to utilize EAP. This program offers qualified counselors, connects employees with resources and provides information to help employees cope with personal problems in the following areas: • Family/Relationships • Workplace Conflict • Financial/Legal Problems • Alcohol and Drug Use • Childcare and Eldercare • Depression/Anxiety • Grief and Loss • Stress/Work-Life Balance The City’s EAP provider, Invest EAP, provides confidential access to professional counseling services, including problem assessment, short-term counseling and referrals to appropriate community and private services as appropriate. The City encourages employees to use this valuable service whenever they have such a need. Employees who choose to use these counseling services are assured the information disclosed in their sessions is confidential and not available to the City, and the City is not given any information on who chooses to use the services. Information given to the EAP counselor may be released to the City only if authorized by the employee in writing. No information related to an employee’s participation in the program is entered into the employee’s personnel file. For questions or additional information about this program contact Human Resources, visit the Human Resources portal or https://www.investeap.org. 6-4. Workers Compensation Workers’ Compensation is a “no-fault” system that provides compensation for medical expenses and wage losses to employees who are injured or become ill because of employment. Page | 68 On-the-job injuries are covered by our Workers' Compensation Insurance Policy, which is provided at no cost to employees. If an employee is injured on the job, it is important to seek medical attention if needed. In case of an emergency, the employee should go to the nearest hospital emergency room for treatment and then notify the City. It is important that any employee injured on the job, no matter how slightly, notify their immediate supervisor and Human Resources. Workers’ Compensation Procedures An employee injured on the job should seek immediate medical attention if needed. The supervisor will complete a First Report of Injury Form with input from the employee and send it to Human Resources. Failure to follow City reporting procedures may affect the ability of the employee to receive Workers Compensation benefits. Human Resources will file a claim with the City’s Workers Compensation program. Employees who need to miss work due to a workplace injury or illness must also request a formal leave of absence through Human Resources. See the Leave of Absence sections of this handbook for more information. Employees who observe an unsafe working condition should report such condition immediately to their supervisor or Human Resources. Page | 69 EMPLOYEE HANDBOOK ACKNOWLEDGMENT AND RECEIPT This Employee Handbook is an important document intended to clearly communicate the policies and personnel rules of the City of South Burlington. Please read the following statements and sign below to indicate your receipt and acknowledgment of this Employee handbook. • I have received and read a copy of City of South Burlington's Employee Handbook. I understand that the policies, rules and benefits described in it are subject to change through the amendment procedures set forth in the Handbook. • I understand that my signature below indicates that I have read and understand the above statements and that I have received a copy of the City's Employee Handbook. • I understand that I should direct any questions about this Handbook to my supervisor or the Human Resources Director. • I understand that this is not an employee contract between the employee and the City, and the policies herein do not constitute any promise as to how a particular situation will be handled. We do not expect this handbook to answer all questions. Managers and Human Resources also serve as sources of information. • I understand that the handbook and all other written and oral materials provided to me are intended for informational purposes only. The handbook, practices, and other communications do not create an employment contract or term. I understand that the policies and benefits, both in the handbook and those communicated to me in any other fashion, are subject to interpretation, review, removal, and change by management at any time without notice. _____________________________________ Employee’s Name in Print Signature of Employee ______________________________________ Date Signed by Employee TO BE PLACED IN EMPLOYEE’S PERSONNEL FILE Page | 70 EMPLOYEE ACKNOWLEDGMENT AND RECEPT OF HARASSMENT POLICY I have read and understand the City’s Harassment Policy. My signature below confirms my knowledge, acceptance, and agreement to comply with the policy. _____________________________________ Employee’s Name in Print _____________________________________ Signature of Employee ______________________________________ Date Signed by Employee TO BE PLACED IN EMPLOYEE’S PERSONNEL FILE For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.1©2024 SEI Dan Cappell, CAIA dcappell@seic.com 610-676-5292 OCIO partnership review Fourth Quarter 2023 January 16, 2024 City of South Burlington For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.2©2024 SEI Agenda •Executive Summary •Market & Economic Review •Portfolio Review •Appendix For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.3©2024 SEI Please refer to the important disclosures accompanying your portfolio performance in this presentation for information on performance calculations. Executive summary Equities: In 2023, Global equities delivered solid returns, with the U.S. as a clear standout. A fever pitch of excitement over artificial intelligence and high expectations for interest rate cuts in 2024 were the key drivers of market performance. Fixed Income: The global central bank interest-rate tightening cycle was seemingly brought to a close with a dovish pivot from The Fed and interest rate hike pauses from the European Central Bank and the Bank of England. Yields fell (price of fixed income increased) and financial conditions eased substantially. Alternatives: The property market continued its modest selloff through the third quarter of 2023. Income remained the positive contributor to performance once again, as rising rates and heightened economic uncertainty pushed valuations down further. Q4 Manager Changes: Hired GMO and Terminated Stone Harbor within Emerging Markets Debt. Terminated All Spring from World Equity ex-US. As of:12/31/2023 net of fees Market Value 3 Month Return FYTD Return 1 Year Return 3 Year Return 5 Year Return Since Inception Return (10/31/16) City of South Burlington $43.9M 7.98%5.18%13.22%3.68%8.47%6.03% -30 -20 -10 0 10 20 30 U.S. Large cap U.S. Small cap International equity ex U.S. Emerging-markets equity U.S. Investment-grade bonds Long duration High-yield bonds Emerging-markets debt Inflation-linked Commodities Benchmark returns (%) 2023 2022 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.4©2024 SEI SEI Point of View Economy: •The U.S. avoided a recession in 2023, managing to advance at an above-average pace through the first three quarters of the year, continuing a streak of superior performance relative to other major advanced economies. That noted, we expect more subdued growth in 2024, perhaps deteriorating into a stagnant/mildly recessionary environment along the lines of what is currently being seen in much of Europe. Interest Rates & Inflation: •We continue to believe that inflation will remain persistent, driven by services, low unemployment and wages. As a response, we believe that the degree of rate cuts will be closer to the Fed’s dot plot (three 25bps cuts) versus the projections coming from the futures market (six 25bps cuts) at this time. Markets: •The outperformance of the “Magnificent 7” tech stocks relative to the broader market in 2023 was not as pronounced in Q4 as valuations are currently rich and these stocks appear vulnerable. This is a trend we expect to continue. We prefer a more diversified posture across equity exposure, including individual stocks, sectors and geographies. For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.5©2024 SEI Market and economic review For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.6©2024 SEI Sources: Bloomberg, Russell, Standard & Poor’s. US Large Cap = Russell 1000 Index, US Small Cap = Russell 2000 Index. Value and Growth represented by Russell 1000 Value Index and Russell 1000 Growth Index, respectively. Sectors represented by respective S&P 500 sector indexes. As of 12/31/2023. Past performance is not a guarantee of future results. U.S. equity market review 9.5% 14.2%17.2% 10.9%12.4%13.0%9.7% 18.8% 14.0% 6.4%5.5% -7.0% 8.6%11.4% 42.7% 57.8%55.8% 42.3% 18.1% 12.5%12.3%12.1% 2.1%0.5% -1.4% -7.1% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70% Value Growth Technology Communications Cons. Disc. Industrials Materials Real Estate Financials Healthcare Cons. Staples Energy Utilities To t a l R e t u r n U.S. Large Cap Sectors Fourth Quarter One Year For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.7©2024 SEI Source: Bloomberg, Russell, MSCI, SEI. U.S. = Russell 3000 Total Return Index, Developed (ex-US) = MSCI World ex-U.S Net Total Return Index, Emerging = MSCI Emerging Markets Net Total Return Index, Europe = MSCI Europe Net Total Return Index, Japan = MSCI Japan Net Total Return Index, Pacific ex-Japan = MSCI Pacific Ex Japan Net Total Return Index, EMEA = MSCI Emerging Markets Europe Middle East & Africa Net Total Return Index, Latin America = MSCI EM Latin America Net Total Return Index, Asia = MSCI EM Asia Net Total Return Index. All returns in USD. As of 12/31/2023. Past performance is not a guarantee of future results. International equity market review -5% 0% 5% 10% 15% 20% Dec '22 Jan '23 Feb '23 Mar '23 Apr '23 May '23 Jun '23 Jul '23 Aug '23 Sep '23 Oct '23 Nov '23 Dec '23Cu m u l a t i v e T o t a l R e t u r n YTD International Equity Market Returns Developed (ex-U.S.) (17.9%)Emerging Markets (9.8%) 12.1%10.5%7.9%8.2%11.1%11.4%17.6% 8.4%6.7% 25.9% 17.9% 9.8% 20.3%19.9% 6.4% 32.7% 8.2%7.8% U.S.Developed(ex-U.S.)Emerging Japan Europe Pacific ex-Japan Latin America EMEA Asia Broad Regions Developed Regions Emerging Regions To t a l R e t u r n Regional Performance Fourth Quarter One Year For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.8©2024 SEI Sources: Bloomberg, JP Morgan, SEI. Option-adjusted spreads over US Treasurys US Investment Grade = Bloomberg U.S. Corporate Index, US High Yield = Bloomberg U.S. Corporate High Yield Index, and Emerging Market Debt = JP Morgan EMBI Diversified Sovereign Index. Vertical axis in U.S. Yield Curve chart shortened to enhance visibility of yield curve dynamics. As of 12/31/2023. Past performance is not a guarantee of future results. Fixed income review •Treasury yields endured another volatile quarter. After wrestling in the third quarter with the prospect of stubborn inflation and a persistently restrictive Federal Reserve (Fed), investors took exceeding comfort in lower inflation readings and a more dovish tone from Fed chairman Jay Powell towards the end of 2023. •Improved bond market sentiment led to a further compression of credit spreads. US investment grade spreads fell below their long-term average, and high yield bonds finished the quarter more than a percentage point below theirs. 2.0% 2.5% 3.0% 3.5% 4.0% 4.5% 5.0% 5.5% 6.0% 0 5 10 15 20 25 30 Yi e l d Maturity (Years) U.S. Yield Curve 12/31/2023 9/30/2023 12/31/2022 1.0% 3.2% 3.8% 1.2% 3.9% 4.3% 1.3% 4.7%4.5% 1.2% 4.3% 3.8% 0% 1% 2% 3% 4% 5% US Investment Grade US High Yield Emerging Market Debt Op t i o n -Ad j u s t e d S p r e a d Option-Adjusted Spreads 12/31/2023 9/30/2023 12/31/22 10Y Average For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.9©2024 SEI Source: Ned Davis Research, SEI. Data as of 12/31/2023 unless otherwise noted. Equities manage through presidential elections •There is a heavy global election schedule in 2024. There are presidential and/or parliamentary and congressional elections in several major countries, including Taiwan (January), Indonesia (February), Russia (March), India (April), South Africa (May), the EU (June), the U.K. (to be determined) and the U.S. (November). Some of these could be closely run affairs that may lead to important policy shifts. Of special interest, of course, are the elections in the U.K. and the U.S. 7.3 10.7 9.7 4.3 8.2 -0.3 9.1 11.5 8.9 -2 0 2 4 6 8 10 12 14 Average gain per year (19 cases) Median gain per year (19) Incumbent party wins (9) Incumbent party loses (10) Incumbent Republican wins (5) Incumbent Republican loses (5) Incumbent Republican loses, excluding 2008 (4) Incumbent Democrat wins (4) Incumbent Democrat loses (5) Percent S&P 500 Index (price-only) percent change in U.S. presidential election years since 1948 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.10©2024 SEI Source: Organisation for Economic Co-operation and Development, SEI. Data as of 12/31/2023 unless otherwise noted. Lots of gray •We believe that demographics will limit the deceleration in compensation gains over the course of the next business cycle. Participation rates for those 65 and over is less than 20%. According to Pew Research, roughly one- fifth of the U.S. population will be retired by 2030. 0 10 20 30 40 50 60 70 80 90 Nu m b e r o f i n d i v i d u a l s a g e d 6 5 + pe r 1 0 0 w o r k i n g p e r s o n s ag e d 2 0 t o 6 4 Old-age dependency ratio 2000 2022 2027 2050 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.11©2024 SEI 11 The good news •The U.S. economy remains relatively healthy in the near term, especially versus other major advanced countries. Financial conditions are more consistent with continued economic expansion, at least through the first half of 2024. •Fiscal policies are generally quite expansionary. There may be some reduction in government deficit financing as COVID and energy-relief measures disappear. But spending is on automatic pilot in the U.S., and the U.K. has engineered election-year tax cuts. •Risk assets traditionally have performed well when the Fed starts to cut interest rates, whether a recession materializes or not. According to statistics compiled by Ned Davis Research, a global provider of independent investment research, the S&P 500 Index (price only) has garnered an average gain of 15.2% over the first 12 months after the Fed begins cutting rates and a recession is avoided. The bad news •With animal spirits running high, it would not be surprising to see this bull market stumble early in 2024. Yet, there are many crosscurrents that make it difficult to forecast the path of financial assets through the year. A weaker-than-expected economy would likely undercut investors’ optimistic earnings growth assumptions. It also could lead to a more aggressive easing in U.S. central-bank monetary policy rated than we anticipate, but a big decline in interest rates already seems to be largely discounted by the markets. •Central banks might not be able to cut interest rates as much as markets are expecting and bond yields are not likely to fall much from here. That would be a problem for equities, but it also would likely be a problem for fixed-income markets. •A new source of possible volatility in the oil markets is the war between Israel and Hamas. Although the war has thus far remained fairly localized, a broader regional conflict cannot be ruled out. •These are the views and opinions of SEI which are subject to change. They should not be construed as investment advice. Economic outlook: Good news, bad news For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.12©2024 SEI Portfolio review For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.13©2024 SEI Important information: asset valuation and portfolio returns Inception date 8/31/2013. Historical Total Index can be provided upon request. The Portfolio Return and fund performance numbers are calculated using Gross Fund Performance, using a true time-weighted performance method (prior to 6/30/2012, the Modified Dietz method of calculation was used). Gross Fund Performance reflects the effective performance of the underlying mutual funds that are selected or recommended by SIMC to implement an institutional client’s investment strategy. Gross Fund Performance does not reflect the impact of fund level management fees,fund administration or shareholder servicing fees, all of which, if applicable, are used to offset the account level investment management fees the client pays to SIMC. Gross Fund Performance does reflect certain operational expenses charged by the funds and the reinvestment of dividends and other earnings. The inclusion of the fund level expenses that the client incurs but that are offset against the client’s account level investment management fees would reduce the Gross Fund Performance of the mutual funds. For additional information about how performance is calculated, please see your monthly performance report. If applicable, alternative, property and private assets performance and valuations may be reported on a monthly or quarterly lag. Alternative, property and private assets performance is calculated gross of investment management fees and net of administrative expenses and underlying fund expenses. However: Structured Credit Fund performance is calculated gross of investment management fees and net of administrative expenses; SEI Offshore Opportunity Fund II Ltd. Class A performance is calculated net of investment management and administrative expenses; and Energy Debt Fund performance is calculated net of management fees, performance fees, as applicable,and operating expenses. Net Portfolio Returns since 6/30/12 reflect the deduction of SIMC’s investment management fee and the impact that fee had on the client’s portfolio performance. Prior to 6/30/12, Net Portfolio Returns deduct a proxy annual fee for all periods to demonstrate the impact that SIMC’s investment management fee had on the portfolio performance. However, this is a hypothetical calculation, as it does not reflect the actual fees paid by the client during the period. Please see your client invoice for actual fees paid. For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.14©2024 SEI City of South Burlington Defined Benefit Plan Portfolio summary —December 31, 2023 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.15©2024 SEI Return time periods less than 12 months are cumulative, over 12 months are annualized. City of South Burlington Defined Benefit Plan Annualized investment returns —December 31, 2023 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.16©2024 SEI Return time periods less than 12 months are cumulative, over 12 months are annualized. City of South Burlington Defined Benefit Plan Annualized investment returns —December 31, 2023 For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.17©2024 SEI City of South Burlington Defined Benefit Plan Investment compliance verification —December 31, 2023 IMA Strategy Market Value Allocation Allocation U.S. Factor Allocation Fund $6,633,259 15.1%15.0% Large Cap Index Fund $5,746,068 13.1%13.0% Small Cap II Fund $1,331,422 3.0%3.0% World Equity Ex-US Fund $9,287,276 21.1%19.0% Emerging Markets Equity Fund $1,318,177 3.0%5.0% Equity $24,316,201 55.3%40.0% Core Fixed Income Fund $5,189,666 11.8%12.0% Limited Duration $4,959,126 11.3%7.0% High Yield Bond Fund $1,715,067 3.9%4.0% Emerging Markets Debt Fund $1,750,378 4.0%4.0% Fixed Income $13,614,237 31.0%27.0% Dynamic Asset Allocation Fund $2,189,050 5.0%5.0% Other $2,189,050 5.0%5.0% Core Property CIT $3,851,566 8.8%8.0% Real Estate $3,851,566 8.8%8.0% Government Fund $7 0.0%0.0% Cash & Equivalents $6 0.0%0.0% Total $43,971,061 100.0%100.0% For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.18©2024 SEI Data as of 12/31/2023. Source: APX and SEI Data Warehouse. Manager and fund allocations are subject to change. Note that SEI Investments Company has a minority ownership interest in LSV Asset Management as of the date of this report. City of South Burlington Defined Benefit Plan Institutional investment strategies Total Equity World Equity Ex-US Fund Jupiter Asset Management Ltd Acadian Asset Management LLC Pzena Lazard Asset Management LLC -International Quality Growth Lazard Asset Management LLC -All Country Ex-US 130/30 Momentum Lazard Asset Management Macquarie Investment Management Large Cap Index Fund SSGA Funds Management, Inc. Large Cap Fund Acadian Asset Management LLC LSV Asset Management Cullen Capital Management, LLC Mar Vista Investment Partners, LLC Copeland Capital Management, LLC Fred Alger Management, LLC Small Cap II Fund Leeward Investments, LLC Easterly Investment Partners LLC Los Angeles Capital Management LLC Copeland Capital Management, LLC EAM Investors, LLC ArrowMark Partners Total Fixed Income Core Fixed Income Fund Allspring Global Investments Metropolitan West Asset Management LLC Western Asset Management Company Jennison Associates LLC MetLife Investment Management, LLC Opportunistic Income Fund Manulife Investment Management (US) LLC Ares Capital Management II LLC Wellington Management Company LLP High Yield Bond Fund Brigade Capital Management, LP Benefit Street Partners LLC Ares Capital Management II LLC T. Rowe Price Associates, Inc. J.P. Morgan Investment Management Inc. SEI Investments Management Corporation Emerging Markets Debt Fund Neuberger Berman Investment Advisers LLC Ninety One Virtus Fixed Income Advisers, LLC Marathon Asset Management, L.P. Colchester Global Investors Limited Grantham,Mayo, Van Otterloo (GMO) For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.19©2024 SEI Important information: SIMC This presentation is provided by SEI Investments Management Corporation (SIMC), a registered investment adviser and wholly owned subsidiary of SEI Investments Company. The material included herein is based on the views of SIMC. Statements that are not factual in nature, including opinions, projections and estimates, assume certain economic conditions and industry developments and constitute only current opinions that are subject to change without notice. Nothing herein is intended to be a forecast of future events, or a guarantee of future results. This presentation should not be relied upon by the reader as research or investment advice (unless SIMC has otherwise separately entered into a written agreement for the provision of investment advice). There are risks involved with investing including loss of principal. There is no assurance that the objectives of any strategy or fund will be achieved or will be successful. No investment strategy, including diversification, can protect against market risk or loss. Current and future portfolio holdings are subject to risk. Past performance does not guarantee future results. For those SEI funds which employ a “manager of managers” structure, SIMC is responsible for overseeing the sub-advisers and recommending their hiring, termination, and replacement. References to specific securities, if any, are provided solely to illustrate SIMC’s investment advisory services and do not constitute an offer or recommendation to buy, sell or hold such securities. Any presentation of gross mutual fund performance of underlying mutual fund investments or gross account level performance is only intended for one-on-one presentations with clients and may not be duplicated in any form by any means or redistributed without SIMC’s prior written consent. Annual performance is calculated based on monthly return streams, geometrically linked as of the end of the specified month end. Performance results do not reflect the effect of certain account level advisory fees. The inclusion of such fees would reduce account level performance, particularly when compounded over a period of years. The following hypothetical illustration shows the compound effect fees have on investment return: For an account charged 1% with a stated annual return of 10%, the net total return before taxes would be reduced from 10% to 9%. A ten year investment of $100,000 at 10% would grow to $259,374, and at 9%, to $236,736 before taxes. For a complete description of all fees and expenses, please refer to SIMC’s Form ADV Part 2A, the investment management agreement between SIMC and each client, and quarterly client invoices. Certain economic and market information contained herein has been obtained from published sources prepared by other parties, which in certain cases have not been updated through the date hereof. While such sources are believed to be reliable, neither SEI nor its affiliates assumes any responsibility for the accuracy or completeness of such information and such information has not been independently verified by SEI. Index returns are for illustrative purposes only and do not represent actual fund performance. Index performance returns do not reflect any management fees, transaction costs, or expenses, which would reduce returns. Indexes are unmanaged and one cannot invest directly in an index. Any presentation of gross mutual fund performance of underlying mutual fund investments or gross account level performance is only intended for one-on-one presentations with clients and may not be duplicated in any form by any means or redistributed without SIMC’s prior written consent. For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.20©2024 SEI Important information: collective trust funds As identified in the presentation, certain funds are collective trust funds, not mutual funds. A collective trust fund is an investment fund that is maintained by a bank or trust company for the collective investment of qualified retirement plans and governmental plans, and that is exempt from SEC registration as an investment company under Section 3(c)(11) of the Investment Company Act of 1940. Collective trust funds eliminate many of the administrative costs associated with institutional and retail mutual funds. For more information on the collective trust funds, including fees and expenses, please read the disclosure document for the trust. There is no guarantee that the investment objective will be fulfilled. If the fund is a target date fund, the principal balance of the portfolio may be depleted prior to a portfolio’s target end-date and, therefore, distributions may end earlier than expected. This risk increases if the distribution amount chosen is a significant portion of the starting principal. The target date represents the respective date when an investor intends to retire. Principal of any target date fund is not guaranteed at any time, including the target date. The projected time periods do not take into account the payment of fees to the advisor out of the portfolio or any other additional distribution from the account. For those SEI collective trust funds that may be held in the account, the SEI collective trust fund is part of a Collective Investment Trust (the "Trust") operated by SEI Trust Company (“STC”). STC manages the Trust based on the advice of one or more third party managers, which may include SIMC. Additionally,STC serves as the trustee of the collective trust funds and maintains ultimate fiduciary authority over the management of, and the investments made, in the funds. STC is also a wholly owned subsidiary of SEI Investments Company. For existing institutional investor client use only. Not for public distribution. The information contained herein is confidential and proprietary to SEI and is not to be reproduced or made available in any form to any persons without the express prior written consent of SEI.21©2024 SEI Thank you. 1 City of South Burlington Retirement Income Plan July 1, 2023 Actuarial Valuation Review Erik Schait, FSA, EA, MAAA Actuarial Consultant 1 January 16, 2024 2 Actuarial Funding Methods Review of 2023 Recommended Plan Contribution Funded Status Assumptions Plan Assets Census Information Questions Agenda 3 Actuarial Funding Methods 4 Actuarial Funding Methods There are many different ways for valuing future liabilities. The primary difference in these methods is the method of attributing liability to the past and to the future. Two primary methods to review when discussing funding of public pension plans: •Unit Credit –This cost method does not reflect expected future pay increases. The liability today is based on the present value of benefits based on current compensation and service earned to date. This is the method used for single employer private pension plans. This method was used by the City of South Burlington prior to July 1, 2014. •Entry Age Normal -The benefit funded is based on projected compensation. In addition, liability is assigned to periods of time based on compensation. Ultimately, the annual liability for an employee is designed to be an even percentage of their compensation each year. This is the method mandated for use in GASB financials. 5 Present Value of Accrued Benefit (PVAB) –The present value of retirement benefits accrued to date. This is a unit credit (UC) funding method. Entry Age Normal (EAN) Liability –The liability used for funding to determine the recommended contributions and for financial statements under GASB. •All expected benefits are projected to assumed retirement date. •The present value of expected benefits is allocated to the past and future as a percentage of compensation. •Evenly attributes liability over the compensation of an employee. PVAB does not consider future compensation increases. However, it does represent the present value of benefits for employees, assuming they all terminated employment on 7/1/2023. EAN anticipates future compensation increases. EAN also leads to greater liability attributed to the past, but less accumulation of future liabilities. Ultimately, the liability of both will be the same for a participant, at their retirement date. Funded Status –PVAB(UC) vs. EAN 6 PVAB (UC) vs EAN UC EAN Approximate position of City Pension Plan For an Active Employee 7 Actuarial Terms: •Accrued Liability –Present value of benefits earned as of a certain date. •Normal Cost –Benefit attributed to be earned during the next year. The greater the liability assigned to the past, the lower future normal costs will be. Ultimately, the value of benefits is the same at retirement under all options. A funding valuation under the Unit Credit method would have less liability now, but an escalating annual cost in the future. PVAB (UC) vs EAN 8 The City of South Burlington started using the Entry Age Normal liabilities for calculating the annual recommended contribution effective July 1, 2014. Each recommended contribution since that date has been based on the Entry Age Normal Method. The change was made for several reasons: •The Entry Age Normal Method produces less volatile annual contributions •It helps to fund the plan now, for future liabilities. •The Entry Age Normal Method became mandatory for GASB financial reporting purposes. The liability on financial statements is required to be calculated under this method. Funding Method 9 The ultimate liability to the City under all funding methods is the same. The difference is the period of time those liabilities are assigned to. Both a Unit Credit method (Present value of accrued benefits) and the Entry Age Normal method are presented in this report. Both are valid ways of assessing the status of the plan. The Entry Age Normal liabilities are given additional weighting as the method for funding the plan over the long term. The present value of accrued benefits is a good measure of currently accrued benefits compared to assets, i.e. on a plan termination basis. Funding Method (cont.) 10 Review of 2023 Recommended Plan Contribution 11 Once liabilities are attributed to the past, they are compared to the current actuarial value (smoothed) assets, the plan’s current recommended contribution is then calculated as the sum of: 1.An amortization payment on any unfunded liability. 2.The Normal Cost for benefits being earned in the current year. 3.Interest from the valuation date to the expected payment date. The expected employee contributions are subtracted from the total recommended contribution to arrive at the recommended City contribution. Funding Policy 12 Effective July 1, 2019 no new employees will participate in the plan. •Plan will slowly become more mature. •The remaining lifetime of the plan will no longer be indefinite and has an estimated date when all participants will be retired. •Opportune time to make changes to the funding policy to address this shift in plan characteristics. •The earlier a change is addressed, the easier the changes will be to incorporate. This method would amortize all unfunded liabilities by 2039. Funding Policy 13 Payment of current normal cost plus amortization of unfunded liability Current Year Actuarial Value 16 Years 20 Years Public Safety Group:$ 939,703 $ 876,912 Non-Public Safety Group:$ 244,035 $ 236,117 Total:$1,183,738 $1,113,029 Percent of payroll:23.04% 21.67% Prior Year Actuarial Value 17 Years 20 Years Public Safety Group:$ 911,395 $ 871,578 Non-Public Safety Group:$ 264,555 $ 257,869 Total:$1,175,950 $1,129,447 Percent of payroll:21.26% 20.43% *The City also makes an annual payment of towards a loan used to fund plan. Recommended City Contribution Actuarial Value of Assets 14 EE Contributions, 278,036 Normal Cost, 465,806 Interest, 91,093 Amortization Payment, 626,839 0%10%20%30%40%50%60%70%80%90%100% Division of Recommended Contribution City Portion, $ 1,183,738 15 Funded Status 16 Funded Status –Actuarial Value Public Safety Non-Public Safety Total 33,665,035 10,349,487 44,014,522 33,596,449 10,616,156 44,212,605 99.80%102.57%100.45% 39,143,904 11,315,663 50,459,567 33,596,449 10,616,156 44,212,605 85.83%93.82%87.62% Present Value of Accrued Benefits (PVAB): Actuarial Value of Plan Assets: Funded Ratio: Entry Age Normal Liability: Actuarial Value of Plan Assets: Funded Ratio: 17 Funded Status –Market Value Public Safety Non-Public Safety Total 33,665,035 10,349,487 44,014,522 32,685,569 10,319,973 43,005,542 97.09%99.71%97.71% 39,143,904 11,315,663 50,459,567 32,685,569 10,319,973 43,005,542 83.50%91.20%85.23% Present Value of Accrued Benefits (PVAB): Market Value of Plan Assets: Funded Ratio: Entry Age Normal Liability: Market Value of Plan Assets: Funded Ratio: 18 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 1.1 1.2 1.3 EAN PVAB Historical Funded Status EAN vs PVAB, Based on Market Value of Assets (1) $8.168 Million loan with local bank used to fund the plan during fiscal year end 6/30/11. (2) Large asset experience loss during 6/30/15 to 6/30/16. Updated mortality tables. (3) Positive asset experience offset by change in discount rate between 6/30/16 and 6/30/17. (1) (2)(3) 19 Comparison of Funded Ratios City of South Burlington -85.23% as of June 30, 2023. (7.25% discount rate) Average public plan -77.00% (increase from 74%), as of June 30, 2023 by Milliman(1) VMERS –74.10% as of 6/30/2023, from 73.60% on 6/30/2022. (7.00% discount rate) VSTRS –57.48% as of 6/30/2023, from 54.81% on 6/30/2022. (7.00% discount rate) City of Burlington –80.10% as of June 30, 2021. (7.20% discount rate) City of St. Albans –54.88% as of June 30, 2022. (6.07% discount rate) (1) Data from 2023 Milliman public funding study. Based on Entry Age Normal Liabilities and Market Value 20 Assumptions 21 Assumptions Sensitivities Key Economic Assumptions Sensitivity of Liabilities to Assumption Discount Rate for Liabilities High Salary Growth Medium Inflation Low Key Demographic Assumptions Sensitivity of Liabilities to Assumption Retirement Medium Withdrawal Medium Mortality Low to Medium Disability Low Percentage Married Low Form of Payment Low 22 An in-depth analysis of assumptions are beyond the scope of this presentation. These items are periodically reviewed in depth to determine if changes should be made. Results reviewed for reasonability each year to determine if additional analysis should be accelerated. Last major change to mortality was effective July 1, 2016, in which the mortality assumption was updated to include generational mortality improvements. Mortality improvement projection is updated each year based on most recently available projection scales. Greater rates of mortality decrease liabilities. Actuarial Assumptions Review 23 Mortality assumption Public Safety -Pri-2012 Blue Collar Table projected with scale MP2021. Non -Public Safety -Pri-2012 Total Dataset projected with scale MP2021. Employee Turnover –unchanged (Scale T-3) Long-Term Rate of Return –unchanged at 7.25%. Median public rate was 7.00%(1). Assumed Retirement Age –Public Safety age 53, Non-Public Safety age 65. Plan Compensation –Public Safety unchanged at 5%; Non-Public Safety unchanged at 4%. (1) NASRA Issue Brief: Public Pension Plan Investment Return Assumptions -Updated March 2022 Actuarial Assumptions Review (cont.) 24 The Long Term Rate of Return (also the Discount Rate) was last changed effective July 1, 2017 based on input from investment providers, current market conditions, and desire of City to reflect the changing investment environment. Sensitivity of Entry Age Liability to Discount Rate EAN Liability Market Value Funded Position Current Discount Rate 50,459,567 43,005,542 7,454,025 Current Discount Rate + 1% 45,231,960 43,005,542 2,226,418 Current Discount Rate -1%56,731,768 43,005,542 13,726,226 Employee Turnover –is the rate at which employees leave employment prior to retirement age for reasons other than death or disability. Greater rates of termination will decrease liabilities. Actuarial Assumptions Review (cont.) 25 Plan Assets 26 Smoothed asset valuation method is used to mitigate large swings in contribution requirements. Both market value and smoothed value will be shown. Discretion may be used in making contributions to the plan. Smoothing Method: 1.Expected assets based on assumed rate of return, MINUS 2.Market Value of Assets 3.20% of the difference is between Market Value of assets and Expected assets (#2 -#1) 4.Adjust Expected assets by #3 5.Only recognizing 20% of gain or loss on assumed rate 6.Result must be within 80% -120% of market value Asset Valuation Method 27 Actuarial vs Market Value of Assets 15 20 25 30 35 40 45 50 2015 2016 2017 2018 2019 2020 2021 2022 2023 Mi l l i o n s Year ended 6/30 Market vs Actuarial Value Actuarial Value Market Value 28 Plan Experience: Assets Assumed rate of return: 7.25% Actual asset rate of return: 9.74% Prior year asset rate of return:-10.72% 3-Year Average:8.54% 5-Year Average:6.69% 10-Year Average:7.02% 29 Plan Year Rate of Return Assumed Rate 6/30/2023 9.74%7.25% 6/30/2022 (10.72%)7.25% 6/30/2021 26.60%7.25% 6/30/2020 2.86%7.25% 6/30/2019 4.97%7.25% 6/30/2018 7.61%7.25% 6/30/2017 12.21% 7.25% 6/30/2016 (1.06%) 7.50% 6/30/2015 1.57%7.50% 6/30/2014 16.40%7.50% 6/30/2013 13.50%7.50% 6/30/2012 1.70%7.50% 6/30/2011 20.10%7.50% Historical Rate of Return 30 Participant Census Information 31 Participant Count by Year and Status 48 45 52 55 59 62 64 68 67 75 79 82 89 93 97 22 27 39 38 44 43 45 45 51 44 46 44 47 52 54 129 128 112 105 105 110 112 116 115 104 95 92 78 68 59 - 50 100 150 200 250 6/30/09 6/30/10 6/30/11 6/30/12 6/30/13 6/30/14 6/30/15 6/30/16 6/30/17 6/30/18 6/30/19 6/30/20 6/30/21 6/30/22 6/30/23 Retirees Deferred Vested Actives 32 Participant Statistics NPS PS Average Service:17.44 14.74 Average Expected Future Service:7.62 8.70 Average Active Age:57.03 42.16 Average Retiree Age:75.66 64.19 Duration of Liabilities:9.81 12.60 Duration is a method of measuring the effects of interest rates on the plan liabilities. The smaller this number is, the less effect there will be from changing interest rates. For example, a duration of 9.81 implies that a 1% increase in interest rates would decrease the liability by 9.81%. Duration is also the weighted average of time of future benefit payments. 33 Questions? MEMORANDUM To: South Burlington City Council From: Steven Locke, Deputy City Manager; Colin McNeil, City Attorney Date: For January 16th City Council Meeting Re: Rental Registry Ordinance – First Reading Attached for your consideration is a draft Residential Rental Registry Ordinance (“Ordinance”). If the Council approves the Ordinance following this first reading, a public hearing will be scheduled and the Ordinance will be available for passage. Background and Overview This Ordinance has been before you several times prior to this first reading for review and comment. The version before you now has been drafted to incorporate your suggestions and edits. The Ordinance contains two major components: 1) A rental registry, including an inspection program, for the majority of rental units in the City; and 2) regulations relating specifically to short term rentals. Some of the Ordinance’s requirements are as follows: • Beginning on April 1, 2024, all rental units in the City will be required to register with City, pay an annual fee, and be available for inspection. • Inspections of rental units will be conducted to ensure compliance with City Fire Safety and Building Codes and other City Ordinances. • Short term rentals will only be permitted in owner-occupied units, accessory dwelling units, and primary-residence tenant-occupied units. Short term rentals in existance prior to the effective date of the Ordinance that don’t meet these requirements will be permitted to operate for four years following passage. • Violations of the Ordinance will be subject to fines and other authorized relief, including suspension or revocation of rental registration. Annual fees for registration of each rental unit will be: • For Long Term Rentals: $150.00 o Fees for new construction of greater than 10 units are waived for three years o Long Term Rentals meeting the affordibilty requirements of the City’s Land Development Regulations will pay a reduced registration fee of $25.00 • For Short Term Rentals: $150.00 • For Existing Short Term Rentals: $1,500.00 Recommendation/Motion Move to approve the Residential Rental Registry Ordinance and set a second reading and public hearing for February 20, 2024, at 7:00 p.m. in accordance with the requirements of the City Charter. 1 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 Residential Rental Registry Ordinance Adopted: ___________________, 2024 2 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 Table of Contents Page 3 Page 3 Page 5 Page 8 Page 9 Page 10 Page 11 Page 11 Page 12 Page 13 1.Purpose and Authority 2.Definitions 3.Registration Required 4.Registration Fees 5.Requirements of Short-Term Rental Units 6.Violations 7.Enforcement 8.Civil Penalty; Waiver Fees 9.Other Relief 10.Severability 11.Effective Page 13 3 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 The Council of the City of South Burlington hereby Ordains: 1.Purpose and Authority. This Ordinance is enacted to promote the public health, safety and welfare of the City under the authority granted to it by 24 V.S.A. §2291 and Sections 103-104 of the South Burlington City Charter. Due to an ongoing increase in the number of rental dwelling units in the City of South Burlington, continued and projected population growth in the City, the aging of some of the City’s housing stock, and the existing and potential future conversion of permanent housing into short-term accommodations, the Council hereby finds that the regulation of rental dwelling units is necessary to maintain and protect the public health, safety and welfare of the City and its residents. This Ordinance is intended to provide a process: •through which dwelling units used for rental housing must be registered with the City of South Burlington for use as long-term or short-term rentals; •to disclose the ownership of such rental properties; •to regulate the renting of dwelling units within the City; •to make owners and persons responsible for the maintenance of property more accessible and accountable with respect to the premises; •to ensure that housing units remain available for rent to those who reside or seek to reside within the City; •to ensure that the City is not unduly impacted by the operation of short-term rentals; and •to ensure that owners and tenants of rental dwelling units comply with all building, health and fire safety codes and ordinances adopted by the City of South Burlington. This Ordinance shall constitute a civil ordinance within the meaning of 24 V.S.A. Chapter 59. 2.Definitions. The following words, terms and phrases, when used in this Ordinance, shall have the meaning ascribed to them in this section, except where the context clearly indicates a different meaning: Existing Short Term Rental shall mean a Short Term Rental Unit that is neither Owner Occupied nor Tenant Occupied and was established and utilized as a Short Term Rental, continuously maintained under the same ownership, prior to the effective date of this Ordinance and such use has not been discontinued for six or more consecutive months. Long Term Rental shall mean the letting of a Rental Unit in whole or in part to the same tenant for thirty (30) or more consecutive days. Multi-Unit shall mean a single, detached building in common ownership interest containing more than one (1) residential or commercial unit. 4 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 Owner-Occupied shall mean a Rental Unit owned and occupied by the registrant as his or her primary residence. An accessory dwelling unit as defined in the City’s Land Development Regulations, is considered a separate dwelling unit from an owner-occupied primary residence for purposes of short-term rental registration and regulation. Owner shall mean each individual person or entity including, without limitation, all partners, officers, or trustees of any real estate trust; all members or managers of a limited liability company; and all officers and directors of a corporation; that is the record owner of a building or property. Primary Residence shall mean the dwelling in which a person resides as their legal residence for more than one half of a year and registers as his or her address for tax and government identification purposes. Registrant shall mean the owner of a Rental Unit, or a tenant, with permission from the owner, seeking to register a Rental Unit. Rental Unit is any residential structure, furnished house, condominium, or other dwelling room or self-contained dwelling unit, or portion thereof, that is rented or available for rent to any individual or individuals for any length of time. Any portion of a dwelling unit or accessory dwelling unit that is rented or available to be rented to an individual or individuals who are not the owner or owners shall be considered a Rental Unit. The following are not to be considered Rental Units for the purpose of this Ordinance: • As defined by the City’s Land Development Regulations: motels, hotels/inns, bed and breakfasts, group homes, dormitories, continuum of care facilities, skilled nursing facilities, extended stay hotels, schools, and hospitals; • As defined by 24 V.S.A. §4412(11): accessory on-farm businesses; • As defined by 24 V.S.A. §4303(40): Emergency shelters; • A homeshare or roommate situation in an owner-occupied Primary Residence rented to the same tenant or tenants each for thirty (30) or more consecutive days and consisting of no more than one or two rooms in the Primary Residence in which the tenant or tenants have access to the same shared living and kitchen space as the primary resident owner and other occupants of the unit; or • Other facilities that, in the sole discretion of the City Building Inspector, share similar characteristics with those listed in the three bullets above. Short Term Rental is a Rental Unit rented to the transient, traveling, or vacationing public for a period of fewer than 30 consecutive days and for more than 14 days per calendar year. Tenant-Occupied shall mean a Rental Unit in which the registrant is not the record owner of the Rental Unit, but lawfully occupies the Rental Unit as his or her primary residence. 5 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 3.Registration Required. (a)Registration of Rental Units. 1)All Rental Units must be registered in accordance with this Ordinance by April 1st of each year; Rental Units entering the rental housing market must be registered and pay the appropriate fee prior to their listing as an available Rental Unit or prior to their first occupancy, whichever is earlier. Registration must be renewed annually, on or before April 1st, including updating all changes in previously submitted registration information. 2)If a Rental Unit is rented as both a Short Term and Long Term rental, it must be separately registered for each type of rental. 3)Each owner, manager, and person/entity otherwise responsible for the Rental Unit, such as a property manager, shall be obligated under this Ordinance. Any new owner, manager, or responsible person/entity must apply to register within thirty (30) days of purchase of the Rental Unit or transfer of management or responsibility. New owners or tenants applying to register an existing Short Term Rental Unit are considered new applicants and shall be subject to all limitations and regulations in effect at the time of the application. 4)A Rental Unit shall not be considered registered unless and until the registrant has submitted a complete application together with all information and fees required by this Ordinance, to the satisfaction of the City’s Building Inspector, or designee. 5)As a condition of registration, all owners and/or registrants must allow onsite inspections by the City of their property including, without limitation, all Rental Units. Inspections will be performed in accordance with the Inspection Cycle adopted by Resolution of the City Council. All units of a multi-unit building owned by the same property owner are subject to inspection, including an owner-occupied unit that is not a Rental Unit, if one or more units in the building are Rental Units. Likewise, all areas of an owner-occupied dwelling are subject to inspection if any portion of the owner-occupied dwelling is a Rental Unit. The purpose of this inspection is to ensure compliance with all building and fire safety codes, ordinances, and regulations adopted by the City of South Burlington and safety of the Rental Unit. (b)Information/Documentation Required. Rental Unit registration must be completed on forms supplied by the City’s Building Inspector or their designee and must provide, at a minimum, the following information: 1)The address of the property; 2)The number of dwelling units at that address; 3)The number of Rental Units at that address; 6 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 4) The number of sleeping rooms in each Rental Unit; 5) The number of parking spaces that are dedicated for the Rental Units at the property; 6) The name, address, phone number, email address, and date of birth of the property owner, and if the owner is a corporation, the registered corporate agent and the president of the corporation and their name and address, and if the owner is a partnership, the registered partnership agent, and the names and addresses of the general partners; 7) The name, address, phone number, and email address of: a. Any local (within Chittenden County) managing agent. All owners or Registrants who do not live within Chittenden County are required to designate a managing agent located in Chittenden County who is empowered to represent the owner or registrant in matters concerning compliance with this chapter; b. An emergency contact for this property. All properties must have an emergency contact within Chittenden County; (c) Additional Information required for Short Term Rentals. To Register a Short Term Rental, the requirements of this subsection must also be met. A Short Term Rental shall not be considered registered unless and until all the registration requirements of this Ordinance have been met to the satisfaction of the City’s Building Inspector, or designee, and a Short Term Rental registration number has been issued. 1) A Short Term Rental Registrant must provide at a minimum the following information and any other information requested to the City’s Building Inspector or their designee: a. A Short Term Rental application. b. The number of whole unit or partial unit Short Term Rentals within the building, or in the case of multiple buildings on a parcel of land, on the entire lot. c. Whether the Rental Unit is Owner-Occupied, Tenant-Occupied, an accessory dwelling unit, or an Existing Short Term Rental, and: i. For Short Term Rental Units that are Owner Occupied or an accessory dwelling unit, the owner must provide a notarized primary residence affidavit, on forms provided by the City. The owner must also produce for review one of the following demonstrating residency at the owner-occupied unit or at the primary residence to the accessory dwelling unit: 1. Valid driver’s license or other state-issued identification; 2. Valid motor vehicle registration; 3. Proof of homestead exemption pursuant to 32 V.S.A. §5410; or 7 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 4. Other documentation proving primary residence to the satisfaction of the City’s Building Inspector. ii. For Short Term Rental Units that are Tenant-Occupied, the tenant must provide their name, address, phone number, email address, date of birth, a notarized primary residence affidavit, and a notarized statement of permission by his/her landlord, both affidavits on forms supplied by the City. The tenant must also produce for review one of the following demonstrating residency at the Tenant-Occupied unit: 1. Valid driver’s license or other state-issued identification; 2. Valid motor vehicle registration; or 3. Other documentation proving primary residence to the satisfaction of the City’s Building Inspector. iii. For Existing Short Term Renal Units, in addition to all other requirements for Short Term Rentals, the Registrant must also provide: 1. Documentation establishing to the satisfaction of the City’s Building Inspector that the Rental Unit was established and utilized as a Short Term Rental prior to the effective date of this Ordinance; 2. Registrant and owner’s name, addresses, phone number, email address, and date of birth; 3. A notarized Existing Short Term Rental affidavit on a form supplied by the City identifying the owner of the Rental Unit and swearing that the Existing Short Term Rental Unit was established and utilized as a Short Term Rental Unit as of the effective date of this Ordinance and without discontinuance of use as a Short Term Rental Unit for a period greater than six months; and 4. Property Deed or other similar documentation establishing the identity of the current owner of the Rental Unit; and 5. Documentation establishing to the satisfaction of the City’s Building Inspector that the Rental Unit did not cease to be utilized as a Short Term Rental Unit for a period of time greater than six consecutive months. d. Proof of liability insurance required. At the time of registration, the Registrant must provide a certificate of insurance that expressly acknowledges that the property may be used for Short Term Rental business activity and evidencing (a) property insurance and (b) general liability insurance appropriate to cover the rental use in the aggregate of not less than $1 million or proof that the Registrant conducts rental transactions through a hosting platform that provides equal or greater coverage. Any such hosting platform- 8 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 provided insurance carrier shall defend and indemnify the Registrant, as additional named insured, and any user in the building for any bodily injury and property damage arising from the rental. Once registered, the Registrant shall maintain the required insurances, or such greater amount as otherwise required by law, throughout the term of the registration. e.Proof of Vermont tax account for rooms & meals and/or sale tax purposes or proof that the Registrant conducts rental transactions through a hosting platform that pays all applicable rooms & meals and/or sale taxes on behalf of the Registrant. 2)Upon request by the City, at any time, all registrants and/or agents of Short Term Rental Units must provide the City with their registration information, rental history, and upcoming reservation information. Failure of Short Term Rental Unit owners, tenants, and/or their representatives to adequately respond to inquiries by the City within two business days from the date of the request shall be considered a violation under this Ordinance. (d)No registration under this Ordinance shall be transferrable or assignable. 4.Registration Fees. (a)Annual Registration Fee. Upon initial registration and by April 1st of each year, registrants shall pay the City a registration fee for each Rental Unit, in the amounts set forth below. A Rental Unit shall not be considered registered unless and until this fee is paid in full. (b)Long Term Rental Registration Fee. The registrant of a Long Term rental shall pay one hundred and fifty dollars ($150.00) to the City by April 1st of each year. New Construction of greater than 10 units, rental registration fee is waived for first 3 years. For affordable Long Term Rental Units satisfying the Affordability Requirements of Chapter 18 of the City’s Land Development Regulations, the annual registration fee shall be $25.00. (c)Short Term Rental Registration Fee. The registrant of a Short Term Rental shall pay one hundred and fifty dollars ($150.00) to the City by April 1st of each year. (d)Existing Short Term Rental Registration Fee. The registrant of an Existing Short Term Rental Unit shall pay one thousand five hundred dollars ($1,500.00) to the City by April 1st of each year. (e)Failure to renew a registration of a Rental Unit by April 1 shall result in the forfeiture of the right to renew the registration of that Rental Unit, and any subsequent application for the same Rental Unit shall be treated as a new application for registration. (f)Five dollars ($5.00) of the per unit registration fee for Long Term and Short Term Rental Units will be deposited in a fund held by the City to be utilized exclusively to financially assist property owners who, to the satisfaction of the City, 9 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 demonstrate a need for financial support to pay for upgrades of their registered Long Term rental property that may be required to bring the property into code compliance. 5.Requirements of Short Term Rental Units. (a)Occupancy Limit. Overnight Short Term Rental guest occupancy in each Rental Unit will be limited to two (2) guests per bedroom or sleeping area plus no more than two (additional) guests. (b)Short Term rentals shall adhere to all City of South Burlington regulations and ordinances related to parking. (c)No individual or entity may register a Short Term Rental unless it is owner- occupied, tenant-occupied with permission of the owner, or an accessory dwelling unit. (d)An Existing Short Term Rental Unit that is not owner-occupied, tenant-occupied with permission of the owner, or an accessory dwelling unit is exempt from the requirements of Section 5(c), above, and may be registered as a Short Term Rental provided: i.Ownership of the Existing Short Term Rental Unit does not change. Once ownership of the Existing Short Term Rental is sold or transferred from the owner of the unit at the time the effective date of this Ordinance to a different entity or individual(s), the Rental Unit shall no longer be allowed to register as a Short Term Rental unless all other Short Term Rental Unit requirements of this Ordinance are met; and ii.The Existing Short Term Rental Unit is established and utilized as a Short Term Rental prior to and upon the effective date of this Ordinance; and iii.An Existing Short Term Rental shall not cease to be utilized as a Short Term Rental for a period of time greater than six consecutive months. If use of an Existing Short Term Rental Unit as a Short Term Rental is discontinued for six months or more, the Rental Unit shall no longer be allowed to register as a Short Term Rental unless all other Short Term Rental Unit requirements of this Ordinance are met. iv.Sunset. Existing Short Term Rentals that meet the requirements of this Ordinance may continue to operate and be registered as a Short Term Rental until March 31, 2028. On April 1, 2028, the exception allowing for the operation and registration of Existing Short Term Rentals shall expire and from that point forward, all Existing Short Term Rentals must satisfy all the of the requirements of Short Term Rental Units set forth in this Ordinance, including but not limited to Section 5(c), above. (e)Registrants shall comply with all applicable State laws and regulations regarding Short Term Rentals. (f)Short Term Rentals must be serviced and cleaned before each new guest arrives and guests must be provided with soap, clean linen, and sanitized utensils. 10 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 (g)Registrants shall provide guests written documentation with the following information: 1)The name, phone number, and email of the Registrant and, if not the Registrant individually, an emergency contact within Chittenden County who is available at all times during a guest’s rental. 2)Contact information for the City Fire Marshal. 3)Written instructions on the location and use of fire extinguishers 4)Written instructions on emergency shut-off of heating systems and fuel burning appliances 5)A diagram identifying emergency egress routes 6)A copy of South Burlington’s Public Nuisance Ordinance. (h)No pets are permitted in any Short Term Rental unless guests provide proof of valid rabies vaccine and hosts provide information on the City’s leash and pick- up/disposal of pet waste requirements and the presence of ticks in Vermont. (i)Display of Short Term Rental Registration Number Required. Once registration is approved by the City, each Short Term Rental shall be given a registration number, which must be displayed in plain sight in the Rental Unit and in any and all advertisements for the Rental Unit. (j)Short-Term Rental guests shall not sublease, sublicense or assign all or any portion of the Short-Term Rental to another person during the rental period. (k)Parties, conferences, family reunions, weddings, fundraisers or similar gatherings that are reasonably foreseeable to involve an assemblage of vehicles or a greater number of persons than the maximum allowable number of short-term guests for the Rental Unit are prohibited to be conducted by Short-Term Rental guests during a Short-Term Rental. 6.Violations. Violations of this article include, but are not limited to: (a)Any person, business entity, or other organization failing to timely register or renew the registration of a Rental Unit, including providing all required information and paying the required registration fee; (b)Any person, business entity, or other organization failing to timely file any required update to the registration; (c)Any person, business entity, or other organization failing to acquire and/or display the required Short Term Rental registration number; (d)Any person, business entity, or other organization providing false information with respect to registration. (e)Any person, business entity, or other organization renting any Rental Unit that is not registered under this article, advertising for rent such Rental Unit without registration, or permitting the occupancy of such premises without registration; 11 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 (f)Failure of Short Term Rental Unit owners, tenants, and/or their representatives to adequately respond to inquiries by the City pursuant to Section 3(c)(3) within two business days from the date of the inquiry. (g)Failure to maintain a Rental Unit in compliance with all building, health and fire safety codes and ordinances adopted by the City of South Burlington. (h)Failure to allow an inspection of a Rental Unit by the City. (i)Failure to conspicuously display within each Short Term Rental Unit the current and valid name, address and phone number of the Short Term Rental operator (whether the owner, tenant, on-site manager, or property manager) and the City Fire Marshal. (j)Any sublease or sublicense of a Short Term Rental by a guest to another person during the rental period. (k)Any signs or other outside indications, other than on-site parking, that a property is used or occupied as a Short Term Rental. (l)Noise or unreasonably loud activities at a Short Term Rental, whether inside or outside, that violate the City’s Public Nuisance Ordinance. (m)Failure to abide by any other specific requirement of this Ordinance. 7.Enforcement. Any person who violates a provision of this civil ordinance shall be subject to: (a)Suspension or revocation of the Short Term Rental Unit registration for the violating Rental Unit. A Short Term Rental Unit that has had its registration either suspended or revoked may also be prohibited from renewing or registering the Rental Unit for a period of up to 12 months following the current registration expiration date. AND (b)A civil penalty of up to $800 per day for each day that such violation continues. Each day the violation continues shall constitute a separate offense. The Building Inspector, City Fire Marshal, South Burlington Police Officers, South Burlington Zoning Administrator, and the South Burlington City Manager shall all be designated and authorized to act as Issuing Municipal Officials to issue and pursue before the Judicial Bureau, or other court having jurisdiction, a municipal complaint. 8.Civil Penalty; Waiver Fees. (a) Civil Penalty. An Issuing Municipal Official is authorized to recover civil penalties in the following amounts for each violation: (1)Operating a Rental Unit Without Authorization or Registration Number: $800 12 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 (2)All Other Violations: First Offense: $400 Second Offense: $600 Third Offense: $800 Fourth and Subsequent Offenses: $800 plus automatic revocation for twelve (12) months before a new Long Term or Short Term Rental Registration Application may be submitted. (b) Waiver Fee. An Issuing Municipal Official is authorized to recover waiver fees, in lieu of a civil penalty, in the following amount, for any person who declines to contest a municipal complaint and pays the waiver fee: (1)Operating a Rental Unit without authorization or registration number: $500 (2)All Other Violations: First Offense: $100 Second Offense: $250 Third Offense: $500 Fourth and Subsequent Offenses: $700 plus automatic revocation for twelve (12) months before a new Long Term or Short Term Rental Registration Application may be submitted. (c)Offenses shall be counted on a twelve (12) month basis beginning April 1 and ending March 31 of each year. An Issuing Municipal Officer shall have authority to issue a written warning, without recovering a waiver fee, for any First Offense violation other than Operating a Rental Unit Without Authorization of Registration Number. In such instance, the written warning shall be counted as a First Offense for calculating annual offenses. 9.Other Relief. In addition to the enforcement procedures available under Chapter 59 of Title 24, the City is authorized to commence a civil action in the Civil Division of the Vermont Superior Court to obtain injunctive and other appropriate relief, to request revocation or suspension of any Long Term or Short Term Rental authorization or registration number on behalf of the City, or to pursue any other remedy authorized by law. 13 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 10.Severability. If any provision of this ordinance is deemed by a court of competent jurisdiction to be unconstitutional, invalid or unenforceable, that provision shall be severed from the ordinance and the remaining provisions that can be given effect without the severed provision shall continue in effect. 11.Effective Date. In accordance with South Burlington City Charter Section 108, this Ordinance shall take effect upon passage. However, in order to allow time for residents and property owners to become familiar with the requirements of this Ordinance, the prohibitions on certain types of short-term rentals, and the penalties for violations of this Ordinance, compliance with the requirements of this Ordinance shall not be mandatory until April 1, 2024. Notwithstanding the foregoing, the date of passage shall be the effective date for determining whether an Existing Short Term Rental Unit has been established. [THIS SPACE INTENTIONALLY LEFT BLANK] 14 SOUTH BURLINGTON RESIDENTIAL RENTAL REGISTRY ORDINANCE ADOPTED ____________, 2024 Adopted at South Burlington, Vermont this ___ day of __________, _____. SOUTH BURLINGTON CITY COUNCIL ______________________ ______________________ Helen Riehle, Chair Meaghan Emery, Vice Chair ______________________ _______________________ Tim Barritt, Clerk Andrew Chalnick _______________________ Larry Kupferman Received and recorded this ___ day of __________, 2024. _______________________ Holly Rees, City Clerk 180 Market St South Burlington, VT 05403 802-846-4105 January 16, 2024 The following 2024 first, second, and third class liquor licenses, tobacco licenses, and outside consumption permit were approved by the South Burlington Liquor Control Board after review by the City tax, fire and police departments: NAME DESCRIPTION Bliss Bee First Class License and Outside Consumption Permit Bueno Y Sano First Class License Guild Tavern First Class & Third Class License Maplefields Second Class License and Tobacco License(s) Maplefields at the Airport Second Class License and Tobacco License(s) Price Chopper Second Class License Shelburne Road Variety Second Class License and Tobacco License(s) SOUTH BURLINGTON LIQUOR CONTROL BOARD Helen Riehle Meagan Emery Tim Barritt Larry Kupferman Andrew Chalnick