HomeMy WebLinkAboutAgenda - City Council - 12/15/2023CITY COUNCIL MEETING AGENDA
SPECIAL MEETING: FY25 BUDGET RETREAT
December 15, 2023
Par�cipa�on Op�ons
In Person: 180 Market Street, 3RD Floor Conference room 301
Assistive Listening Service Devices available upon request
Electronically: https://meet.goto.com/SouthBurlingtonVT/citycouncilbudgetretreat-12-15-2023
You can also dial in using your phone +1 (872) 240-3212 Access Code: 947-326-149
Special Mee�ng Session 8:30 a.m. 1.Welcome (8:30 a.m.)2.Instructions on exiting building in case of emergency and review of technology options –Jessie Baker, City Manager (8:31–8:32 a.m.)3.Agenda Review: Additions, deletions or changes in order of agenda items (8:32–8:33 a.m.)4.Comments and questions from the public not related to the agenda (8:33–8:43 a.m.)5.*** FY25 Budget: Department Presentations (8:43 -11:00 a.m.)All FY25 Budget materials are available here: https://tinyurl.com/SBFY25Budget 6.FY25 Budget: City Council Discussion and Next Steps (11:00-12:30 p.m.)7.Wrap-up and Other Business (12:30-12:40 p.m.)8.Adjourn (12:45 p.m.)
Respectfully submitted:
Jessie Baker City Manager
180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV
City Manager’s Proposed FY25 Budget
Presented to the City Council on December 4, 2023
Jessie Baker, City Manager
Martha Machar, Finance Director Steven Locke, Deputy City Manager
Table of Contents
•City Manager’s Budget Presentation
•FY25 Proposed Revenue Budget
•FY25 Proposed Operations Expenditure Budget
•FY25 Proposed Operations and Policy Expenditure Budget
•FY25 Proposed Roll-up Expenditure Budget
•FY25 Proposed Enterprise Fund Budgets
•FY25 Proposed Capital Improvement Plan
•FY25 Proposed Special Funds
Additional Resources
•Climate Action Plan – Transportation Implementation Plan as presented on October 2,2023
•Climate Action Plan – Government Operations Implementation Plan as presented onNovember 6, 2023
•Trinity Education Center Funding Request
FY25 Proposed Budget
Jessie Baker, City Manager
Martha Machar, Finance Director
Steven Locke, Deputy City Manager
December 4, 2023
Overview
•Who we are and who we represent
•Budget Goals and Assumptions
•FY25 General Fund Operations Budget
•FY25 General Fund Policy Budget
•FY25 Enterprise Funds
•ARPA and Fund Balance
•Anticipated Bond Vote
•Emerging Issues
•Next Steps
All FY25 Budget documents are available here:
https://tinyurl.com/SBFY25Budget
2
Who we are and who we serve: Residents
2022 Census QuickFacts
Total Population 20,624
Owner-occupied homes 60.2%
BA or Higher (25+) 62.0%
Median Household Income $83,750
Over 65 15.9%
BIPOC Residents 15.3%
Born Outside the US 12.1%
Language spoken at home 12.7% other
than English
•Overall housing
̶53% single family
̶3% duplex
̶41% multi-family
•Housing built since 2000
̶26% single family
̶10% duplex
̶64% multi-family
•89% of new housing built since 2010 has
been within or immediately adjacent to our
transit-served areas
•51% of the City’s land area is park space,
conserved, association common land, or
regulated to prohibit development
3
Who we are and who we serve: Team
Hold the Community’s Trust
•Approximately 185 employees
•Across 14 departments
•3 Represented Labor groups
•8 City buildings
•11 Parks and Natural Areas
•6 statutory committees
•11 policy advisory committees
•122 volunteers on boards and committees
4
Budget Goals – Operations Budget
Discussed at the Council’s September 18, 2023 meeting
•Continue current level of service delivery
•Implement year 2 investments recommended in FY24
•Maximize potential for non-property tax revenue
•Operational tax rate not to exceed 5% increase (was projected to be
5.85% in September 2023)
Continued orientation to FY24 Policy Priorities & Strategies
5
Budget Goals – Policy Budget
•Implement the Climate Action Plan’s Transportation Implementation Plan
•Implement the Climate Action Plan’s Government Operations Implementation Plan
•Increase the Housing Trust Fund allocation to $150,000/year
•Fund School Crossing Guards at 50% for $30,000
•Fund Trinity Youth Center at $13,000
October 10, 2023 Council Presentation
November 6, 2023 Council Presentation
6
Budget Assumptions
•2.0% growth in the total Grand List
•4.4% growth in the TIF Grand List
•7.0% increase in the Local Options Tax
•Increases in investment income, ambulance revenue, and permitting
fees
•Contractual COLA of 2.80% and related step increases
•New Child Care Contribution payroll tax (.33% or $48,253)
•Health insurance increase of 16.4%
•Property and equipment insurance increase of 8%
7
FY25 General Fund Total Budget
Operations Budget FY24 FY25 % change Tax rate change
General Fund $31,140,318.33 $33,778,310.94 8.47%
Non-property tax Revenue $11,752,019.41 $12,991,968.22 10.55%
To be raised by property tax $19,388,298.92 $20,786,342.72 7.21%
Operations Tax Rate $0.4716 $0.4940 4.75%$0.0224
Total Tax Rate (with pennies)$0.4916 $0.5141 4.58%$0.0225
Impact (with pennies)Difference
Avg Condo $1,457.14 $1,523.84 $66.70
Avg House $2,150.18 $2,248.61 $98.43
With Climate and Policy Budget FY24 FY25 % change Tax rate change
General Fund $31,140,318.33 $34,528,310.94 10.88%
Non-property tax Revenue $11,752,019.41 $12,991,968.22 10.55%
To be raised by property tax $19,388,298.92 $21,536,342.72 11.08%
Operations Tax Rate $0.4716 $0.5118 8.53%$0.0402
Total Tax Rate (with pennies)$0.4916 $0.5319 8.20%$0.0403
Impact (with pennies)Difference
Avg Condo $1,457.14 $1,576.68 $119.53
Avg House $2,150.18 $2,326.57 $176.39
FY24 average condo assessment = $296,408
FY24 average house assessment = $437,384
8
FY25 General Fund Operations Budget
•FY24 Year 2 Investment Recommendations
̶Restored DPW position in Highway
̶Restored Youth Services Police Sergeant position
̶Full implementation of second ambulance
•Service Needs
̶CityPlan implementation - $20,000 for associated
plans
̶Increase of $38,000 in curb and sidewalk maintenance
̶Increase of $15,000 in anticipation of a new
finance system
̶Increase of $26,500 for regular rotation of FD personal protective equipment
̶Increase of $30,000 for batteries for PD portable
radios and dispatch battery backup replacement
̶GMT increase of 10.65% or $63,008
•New Staff Capacity
̶19 hour/week Library position
̶Community Justice Center staff to full-time with General Fund support
•City Center Vibrancy
̶$30,000 for Illuminate Vermont
̶$20,000 for start up costs of a downtown
association
9
FY25 General Fund Capital Improvement Plan
Significant Changes
•Increase of $10,000 for Public Art
•Restore $60,000 to City Center Reserve
•Fire Station alerting $95,000
•Increase of $150,000 in paving
•Market and Hinesburg Road Traffic Signal at $100,000
•Increase of $60,000 for sidewalk assessment and improvement
•Increase of $30,000 for traffic calming
•Increase of $100,000 for anticipated school safety needs at Dorset Street
•Partially fund Compact Wheel Loader for City Center maintenance
10
FY25 Total Climate Policy Budget
SUMMARY FINANCIALS (in $1,000)FY25 Operations
Budget (GF)*
FY25 Climate
Policy Budget
FY25 Total
Budget
GOVERNMENT OPERATIONS CLIMATE ACTION
DPW Fleet – electric lawn mower $10 $10
DPW-Facility and Charging station $130 $155 $285
Fire/Ambulance Fleet (Administrative)$15 $0 $15
Police Cruisers $30 $0 $30
PP-DPW windows replacement $31 $69 $100
PP-Wheeler House $12 $8 $20
PP-Fire Station 1 $15 $15
PP-Police Station $10 $10
Subtotal $243 $242 $485
TRANSPORTATION CLIMATE ACTION
Active Transportation Projects $100 $100
Public Transit $75 $75
Subtotal $0 $175 $175
STAFFING
1 FTE to lead projects and identify opportunities $115 $115
Consulting funds as identify needs $75 $75
Subtotal $0 $190 $190
CLIMATE BUDGET TOTAL $243 $607 $850
* Reflects climate policy decisions already in CIP
PP= Physical Plant budget
11
Use of ARPA and Surplus
One-time funds (ARPA or Surplus) anticipated in FY25 Budget
•$350,000 for Market and Hinesburg Road
•$125,000 for Parks Master Plan
•$200,000 for Hinesburg Road Share Use Path
ARPA
Award Received $5,654,533
Interest earned $246,191
Total ARPA Revenues $5,900,724
Council Approved to date $3,782,680
Remaining ARPA Funds $2,118,044
Surplus
FY22 Fund Balance $2,872,337.20
FY23 Unaudited Surplus $2,391,943.00
FY24 Council Allocations (8/18, 9/18, 10/2)$1,138,376.23
Unaudited Available FY23 Fund Balance $4,125,903.97
8.33% Minimum Balance Required $2,593,988.52
Max 16.66% Target Balance $5,187,977.03
Fund Balance Available for Allocation $1,531,915.45
= $675,000
12
Utilities
FY25 Proposed total annual increase to average homeowner = $64.18
Stormwater •Personnel and related benefits cost
Sewer•Personnel and related benefits cost•Increase in chemical costs allow us to lower phosphorus to the Lake•Building capacity to pay for bond
Water •Personnel and related benefits cost•Second water tower for the high service area
Utility
Existing
Fiscal Year
2024 Rate
FY24 Annual
Fee for the
Average
Home-
Owner*
Proposed
Fiscal Year
2025 Rate
% Increase
from FY’24
to FY’25
Annual
Increase for
South
Burlington
Home-Owner
Stormwater
$7.44 per
month for
residential
units
$89.28
$7.67 per
month for
residential
units
3.1%$2.77
Sewer
$48.20 per
1,000 cubic
feet
$386.56
$52.42 per
1,000
cubic feet
8.75%$33.82
Water
$36.21 per
1,000 cubic
feet
$290.40
$39.65 per
1,000
cubic feet
9.5%$27.59
* Calculation based on 1 ERU for stormwater and 8,020 cubic feet /
year of sewer and water usage.
13
Water Tank Bond Vote
•New ‘Twin’ Standpipe Tank
̶53 ft diameter
̶127 ft height
̶2,100,000 gallon capacity
•Following the project, the High Service Areawould have 4.2 million gallons of storage
capacity, sufficient for foreseeable long-term needs.
Bond Amount = $5,250,000
The average user will see a rate increase
of approximately $19.38 per year.
14
Emerging Issues
•Creation of Parking Fund and new structure
•Creation of a Rental Registry Fund and new structure
•No funding allocated for Recreation Center planning
•No funding allocated for the Building & Thermal portion of the Climate Action Plan
•No funding allocated for the separation of 575 and 577 Dorset Streets
•CityPlan 2024 Adoption
•Collective Bargaining
̶Fire collective bargaining agreement in negotiation
̶AFSCME and City recognition of Library employees in process
̶AFSCME and Police agreements expire at the end of FY25
•Hard to fill employment categories: CDL drivers and police officers
•Emerging mental health and substance misuse needs of our neighbors
•Emerging staffing needs: Bartlett Bay and City Center maintenance
15
Next Steps
•December 15 – Budget Retreat with the Council and Leadership Team
•December 18 – Council discussion
•January 2 – Council discussion
•January 16 – Public Hearing and actions to send a budget to the voters
•January 22 – Steering Committee
•March 4 – Annual Town Meeting Presentation
•March 5 – Town Meeting Day!
Future Council Actions:
̶Resolution on Planning & Zoning fee structure
̶Resolution on Water, Wastewater allocation fees
16
Proposed FY25 Budget - 11/30/2023
ACCOUNT FY23 FY23 FY24 FY25
FY 24-25
$ Change
FY 24-25
% Change
DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-)
Tax, Current Budget $17,962,812.57 $17,772,198.92 $0.00 0.00%
Delinquent Tax Revenue $0.00 $272,660.14 $140,000.00 $140,000.00 0.00%
VT Payment in Lieu of Tax $240,000.00 $216,223.34 $216,000.00 $216,000.00 $0.00 0.00%
Taxes, Reappraisal/ACT 60 $0.00 $0.00 $0.00 $0.00 0.00%
Penalty, Current & Prior $170,000.00 $173,412.83 $195,000.00 $175,000.00 ($20,000.00) -10.26%
Interest, Current & Prior $90,000.00 $63,912.22 $90,000.00 $70,000.00 ($20,000.00) -22.22%
Attorney Fees $1,000.00 $3,595.11 $500.00 $1,000.00 $500.00 100.00%
Fee to Collect State Educ $100,000.00 $113,925.50 $115,000.00 $115,000.00 $0.00 0.00%
Current Use $18,000.00 $16,437.00 $23,000.00 $17,000.00 ($6,000.00) -26.09%
$18,581,812.57 $18,632,365.06 $639,500.00 $734,000.00 $94,500.00 14.78%
Local Option Tax-Sales $3,083,388.90 $3,675,081.02 $3,700,000.00 $3,895,585.88 $195,585.88 5.29%
Local Option Tax-Rooms/Me $950,000.00 $1,265,259.09 $1,150,000.00 $1,303,216.86 $153,216.86 13.32%
$4,033,388.90 $4,940,340.11 $4,850,000.00 $5,198,802.74 $348,802.74 7.19%
Other Health Services Revenue $247,346.40 $181,845.02 $267,346.40 $0.00 ($267,346.40) -100.00%
$247,346.40 $181,845.02 $267,346.40 $0.00 ($267,346.40) -100.00%
ADMINISTRATIVE SERVICES
ARPA - Salary $280,519.44 $305,800.64 $194,726.23 $151,477.73 ($43,248.51) -22.21%
ARPA -Projects $672,000.00 $87,000.00 $541,500.00 $361,000.00 ($180,500.00) -33.33%
Admin. Services-Stormwater $102,103.95 $102,103.95 $95,000.00 $71,114.05 ($23,885.95) -25.14%
Administrative Services-Sewer $149,344.05 $149,344.05 $145,281.42 $150,273.20 $4,991.78 3.44%
From Sewer-Audit/ Actuary/Asset 4,246.55 4,246.55 $3,773.86 4,244.76 $470.90 12.48%
From SW-Audit & Actuary/Asset 6,180.66 6,180.66 $4,287.21 3,981.34 ($305.87) -7.13%
Marathon cost share-WW $22,031.39 $15,312.75 ($6,718.63) -30.50%
Marathon cost share-SW $25,178.73 $13,398.66 ($11,780.07) -46.79%
Pension Liability Note - Sewer $39,075.00 $39,075.00 $39,075.00 $39,075.00 $0.00 0.00%
Pension Liability Note - Stormwater $26,910.00 $26,910.00 $26,910.00 $26,910.00 $0.00 0.00%
From Water-Audit $2,554.71 $2,554.71 $2,272.71 $2,647.80 $375.08 16.50%
From SW- Legal costs $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
From SB Water-Insurance Liability $0.00 $6,290.00 $5,175.00 $5,175.00 $0.00 0.00%
Reimburseable Revenues $0.00 $102,050.91 $0.00 $0.00 0.00%
Spending Rebates $0.00 $15,563.52 $2,000.00 $10,000.00 $8,000.00 400.00%
Payment Payroll Services-Sewer $1,796.41 $1,796.41 $1,692.27 1,609.95 ($82.32) -4.86%
Payment Payroll ServiceStormw $1,347.31 $1,347.31 $1,480.74 1,408.70 ($72.04) -4.86%
Administrative Svc-CJC $3,000.00 $6,000.00 $3,000.00 $3,500.00 $500.00 16.67%
Interest on Investments $70,000.00 $834,729.16 $250,000.00 $800,000.00 $550,000.00 220.00%
CH Conference Rooms Rental $0.00 $500.00 $500.00 $0.00 0.00%
PD 2nd Floor Lease Revenue $218,997.24 $155,294.27 $205,308.00 $205,308.00 $0.00 0.00%
Solar Credits $15,000.00 $17,155.83 $14,000.00 $14,000.00 $0.00 0.00%
Insurance Reimbursement $0.00 $3,939.57 $0.00 $0.00 $0.00 0.00%
Miscellaneous $2,000.00 $7,717.59 $2,000.00 $2,000.00 $0.00 0.00%
Operating Transfers In fund 216 $40,000.00 $15,000.00 $0.00 $0.00 $0.00 0.00%
Open Space funds (5% park maintenance is use to fund park staff) $20,634.00 $0.00 ($20,634.00) -100.00%
Transfers In fund 242-Energy fund $66,500.00 $0.00 ($66,500.00) -100.00%
Energy fund $85,000.00 $85,000.00 0.00%
Other Grants (CIP) $0.00 $48,000.00 $48,000.00 0.00%
CIP Reserve-Assigned fund balance $170,000.00 ($170,000.00) -100.00%
$1,640,075.32 $1,890,100.13 $1,842,326.56 $2,015,936.94 $173,610.38 9.42%
CITY CLERK
Recording Fees $275,000.00 $147,976.05 $230,000.00 $230,000.00 $0.00 0.00%
Photocopy Fees $25,000.00 $19,545.75 $22,000.00 $18,000.00 ($4,000.00) -18.18%
Page 1
Proposed FY25 Budget - 11/30/2023
ACCOUNT FY23 FY23 FY24 FY25
FY 24-25
$ Change
FY 24-25
% Change
DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-)
Photocopies-Vital Records $46,500.00 $53,499.00 $60,000.00 $60,000.00 $0.00 0.00%
Pet Licenses $24,000.00 $27,142.47 $26,000.00 $28,000.00 $2,000.00 7.69%
Pet Control Fees $1,000.00 $7,778.00 $1,000.00 $1,000.00 $0.00 0.00%
Beverage/Cabaret License $8,000.00 $7,600.00 $8,000.00 $8,000.00 $0.00 0.00%
Entertainment Permit $0.00 $75.00 $0.00 $0.00 $0.00 0.00%
Marriage Licenses $1,500.00 $1,510.00 $1,300.00 $1,500.00 $200.00 15.38%
Green Mountain Passports $300.00 $476.00 $400.00 $450.00 $50.00 12.50%
Motor Vehicle Renewals $300.00 $303.00 $300.00 $300.00 $0.00 0.00%
Election Expenses Reimbur $0.00 $0.00 $0.00 $0.00 0.00%
General- Election Reimbur $1,500.00 $6,136.28 $2,000.00 $2,000.00 $0.00 0.00%
Miscellaneous Income $0.00 $0.00 $0.00 $0.00 0.00%
$383,100.00 $272,041.55 $351,000.00 $349,250.00 ($1,750.00) -0.50%
PLANNING/DEVELOPMENT REVIEW
Development Review $95,000.00 $83,307.22 $140,000.00 $105,000.00 ($35,000.00) -25.00%
Bianchi Ruling $15,000.00 $22,098.00 $18,000.00 $20,000.00 $2,000.00 11.11%
Zoning & Sign Permits $270,000.00 $467,438.19 $400,000.00 $430,000.00 $30,000.00 7.50%
Sewer Inspection Fees $2,500.00 $3,625.00 $2,500.00 $2,500.00 $0.00 0.00%
Peddlers' Permits $600.00 $510.00 $600.00 $600.00 $0.00 0.00%
$383,100.00 $576,978.41 $561,100.00 $558,100.00 ($3,000.00) -0.53%
SENIOR PROGRAM
Grants $0.00 $500.00 $2,500.00 $2,000.00 400.00%
Rentals $5,000.00 $7,400.00 $6,000.00 $7,500.00 $1,500.00 25.00%
Senior Programs $5,000.00 $708.00 $5,000.00 $1,000.00 ($4,000.00) -80.00%
Meal costs $14,500.00 $9,145.00 $15,000.00 $15,000.00 $0.00 0.00%
Donations $2,000.00 $75.00 $150.00 $150.00 $0.00 0.00%
$26,500.00 $17,328.00 $26,650.00 $26,150.00 ($500.00) -1.88%
SPECIAL ACTIVITIES
Youth Programs $50,000.00 $64,084.48 $86,000.00 $70,000.00 ($16,000.00) -18.60%
Adult Evening Classes $13,000.00 $2,699.60 $2,000.00 $3,000.00 $1,000.00 50.00%
Special Event Revenue $15,000.00 $24,602.50 $15,000.00 $20,000.00 $5,000.00 33.33%
Afternoon Skiing/Middle Sc $16,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Drivers Education $31,000.00 $26,650.00 $0.00 $0.00 $0.00 0.00%
SB Night Out $20,000.00 $16,475.00 $22,000.00 $30,000.00 $8,000.00 36.36%
$145,000.00 $134,511.58 $125,000.00 $123,000.00 ($2,000.00) -1.60%
PUBLIC LIBRARY
Grants $1,000.00 $996.35 $600.00 $1,000.00 $400.00 66.67%
Library Lost Books $2,000.00 $1,056.70 $1,000.00 $1,000.00 $0.00 0.00%
General Fees $600.00 $100.50 $200.00 $0.00 ($200.00) -100.00%
Non-Resident Fees $2,000.00 $3,834.98 $2,250.00 $4,000.00 $1,750.00 77.78%
Conference Room Rental $2,000.00 $5,135.00 $2,000.00 $6,000.00 $4,000.00 200.00%
Library Photocopies & Printing $2,700.00 $4,437.13 $2,000.00 $0.00 ($2,000.00) -100.00%
$10,300.00 $15,560.66 $8,050.00 $12,000.00 $3,950.00 49.07%
FIRE DEPARTMENT
Electrical Inspection Revenue $65,000.00 $216,584.52 $65,000.00 $175,000.00 $110,000.00 169.23%
Fire Inspection Revenue $480,000.00 $1,185,211.05 $725,000.00 $1,000,000.00 $275,000.00 37.93%
Outside Employment $8,000.00 $0.00 $8,000.00 $4,000.00 ($4,000.00) -50.00%
Misc. Revenue-Fire Dept. $1,000.00 $522.68 $1,000.00 $1,000.00 $0.00 0.00%
$554,000.00 $1,402,318.25 $799,000.00 $1,180,000.00 $381,000.00 47.68%
AMBULANCE
Ambulance Service Billing $720,000.00 $977,888.02 $989,000.00 $1,222,360.03 $233,360.03 23.60%
Miscellaneous Income $1,000.00 $250.00 $1,000.00 $1,000.00 $0.00 0.00%
$721,000.00 $978,138.02 $990,000.00 $1,223,360.03 $233,360.03 23.57%
Page 2
Proposed FY25 Budget - 11/30/2023
ACCOUNT FY23 FY23 FY24 FY25
FY 24-25
$ Change
FY 24-25
% Change
DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-) %(+/-)
POLICE
Vermont District Court $8,500.00 $3,649.50 $8,000.00 $4,000.00 ($4,000.00) -50.00%
Miscellaneous Grants $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Sale of Cruisers/Bequest $3,000.00 $27,388.50 $5,000.00 $8,000.00 $3,000.00 60.00%
Police Reports $1,000.00 $907.76 $500.00 $750.00 $250.00 50.00%
I.C.A.C. $5,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
SHARP $5,000.00 $2,351.62 $5,000.00 $5,000.00 $0.00 0.00%
Drug Task Force Grant $110,000.00 $51,097.85 $110,000.00 $110,000.00 $0.00 0.00%
Parking Tickets $5,000.00 $4,274.21 $200.00 $500.00 $300.00 150.00%
Alarm Registrations $17,000.00 $2,132.40 $12,000.00 $9,000.00 ($3,000.00) -25.00%
Alarm Fines $2,500.00 $390.00 $750.00 $500.00 ($250.00) -33.33%
Off Duty Police $10,000.00 $2,148.00 $10,000.00 $10,000.00 $0.00 0.00%
Bullet Proof Vest Grant $5,000.00 $3,156.50 $4,500.00 $3,500.00 ($1,000.00) -22.22%
Police Impact Fee - defray bond $110,000.00 $181,337.73 $110,000.00 $160,000.00 $50,000.00 45.45%
Solar Credits $2,000.00 $1,262.77 $1,200.00 $1,200.00 $0.00 0.00%
Miscellaneous - Police $10,000.00 $4,663.21 $10,000.00 $5,000.00 ($5,000.00) -50.00%
$299,000.00 $284,760.05 $277,150.00 $317,450.00 $40,300.00 14.54%
STREETS AND HIGHWAYS
Road Opening Permits $75,000.00 $90,480.00 $80,000.00 $85,000.00 $5,000.00 6.25%
Overweight truck permits $1,800.00 $1,814.87 $1,800.00 $1,800.00 $0.00 0.00%
Highway State Aid $225,000.00 $450,901.61 $225,000.00 $211,000.00 ($14,000.00) -6.22%
Other Grants (Paving Grant) $480,000.00 $223,339.21 $0.00 $220,000.00 $220,000.00 0.00%
Administrative Services-Water $42,000.00 $0.00 $49,003.28 $52,778.67 $3,775.39 7.70%
Fuel Pump Surcharge $5,000.00 $4,340.27 $5,000.00 $5,000.00 $0.00 0.00%
HazMat Facility Lease $28,000.00 $30,735.25 $26,000.00 $28,000.00 $2,000.00 7.69%
School Bus Parts Reimburse $35,000.00 $51,572.82 $35,000.00 $0.00 ($35,000.00) -100.00%
Diesel/Gas reim Non-City $110,000.00 $150,000.00 $120,000.00 $150,000.00 $30,000.00 25.00%
School vehicle repair pay $20,000.00 $20,000.00 $20,000.00 $20,000.00 $0.00 0.00%
Sewer pmt to Highway-Salary & Bene $250,000.00 $250,000.00 $278,354.89 $276,491.10 ($1,863.79) -0.67%
Sewer Reimbursement-Benefits $33,420.19 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60%
Stormwater pmt to Highway-Rent $78,215.00 $78,215.00 $78,215.00 $78,215.00 $0.00 0.00%
SW Reimbursement-Benefits $33,420.19 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60%
Asset Management Reim from SW & WW $0.00 $9,944.00 ($9,944.00) -100.00%
Hgwy Miscellaneous Revenue $20,000.00 $13,917.05 $20,000.00 $20,000.00 $0.00 0.00%
Other Revenues-CIP Project funding $30,000.00 $30,000.00 0.00%
$1,436,855.38 $1,432,156.44 $1,014,896.45 $1,253,918.51 $239,022.06 23.55%
Total General Fund Revenue $28,461,478.57 $30,758,443.28 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55%
Page 3
Proposed FY25 Budget - 11/30/2023
FY23 Budget FY23Actual FY24 Budget FY25 Budget
FY 24-25 $
Change
FY 24-25
% Change
General Fund $28,461,478.56 $28,374,334.00 $31,140,318.33 $33,778,310.94 $2,637,992.61 8.47%
General Fund Non-Property Tax Rev $10,498,666.00 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55%
Net to be raised by property tax $17,962,812.57 $19,388,298.92 $20,786,342.72 $1,398,043.80 7.21%
TIF Grand List (100%)$333,317.00 $433,841.00 $452,930.00 $19,089.00 4.40%
General Fund Grand List $40,615,363.32 $41,141,600.25 $42,077,664.76 $936,064.51 2.28%
Estimated Tax Rate $0.4455 $0.4727 $0.4940 $0.0213 4.52%
$0.4713
Other approved Ballot Items
Open Space $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97%
Penny for Paths $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97%
Total to be Raised by Property tax $18,775,119.83 $20,217,842.68 $21,632,269.14 $1,414,426.46 7.00%
Total Estimated Tax Rate $0.4928 $0.5141 $0.0225 4.58%
Actual Tax rate $0.4660 $0.4916
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
GENERAL GOVERNMENT
CITY COUNCIL
General Operating Budget
General Expenses $3,500.00 $1,523.61 $3,500.00 $3,500.00 $0.00 0.00%
Housing Trust $50,000.00 $50,000.00 $50,000.00 $50,000.00 $0.00 0.00%
Designated Reserve $10,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Advertising $2,000.00 $954.25 $2,000.00 $2,000.00 $0.00 0.00%
Councilors $7,750.00 $7,750.00 $7,750.00 $7,750.00 $0.00 0.00%
Liquor Control $500.00 $500.00 $500.00 $500.00 $0.00 0.00%
Council approved-Unbudgeted proje $0.00 $13,000.00 $0.00 $0.00 $0.00 0.00%
Total General Operating Budget $73,750.00 $73,727.86 $63,750.00 $63,750.00 $0.00 0.00%
HR & BENFITS ADMINISTRATION
Wages and Benefits
Salaries $193,256.46 $179,646.34 $168,282.00 $174,139.29 $5,857.29 3.48%
Payment to Sickbank Fund 298 $125,000.00 $125,000.00 $0.00 $0.00 $0.00 0.00%
Fringe Benefits $14,400.00 $9,511.24 $800.00 $800.00 $0.00 0.00%
FICA/Medicare $14,784.12 $13,677.26 $12,873.57 $13,321.66 $448.08 3.48%
Child Care Tax $574.66 $574.66 0.00%
Vision Plan $13,007.03 $12,179.96 $306.24 $257.52 -$48.72 -15.91%
Disability Insurance $60,547.40 $77,383.83 $1,388.18 $1,388.18 $0.00 0.00%
Group Health Plan $2,715,116.17 $2,948,418.42 $54,994.75 $58,600.99 $3,606.24 6.56%
Group Life Insurance $45,454.95 $34,486.00 $625.24 $625.24 $0.00 0.00%
Group Dental Insurance $132,561.16 $126,447.40 $2,742.72 $2,261.16 -$481.56 -17.56%
Pension $1,634,501.39 $1,846,936.91 $21,666.31 $24,572.14 $2,905.83 13.41%
ICMA Match $229,516.20 $223,276.41 $9,255.51 $9,577.66 $322.15 3.48%
Total Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83%
General Operating Budget
EAP Services $6,000.00 $0.00 $6,000.00 $6,000.00 $0.00 0.00%
Wellness/Activities $5,000.00 $1,033.85 $5,000.00 $5,000.00 $0.00 0.00%
Benefits Management $9,000.00 $2,043.85 $4,000.00 $4,000.00 $0.00 0.00%
Advertising & Recruiting $6,000.00 $7,233.50 $5,000.00 $10,000.00 $5,000.00 100.00%
Phone $0.00 $200.00 $960.00 $480.00 -$480.00 -50.00%
Dues and Subscriptions $1,000.00 $156.00 $2,000.00 $2,000.00 $0.00 0.00%
Hiring - required testing $1,500.00 $7,884.30 $5,000.00 $8,000.00 $3,000.00 60.00%
Payroll Service $36,500.00 $50,916.07 $37,230.00 $50,000.00 $12,770.00 34.30%
Contractual Services $26,200.00 $46,200.00 $0.00 $18,457.00 $18,457.00 0.00%
Travel and Training $4,000.00 $1,935.19 $4,000.00 $4,000.00 $0.00 0.00%
Employee Health Center-Rent + Services $553,932.00 $317,000.00 -$236,932.00 -42.77%
Page 1
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 -$198,185.00 -31.81%
Total HR & Benefits Administration $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 -$185,001.03 -20.65%
GF INSURANCE
General Operating Budget
Workers Comp Insurance $385,434.50 $374,873.38 $348,023.32 $377,718.89 $29,695.57 8.53%
Property Insurance $343,035.00 $312,920.78 $301,687.41 $325,822.40 $24,134.99 8.00%
Bonding Insurance-Public Officials $6,100.00 $6,064.00 $6,405.00 $8,000.00 $1,595.00 24.90%
VLCT Unemployment Insurance $17,000.00 $18,599.00 $17,850.00 $20,644.89 $2,794.89 15.66%
Accident -Deductibles $8,000.00 $4,694.50 $8,400.00 $8,500.00 $100.00 1.19%
Total General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55%
CITY MANAGER
Wages and Benefits
Departmental Salaries $371,845.59 $298,324.60 $301,814.33 $333,176.90 $31,362.57 10.39%
FICA/Medicare $28,446.19 $23,762.55 $23,088.80 $25,488.03 $2,399.24 10.39%
Child Care Tax $1,099.48 $1,099.48 0.00%
Fringe Benefits $1,100.00 $900.00 -$200.00 -18.18%
Vision Plan $312.84 $312.84 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $55,739.08 $70,187.17 $14,448.08 25.92%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $2,758.68 $2,758.68 $0.00 0.00%
Pension $38,858.60 $48,104.07 $9,245.47 23.79%
ICMA Match $23,776.99 $26,479.70 $2,702.71 11.37%
Total Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55%
General Operating Budget
Office Supplies $3,500.00 $2,092.87 $5,000.00 $5,000.00 $0.00 0.00%
Advertising $11,000.00 $14,419.94 $11,000.00 $15,000.00 $4,000.00 36.36%
Telephone $4,000.00 $10,843.75 $960.00 $1,000.00 $40.00 4.17%
Postage $500.00 $328.44 $600.00 $600.00 $0.00 0.00%
Dues and Subscriptions $4,200.00 $3,966.76 $4,200.00 $4,200.00 $0.00 0.00%
Printing $2,000.00 $207.99 $3,000.00 $3,000.00 $0.00 0.00%
Consulting Fees $30,000.00 $12,632.80 $30,000.00 $50,000.00 $20,000.00 66.67%
Travel & Training $5,000.00 $2,717.58 $6,000.00 $6,000.00 $0.00 0.00%
Online Platform-Training $12,000.00 $0.00 $12,000.00 $0.00 -$12,000.00 -100.00%
Total General Operating Budget $72,200.00 $47,210.13 $72,760.00 $84,800.00 $12,040.00 16.55%
Total City Manager $472,491.78 $369,297.28 $523,229.45 $596,327.01 $73,097.56 13.97%
LEGAL/ACCOUNTING/ ACTUARY
Wages and Benefits
Salaries $207,476.89 $213,240.29 $215,017.75 $224,336.64 $9,318.88 4.33%
Fringe Benefits $600.00 $600.00 $0.00 0.00%
FICA/Medicare $15,871.98 $14,330.88 $16,448.86 $17,161.75 $712.89 4.33%
Child Care Tax $740.31 $740.31 0.00%
Vision Plan $153.12 $208.44 $55.32 36.13%
Disability Insurance $1,388.18 $1,388.18 $0.00 0.00%
Group Health Plan $31,821.54 $46,648.84 $14,827.30 46.60%
Group Life Insurance $625.24 $625.24 $0.00 0.00%
Group Dental Insurance $1,371.36 $1,868.88 $497.52 36.28%
Pension $27,683.54 $31,331.52 $3,647.99 13.18%
ICMA Match $9,505.72 $9,917.75 $412.03 4.33%
Total Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92%
General Operating Budget
Subscriptions $7,612.00 $8,943.60 $8,000.00 $9,950.00 $1,950.00 24.38%
Legal/Labor/Suits $50,000.00 $24,902.39 $50,000.00 $65,000.00 $15,000.00 30.00%
Professional Development $3,000.00 $2,787.79 $3,500.00 $4,000.00 $500.00 14.29%
Total General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37%
Page 2
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total Legal $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02%
ADMINISTRATIVE SERVICES
Wages and Benefits
Salaries $172,759.63 $114,965.21 $229,251.49 $256,661.66 $27,410.17 11.96%
Leave Time turn-in $2,134.40 $2,134.40 $0.00 0.00%
Fringe Benefits $1,500.00 $1,500.00 $0.00 0.00%
FICA/Medicare $13,216.11 $11,153.65 $17,537.74 $19,634.62 $2,096.88 11.96%
Child Care Tax $846.98 $846.98 0.00%
Vision Plan $313.20 $313.20 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $57,253.85 $71,488.22 $14,234.37 24.86%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $2,669.40 $2,669.40 $0.00 0.00%
Pension $29,516.13 $36,216.56 $6,700.43 22.70%
ICMA Match $12,608.83 $14,116.39 $1,507.56 11.96%
Total Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84%
General Operating Budget
Office Supplies $20,000.00 $4,359.94 $15,000.00 $15,000.00 $0.00 0.00%
Vehicle Expense $1,700.00 $832.62 $1,800.00 $1,800.00 $0.00 0.00%
Office equipment fees $11,000.00 $17,058.46 $12,000.00 $18,000.00 $6,000.00 50.00%
Branding and Outreach $25,000.00 $14,091.20 $20,000.00 $20,000.00 $0.00 0.00%
Digital Media $19,000.00 $14,951.29 $19,000.00 $19,000.00 $0.00 0.00%
Contingency/ Repairs/Grants $140,000.00 $193,824.00 $140,000.00 $150,000.00 $10,000.00 7.14%
Energy Efficiency $40,000.00 $40,000.00 $40,000.00 $40,000.00 $0.00 0.00%
Archives and Digitalization $20,000.00 $15,211.20 $20,000.00 $20,000.00 $0.00 0.00%
Street Lights $148,000.00 $167,540.07 $160,000.00 $170,000.00 $10,000.00 6.25%
Stormwater User Rent $330,200.00 $342,504.85 $346,710.00 $350,000.00 $3,290.00 0.95%
Parking Lot Lease $29,200.00 $43,800.00 $43,800.00 $43,800.00 $0.00 0.00%
19 Gregory Lease-Tax pmts $45,000.00 $43,427.85 $45,000.00 $50,000.00 $5,000.00 11.11%
Illuminate VT $30,000.00 $30,000.00 0.00%
Council/Board Secretary (wage/FIC $15,000.00 $13,754.18 $18,000.00 $18,000.00 $0.00 0.00%
Total General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29%
Capital Budget
Public Art $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00%
Total Administrative $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84%
INFORMATION TECHNOLOGY
Wages and Benefits
IT Salaries $231,090.08 $218,194.24 $247,881.01 $275,173.39 $27,292.37 11.01%
Leave time Turn-in $3,232.00 $3,232.00 $0.00 0.00%
IT-Overtime/Part Time $0.00 $0.00 $4,000.00 $4,000.00 0.00%
Fringe Benefits $1,300.00 $900.00 -$400.00 -30.77%
FICA/Medicare $17,678.39 $17,711.16 $11,611.25 $21,050.76 $9,439.51 81.30%
Child Care Tax $908.07 $908.07 0.00%
Vision Plan $361.56 $361.56 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $64,922.56 $81,892.28 $16,969.73 26.14%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $3,240.24 $3,240.24 $0.00 0.00%
Pension $31,914.68 $38,495.43 $6,580.75 20.62%
ICMA Match $11,611.25 $12,642.92 $1,031.66 8.89%
Total Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36%
General Operating Budget
Computer Software $93,000.00 $89,675.21 $81,000.00 $90,000.00 $9,000.00 11.11%
IT Utility Services $12,000.00 $13,782.25 $30,900.00 $30,900.00 $0.00 0.00%
IT Support Service $5,000.00 $8,371.45 $15,000.00 $15,000.00 $0.00 0.00%
Travel & Training $2,000.00 $1,969.20 $2,000.00 $2,000.00 $0.00 0.00%
Total General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98%
Page 3
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Capital Budget
Computer Hardware/Servers $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58%
Total Capital budget $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58%
Total Information Technology $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74%
CITY CLERK
Wages and Benefits
City Clerk Salaries-Perm. $217,908.30 $250,415.65 $255,931.91 $259,657.26 $3,725.34 1.46%
Leave time turn-in $6,469.20 $3,772.00 -$2,697.20 -41.69%
Overtime $300.00 $901.65 $300.00 $1,000.00 $700.00 233.33%
Fringe Benefits $1,800.00 $1,800.00 $0.00 0.00%
FICA/Medicare $16,692.93 $19,419.53 $19,578.79 $19,863.78 $284.99 1.46%
Child Care Tax $856.87 $856.87 0.00%
Vision Plan $417.24 $465.96 $48.72 11.68%
Disability Insurance $2,776.36 $2,776.36 $0.00 0.00%
Group Health Plan $76,352.45 $106,985.06 $30,632.62 40.12%
Group Life Insurance $1,250.48 $1,250.48 $0.00 0.00%
Group Dental Insurance $3,648.48 $3,648.48 $0.00 0.00%
Pension $48,004.54 $42,201.15 -$5,803.39 -12.09%
ICMA Match $8,639.98 $3,616.32 -$5,023.66 -58.14%
Total Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34%
General Operating Budget
General Supplies $3,000.00 $4,686.73 $6,500.00 $6,500.00 $0.00 0.00%
Animal Control Costs $5,100.00 $5,054.32 $4,500.00 $5,000.00 $500.00 11.11%
Election Expenses $12,000.00 $9,206.83 $7,500.00 $12,000.00 $4,500.00 60.00%
Election Reimbursable $1,500.00 $1,425.25 $2,000.00 $2,000.00 $0.00 0.00%
Telephone $400.00 $386.74 $400.00 $400.00 $0.00 0.00%
Postage $2,250.00 $697.41 $1,500.00 $2,500.00 $1,000.00 66.67%
Dues and Subscriptions $400.00 $305.00 $400.00 $400.00 $0.00 0.00%
Printing $400.00 $397.76 $600.00 $600.00 $0.00 0.00%
BCA elections $9,700.00 $7,176.60 $3,700.00 $9,700.00 $6,000.00 162.16%
Election Workers $9,000.00 $7,205.12 $3,500.00 $9,000.00 $5,500.00 157.14%
BCA Appeals/Abatements $350.00 $401.60 $700.00 $400.00 -$300.00 -42.86%
Office Equip Maintenance $1,200.00 $804.73 $1,800.00 $1,800.00 $0.00 0.00%
Travel & Training $4,200.00 $2,613.21 $4,200.00 $4,200.00 $0.00 0.00%
Photocopier Lease Prin $1,500.00 $2,075.78 $1,700.00 $2,100.00 $400.00 23.53%
Total General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13%
Total Clerk $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69%
PHYSICAL PLANT
Wages and Benefits
Physical Plant Salaries-Perm. $167,658.49 $163,018.47 $251,968.90 $316,715.88 $64,746.98 25.70%
Over Time $5,000.00 $5,000.00 $0.00 0.00%
Fringe Benefits $1,800.00 $2,300.00 $500.00 27.78%
FICA/Medicare $12,825.87 $16,822.16 $19,658.12 $24,228.76 $4,570.64 23.25%
Child Care Tax $1,045.16 $1,045.16 0.00%
Vision Plan $417.24 $472.56 $55.32 13.26%
Disability Insurance $2,776.36 $3,470.45 $694.09 25.00%
Group Health Plan $76,401.98 $108,865.91 $32,463.93 42.49%
Group Life Insurance $1,250.48 $1,563.10 $312.62 25.00%
Group Dental Insurance $3,648.48 $4,146.00 $497.52 13.64%
Pension $32,441.00 $43,878.79 $11,437.79 35.26%
ICMA Match $7,796.48 $11,349.82 $3,553.34 45.58%
Total Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73%
General Operating Budget
Cleaning Supplies $42,000.00 $20,641.86 $45,785.00 $48,250.00 $2,465.00 5.38%
Vehicle Repair $2,500.00 $2,500.00 0.00%
Building Maintenance $10,250.00 $27,616.51 $14,250.00 $28,450.00 $14,200.00 99.65%
Page 4
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Building Repair $15,900.00 $22,246.72 $21,900.00 $28,000.00 $6,100.00 27.85%
Bio waste Disposal $1,000.00 $648.34 $600.00 $600.00 $0.00 0.00%
Recycle & Trash Removal $17,100.00 $11,195.14 $18,900.00 $20,000.00 $1,100.00 5.82%
HVAC Maintenance $31,020.00 $60,814.99 $40,100.00 $51,350.00 $11,250.00 28.05%
Generator Preventive Maint. $15,000.00 $6,814.83 $20,000.00 $21,300.00 $1,300.00 6.50%
Electricity-City Hall $14,250.00 $39,672.58 $70,250.00 $73,575.00 $3,325.00 4.73%
Heating/Cooling-City Hall $7,000.00 $11,130.51 $14,600.00 $15,500.00 $900.00 6.16%
Facility Maintenance $10,000.00 $3,612.51 $12,500.00 $18,500.00 $6,000.00 48.00%
Facilities contract $90,000.00 $111,751.24 $97,000.00 $55,600.00 -$41,400.00 -42.68%
Total General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17%
Capital Budget
PP CIP projects $116,000.00 $271,000.00 $155,000.00 133.62%
Total Physical Plant $434,004.36 $516,659.60 $875,044.04 $1,157,661.44 $282,617.40 32.30%
FINANCE, ASSESSING & TAX
Wages and Benefits
Assessing/Tax Sal.-Perm. $322,752.92 $347,708.81 $397,948.87 $417,700.16 $19,751.28 4.96%
Leave Time Turn-in $3,322.80 $3,322.80 $0.00 0.00%
Overtime $0.00 $0.00 $300.00 $300.00 0.00%
Fringe Benefits $2,100.00 $2,100.00 $0.00 0.00%
FICA/Medicare $24,690.60 $27,209.42 $30,443.09 $32,321.26 $1,878.17 6.17%
Child Care Tax $1,378.41 $1,378.41 0.00%
Vision Plan $619.08 $619.08 $0.00 0.00%
Disability Insurance $3,470.45 $3,470.45 $0.00 0.00%
Group Health Plan $89,186.54 $111,179.02 $21,992.48 24.66%
Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00%
Group Dental Insurance $5,501.40 $5,501.40 $0.00 0.00%
Pension $74,531.55 $70,338.81 -$4,192.74 -5.63%
ICMA Match $21,887.19 $22,973.51 $1,086.32 4.96%
Total Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69%
General Operating Budget
Office Supplies $3,000.00 $592.07 $3,200.00 $3,200.00 $0.00 0.00%
Advertising $500.00 $258.00 $500.00 $500.00 $0.00 0.00%
Telephone $300.00 $337.63 $300.00 $350.00 $50.00 16.67%
Postage $6,000.00 $5,558.42 $6,000.00 $6,200.00 $200.00 3.33%
Dues and Memberships $800.00 $606.90 $800.00 $800.00 $0.00 0.00%
Printing $4,000.00 $3,460.61 $4,000.00 $4,000.00 $0.00 0.00%
Gen Govt. Audit/Accounting $35,000.00 $26,324.95 $30,500.00 $32,000.00 $1,500.00 4.92%
Appeals and Abatements $4,000.00 $5,082.69 $5,000.00 $5,000.00 $0.00 0.00%
Gen Govt. Actuaries/Pension $26,000.00 $20,725.00 $26,000.00 $26,000.00 $0.00 0.00%
Consulting/Assessing Other $30,000.00 $13,252.86 $5,000.00 $30,000.00 $25,000.00 500.00%
NEMRC/APEX $7,000.00 $7,670.55 $8,000.00 $9,000.00 $1,000.00 12.50%
Travel & Training $4,000.00 $170.00 $4,000.00 $4,000.00 $0.00 0.00%
Total General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74%
Total Finance, Tax and Assessing $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66%
PLANNING/DEVELOPMENT REVIEW
Wages and Benefits
Planning Salaries-Perm. $372,532.08 $379,191.26 $548,721.83 $474,778.97 -$73,942.86 -13.48%
Leave Time Turn-In $2,428.00 $2,428.00 $0.00 0.00%
Overtime $5,000.00 $696.64 $5,000.00 $5,000.00 $0.00 0.00%
Fringe Benefits $3,300.00 $2,300.00 -$1,000.00 -30.30%
FICA/Medicare $28,881.20 $30,850.87 $42,359.72 $37,054.99 -$5,304.73 -12.52%
Child Care Tax $1,566.77 $1,566.77 0.00%
Vision Plan $478.80 $263.76 -$215.04 -44.91%
Disability Insurance $4,858.63 $3,470.45 -$1,388.18 -28.57%
Group Health Plan $86,531.77 $69,670.25 -$16,861.52 -19.49%
Group Life Insurance $2,188.34 $1,563.10 -$625.24 -28.57%
Page 5
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Group Dental Insurance $4,251.24 $2,863.92 -$1,387.32 -32.63%
Pension $70,647.94 $61,158.97 -$9,488.96 -13.43%
ICMA Match $30,179.70 $23,838.37 -$6,341.33 -21.01%
Total Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 -$114,988.41 -14.36%
General Operating Budget
Office Supplies $2,500.00 $1,132.71 $2,500.00 $2,500.00 $0.00 0.00%
Public Meeting Advertising $3,500.00 $2,861.40 $3,500.00 $5,000.00 $1,500.00 42.86%
Telephone $150.00 $172.12 $150.00 $150.00 $0.00 0.00%
Postage $800.00 $285.77 $800.00 $800.00 $0.00 0.00%
Dues and Subscriptions $1,650.00 $1,906.43 $2,000.00 $2,000.00 $0.00 0.00%
Document Printing $700.00 $0.00 $700.00 $0.00 -$700.00 -100.00%
Consultants $55,000.00 $45,647.83 $55,000.00 $75,000.00 $20,000.00 36.36%
Cmte Support (Nat Res, Energy, Oth $2,500.00 $573.40 $2,500.00 $2,500.00 $0.00 0.00%
Payment for GIS services $0.00 $12,635.00 $13,084.00 $449.00 3.55%
PC/DRB Stipends $9,000.00 $8,706.24 $9,000.00 $9,000.00 $0.00 0.00%
Equipment $1,500.00 $0.00 $1,500.00 $1,500.00 $0.00 0.00%
Special Projects/permitting Software $75,000.00 $0.00 $20,000.00 $30,000.00 $10,000.00 50.00%
Travel & Training $5,000.00 $1,845.80 $7,500.00 $7,500.00 $0.00 0.00%
Total General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53%
Total Planning and Zoning $563,713.28 $473,870.47 $918,730.97 $834,991.56 -$83,739.41 -9.11%
CULTURE AND RECREATION
RECREATION ADMINISTRATION
Wages and Benefits
Rec.Admin.Salaries-Perm. $291,160.46 $300,854.33 $313,990.32 $323,511.11 $9,520.79 3.03%
Leave Time Turn-In $3,000.00 $0.00 $10,739.60 $7,000.00 -$3,739.60 -34.82%
Overtime $2,000.00 $3,052.60 $2,000.00 $2,500.00 $500.00 25.00%
Fringe Benefits $2,300.00 $2,300.00 $0.00 0.00%
FICA/Medicare $22,656.28 $23,377.60 $24,020.26 $24,748.60 $728.34 3.03%
Child Care Tax $1,067.59 $1,067.59 0.00%
Vision Plan $374.40 $374.40 $0.00 0.00%
Disability Insurance $3,470.45 $3,470.45 $0.00 0.00%
Group Health Plan $68,315.44 $86,131.61 $17,816.17 26.08%
Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00%
Group Dental Insurance $2,879.88 $2,879.88 $0.00 0.00%
Pension $52,546.06 $45,106.58 -$7,439.48 -14.16%
ICMA Match $8,714.19 $13,734.34 $5,020.14 57.61%
Total Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78%
General Operating Budget
Office Supplies $0.00 $500.00 $1,000.00 $500.00 100.00%
Clothing $1,200.00 $1,144.80 $3,000.00 $3,000.00 $0.00 0.00%
Telephone $2,750.00 $3,239.04 $2,750.00 $3,500.00 $750.00 27.27%
Postage $150.00 $3.45 $50.00 $50.00 $0.00 0.00%
Dues and Subscriptions $2,100.00 $3,251.00 $2,400.00 $3,500.00 $1,100.00 45.83%
Scholarships $1,000.00 $49.99 $1,000.00 $1,000.00 $0.00 0.00%
Printing/Advertising/Marketing $25,000.00 $0.00 $11,000.00 $5,000.00 -$6,000.00 -54.55%
Computer Software Contract $6,000.00 $6,023.92 $11,000.00 $7,000.00 -$4,000.00 -36.36%
Travel & Training $2,500.00 $2,664.73 $5,000.00 $9,000.00 $4,000.00 80.00%
Total General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 -$3,650.00 -9.95%
Total Recreation Administration $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76%
RECREATION PROGRAMS
General Operating Budget
Supplies and Equipment $11,000.00 $8,797.77 $11,000.00 $14,000.00 $3,000.00 27.27%
SB Night Out $27,000.00 $25,234.76 $30,000.00 $30,000.00 $0.00 0.00%
Adult Programs $0.00 $10,000.00 $5,000.00 -$5,000.00 -50.00%
Special Events $0.00 $30,000.00 $35,000.00 $5,000.00 16.67%
Page 6
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Youth Programs $0.00 $60,000.00 $70,000.00 $10,000.00 16.67%
Advertising $7,000.00 $3,814.17 $0.00 $0.00 $0.00 0.00%
School Use $5,000.00 $0.00 $5,000.00 $0.00 -$5,000.00 -100.00%
$50,000.00 $37,846.70 $146,000.00 $154,000.00 $8,000.00 5.48%
RECREATION FACILITIES
General Operating Budget
Seasonal Park Salaries $0.00 $12,500.00 $18,500.00 $6,000.00 48.00%
FICA/Medicare $0.00 $956.25 $1,415.25 $459.00 48.00%
Total Wages and Benefits $13,456.25 $19,915.25 $6,459.00 48.00%
General Operating Budget
Supplies-Park Facilities $2,500.00 $2,944.09 $8,000.00 $8,000.00 $0.00 0.00%
Vehicle Maintenance $1,500.00 $2,973.88 $6,000.00 $6,000.00 $0.00 0.00%
Fuel-Gas - Heat-Park Facilities $1,500.00 $1,594.76 $1,600.00 $1,600.00 $0.00 0.00%
Facilities Maintenance Contracts $1,500.00 $1,347.55 $0.00 $0.00 $0.00 0.00%
Ongoing Facilities Improvements $20,000.00 $2,860.61 $32,000.00 $20,000.00 -$12,000.00 -37.50%
Port-O-Lets $7,000.00 $8,513.64 $8,000.00 $9,500.00 $1,500.00 18.75%
Electric-Park Facilities $1,300.00 $1,818.90 $6,000.00 $6,000.00 $0.00 0.00%
Electric-Dorset Park $3,000.00 $2,623.13 $0.00 $0.00 $0.00 0.00%
Electric-Overlook Park $500.00 $290.04 $0.00 $0.00 $0.00 0.00%
Electric-Tennis Courts $350.00 $320.01 $0.00 $0.00 $0.00 0.00%
$0.00 0.00%
Total General Operating Budget $39,150.00 $25,286.61 $61,600.00 $51,100.00 -$10,500.00 -17.05%
Capital Budget
Capital Items $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00%
$139,150.00 $125,277.11 $175,056.25 $271,015.25 $89,500.00 51.13%
SENIOR PROGRAMS
General Operating Budget
Program Supplies $2,000.00 $4,453.53 $9,500.00 $9,500.00 $0.00 0.00%
Meal Cost $14,500.00 $9,442.92 $15,000.00 $15,000.00 $0.00 0.00%
Marketing $2,000.00 $749.00 $2,000.00 $2,000.00 $0.00 0.00%
Senior Programs $0.00 $0.00 $1,000.00 $1,000.00 0.00%
Senior Events $3,000.00 $2,341.11 $12,000.00 $12,000.00 $0.00 0.00%
Custodial $6,701.57 $6,701.57 $0.00 $0.00 $0.00 0.00%
Utilities $5,110.00 $4,317.59 $0.00 $0.00 0.00%
$33,311.57 $28,005.72 $38,500.00 $39,500.00 $1,000.00 2.60%
PUBLIC LIBRARY
Wages and Benefits
Library Salaries $605,115.45 $584,454.74 $666,035.33 $718,268.83 $52,233.50 7.84%
Fringe Benefits $3,000.00 $4,300.00 $1,300.00 43.33%
FICA/Medicare $46,291.33 $45,356.34 $50,951.70 $55,314.77 $4,363.06 8.56%
Child Care Tax $2,370.29 $2,370.29 0.00%
Vision Plan $540.72 $583.56 $42.84 7.92%
Disability Insurance $6,246.81 $6,246.81 $0.00 0.00%
Group Health Plan $113,900.81 $144,653.15 $30,752.33 27.00%
Group Life Insurance $2,813.58 $2,813.58 $0.00 0.00%
Group Dental Insurance $4,764.72 $5,051.76 $287.04 6.02%
Pension $65,112.10 $72,930.22 $7,818.12 12.01%
ICMA Match $19,630.86 $17,562.66 -$2,068.19 -10.54%
Total Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41%
General Operating Budget
Library Supplies $7,250.00 $7,325.71 $8,500.00 $9,000.00 $500.00 5.88%
Books - Adult $20,000.00 $20,543.57 $22,000.00 $23,000.00 $1,000.00 4.55%
Books - Children $10,000.00 $9,091.09 $10,800.00 $11,000.00 $200.00 1.85%
DVDs/CDs-Adult $7,000.00 $4,908.03 $7,500.00 $5,000.00 -$2,500.00 -33.33%
DVDs/CDs-Children $1,500.00 $115.55 $1,000.00 $0.00 -$1,000.00 -100.00%
Program Supplies-Arts/Craft $3,000.00 $5,105.42 $3,500.00 $3,500.00 $0.00 0.00%
Page 7
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Books - Young Adults $4,000.00 $3,874.15 $4,500.00 $4,750.00 $250.00 5.56%
Lost Book Replacement $1,000.00 $1,000.00 $0.00 0.00%
Postage $2,500.00 $1,338.25 $1,700.00 $1,700.00 $0.00 0.00%
Inter-Library delivery $2,232.00 $2,297.44 $2,232.00 $2,300.00 $68.00 3.05%
AV support $1,500.00 $1,500.00 0.00%
Dues and Subscriptions $1,500.00 $1,472.33 $1,800.00 $1,900.00 $100.00 5.56%
Online & Print Subscription $20,000.00 $20,326.16 $23,000.00 $34,000.00 $11,000.00 47.83%
Community Programs $5,000.00 $4,001.02 $6,000.00 $9,000.00 $3,000.00 50.00%
Janitorial Services & Supplies $65,100.92 $48,826.00 $0.00 $0.00 $0.00 0.00%
Computer Program Fees $6,000.00 $8,765.92 $6,500.00 $8,000.00 $1,500.00 23.08%
Computer Operations - Software $2,000.00 $359.88 $2,500.00 $2,500.00 $0.00 0.00%
Computer Operations - Hardware $3,000.00 $3,178.52 $4,000.00 $4,500.00 $500.00 12.50%
Travel & Training $1,500.00 $2,232.20 $1,500.00 $3,000.00 $1,500.00 100.00%
Utilities $49,640.00 $59,376.58 $0.00 $0.00 0.00%
C/L Photocopier Lease Pri $4,000.00 $7,397.75 $4,000.00 $7,500.00 $3,500.00 87.50%
Total General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85%
Total Public Library $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31%
PUBLIC SAFETY
FIRE & AMBULANCE SERVICES DEPARTMENT
Wages & Benefits
Fire Salaries-Permanent $2,395,409.13 $2,417,373.53 $2,735,934.13 $2,988,576.80 $252,642.67 9.23%
Leave time turn-in $5,500.00 $5,500.00 $0.00 0.00%
Holiday Pay $359,755.77 $375,785.90 $397,609.77 $384,773.57 -$12,836.20 -3.23%
Fair Labor Standard O/T $111,352.98 $111,352.98 $114,982.65 $127,509.36 $12,526.71 10.89%
F/D Overtime - Fill-In $160,000.00 $264,273.88 $185,000.00 $190,500.00 $5,500.00 2.97%
F/D Overtime - Training $16,000.00 $68,316.31 $20,000.00 $45,000.00 $25,000.00 125.00%
F/D Overtime - Emerg Call $12,500.00 $10,197.02 $9,000.00 $10,000.00 $1,000.00 11.11%
Wellness/Fitness (Fringe Benefit) $23,000.00 $21,150.00 $24,725.00 $26,375.00 $1,650.00 6.67%
Fire-Off Duty Outside Emp $8,000.00 $500.00 $8,000.00 $4,000.00 -$4,000.00 -50.00%
FICA/Medicare $236,845.37 $251,181.50 $266,120.60 $286,902.52 $20,781.92 7.81%
Child Care Tax $11,594.93 $11,594.93 0.00%
Vision Plan $3,539.40 $3,533.16 -$6.24 -0.18%
Disability Insurance $4,713.00 $4,883.88 $170.88 3.63%
Group Health Plan $599,564.97 $815,349.16 $215,784.19 35.99%
Group Life Insurance $11,879.56 $12,817.42 $937.86 7.89%
Group Dental Insurance $33,391.20 $32,909.64 -$481.56 -1.44%
Pension $527,846.41 $467,845.59 -$60,000.82 -11.37%
ICMA Match $12,754.62 $12,754.62 0.00%
Total Wages and Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76%
General Operating Budget
Office Supplies $2,100.00 $2,875.64 $2,850.00 $3,000.00 $150.00 5.26%
Hoses, Nozzles, Misc. $1,500.00 $25,107.28 $6,000.00 $6,000.00 $0.00 0.00%
Medical Supplies-Disposal $49,000.00 $49,892.62 $50,225.00 $52,750.00 $2,525.00 5.03%
Medical Supplies-Oxygen $4,400.00 $3,154.54 $4,400.00 $4,400.00 $0.00 0.00%
Medical Equipment Replace $17,500.00 $15,194.68 $17,500.00 $18,500.00 $1,000.00 5.71%
Vaccinations-HEP $1,000.00 $0.00 $500.00 $500.00 $0.00 0.00%
REHAB Supplies $300.00 $443.01 $300.00 $300.00 $0.00 0.00%
Station Operating Supply $2,200.00 $2,425.13 $2,200.00 $2,500.00 $300.00 13.64%
Maintenance Tools $500.00 $1,095.55 $500.00 $500.00 $0.00 0.00%
Uniforms $30,000.00 $43,119.42 $30,000.00 $30,000.00 $0.00 0.00%
Uniforms -Electrical Inspector $650.00 $249.49 $0.00 $0.00 $0.00 0.00%
Firefighting Clothing (PPE) $48,000.00 $120,970.82 $13,500.00 $40,000.00 $26,500.00 196.30%
Vehicle Tools $500.00 $1,137.62 $0.00 $0.00 $0.00 0.00%
Gas Chiefs' vehicle & rei $2,800.00 $5,688.96 $5,250.00 $5,985.00 $735.00 14.00%
Diesel Fuel $18,000.00 $47,176.07 $46,875.00 $41,000.00 -$5,875.00 -12.53%
Page 8
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Oil $725.00 $1,640.81 $725.00 $1,200.00 $475.00 65.52%
Films and Books $500.00 $848.11 $800.00 $800.00 $0.00 0.00%
Fire Prevention Materials $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00%
Fire Extinguishers $850.00 $435.00 $850.00 $850.00 $0.00 0.00%
Airpacks Maintenance $10,000.00 $7,614.59 $10,000.00 $10,000.00 $0.00 0.00%
Telephone $13,500.00 $25,558.34 $22,525.00 $25,000.00 $2,475.00 10.99%
Postage-Tool Shipping $225.00 $1,114.79 $675.00 $1,000.00 $325.00 48.15%
Dues and Subscriptions $2,800.00 $4,137.84 $3,500.00 $4,000.00 $500.00 14.29%
Dues and Subscriptions - Electric $200.00 $120.00 $0.00 $0.00 $0.00 0.00%
Stations Maintenance/Repairs $25,500.00 $33,219.08 $26,500.00 $30,000.00 $3,500.00 13.21%
Laundry and Bedding $4,000.00 $1,249.70 $4,000.00 $4,000.00 $0.00 0.00%
Radio Repair $5,500.00 $4,439.25 $7,500.00 $7,500.00 $0.00 0.00%
Vehicle Maintenance $35,000.00 $36,775.43 $38,000.00 $38,000.00 $0.00 0.00%
Vehicle Repair $30,000.00 $39,839.60 $33,000.00 $34,000.00 $1,000.00 3.03%
Equipment R & M $25,000.00 $16,062.99 $25,000.00 $25,000.00 $0.00 0.00%
Tires $6,000.00 $2,432.90 $6,000.00 $6,000.00 $0.00 0.00%
Fire Inspector Car/Equipment $850.00 $850.00 $850.00 $0.00 0.00%
Computers Contract ACS $12,500.00 $12,615.15 $28,825.00 $50,000.00 $21,175.00 73.46%
Fire Safety Equipment $28,000.00 $17,649.89 $34,000.00 $35,500.00 $1,500.00 4.41%
Comm Tower Rent $1,000.00 $4,625.01 $5,100.00 $5,100.00 $0.00 0.00%
Equipment Purchase $500.00 $500.00 $500.00 $0.00 0.00%
F/D Furniture/Equipment $7,000.00 $16,055.43 $7,000.00 $7,000.00 $0.00 0.00%
EMS Patient Care Equip $33,000.00 $33,629.39 $33,000.00 $34,000.00 $1,000.00 3.03%
Conferences $1,500.00 $1,682.74 $1,500.00 $0.00 -$1,500.00 -100.00%
Training Schools $10,000.00 $11,425.91 $13,500.00 $15,000.00 $1,500.00 11.11%
Covid Vaccine Admin Expen $0.00 $58.24 $0.00 $0.00 $0.00 0.00%
Training Schools-Electrical Inspecto $400.00 $84.06 $400.00 $400.00 $0.00 0.00%
Training Equipment $1,200.00 $0.00 $4,200.00 $4,200.00 $0.00 0.00%
New Employee Training $10,000.00 $15,938.13 $0.00 $5,000.00 $5,000.00 0.00%
To Reserve Fund-Training $10,000.00 $10,000.00 $25,000.00 $30,000.00 $5,000.00 20.00%
Recruiting & Testing $2,000.00 $4,429.81 $2,000.00 $3,000.00 $1,000.00 50.00%
Fire Station #1 Heat/Elec $15,000.00 $20,389.43 $15,000.00 $22,000.00 $7,000.00 46.67%
Fire Station #2 Heat/Elec $17,000.00 $12,550.67 $15,000.00 $14,000.00 -$1,000.00 -6.67%
Billing Service $35,000.00 $46,489.57 $41,040.00 $55,006.20 $13,966.20 34.03%
State Payment Medicaid/Medicare $25,500.00 $27,297.59 $29,000.00 $41,560.24 $12,560.24 43.31%
Copier $500.00 $388.23 $500.00 $500.00 $0.00 0.00%
Total General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35%
Capital Budget
Vehicle-Fire/Ambulance $44,898.23 $400,000.00 $432,000.00 $32,000.00 8.00%
Station alerting and ambulance loading $155,000.00 $155,000.00 0.00%
Thermal Imaging Cameras $30,000.00 $20,000.00 -$10,000.00 -33.33%
Total Capital Budget $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16%
Total Fire and Ambulance Services $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69%
POLICE
Wages and Benefits
Police Salaries-Permanent $3,590,393.02 $3,137,647.10 $3,690,784.34 $3,908,158.32 $217,373.98 5.89%
Rec Path Patrol - Interns $16,000.00 $0.00 $16,000.00 $16,000.00 $0.00 0.00%
CJC Support-Benefits $16,407.49 $16,407.49 0.00%
Leave Time turn-in $4,500.00 $4,500.00 $0.00 0.00%
Police Salaries-Overtime $238,350.00 $304,190.28 $314,000.00 $314,000.00 $0.00 0.00%
Police Holiday Pay $248,708.73 $245,052.01 $261,731.84 $294,959.44 $33,227.61 12.70%
Mandatory Training - Overtime $80,000.00 $80,000.00 $80,000.00 $80,000.00 $0.00 0.00%
BCI On Call $16,000.00 $16,000.00 $20,800.00 $25,600.00 $4,800.00 23.08%
Shift Differential $56,000.00 $43,954.63 $60,286.50 $61,793.66 $1,507.16 2.50%
Off-Duty Police Salary $10,000.00 $4,020.00 $10,000.00 $10,000.00 $0.00 0.00%
Fitness $20,000.00 $26,975.00 $25,925.00 $28,300.00 $2,375.00 9.16%
FICA/Medicare $325,542.06 $291,102.67 $338,711.60 $360,354.12 $21,642.52 6.39%
Page 9
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Child Care Tax $14,131.53 $14,131.53 0.00%
Vision Plan $4,091.88 $4,000.68 -$91.20 -2.23%
Disability Insurance $12,684.63 $12,924.98 $240.35 1.89%
Group Health Plan $681,299.30 $824,758.72 $143,459.43 21.06%
Group Life Insurance $15,318.38 $15,631.00 $312.62 2.04%
Group Dental Insurance $43,035.36 $42,177.48 -$857.88 -1.99%
Pension $683,931.63 $784,028.05 $100,096.42 14.64%
ICMA Match $17,367.02 $17,367.02 0.00%
Total Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13%
General Operating Budget
Office Supplies $10,500.00 $10,828.17 $10,500.00 $10,500.00 $0.00 0.00%
Firearms equip/supplies $13,000.00 $11,669.17 $13,500.00 $12,000.00 -$1,500.00 -11.11%
Radio Equipment-Supplies $0.00 $0.00 $30,000.00 $30,000.00 0.00%
Investigative Supplies $8,500.00 $5,996.21 $5,000.00 $6,000.00 $1,000.00 20.00%
Youth Services Supplies $2,500.00 $2,181.36 $2,500.00 $2,500.00 $0.00 0.00%
Traffic Safety Grant $5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00%
Traffic Unit Supplies $2,500.00 $3,378.51 $3,000.00 $4,000.00 $1,000.00 33.33%
K-9 Supplies $4,000.00 -$850.92 $6,000.00 $6,500.00 $500.00 8.33%
Uniform Supplies $38,500.00 $42,796.59 $38,500.00 $38,500.00 $0.00 0.00%
Tires $9,500.00 $9,577.23 $9,500.00 $10,000.00 $500.00 5.26%
Gas and Oil $57,000.00 $63,354.71 $73,500.00 $72,450.00 -$1,050.00 -1.43%
Community Outreach $40,351.00 $40,351.00 $48,380.00 $48,380.00 $0.00 0.00%
Telephone/Internet/Software $37,500.00 $35,023.04 $50,000.00 $40,000.00 -$10,000.00 -20.00%
Postage $2,300.00 $1,847.28 $2,300.00 $2,500.00 $200.00 8.70%
Dues and Subscriptions $2,300.00 $2,930.00 $2,300.00 $3,000.00 $700.00 30.43%
Towing Services $1,000.00 $3,870.00 $3,000.00 $4,000.00 $1,000.00 33.33%
Crime Prevention Supplies $500.00 $0.00 $0.00 $1,000.00 $1,000.00 0.00%
Uniform Cleaning $15,000.00 $9,741.40 $13,000.00 $12,000.00 -$1,000.00 -7.69%
Office Equip. Contract $6,000.00 $4,510.44 $6,000.00 $6,000.00 $0.00 0.00%
Generator Preventive Maint. $0.00 $750.00 $0.00 -$750.00 -100.00%
Radio Equip. Maintenance $2,500.00 $2,735.00 $2,500.00 $3,000.00 $500.00 20.00%
Vehicle Repair $58,000.00 $79,050.58 $62,000.00 $70,000.00 $8,000.00 12.90%
Computer Connections Syst $8,800.00 $9,633.00 $0.00 $0.00 $0.00 0.00%
Records Management System $12,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Consulting Services $28,000.00 $24,135.94 $28,000.00 $26,000.00 -$2,000.00 -7.14%
Vehicle Equipment $5,000.00 $4,997.37 $5,000.00 $5,000.00 $0.00 0.00%
Computers/software $325,000.00 $140,630.06 $82,000.00 $85,000.00 $3,000.00 3.66%
Office Equipment $4,000.00 $4,197.86 $6,000.00 $6,000.00 $0.00 0.00%
Body worn Cameras $90,000.00 $90,210.03 $90,000.00 $90,000.00 $0.00 0.00%
Animal Control Contracts $27,820.00 $28,686.87 $29,500.00 $38,000.00 $8,500.00 28.81%
Conferences $6,000.00 $7,097.91 $6,000.00 $6,000.00 $0.00 0.00%
In-Service Training $30,000.00 $30,931.13 $30,000.00 $30,000.00 $0.00 0.00%
Recruiting & Testing $3,500.00 $6,501.50 $7,500.00 $10,000.00 $2,500.00 33.33%
Tuition Reimbursement $4,000.00 $0.00 $4,000.00 $4,000.00 $0.00 0.00%
Electric-Police Dept. $85,714.29 $61,588.57 $86,000.00 $65,000.00 -$21,000.00 -24.42%
Heat/Hot Water $7,857.14 $10,370.40 $7,900.00 $12,000.00 $4,100.00 51.90%
Radio Installation Utility $0.00 $0.00 $0.00 $0.00 0.00%
Building Maintenance Fees-Commo $0.00 $0.00 $0.00 $0.00 0.00%
Cleaning/Building Service $0.00 $0.00 $0.00 $0.00 0.00%
$0.00 0.00%
Total General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41%
Capital Budget
Vehicles and Equipment $110,000.00 $159,403.98 $165,000.00 $150,000.00 -$15,000.00 -9.09%
Firearms Replacement $38,000.00 $0.00 -$38,000.00 -100.00%
Building Stewardship $50,000.00 $82,997.75 $50,000.00 $50,000.00 $0.00 0.00%
Total Capital Budget $160,000.00 $242,401.73 $253,000.00 $200,000.00 -$53,000.00 -20.95%
Total Police $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50%
Page 10
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
PUBLIC SERVICES
STREETS AND HIGHWAYS
Wages and Benefits
Highway Salaries-Perm. $908,726.50 $913,325.28 $1,117,249.17 $1,088,684.81 -$28,564.36 -2.56%
Leave Time turn-in $5,500.00 $5,500.00 $0.00 0.00%
Highway Salaries-Overtime $40,000.00 $57,039.60 $65,000.00 $65,000.00 $0.00 0.00%
On-Call Pay $36,400.00 $0.00 $36,400.00 $36,400.00 $0.00 0.00%
Fringe Benefits $18,792.40 $8,260.00 -$10,532.40 -56.05%
FICA/Medicare $75,362.18 $72,871.68 $85,469.56 $91,041.49 $5,571.93 6.52%
Child Care Tax $3,592.66 $3,592.66 0.00%
Vision Plan $1,760.16 $1,515.84 -$244.32 -13.88%
Disability Insurance $11,518.88 $11,843.79 $324.92 2.82%
Group Health Plan $308,208.59 $346,707.29 $38,498.70 12.49%
Group Life Insurance $5,158.23 $5,314.54 $156.31 3.03%
Group Dental Insurance $16,901.62 $13,301.02 -$3,600.60 -21.30%
Pension $235,555.05 $191,771.26 -$43,783.79 -18.59%
ICMA Match $58,537.38 $56,816.41 -$1,720.98 -2.94%
Total Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $1,925,749.10 -$40,301.94 -2.05%
General Operating Budget
Office Supplies $1,750.00 $2,075.89 $1,800.00 $1,800.00 $0.00 0.00%
Traffic Light Supplies $28,000.00 $32,791.16 $30,000.00 $30,000.00 $0.00 0.00%
Sign Supplies $12,000.00 $9,631.44 $12,000.00 $12,000.00 $0.00 0.00%
City Highways Material $35,000.00 $32,903.85 $38,000.00 $38,000.00 $0.00 0.00%
Road Striping $40,000.00 $34,785.97 $40,000.00 $40,000.00 $0.00 0.00%
Winter Salt $120,000.00 $129,541.80 $130,000.00 $130,000.00 $0.00 0.00%
Winter Sand $300.00 $0.00 $300.00 $300.00 $0.00 0.00%
Winter Liquid Deicer Addi $15,000.00 $15,473.64 $16,000.00 $16,000.00 $0.00 0.00%
Uniforms $20,000.00 $17,518.88 $20,000.00 $20,000.00 $0.00 0.00%
Vehicle Repair Parts $80,000.00 $103,197.81 $86,000.00 $100,000.00 $14,000.00 16.28%
School Bus parts $37,500.00 $51,108.12 $37,500.00 $0.00 -$37,500.00 -100.00%
Gasoline HW $35,000.00 $42,788.75 $38,000.00 $41,000.00 $3,000.00 7.89%
Oil $4,000.00 $7,960.68 $4,000.00 $5,000.00 $1,000.00 25.00%
Diesel Fuel HW $27,500.00 $66,380.97 $35,000.00 $59,000.00 $24,000.00 68.57%
Diesel/Gasoline Non City $110,000.00 $172,588.36 $120,000.00 $150,000.00 $30,000.00 25.00%
Fuel Station Maintenance $3,000.00 $1,270.26 $3,000.00 $3,000.00 $0.00 0.00%
Software/Asset management $6,000.00 $22,884.03 $28,635.00 $31,535.00 $2,900.00 10.13%
Telephone/Internet $6,200.00 $8,528.64 $6,800.00 $7,200.00 $400.00 5.88%
Building Maintenance $0.00 $5,000.00 $5,000.00 $0.00 0.00%
Tree Care $50,000.00 $54,211.45 $10,000.00 $24,000.00 $14,000.00 140.00%
Consulting Services $20,000.00 -$18,317.72 $35,000.00 $35,000.00 $0.00 0.00%
Equipment Rental/Purchase $1,000.00 $48.92 $1,000.00 $1,000.00 $0.00 0.00%
Office Equipment Maintenace $2,000.00 $6,925.50 $2,000.00 $2,000.00 $0.00 0.00%
Travel & Training $5,000.00 $5,230.32 $5,000.00 $5,500.00 $500.00 10.00%
Utilities - Garage $16,500.00 $18,040.93 $17,000.00 $18,000.00 $1,000.00 5.88%
Utilities-Garage Heat Gas $13,200.00 $17,730.11 $15,000.00 $17,000.00 $2,000.00 13.33%
Traffic Lights -Electricity $21,000.00 $20,310.97 $21,500.00 $21,500.00 $0.00 0.00%
Curbs and Sidewalks $1,500.00 $417.00 $2,000.00 $40,000.00 $38,000.00 1900.00%
Bike/Ped Maintenace/Paving $30,000.00 $41,698.53 $40,000.00 $40,000.00 $0.00 0.00%
Total General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65%
Capital Budget
Vehicle Replacement $225,000.00 $225,668.97 $305,000.00 $455,000.00 $150,000.00 49.18%
DPW Garage Expansion $330,000.00 $180,000.00 -$150,000.00 -45.45%
Highway Paving $720,000.00 $943,359.01 $800,000.00 $1,150,000.00 $350,000.00 43.75%
Dorset street school zone implementation $100,000.00 $100,000.00 0.00%
Market st & Hinesburg Rd traffic signal $100,000.00 $100,000.00 0.00%
All Other CIP Projectes $110,000.00 $110,000.00 0.00%
Ash Trees $50,000.00 $50,000.00 $50,000.00 $0.00 0.00%
Dorset Street Signal $600,000.00 $346,006.74 $324,000.00 $0.00 -$324,000.00 -100.00%
Total Capital Budget $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,145,000.00 $336,000.00 18.57%
Page 11
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total Street and Highways $3,396,938.68 $3,455,997.54 $4,575,586.04 $4,964,584.10 $388,998.06 8.50%
PARK MAINTENANCE
Wages and Benefits
Park Maint.Salaries-Perm. $262,775.23 $296,599.50 $369,506.09 $392,962.19 $23,456.10 6.35%
Park Maint.-Overtime $10,000.00 $11,602.32 $10,000.00 $10,000.00 $0.00 0.00%
Fringe Benefits $7,260.00 $3,000.00 -$4,260.00 -58.68%
FICA/Medicare $20,867.31 $22,993.02 $33,145.35 $30,826.61 -$2,318.74 -7.00%
Child Care Tax $1,296.78 $1,296.78 0.00%
Vision Plan $521.64 $674.76 $153.12 29.35%
Disability Insurance $4,164.54 $4,164.54 $0.00 0.00%
Group Health Plan $100,834.73 $155,596.12 $54,761.39 54.31%
Group Life Insurance $1,875.72 $1,875.72 $0.00 0.00%
Group Dental Insurance $4,538.28 $5,909.64 $1,371.36 30.22%
Pension $68,258.59 $65,938.46 -$2,320.13 -3.40%
ICMA Match $18,329.99 $16,489.37 -$1,840.62 -10.04%
Total Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37%
General Operating Budget
Park Supplies $30,000.00 $33,768.16 $32,000.00 $33,000.00 $1,000.00 3.13%
Maintenance & Landscaping Contra $75,000.00 $80,597.19 $75,000.00 $82,000.00 $7,000.00 9.33%
Cemetery Supplies $1,000.00 $1,000.00 $1,000.00 $1,000.00 $0.00 0.00%
Wheeler House $0.00 $2,938.49 $0.00 $0.00 $0.00 0.00%
Total General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41%
Total Park Maintenance $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78%
TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,255,527.34 $20,760,447.07 $1,504,919.73 7.82%
TOTAL GENERAL OPERATING $5,794,703.22 $5,502,922.66 $5,778,764.73 $6,069,298.63 $290,533.90 5.03%
TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,523,000.00 $733,000.00 26.27%
DEBT SERVICE REPAYMENT
Principal Payment
Kennedy Dr Reconstruction $22,493.70 $22,508.00 $22,493.70 $22,493.70 $0.00 0.00%
Lime Kiln Bridge $22,494.00 $22,508.00 $22,494.00 $22,494.00 $0.00 0.00%
Pension Liability Note Principal $586,224.00 $586,223.59 $586,224.00 $586,224.00 $0.00 0.00%
F/D Building Improvements $29,991.60 $30,005.00 $29,991.60 $29,991.60 $0.00 0.00%
Police Headquarters $360,000.00 $360,000.00 $360,000.00 $360,000.00 $0.00 0.00%
Communications Equipment-Comm $190,000.00 $190,000.00 $190,000.00 $190,000.00 $0.00 0.00%
Total Principal payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00%
Interest Payment
Kennedy Dr Reconstruction $2,924.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51%
Lime Kiln Bridge $2,824.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51%
Pension Liability Note Interest $93,613.00 $92,330.21 $83,668.00 $72,810.00 -$10,858.00 -12.98%
F/D Building Improvements $3,787.00 $398.34 $2,287.00 $766.00 -$1,521.00 -66.51%
Police Headquarters $145,602.00 $145,602.00 $129,780.00 $113,472.00 -$16,308.00 -12.57%
Sewer Fund Note-Solar $12,005.00 $12,005.00 $0.00 $0.00 $0.00 0.00%
Communications Equipment-Comm $18,335.00 $18,284.77 $14,668.00 $11,001.00 -$3,667.00 -25.00%
Total Interest payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 -$34,622.00 -14.81%
Total debt payment $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 -$34,622.00 -2.40%
SOCIAL SERVICES & OTHER OPERATING ENTITIES
G.B.I.C. $5,000.00 $5,000.00 $5,000.00 $5,000.00 $0.00 0.00%
V.L.C.T. $25,198.00 $25,198.00 $27,088.00 $28,727.00 $1,639.00 6.05%
Chamber of Commerce $3,600.00 $545.00 $3,600.00 $3,600.00 $0.00 0.00%
Social Services $15,000.00 $15,000.00 $15,000.00 $15,000.00 $0.00 0.00%
CCTV-Clickable Meetings $22,050.00 $21,000.00 $22,050.00 $23,152.00 $1,102.00 5.00%
Front Porch Forum $5,200.00 $5,280.00 $5,530.00 $6,000.00 $470.00 8.50%
County Court $147,677.11 $160,345.00 $155,060.97 $168,362.25 $13,301.28 8.58%
Winooski Valley Park $67,916.00 $67,916.00 $72,913.00 $75,553.00 $2,640.00 3.62%
Page 12
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
C.C.T.A. $538,462.00 $538,462.00 $591,554.00 $654,562.00 $63,008.00 10.65%
Regional Planning $37,195.00 $37,195.00 $40,014.00 $42,014.70 $2,000.70 5.00%
$867,298.11 $875,941.00 $937,809.97 $1,021,970.95 $84,160.98 8.97%
TO CAPITAL/RESERVE FUNDS
Fuel Pump Reserve Fund $8,200.00 $8,200.00 $8,200.00 $8,200.00 $0.00 0.00%
Payment to Sickbank Fund 298 $0.00 $0.00 $125,000.00 $125,000.00 $0.00 0.00%
To Capital Improvements $800,000.00 $800,000.00 $800,000.00 $860,000.00 $60,000.00 7.50%
$808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43%
Total General Fund $28,511,478.56 $28,373,899.32 $31,140,318.33 $33,778,310.94 $2,637,992.61 8.47%
Page 13
Proposed FY25 Budget - 11/30/2023
FY23 Budget FY23Actual FY24 Budget FY25 Budget
FY 24-25 $
Change
FY 24-25
% Change
General Fund $28,461,478.56 $28,374,334.00 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88%
General Fund Non-Property Tax Rev $10,498,666.00 $11,752,019.41 $12,991,968.22 $1,239,948.81 10.55%
Net to be raised by property tax $17,962,812.57 $19,388,298.92 $21,536,342.72 $2,148,043.80 11.08%
TIF Grand List (100%)$333,317.00 $433,841.00 $452,930.00 $19,089.00 4.40%
General Fund Grand List $40,615,363.32 $41,141,600.25 $42,077,664.76 $936,064.51 2.28%
Estimated Tax Rate $0.4455 $0.4727 $0.5118 $0.0392 8.29%
$0.4713
Other approved Ballot Items
Open Space $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97%
Penny for Paths $406,153.63 $414,771.88 $422,963.21 $8,191.33 1.97%
Total to be Raised by Property tax $18,775,119.83 $20,217,842.68 $22,382,269.14 $2,164,426.46 10.71%
Total Estimated Tax Rate $0.4928 $0.5319 $0.0403 8.20%
Actual Tax rate $0.4660 $0.4916
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
GENERAL GOVERNMENT
CITY COUNCIL
General Operating Budget
General Expenses $3,500.00 $1,523.61 $3,500.00 $3,500.00 $0.00 0.00%
Housing Trust $50,000.00 $50,000.00 $50,000.00 $150,000.00 $100,000.00 200.00%
Designated Reserve $10,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Advertising $2,000.00 $954.25 $2,000.00 $2,000.00 $0.00 0.00%
Councilors $7,750.00 $7,750.00 $7,750.00 $7,750.00 $0.00 0.00%
Liquor Control $500.00 $500.00 $500.00 $500.00 $0.00 0.00%
Council approved-Unbudgeted proje $0.00 $13,000.00 $0.00 $0.00 $0.00 0.00%
Total General Operating Budget $73,750.00 $73,727.86 $63,750.00 $163,750.00 $100,000.00 156.86%
HR & BENFITS ADMINISTRATION
Wages and Benefits
Salaries $193,256.46 $179,646.34 $168,282.00 $174,139.29 $5,857.29 3.48%
Payment to Sickbank Fund 298 $125,000.00 $125,000.00 $0.00 $0.00 $0.00 0.00%
Fringe Benefits $14,400.00 $9,511.24 $800.00 $800.00 $0.00 0.00%
FICA/Medicare $14,784.12 $13,677.26 $12,873.57 $13,321.66 $448.08 3.48%
Child Care Tax $574.66 $574.66 0.00%
Vision Plan $13,007.03 $12,179.96 $306.24 $257.52 -$48.72 -15.91%
Disability Insurance $60,547.40 $77,383.83 $1,388.18 $1,388.18 $0.00 0.00%
Group Health Plan $2,715,116.17 $2,948,418.42 $54,994.75 $58,600.99 $3,606.24 6.56%
Group Life Insurance $45,454.95 $34,486.00 $625.24 $625.24 $0.00 0.00%
Group Dental Insurance $132,561.16 $126,447.40 $2,742.72 $2,261.16 -$481.56 -17.56%
Pension $1,634,501.39 $1,846,936.91 $21,666.31 $24,572.14 $2,905.83 13.41%
ICMA Match $229,516.20 $223,276.41 $9,255.51 $9,577.66 $322.15 3.48%
Total Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83%
General Operating Budget
EAP Services $6,000.00 $0.00 $6,000.00 $6,000.00 $0.00 0.00%
Wellness/Activities $5,000.00 $1,033.85 $5,000.00 $5,000.00 $0.00 0.00%
Benefits Management $9,000.00 $2,043.85 $4,000.00 $4,000.00 $0.00 0.00%
Advertising & Recruiting $6,000.00 $7,233.50 $5,000.00 $10,000.00 $5,000.00 100.00%
Phone $0.00 $200.00 $960.00 $480.00 -$480.00 -50.00%
Dues and Subscriptions $1,000.00 $156.00 $2,000.00 $2,000.00 $0.00 0.00%
Hiring - required testing $1,500.00 $7,884.30 $5,000.00 $8,000.00 $3,000.00 60.00%
Payroll Service $36,500.00 $50,916.07 $37,230.00 $50,000.00 $12,770.00 34.30%
Contractual Services $26,200.00 $46,200.00 $0.00 $18,457.00 $18,457.00 0.00%
Travel and Training $4,000.00 $1,935.19 $4,000.00 $4,000.00 $0.00 0.00%
Employee Health Center-Rent + Services $553,932.00 $317,000.00 -$236,932.00 -42.77%
Page 1
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 -$198,185.00 -31.81%
Total HR & Benefits Administration $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 -$185,001.03 -20.65%
GF INSURANCE
General Operating Budget
Workers Comp Insurance $385,434.50 $374,873.38 $348,023.32 $377,718.89 $29,695.57 8.53%
Property Insurance $343,035.00 $312,920.78 $301,687.41 $325,822.40 $24,134.99 8.00%
Bonding Insurance-Public Officials $6,100.00 $6,064.00 $6,405.00 $8,000.00 $1,595.00 24.90%
VLCT Unemployment Insurance $17,000.00 $18,599.00 $17,850.00 $20,644.89 $2,794.89 15.66%
Accident -Deductibles $8,000.00 $4,694.50 $8,400.00 $8,500.00 $100.00 1.19%
Total General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55%
CITY MANAGER
Wages and Benefits
Departmental Salaries $371,845.59 $298,324.60 $301,814.33 $333,176.90 $31,362.57 10.39%
FICA/Medicare $28,446.19 $23,762.55 $23,088.80 $25,488.03 $2,399.24 10.39%
Child Care Tax $1,099.48 $1,099.48 0.00%
Fringe Benefits $1,100.00 $900.00 -$200.00 -18.18%
Vision Plan $312.84 $312.84 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $55,739.08 $70,187.17 $14,448.08 25.92%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $2,758.68 $2,758.68 $0.00 0.00%
Pension $38,858.60 $48,104.07 $9,245.47 23.79%
ICMA Match $23,776.99 $26,479.70 $2,702.71 11.37%
Total Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55%
General Operating Budget
Office Supplies $3,500.00 $2,092.87 $5,000.00 $5,000.00 $0.00 0.00%
Advertising $11,000.00 $14,419.94 $11,000.00 $15,000.00 $4,000.00 36.36%
Telephone $4,000.00 $10,843.75 $960.00 $1,000.00 $40.00 4.17%
Postage $500.00 $328.44 $600.00 $600.00 $0.00 0.00%
Dues and Subscriptions $4,200.00 $3,966.76 $4,200.00 $4,200.00 $0.00 0.00%
Printing $2,000.00 $207.99 $3,000.00 $3,000.00 $0.00 0.00%
Consulting Fees $30,000.00 $12,632.80 $30,000.00 $50,000.00 $20,000.00 66.67%
RMCS Crossing Guard (50% of the cost)$30,000.00 $30,000.00 0.00%
Climate Consulting $75,000.00 $75,000.00 0.00%
Travel & Training $5,000.00 $2,717.58 $6,000.00 $6,000.00 $0.00 0.00%
Online Platform-Training $12,000.00 $0.00 $12,000.00 $0.00 -$12,000.00 -100.00%
Total General Operating Budget $72,200.00 $47,210.13 $72,760.00 $189,800.00 $117,040.00 160.86%
Total City Manager $472,491.78 $369,297.28 $523,229.45 $701,327.01 $178,097.56 34.04%
LEGAL/ACCOUNTING/ ACTUARY
Wages and Benefits
Salaries $207,476.89 $213,240.29 $215,017.75 $224,336.64 $9,318.88 4.33%
Fringe Benefits $600.00 $600.00 $0.00 0.00%
FICA/Medicare $15,871.98 $14,330.88 $16,448.86 $17,161.75 $712.89 4.33%
Child Care Tax $740.31 $740.31 0.00%
Vision Plan $153.12 $208.44 $55.32 36.13%
Disability Insurance $1,388.18 $1,388.18 $0.00 0.00%
Group Health Plan $31,821.54 $46,648.84 $14,827.30 46.60%
Group Life Insurance $625.24 $625.24 $0.00 0.00%
Group Dental Insurance $1,371.36 $1,868.88 $497.52 36.28%
Pension $27,683.54 $31,331.52 $3,647.99 13.18%
ICMA Match $9,505.72 $9,917.75 $412.03 4.33%
Total Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92%
General Operating Budget
Subscriptions $7,612.00 $8,943.60 $8,000.00 $9,950.00 $1,950.00 24.38%
Legal/Labor/Suits $50,000.00 $24,902.39 $50,000.00 $65,000.00 $15,000.00 30.00%
Professional Development $3,000.00 $2,787.79 $3,500.00 $4,000.00 $500.00 14.29%
Page 2
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37%
Total Legal $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02%
ADMINISTRATIVE SERVICES
Wages and Benefits
Salaries $172,759.63 $114,965.21 $229,251.49 $256,661.66 $27,410.17 11.96%
Leave Time turn-in $2,134.40 $2,134.40 $0.00 0.00%
Fringe Benefits $1,500.00 $1,500.00 $0.00 0.00%
FICA/Medicare $13,216.11 $11,153.65 $17,537.74 $19,634.62 $2,096.88 11.96%
Child Care Tax $846.98 $846.98 0.00%
Vision Plan $313.20 $313.20 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $57,253.85 $71,488.22 $14,234.37 24.86%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $2,669.40 $2,669.40 $0.00 0.00%
Pension $29,516.13 $36,216.56 $6,700.43 22.70%
ICMA Match $12,608.83 $14,116.39 $1,507.56 11.96%
Total Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84%
General Operating Budget
Office Supplies $20,000.00 $4,359.94 $15,000.00 $15,000.00 $0.00 0.00%
Vehicle Expense $1,700.00 $832.62 $1,800.00 $1,800.00 $0.00 0.00%
Office equipment fees $11,000.00 $17,058.46 $12,000.00 $18,000.00 $6,000.00 50.00%
Branding and Outreach $25,000.00 $14,091.20 $20,000.00 $20,000.00 $0.00 0.00%
Digital Media $19,000.00 $14,951.29 $19,000.00 $19,000.00 $0.00 0.00%
Contingency/ Repairs/Grants $140,000.00 $193,824.00 $140,000.00 $150,000.00 $10,000.00 7.14%
Energy Efficiency $40,000.00 $40,000.00 $40,000.00 $40,000.00 $0.00 0.00%
Archives and Digitalization $20,000.00 $15,211.20 $20,000.00 $20,000.00 $0.00 0.00%
Street Lights $148,000.00 $167,540.07 $160,000.00 $170,000.00 $10,000.00 6.25%
Stormwater User Rent $330,200.00 $342,504.85 $346,710.00 $350,000.00 $3,290.00 0.95%
Parking Lot Lease $29,200.00 $43,800.00 $43,800.00 $43,800.00 $0.00 0.00%
19 Gregory Lease-Tax pmts $45,000.00 $43,427.85 $45,000.00 $50,000.00 $5,000.00 11.11%
Illuminate VT $30,000.00 $30,000.00 0.00%
Council/Board Secretary (wage/FIC $15,000.00 $13,754.18 $18,000.00 $18,000.00 $0.00 0.00%
Total General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29%
Capital Budget
Public Art $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00%
Total Administrative $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84%
INFORMATION TECHNOLOGY
Wages and Benefits
IT Salaries $231,090.08 $218,194.24 $247,881.01 $275,173.39 $27,292.37 11.01%
Leave time Turn-in $3,232.00 $3,232.00 $0.00 0.00%
IT-Overtime/Part Time $0.00 $0.00 $4,000.00 $4,000.00 0.00%
Fringe Benefits $1,300.00 $900.00 -$400.00 -30.77%
FICA/Medicare $17,678.39 $17,711.16 $11,611.25 $21,050.76 $9,439.51 81.30%
Child Care Tax $908.07 $908.07 0.00%
Vision Plan $361.56 $361.56 $0.00 0.00%
Disability Insurance $2,082.27 $2,082.27 $0.00 0.00%
Group Health Plan $64,922.56 $81,892.28 $16,969.73 26.14%
Group Life Insurance $937.86 $937.86 $0.00 0.00%
Group Dental Insurance $3,240.24 $3,240.24 $0.00 0.00%
Pension $31,914.68 $38,495.43 $6,580.75 20.62%
ICMA Match $11,611.25 $12,642.92 $1,031.66 8.89%
Total Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36%
General Operating Budget
Computer Software $93,000.00 $89,675.21 $81,000.00 $90,000.00 $9,000.00 11.11%
IT Utility Services $12,000.00 $13,782.25 $30,900.00 $30,900.00 $0.00 0.00%
IT Support Service $5,000.00 $8,371.45 $15,000.00 $15,000.00 $0.00 0.00%
Page 3
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Travel & Training $2,000.00 $1,969.20 $2,000.00 $2,000.00 $0.00 0.00%
Total General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98%
Capital Budget
Computer Hardware/Servers $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58%
Total Capital budget $37,000.00 $53,567.30 $77,000.00 $65,000.00 -$12,000.00 -15.58%
Total Information Technology $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74%
CITY CLERK
Wages and Benefits
City Clerk Salaries-Perm.$217,908.30 $250,415.65 $255,931.91 $259,657.26 $3,725.34 1.46%
Leave time turn-in $6,469.20 $3,772.00 -$2,697.20 -41.69%
Overtime $300.00 $901.65 $300.00 $1,000.00 $700.00 233.33%
Fringe Benefits $1,800.00 $1,800.00 $0.00 0.00%
FICA/Medicare $16,692.93 $19,419.53 $19,578.79 $19,863.78 $284.99 1.46%
Child Care Tax $856.87 $856.87 0.00%
Vision Plan $417.24 $465.96 $48.72 11.68%
Disability Insurance $2,776.36 $2,776.36 $0.00 0.00%
Group Health Plan $76,352.45 $106,985.06 $30,632.62 40.12%
Group Life Insurance $1,250.48 $1,250.48 $0.00 0.00%
Group Dental Insurance $3,648.48 $3,648.48 $0.00 0.00%
Pension $48,004.54 $42,201.15 -$5,803.39 -12.09%
ICMA Match $8,639.98 $3,616.32 -$5,023.66 -58.14%
Total Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34%
General Operating Budget
General Supplies $3,000.00 $4,686.73 $6,500.00 $6,500.00 $0.00 0.00%
Animal Control Costs $5,100.00 $5,054.32 $4,500.00 $5,000.00 $500.00 11.11%
Election Expenses $12,000.00 $9,206.83 $7,500.00 $12,000.00 $4,500.00 60.00%
Election Reimbursable $1,500.00 $1,425.25 $2,000.00 $2,000.00 $0.00 0.00%
Telephone $400.00 $386.74 $400.00 $400.00 $0.00 0.00%
Postage $2,250.00 $697.41 $1,500.00 $2,500.00 $1,000.00 66.67%
Dues and Subscriptions $400.00 $305.00 $400.00 $400.00 $0.00 0.00%
Printing $400.00 $397.76 $600.00 $600.00 $0.00 0.00%
BCA elections $9,700.00 $7,176.60 $3,700.00 $9,700.00 $6,000.00 162.16%
Election Workers $9,000.00 $7,205.12 $3,500.00 $9,000.00 $5,500.00 157.14%
BCA Appeals/Abatements $350.00 $401.60 $700.00 $400.00 -$300.00 -42.86%
Office Equip Maintenance $1,200.00 $804.73 $1,800.00 $1,800.00 $0.00 0.00%
Travel & Training $4,200.00 $2,613.21 $4,200.00 $4,200.00 $0.00 0.00%
Photocopier Lease Prin $1,500.00 $2,075.78 $1,700.00 $2,100.00 $400.00 23.53%
Total General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13%
Total Clerk $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69%
PHYSICAL PLANT
Wages and Benefits
Physical Plant Salaries-Perm. $167,658.49 $163,018.47 $251,968.90 $316,715.88 $64,746.98 25.70%
Over Time $5,000.00 $5,000.00 $0.00 0.00%
Fringe Benefits $1,800.00 $2,300.00 $500.00 27.78%
FICA/Medicare $12,825.87 $16,822.16 $19,658.12 $24,228.76 $4,570.64 23.25%
Child Care Tax $1,045.16 $1,045.16 0.00%
Vision Plan $417.24 $472.56 $55.32 13.26%
Disability Insurance $2,776.36 $3,470.45 $694.09 25.00%
Group Health Plan $76,401.98 $108,865.91 $32,463.93 42.49%
Group Life Insurance $1,250.48 $1,563.10 $312.62 25.00%
Group Dental Insurance $3,648.48 $4,146.00 $497.52 13.64%
Pension $32,441.00 $43,878.79 $11,437.79 35.26%
ICMA Match $7,796.48 $11,349.82 $3,553.34 45.58%
Total Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73%
General Operating Budget
Cleaning Supplies $42,000.00 $20,641.86 $45,785.00 $48,250.00 $2,465.00 5.38%
Page 4
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Vehicle Repair $2,500.00 $2,500.00 0.00%
Building Maintenance $10,250.00 $27,616.51 $14,250.00 $28,450.00 $14,200.00 99.65%
Building Repair $15,900.00 $22,246.72 $21,900.00 $28,000.00 $6,100.00 27.85%
Bio waste Disposal $1,000.00 $648.34 $600.00 $600.00 $0.00 0.00%
Recycle & Trash Removal $17,100.00 $11,195.14 $18,900.00 $20,000.00 $1,100.00 5.82%
HVAC Maintenance $31,020.00 $60,814.99 $40,100.00 $51,350.00 $11,250.00 28.05%
Generator Preventive Maint. $15,000.00 $6,814.83 $20,000.00 $21,300.00 $1,300.00 6.50%
Electricity-City Hall $14,250.00 $39,672.58 $70,250.00 $73,575.00 $3,325.00 4.73%
Heating/Cooling-City Hall $7,000.00 $11,130.51 $14,600.00 $15,500.00 $900.00 6.16%
Facility Maintenance $10,000.00 $3,612.51 $12,500.00 $18,500.00 $6,000.00 48.00%
Facilities contract $90,000.00 $111,751.24 $97,000.00 $55,600.00 -$41,400.00 -42.68%
Total General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17%
Capital Budget
PP CIP projects $116,000.00 $271,000.00 $155,000.00 133.62%
CIP projects (Climate)$77,000.00 $77,000.00 0.00%
Total CIP Projects $116,000.00 $348,000.00 $232,000.00 200.00%
Total Physical Plant $434,004.36 $516,659.60 $875,044.04 $1,234,661.44 $282,617.40 32.30%
FINANCE, ASSESSING & TAX
Wages and Benefits
Assessing/Tax Sal.-Perm. $322,752.92 $347,708.81 $397,948.87 $417,700.16 $19,751.28 4.96%
Leave Time Turn-in $3,322.80 $3,322.80 $0.00 0.00%
Overtime $0.00 $0.00 $300.00 $300.00 0.00%
Fringe Benefits $2,100.00 $2,100.00 $0.00 0.00%
FICA/Medicare $24,690.60 $27,209.42 $30,443.09 $32,321.26 $1,878.17 6.17%
Child Care Tax $1,378.41 $1,378.41 0.00%
Vision Plan $619.08 $619.08 $0.00 0.00%
Disability Insurance $3,470.45 $3,470.45 $0.00 0.00%
Group Health Plan $89,186.54 $111,179.02 $21,992.48 24.66%
Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00%
Group Dental Insurance $5,501.40 $5,501.40 $0.00 0.00%
Pension $74,531.55 $70,338.81 -$4,192.74 -5.63%
ICMA Match $21,887.19 $22,973.51 $1,086.32 4.96%
Total Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69%
General Operating Budget
Office Supplies $3,000.00 $592.07 $3,200.00 $3,200.00 $0.00 0.00%
Advertising $500.00 $258.00 $500.00 $500.00 $0.00 0.00%
Telephone $300.00 $337.63 $300.00 $350.00 $50.00 16.67%
Postage $6,000.00 $5,558.42 $6,000.00 $6,200.00 $200.00 3.33%
Dues and Memberships $800.00 $606.90 $800.00 $800.00 $0.00 0.00%
Printing $4,000.00 $3,460.61 $4,000.00 $4,000.00 $0.00 0.00%
Gen Govt. Audit/Accounting $35,000.00 $26,324.95 $30,500.00 $32,000.00 $1,500.00 4.92%
Appeals and Abatements $4,000.00 $5,082.69 $5,000.00 $5,000.00 $0.00 0.00%
Gen Govt. Actuaries/Pension $26,000.00 $20,725.00 $26,000.00 $26,000.00 $0.00 0.00%
Consulting/Assessing Other $30,000.00 $13,252.86 $5,000.00 $30,000.00 $25,000.00 500.00%
NEMRC/APEX $7,000.00 $7,670.55 $8,000.00 $9,000.00 $1,000.00 12.50%
Travel & Training $4,000.00 $170.00 $4,000.00 $4,000.00 $0.00 0.00%
Total General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74%
Total Finance, Tax and Assessing $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66%
PLANNING/DEVELOPMENT REVIEW
Wages and Benefits
Planning Salaries-Perm. $372,532.08 $379,191.26 $548,721.83 $474,778.97 -$73,942.86 -13.48%
Leave Time Turn-In $2,428.00 $2,428.00 $0.00 0.00%
Overtime $5,000.00 $696.64 $5,000.00 $5,000.00 $0.00 0.00%
Fringe Benefits $3,300.00 $2,300.00 -$1,000.00 -30.30%
FICA/Medicare $28,881.20 $30,850.87 $42,359.72 $37,054.99 -$5,304.73 -12.52%
Child Care Tax $1,566.77 $1,566.77 0.00%
Vision Plan $478.80 $263.76 -$215.04 -44.91%
Page 5
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Disability Insurance $4,858.63 $3,470.45 -$1,388.18 -28.57%
Group Health Plan $86,531.77 $69,670.25 -$16,861.52 -19.49%
Group Life Insurance $2,188.34 $1,563.10 -$625.24 -28.57%
Group Dental Insurance $4,251.24 $2,863.92 -$1,387.32 -32.63%
Pension $70,647.94 $61,158.97 -$9,488.96 -13.43%
ICMA Match $30,179.70 $23,838.37 -$6,341.33 -21.01%
Total Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 -$114,988.41 -14.36%
General Operating Budget
Office Supplies $2,500.00 $1,132.71 $2,500.00 $2,500.00 $0.00 0.00%
Public Meeting Advertising $3,500.00 $2,861.40 $3,500.00 $5,000.00 $1,500.00 42.86%
Telephone $150.00 $172.12 $150.00 $150.00 $0.00 0.00%
Postage $800.00 $285.77 $800.00 $800.00 $0.00 0.00%
Dues and Subscriptions $1,650.00 $1,906.43 $2,000.00 $2,000.00 $0.00 0.00%
Document Printing $700.00 $0.00 $700.00 $0.00 -$700.00 -100.00%
Consultants $55,000.00 $45,647.83 $55,000.00 $75,000.00 $20,000.00 36.36%
Cmte Support (Nat Res, Energy, Oth $2,500.00 $573.40 $2,500.00 $2,500.00 $0.00 0.00%
Payment for GIS services $0.00 $12,635.00 $13,084.00 $449.00 3.55%
PC/DRB Stipends $9,000.00 $8,706.24 $9,000.00 $9,000.00 $0.00 0.00%
Equipment $1,500.00 $0.00 $1,500.00 $1,500.00 $0.00 0.00%
Special Projects/permitting Software $75,000.00 $0.00 $20,000.00 $30,000.00 $10,000.00 50.00%
Travel & Training $5,000.00 $1,845.80 $7,500.00 $7,500.00 $0.00 0.00%
Total General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53%
Total Planning and Zoning $563,713.28 $473,870.47 $918,730.97 $834,991.56 -$83,739.41 -9.11%
CULTURE AND RECREATION
RECREATION ADMINISTRATION
Wages and Benefits
Rec.Admin.Salaries-Perm. $291,160.46 $300,854.33 $313,990.32 $323,511.11 $9,520.79 3.03%
Leave Time Turn-In $3,000.00 $0.00 $10,739.60 $7,000.00 -$3,739.60 -34.82%
Overtime $2,000.00 $3,052.60 $2,000.00 $2,500.00 $500.00 25.00%
Fringe Benefits $2,300.00 $2,300.00 $0.00 0.00%
FICA/Medicare $22,656.28 $23,377.60 $24,020.26 $24,748.60 $728.34 3.03%
Child Care Tax $1,067.59 $1,067.59 0.00%
Vision Plan $374.40 $374.40 $0.00 0.00%
Disability Insurance $3,470.45 $3,470.45 $0.00 0.00%
Group Health Plan $68,315.44 $86,131.61 $17,816.17 26.08%
Group Life Insurance $1,563.10 $1,563.10 $0.00 0.00%
Group Dental Insurance $2,879.88 $2,879.88 $0.00 0.00%
Pension $52,546.06 $45,106.58 -$7,439.48 -14.16%
ICMA Match $8,714.19 $13,734.34 $5,020.14 57.61%
Total Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78%
General Operating Budget
Office Supplies $0.00 $500.00 $1,000.00 $500.00 100.00%
Clothing $1,200.00 $1,144.80 $3,000.00 $3,000.00 $0.00 0.00%
Telephone $2,750.00 $3,239.04 $2,750.00 $3,500.00 $750.00 27.27%
Postage $150.00 $3.45 $50.00 $50.00 $0.00 0.00%
Dues and Subscriptions $2,100.00 $3,251.00 $2,400.00 $3,500.00 $1,100.00 45.83%
Scholarships $1,000.00 $49.99 $1,000.00 $1,000.00 $0.00 0.00%
Printing/Advertising/Marketing $25,000.00 $0.00 $11,000.00 $5,000.00 -$6,000.00 -54.55%
Computer Software Contract $6,000.00 $6,023.92 $11,000.00 $7,000.00 -$4,000.00 -36.36%
Travel & Training $2,500.00 $2,664.73 $5,000.00 $9,000.00 $4,000.00 80.00%
Total General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 -$3,650.00 -9.95%
Total Recreation Administration $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76%
RECREATION PROGRAMS
General Operating Budget
Supplies and Equipment $11,000.00 $8,797.77 $11,000.00 $14,000.00 $3,000.00 27.27%
Page 6
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
SB Night Out $27,000.00 $25,234.76 $30,000.00 $30,000.00 $0.00 0.00%
Adult Programs $0.00 $10,000.00 $5,000.00 -$5,000.00 -50.00%
Special Events $0.00 $30,000.00 $35,000.00 $5,000.00 16.67%
Youth Programs $0.00 $60,000.00 $70,000.00 $10,000.00 16.67%
Advertising $7,000.00 $3,814.17 $0.00 $0.00 $0.00 0.00%
School Use $5,000.00 $0.00 $5,000.00 $0.00 -$5,000.00 -100.00%
$50,000.00 $37,846.70 $146,000.00 $154,000.00 $8,000.00 5.48%
RECREATION FACILITIES
General Operating Budget
Seasonal Park Salaries $0.00 $12,500.00 $18,500.00 $6,000.00 48.00%
FICA/Medicare $0.00 $956.25 $1,415.25 $459.00 48.00%
Total Wages and Benefits $13,456.25 $19,915.25 $6,459.00 48.00%
General Operating Budget
Supplies-Park Facilities $2,500.00 $2,944.09 $8,000.00 $8,000.00 $0.00 0.00%
Vehicle Maintenance $1,500.00 $2,973.88 $6,000.00 $6,000.00 $0.00 0.00%
Fuel-Gas - Heat-Park Facilities $1,500.00 $1,594.76 $1,600.00 $1,600.00 $0.00 0.00%
Facilities Maintenance Contracts $1,500.00 $1,347.55 $0.00 $0.00 $0.00 0.00%
Ongoing Facilities Improvements $20,000.00 $2,860.61 $32,000.00 $20,000.00 -$12,000.00 -37.50%
Port-O-Lets $7,000.00 $8,513.64 $8,000.00 $9,500.00 $1,500.00 18.75%
Electric-Park Facilities $1,300.00 $1,818.90 $6,000.00 $6,000.00 $0.00 0.00%
Electric-Dorset Park $3,000.00 $2,623.13 $0.00 $0.00 $0.00 0.00%
Electric-Overlook Park $500.00 $290.04 $0.00 $0.00 $0.00 0.00%
Electric-Tennis Courts $350.00 $320.01 $0.00 $0.00 $0.00 0.00%
$0.00 0.00%
Total General Operating Budget $39,150.00 $25,286.61 $61,600.00 $51,100.00 -$10,500.00 -17.05%
Capital Budget
Capital Items $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00%
$139,150.00 $125,277.11 $175,056.25 $271,015.25 $89,500.00 51.13%
SENIOR PROGRAMS
General Operating Budget
Program Supplies $2,000.00 $4,453.53 $9,500.00 $9,500.00 $0.00 0.00%
Meal Cost $14,500.00 $9,442.92 $15,000.00 $15,000.00 $0.00 0.00%
Marketing $2,000.00 $749.00 $2,000.00 $2,000.00 $0.00 0.00%
Senior Programs $0.00 $0.00 $1,000.00 $1,000.00 0.00%
Senior Events $3,000.00 $2,341.11 $12,000.00 $12,000.00 $0.00 0.00%
Custodial $6,701.57 $6,701.57 $0.00 $0.00 $0.00 0.00%
Utilities $5,110.00 $4,317.59 $0.00 $0.00 0.00%
$33,311.57 $28,005.72 $38,500.00 $39,500.00 $1,000.00 2.60%
PUBLIC LIBRARY
Wages and Benefits
Library Salaries $605,115.45 $584,454.74 $666,035.33 $718,268.83 $52,233.50 7.84%
Fringe Benefits $3,000.00 $4,300.00 $1,300.00 43.33%
FICA/Medicare $46,291.33 $45,356.34 $50,951.70 $55,314.77 $4,363.06 8.56%
Child Care Tax $2,370.29 $2,370.29 0.00%
Vision Plan $540.72 $583.56 $42.84 7.92%
Disability Insurance $6,246.81 $6,246.81 $0.00 0.00%
Group Health Plan $113,900.81 $144,653.15 $30,752.33 27.00%
Group Life Insurance $2,813.58 $2,813.58 $0.00 0.00%
Group Dental Insurance $4,764.72 $5,051.76 $287.04 6.02%
Pension $65,112.10 $72,930.22 $7,818.12 12.01%
ICMA Match $19,630.86 $17,562.66 -$2,068.19 -10.54%
Total Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41%
General Operating Budget
Library Supplies $7,250.00 $7,325.71 $8,500.00 $9,000.00 $500.00 5.88%
Books - Adult $20,000.00 $20,543.57 $22,000.00 $23,000.00 $1,000.00 4.55%
Books - Children $10,000.00 $9,091.09 $10,800.00 $11,000.00 $200.00 1.85%
Page 7
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
DVDs/CDs-Adult $7,000.00 $4,908.03 $7,500.00 $5,000.00 -$2,500.00 -33.33%
DVDs/CDs-Children $1,500.00 $115.55 $1,000.00 $0.00 -$1,000.00 -100.00%
Program Supplies-Arts/Craft $3,000.00 $5,105.42 $3,500.00 $3,500.00 $0.00 0.00%
Books - Young Adults $4,000.00 $3,874.15 $4,500.00 $4,750.00 $250.00 5.56%
Lost Book Replacement $1,000.00 $1,000.00 $0.00 0.00%
Postage $2,500.00 $1,338.25 $1,700.00 $1,700.00 $0.00 0.00%
Inter-Library delivery $2,232.00 $2,297.44 $2,232.00 $2,300.00 $68.00 3.05%
AV support $1,500.00 $1,500.00 0.00%
Dues and Subscriptions $1,500.00 $1,472.33 $1,800.00 $1,900.00 $100.00 5.56%
Online & Print Subscription $20,000.00 $20,326.16 $23,000.00 $34,000.00 $11,000.00 47.83%
Community Programs $5,000.00 $4,001.02 $6,000.00 $9,000.00 $3,000.00 50.00%
Janitorial Services & Supplies $65,100.92 $48,826.00 $0.00 $0.00 $0.00 0.00%
Computer Program Fees $6,000.00 $8,765.92 $6,500.00 $8,000.00 $1,500.00 23.08%
Computer Operations - Software $2,000.00 $359.88 $2,500.00 $2,500.00 $0.00 0.00%
Computer Operations - Hardware $3,000.00 $3,178.52 $4,000.00 $4,500.00 $500.00 12.50%
Travel & Training $1,500.00 $2,232.20 $1,500.00 $3,000.00 $1,500.00 100.00%
Utilities $49,640.00 $59,376.58 $0.00 $0.00 0.00%
C/L Photocopier Lease Pri $4,000.00 $7,397.75 $4,000.00 $7,500.00 $3,500.00 87.50%
Total General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85%
Total Public Library $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31%
PUBLIC SAFETY
FIRE & AMBULANCE SERVICES DEPARTMENT
Wages & Benefits
Fire Salaries-Permanent $2,395,409.13 $2,417,373.53 $2,735,934.13 $2,988,576.80 $252,642.67 9.23%
Leave time turn-in $5,500.00 $5,500.00 $0.00 0.00%
Holiday Pay $359,755.77 $375,785.90 $397,609.77 $384,773.57 -$12,836.20 -3.23%
Fair Labor Standard O/T $111,352.98 $111,352.98 $114,982.65 $127,509.36 $12,526.71 10.89%
F/D Overtime - Fill-In $160,000.00 $264,273.88 $185,000.00 $190,500.00 $5,500.00 2.97%
F/D Overtime - Training $16,000.00 $68,316.31 $20,000.00 $45,000.00 $25,000.00 125.00%
F/D Overtime - Emerg Call $12,500.00 $10,197.02 $9,000.00 $10,000.00 $1,000.00 11.11%
Wellness/Fitness (Fringe Benefit) $23,000.00 $21,150.00 $24,725.00 $26,375.00 $1,650.00 6.67%
Fire-Off Duty Outside Emp $8,000.00 $500.00 $8,000.00 $4,000.00 -$4,000.00 -50.00%
FICA/Medicare $236,845.37 $251,181.50 $266,120.60 $286,902.52 $20,781.92 7.81%
Child Care Tax $11,594.93 $11,594.93 0.00%
Vision Plan $3,539.40 $3,533.16 -$6.24 -0.18%
Disability Insurance $4,713.00 $4,883.88 $170.88 3.63%
Group Health Plan $599,564.97 $815,349.16 $215,784.19 35.99%
Group Life Insurance $11,879.56 $12,817.42 $937.86 7.89%
Group Dental Insurance $33,391.20 $32,909.64 -$481.56 -1.44%
Pension $527,846.41 $467,845.59 -$60,000.82 -11.37%
ICMA Match $12,754.62 $12,754.62 0.00%
Total Wages and Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76%
General Operating Budget
Office Supplies $2,100.00 $2,875.64 $2,850.00 $3,000.00 $150.00 5.26%
Hoses, Nozzles, Misc.$1,500.00 $25,107.28 $6,000.00 $6,000.00 $0.00 0.00%
Medical Supplies-Disposal $49,000.00 $49,892.62 $50,225.00 $52,750.00 $2,525.00 5.03%
Medical Supplies-Oxygen $4,400.00 $3,154.54 $4,400.00 $4,400.00 $0.00 0.00%
Medical Equipment Replace $17,500.00 $15,194.68 $17,500.00 $18,500.00 $1,000.00 5.71%
Vaccinations-HEP $1,000.00 $0.00 $500.00 $500.00 $0.00 0.00%
REHAB Supplies $300.00 $443.01 $300.00 $300.00 $0.00 0.00%
Station Operating Supply $2,200.00 $2,425.13 $2,200.00 $2,500.00 $300.00 13.64%
Maintenance Tools $500.00 $1,095.55 $500.00 $500.00 $0.00 0.00%
Uniforms $30,000.00 $43,119.42 $30,000.00 $30,000.00 $0.00 0.00%
Uniforms -Electrical Inspector $650.00 $249.49 $0.00 $0.00 $0.00 0.00%
Firefighting Clothing (PPE) $48,000.00 $120,970.82 $13,500.00 $40,000.00 $26,500.00 196.30%
Page 8
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Vehicle Tools $500.00 $1,137.62 $0.00 $0.00 $0.00 0.00%
Gas Chiefs' vehicle & rei $2,800.00 $5,688.96 $5,250.00 $5,985.00 $735.00 14.00%
Diesel Fuel $18,000.00 $47,176.07 $46,875.00 $41,000.00 -$5,875.00 -12.53%
Oil $725.00 $1,640.81 $725.00 $1,200.00 $475.00 65.52%
Films and Books $500.00 $848.11 $800.00 $800.00 $0.00 0.00%
Fire Prevention Materials $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00%
Fire Extinguishers $850.00 $435.00 $850.00 $850.00 $0.00 0.00%
Airpacks Maintenance $10,000.00 $7,614.59 $10,000.00 $10,000.00 $0.00 0.00%
Telephone $13,500.00 $25,558.34 $22,525.00 $25,000.00 $2,475.00 10.99%
Postage-Tool Shipping $225.00 $1,114.79 $675.00 $1,000.00 $325.00 48.15%
Dues and Subscriptions $2,800.00 $4,137.84 $3,500.00 $4,000.00 $500.00 14.29%
Dues and Subscriptions - Electric $200.00 $120.00 $0.00 $0.00 $0.00 0.00%
Stations Maintenance/Repairs $25,500.00 $33,219.08 $26,500.00 $30,000.00 $3,500.00 13.21%
Laundry and Bedding $4,000.00 $1,249.70 $4,000.00 $4,000.00 $0.00 0.00%
Radio Repair $5,500.00 $4,439.25 $7,500.00 $7,500.00 $0.00 0.00%
Vehicle Maintenance $35,000.00 $36,775.43 $38,000.00 $38,000.00 $0.00 0.00%
Vehicle Repair $30,000.00 $39,839.60 $33,000.00 $34,000.00 $1,000.00 3.03%
Equipment R & M $25,000.00 $16,062.99 $25,000.00 $25,000.00 $0.00 0.00%
Tires $6,000.00 $2,432.90 $6,000.00 $6,000.00 $0.00 0.00%
Fire Inspector Car/Equipment $850.00 $850.00 $850.00 $0.00 0.00%
Computers Contract ACS $12,500.00 $12,615.15 $28,825.00 $50,000.00 $21,175.00 73.46%
Fire Safety Equipment $28,000.00 $17,649.89 $34,000.00 $35,500.00 $1,500.00 4.41%
Comm Tower Rent $1,000.00 $4,625.01 $5,100.00 $5,100.00 $0.00 0.00%
Equipment Purchase $500.00 $500.00 $500.00 $0.00 0.00%
F/D Furniture/Equipment $7,000.00 $16,055.43 $7,000.00 $7,000.00 $0.00 0.00%
EMS Patient Care Equip $33,000.00 $33,629.39 $33,000.00 $34,000.00 $1,000.00 3.03%
Conferences $1,500.00 $1,682.74 $1,500.00 $0.00 -$1,500.00 -100.00%
Training Schools $10,000.00 $11,425.91 $13,500.00 $15,000.00 $1,500.00 11.11%
Covid Vaccine Admin Expen $0.00 $58.24 $0.00 $0.00 $0.00 0.00%
Training Schools-Electrical Inspecto $400.00 $84.06 $400.00 $400.00 $0.00 0.00%
Training Equipment $1,200.00 $0.00 $4,200.00 $4,200.00 $0.00 0.00%
New Employee Training $10,000.00 $15,938.13 $0.00 $5,000.00 $5,000.00 0.00%
To Reserve Fund-Training $10,000.00 $10,000.00 $25,000.00 $30,000.00 $5,000.00 20.00%
Recruiting & Testing $2,000.00 $4,429.81 $2,000.00 $3,000.00 $1,000.00 50.00%
Fire Station #1 Heat/Elec $15,000.00 $20,389.43 $15,000.00 $22,000.00 $7,000.00 46.67%
Fire Station #2 Heat/Elec $17,000.00 $12,550.67 $15,000.00 $14,000.00 -$1,000.00 -6.67%
Billing Service $35,000.00 $46,489.57 $41,040.00 $55,006.20 $13,966.20 34.03%
State Payment Medicaid/Medicare $25,500.00 $27,297.59 $29,000.00 $41,560.24 $12,560.24 43.31%
Copier $500.00 $388.23 $500.00 $500.00 $0.00 0.00%
Total General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35%
Capital Budget
Vehicle-Fire/Ambulance $44,898.23 $400,000.00 $432,000.00 $32,000.00 8.00%
Station alerting and ambulance loading $155,000.00 $155,000.00 0.00%
Thermal Imaging Cameras $30,000.00 $20,000.00 -$10,000.00 -33.33%
Total Capital Budget $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16%
Total Fire and Ambulance Services $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69%
POLICE
Wages and Benefits
Police Salaries-Permanent $3,590,393.02 $3,137,647.10 $3,690,784.34 $3,908,158.32 $217,373.98 5.89%
Rec Path Patrol - Interns $16,000.00 $0.00 $16,000.00 $16,000.00 $0.00 0.00%
CJC Support-Benefits $16,407.49 $16,407.49 0.00%
Leave Time turn-in $4,500.00 $4,500.00 $0.00 0.00%
Police Salaries-Overtime $238,350.00 $304,190.28 $314,000.00 $314,000.00 $0.00 0.00%
Police Holiday Pay $248,708.73 $245,052.01 $261,731.84 $294,959.44 $33,227.61 12.70%
Mandatory Training - Overtime $80,000.00 $80,000.00 $80,000.00 $80,000.00 $0.00 0.00%
BCI On Call $16,000.00 $16,000.00 $20,800.00 $25,600.00 $4,800.00 23.08%
Shift Differential $56,000.00 $43,954.63 $60,286.50 $61,793.66 $1,507.16 2.50%
Page 9
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Off-Duty Police Salary $10,000.00 $4,020.00 $10,000.00 $10,000.00 $0.00 0.00%
Fitness $20,000.00 $26,975.00 $25,925.00 $28,300.00 $2,375.00 9.16%
FICA/Medicare $325,542.06 $291,102.67 $338,711.60 $360,354.12 $21,642.52 6.39%
Child Care Tax $14,131.53 $14,131.53 0.00%
Vision Plan $4,091.88 $4,000.68 -$91.20 -2.23%
Disability Insurance $12,684.63 $12,924.98 $240.35 1.89%
Group Health Plan $681,299.30 $824,758.72 $143,459.43 21.06%
Group Life Insurance $15,318.38 $15,631.00 $312.62 2.04%
Group Dental Insurance $43,035.36 $42,177.48 -$857.88 -1.99%
Pension $683,931.63 $784,028.05 $100,096.42 14.64%
ICMA Match $17,367.02 $17,367.02 0.00%
Total Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13%
General Operating Budget
Office Supplies $10,500.00 $10,828.17 $10,500.00 $10,500.00 $0.00 0.00%
Firearms equip/supplies $13,000.00 $11,669.17 $13,500.00 $12,000.00 -$1,500.00 -11.11%
Radio Equipment-Supplies $0.00 $0.00 $30,000.00 $30,000.00 0.00%
Investigative Supplies $8,500.00 $5,996.21 $5,000.00 $6,000.00 $1,000.00 20.00%
Youth Services Supplies $2,500.00 $2,181.36 $2,500.00 $2,500.00 $0.00 0.00%
Traffic Safety Grant $5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00%
Traffic Unit Supplies $2,500.00 $3,378.51 $3,000.00 $4,000.00 $1,000.00 33.33%
K-9 Supplies $4,000.00 -$850.92 $6,000.00 $6,500.00 $500.00 8.33%
Uniform Supplies $38,500.00 $42,796.59 $38,500.00 $38,500.00 $0.00 0.00%
Tires $9,500.00 $9,577.23 $9,500.00 $10,000.00 $500.00 5.26%
Gas and Oil $57,000.00 $63,354.71 $73,500.00 $72,450.00 -$1,050.00 -1.43%
Community Outreach $40,351.00 $40,351.00 $48,380.00 $48,380.00 $0.00 0.00%
Telephone/Internet/Software $37,500.00 $35,023.04 $50,000.00 $40,000.00 -$10,000.00 -20.00%
Postage $2,300.00 $1,847.28 $2,300.00 $2,500.00 $200.00 8.70%
Dues and Subscriptions $2,300.00 $2,930.00 $2,300.00 $3,000.00 $700.00 30.43%
Towing Services $1,000.00 $3,870.00 $3,000.00 $4,000.00 $1,000.00 33.33%
Crime Prevention Supplies $500.00 $0.00 $0.00 $1,000.00 $1,000.00 0.00%
Uniform Cleaning $15,000.00 $9,741.40 $13,000.00 $12,000.00 -$1,000.00 -7.69%
Office Equip. Contract $6,000.00 $4,510.44 $6,000.00 $6,000.00 $0.00 0.00%
Generator Preventive Maint.$0.00 $750.00 $0.00 -$750.00 -100.00%
Radio Equip. Maintenance $2,500.00 $2,735.00 $2,500.00 $3,000.00 $500.00 20.00%
Vehicle Repair $58,000.00 $79,050.58 $62,000.00 $70,000.00 $8,000.00 12.90%
Computer Connections Syst $8,800.00 $9,633.00 $0.00 $0.00 $0.00 0.00%
Records Management System $12,000.00 $0.00 $0.00 $0.00 $0.00 0.00%
Consulting Services $28,000.00 $24,135.94 $28,000.00 $26,000.00 -$2,000.00 -7.14%
Vehicle Equipment $5,000.00 $4,997.37 $5,000.00 $5,000.00 $0.00 0.00%
Computers/software $325,000.00 $140,630.06 $82,000.00 $85,000.00 $3,000.00 3.66%
Office Equipment $4,000.00 $4,197.86 $6,000.00 $6,000.00 $0.00 0.00%
Body worn Cameras $90,000.00 $90,210.03 $90,000.00 $90,000.00 $0.00 0.00%
Animal Control Contracts $27,820.00 $28,686.87 $29,500.00 $38,000.00 $8,500.00 28.81%
Conferences $6,000.00 $7,097.91 $6,000.00 $6,000.00 $0.00 0.00%
In-Service Training $30,000.00 $30,931.13 $30,000.00 $30,000.00 $0.00 0.00%
Recruiting & Testing $3,500.00 $6,501.50 $7,500.00 $10,000.00 $2,500.00 33.33%
Tuition Reimbursement $4,000.00 $0.00 $4,000.00 $4,000.00 $0.00 0.00%
Electric-Police Dept. $85,714.29 $61,588.57 $86,000.00 $65,000.00 -$21,000.00 -24.42%
Heat/Hot Water $7,857.14 $10,370.40 $7,900.00 $12,000.00 $4,100.00 51.90%
Radio Installation Utility $0.00 $0.00 $0.00 $0.00 0.00%
Building Maintenance Fees-Commo $0.00 $0.00 $0.00 $0.00 0.00%
Cleaning/Building Service $0.00 $0.00 $0.00 $0.00 0.00%
$0.00 0.00%
Total General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41%
Capital Budget
Vehicles and Equipment $110,000.00 $159,403.98 $165,000.00 $150,000.00 -$15,000.00 -9.09%
Firearms Replacement $38,000.00 $0.00 -$38,000.00 -100.00%
Building Stewardship $50,000.00 $82,997.75 $50,000.00 $50,000.00 $0.00 0.00%
Total Capital Budget $160,000.00 $242,401.73 $253,000.00 $200,000.00 -$53,000.00 -20.95%
Page 10
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Total Police $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50%
PUBLIC SERVICES
STREETS AND HIGHWAYS
Wages and Benefits
Highway Salaries-Perm. $908,726.50 $913,325.28 $1,117,249.17 $1,088,684.81 -$28,564.36 -2.56%
one full time staff $115,000.00 $115,000.00 0.00%
Leave Time turn-in $5,500.00 $5,500.00 $0.00 0.00%
Highway Salaries-Overtime $40,000.00 $57,039.60 $65,000.00 $65,000.00 $0.00 0.00%
On-Call Pay $36,400.00 $0.00 $36,400.00 $36,400.00 $0.00 0.00%
Fringe Benefits $18,792.40 $8,260.00 -$10,532.40 -56.05%
FICA/Medicare $75,362.18 $72,871.68 $85,469.56 $91,041.49 $5,571.93 6.52%
Child Care Tax $3,592.66 $3,592.66 0.00%
Vision Plan $1,760.16 $1,515.84 -$244.32 -13.88%
Disability Insurance $11,518.88 $11,843.79 $324.92 2.82%
Group Health Plan $308,208.59 $346,707.29 $38,498.70 12.49%
Group Life Insurance $5,158.23 $5,314.54 $156.31 3.03%
Group Dental Insurance $16,901.62 $13,301.02 -$3,600.60 -21.30%
Pension $235,555.05 $191,771.26 -$43,783.79 -18.59%
ICMA Match $58,537.38 $56,816.41 -$1,720.98 -2.94%
Total Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $2,040,749.10 $74,698.06 3.80%
General Operating Budget
Office Supplies $1,750.00 $2,075.89 $1,800.00 $1,800.00 $0.00 0.00%
Traffic Light Supplies $28,000.00 $32,791.16 $30,000.00 $30,000.00 $0.00 0.00%
Sign Supplies $12,000.00 $9,631.44 $12,000.00 $12,000.00 $0.00 0.00%
City Highways Material $35,000.00 $32,903.85 $38,000.00 $38,000.00 $0.00 0.00%
Road Striping $40,000.00 $34,785.97 $40,000.00 $40,000.00 $0.00 0.00%
Winter Salt $120,000.00 $129,541.80 $130,000.00 $130,000.00 $0.00 0.00%
Winter Sand $300.00 $0.00 $300.00 $300.00 $0.00 0.00%
Winter Liquid Deicer Addi $15,000.00 $15,473.64 $16,000.00 $16,000.00 $0.00 0.00%
Uniforms $20,000.00 $17,518.88 $20,000.00 $20,000.00 $0.00 0.00%
Vehicle Repair Parts $80,000.00 $103,197.81 $86,000.00 $100,000.00 $14,000.00 16.28%
School Bus parts $37,500.00 $51,108.12 $37,500.00 $0.00 -$37,500.00 -100.00%
Gasoline HW $35,000.00 $42,788.75 $38,000.00 $41,000.00 $3,000.00 7.89%
Oil $4,000.00 $7,960.68 $4,000.00 $5,000.00 $1,000.00 25.00%
Diesel Fuel HW $27,500.00 $66,380.97 $35,000.00 $59,000.00 $24,000.00 68.57%
Diesel/Gasoline Non City $110,000.00 $172,588.36 $120,000.00 $150,000.00 $30,000.00 25.00%
Fuel Station Maintenance $3,000.00 $1,270.26 $3,000.00 $3,000.00 $0.00 0.00%
Software/Asset management $6,000.00 $22,884.03 $28,635.00 $31,535.00 $2,900.00 10.13%
Telephone/Internet $6,200.00 $8,528.64 $6,800.00 $7,200.00 $400.00 5.88%
Building Maintenance $0.00 $5,000.00 $5,000.00 $0.00 0.00%
Tree Care $50,000.00 $54,211.45 $10,000.00 $24,000.00 $14,000.00 140.00%
Consulting Services $20,000.00 -$18,317.72 $35,000.00 $35,000.00 $0.00 0.00%
Equipment Rental/Purchase $1,000.00 $48.92 $1,000.00 $1,000.00 $0.00 0.00%
Office Equipment Maintenace $2,000.00 $6,925.50 $2,000.00 $2,000.00 $0.00 0.00%
Travel & Training $5,000.00 $5,230.32 $5,000.00 $5,500.00 $500.00 10.00%
Utilities - Garage $16,500.00 $18,040.93 $17,000.00 $18,000.00 $1,000.00 5.88%
Utilities-Garage Heat Gas $13,200.00 $17,730.11 $15,000.00 $17,000.00 $2,000.00 13.33%
Traffic Lights -Electricity $21,000.00 $20,310.97 $21,500.00 $21,500.00 $0.00 0.00%
Curbs and Sidewalks $1,500.00 $417.00 $2,000.00 $40,000.00 $38,000.00 1900.00%
Bike/Ped Maintenace/Paving $30,000.00 $41,698.53 $40,000.00 $40,000.00 $0.00 0.00%
Total General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65%
Capital Budget
Vehicle Replacement $225,000.00 $225,668.97 $305,000.00 $455,000.00 $150,000.00 49.18%
DPW Garage Expansion $330,000.00 $180,000.00 -$150,000.00 -45.45%
Highway Paving $720,000.00 $943,359.01 $800,000.00 $1,150,000.00 $350,000.00 43.75%
Dorset street school zone implementation $100,000.00 $100,000.00 0.00%
Market st & Hinesburg Rd traffic signal $100,000.00 $100,000.00 0.00%
Page 11
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
All Other CIP Projectes $110,000.00 $110,000.00 0.00%
Ash Trees $50,000.00 $50,000.00 $50,000.00 $0.00 0.00%
CIP(Transportation Climate) $175,000.00 $175,000.00 0.00%
CIP projects (Climate) $165,000.00 $165,000.00 0.00%
Dorset Street Signal $600,000.00 $346,006.74 $324,000.00 $0.00 -$324,000.00 -100.00%
Total Capital Budget $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,485,000.00 $676,000.00 37.37%
Total Street and Highways $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,419,584.10 $843,998.06 18.45%
PARK MAINTENANCE
Wages and Benefits
Park Maint.Salaries-Perm.$262,775.23 $296,599.50 $369,506.09 $392,962.19 $23,456.10 6.35%
Park Maint.-Overtime $10,000.00 $11,602.32 $10,000.00 $10,000.00 $0.00 0.00%
Fringe Benefits $7,260.00 $3,000.00 -$4,260.00 -58.68%
FICA/Medicare $20,867.31 $22,993.02 $33,145.35 $30,826.61 -$2,318.74 -7.00%
Child Care Tax $1,296.78 $1,296.78 0.00%
Vision Plan $521.64 $674.76 $153.12 29.35%
Disability Insurance $4,164.54 $4,164.54 $0.00 0.00%
Group Health Plan $100,834.73 $155,596.12 $54,761.39 54.31%
Group Life Insurance $1,875.72 $1,875.72 $0.00 0.00%
Group Dental Insurance $4,538.28 $5,909.64 $1,371.36 30.22%
Pension $68,258.59 $65,938.46 -$2,320.13 -3.40%
ICMA Match $18,329.99 $16,489.37 -$1,840.62 -10.04%
Total Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37%
General Operating Budget
Park Supplies $30,000.00 $33,768.16 $32,000.00 $33,000.00 $1,000.00 3.13%
Maintenance & Landscaping Contra $75,000.00 $80,597.19 $75,000.00 $82,000.00 $7,000.00 9.33%
Cemetery Supplies $1,000.00 $1,000.00 $1,000.00 $1,000.00 $0.00 0.00%
Wheeler House $0.00 $2,938.49 $0.00 $0.00 $0.00 0.00%
Total General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41%
Total Park Maintenance $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78%
TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,255,527.34 $20,875,447.07 $1,619,919.73 8.41%
TOTAL GENERAL OPERATING $5,794,703.22 $5,502,922.66 $5,778,764.73 $6,274,298.63 $495,533.90 8.58%
TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,940,000.00 $1,150,000.00 41.22%
DEBT SERVICE REPAYMENT
Principal Payment
Kennedy Dr Reconstruction $22,493.70 $22,508.00 $22,493.70 $22,493.70 $0.00 0.00%
Lime Kiln Bridge $22,494.00 $22,508.00 $22,494.00 $22,494.00 $0.00 0.00%
Pension Liability Note Principal $586,224.00 $586,223.59 $586,224.00 $586,224.00 $0.00 0.00%
F/D Building Improvements $29,991.60 $30,005.00 $29,991.60 $29,991.60 $0.00 0.00%
Police Headquarters $360,000.00 $360,000.00 $360,000.00 $360,000.00 $0.00 0.00%
Communications Equipment-Comm $190,000.00 $190,000.00 $190,000.00 $190,000.00 $0.00 0.00%
Total Principal payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00%
Interest Payment
Kennedy Dr Reconstruction $2,924.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51%
Lime Kiln Bridge $2,824.00 $298.82 $1,705.00 $571.00 -$1,134.00 -66.51%
Pension Liability Note Interest $93,613.00 $92,330.21 $83,668.00 $72,810.00 -$10,858.00 -12.98%
F/D Building Improvements $3,787.00 $398.34 $2,287.00 $766.00 -$1,521.00 -66.51%
Police Headquarters $145,602.00 $145,602.00 $129,780.00 $113,472.00 -$16,308.00 -12.57%
Sewer Fund Note-Solar $12,005.00 $12,005.00 $0.00 $0.00 $0.00 0.00%
Communications Equipment-Comm $18,335.00 $18,284.77 $14,668.00 $11,001.00 -$3,667.00 -25.00%
Total Interest payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 -$34,622.00 -14.81%
Total debt payment $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 -$34,622.00 -2.40%
SOCIAL SERVICES & OTHER OPERATING ENTITIES
G.B.I.C. $5,000.00 $5,000.00 $5,000.00 $5,000.00 $0.00 0.00%
V.L.C.T. $25,198.00 $25,198.00 $27,088.00 $28,727.00 $1,639.00 6.05%
Page 12
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
DESCRIPTION FY23 BUDGET FY23 ACTUAL FY24 BUDGET FY25 BUDGET
FY 24-25 $
Change
FY 24-25
% Change
Chamber of Commerce $3,600.00 $545.00 $3,600.00 $3,600.00 $0.00 0.00%
Social Services $15,000.00 $15,000.00 $15,000.00 $15,000.00 $0.00 0.00%
CCTV-Clickable Meetings $22,050.00 $21,000.00 $22,050.00 $23,152.00 $1,102.00 5.00%
Front Porch Forum $5,200.00 $5,280.00 $5,530.00 $6,000.00 $470.00 8.50%
County Court $147,677.11 $160,345.00 $155,060.97 $168,362.25 $13,301.28 8.58%
Winooski Valley Park $67,916.00 $67,916.00 $72,913.00 $75,553.00 $2,640.00 3.62%
C.C.T.A. $538,462.00 $538,462.00 $591,554.00 $654,562.00 $63,008.00 10.65%
Regional Planning $37,195.00 $37,195.00 $40,014.00 $42,014.70 $2,000.70 5.00%
Infinite Youth Center $13,000.00 $13,000.00 0.00%
$867,298.11 $875,941.00 $937,809.97 $1,034,970.95 $97,160.98 10.36%
TO CAPITAL/RESERVE FUNDS
Fuel Pump Reserve Fund $8,200.00 $8,200.00 $8,200.00 $8,200.00 $0.00 0.00%
Payment to Sickbank Fund 298 $0.00 $0.00 $125,000.00 $125,000.00 $0.00 0.00%
To Capital Improvements $800,000.00 $800,000.00 $800,000.00 $860,000.00 $60,000.00 7.50%
$808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43%
Total General Fund $28,511,478.56 $28,373,899.32 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88%
Page 13
Proposed Operation and Policy Expenditures
Proposed FY25 Budget - 11/30/2023
FY23 Budget FY23 Actual FY24 Budget FY25 Budget
FY 24-25
$ Change
FY 24-25
% Change
CITY COUNCIL
General Operating Budget $73,750.00 $73,727.86 $63,750.00 $163,750.00 $100,000.00 156.86%
HR & BENFITS ADMINISTRATION
Wages and Benefits $5,178,144.87 $5,596,963.77 $272,934.52 $286,118.49 $13,183.97 4.83%
General Operating Budget $95,200.00 $117,602.76 $623,122.00 $424,937.00 ($198,185.00)-31.81%
Total $5,273,344.87 $5,714,566.53 $896,056.52 $711,055.49 ($185,001.03)-20.65%
GF INSURANCE
General Operating Budget $759,569.50 $717,151.66 $682,365.73 $740,686.18 $58,320.46 8.55%
CITY MANAGER
Wages and Benefits $400,291.78 $322,087.15 $450,469.45 $511,527.01 $61,057.56 13.55%
General Operating Budget $72,200.00 $47,210.13 $72,760.00 $189,800.00 $117,040.00 160.86%
Total $472,491.78 $369,297.28 $523,229.45 $701,327.01 $178,097.56 34.04%
LEGAL/ACCOUNTING/ ACTUARY
Wages and Benefits $223,348.87 $227,571.17 $304,615.31 $334,827.55 $30,212.24 9.92%
General Operating Budget $60,612.00 $36,633.78 $61,500.00 $78,950.00 $17,450.00 28.37%
Total $283,960.87 $264,204.95 $366,115.31 $413,777.55 $47,662.24 13.02%
ADMINISTRATIVE SERVICES
Wages and Benefits $185,975.75 $126,118.86 $355,805.18 $408,601.57 $52,796.39 14.84%
General Operating Budget $844,100.00 $911,355.66 $881,310.00 $945,600.00 $64,290.00 7.29%
Capital Pojects $5,000.00 $5,000.00 $5,000.00 $35,000.00 $30,000.00 600.00%
Total $1,035,075.75 $1,042,474.52 $1,242,115.18 $1,389,201.57 $147,086.39 11.84%
INFORMATION TECHNOLOGY
Wages and Benefits $248,768.47 $235,905.40 $379,094.68 $444,916.78 $65,822.10 17.36%
General Operating Budget $112,000.00 $113,798.11 $128,900.00 $137,900.00 $9,000.00 6.98%
Capital Pojects $37,000.00 $53,567.30 $77,000.00 $65,000.00 ($12,000.00)-15.58%
Total $397,768.47 $403,270.81 $584,994.68 $647,816.78 $62,822.10 10.74%
CITY CLERK
Wages and Benefits $234,901.23 $270,736.83 $425,169.43 $447,893.71 $22,724.28 5.34%
General Operating Budget $51,000.00 $42,437.08 $39,000.00 $56,600.00 $17,600.00 45.13%
Total $285,901.23 $313,173.91 $464,169.43 $504,493.71 $40,324.28 8.69%
PHYSICAL PLANT
Wages and Benefits $180,484.36 $179,840.63 $403,159.04 $523,036.44 $119,877.40 29.73%
General Operating Budget $253,520.00 $336,818.97 $355,885.00 $363,625.00 $7,740.00 2.17%
Capital Pojects $0.00 $0.00 $116,000.00 $348,000.00 $232,000.00
Total $434,004.36 $516,659.60 $875,044.04 $1,234,661.44 $359,617.40 41.10%
FINANCE, ASSESSING & TAX
Wages and Benefits $347,443.52 $374,918.23 $630,574.07 $672,767.99 $42,193.93 6.69%
General Operating Budget $120,600.00 $84,039.68 $93,300.00 $121,050.00 $27,750.00 29.74%
Total $468,043.52 $458,957.91 $723,874.07 $793,817.99 $69,943.93 9.66%
PLANNING/DEVELOPMENT REVIEW
Wages and Benefits $406,413.28 $410,738.77 $800,945.97 $685,957.56 ($114,988.41)-14.36%
General Operating Budget $157,300.00 $63,131.70 $117,785.00 $149,034.00 $31,249.00 26.53%
Total $563,713.28 $473,870.47 $918,730.97 $834,991.56 ($83,739.41)-9.11%
RECREATION ADMINISTRATION
Wages and Benefits $318,816.73 $327,284.53 $490,913.70 $514,387.65 $23,473.95 4.78%
General Operating Budget $40,700.00 $16,376.93 $36,700.00 $33,050.00 ($3,650.00)-9.95%
Total $359,516.73 $343,661.46 $527,613.70 $547,437.65 $19,823.95 3.76%
RECREATION & SENIOR PROGRAMS AND FACILITIES
General Operating Budget $122,461.57 $91,139.03 $259,556.25 $264,515.25 $4,959.00 1.91%
Capital Pojects $100,000.00 $99,990.50 $100,000.00 $200,000.00 $100,000.00 100.00%
Total $222,461.57 $191,129.53 $359,556.25 $464,515.25 $104,959.00 29.19%
PUBLIC LIBRARY
Wages and Benefits $651,406.78 $629,811.08 $932,996.63 $1,030,095.62 $97,099.00 10.41%
General Operating Budget $215,222.92 $210,535.57 $112,032.00 $133,150.00 $21,118.00 18.85%
Total $866,629.70 $840,346.65 $1,045,028.63 $1,163,245.62 $118,217.00 11.31%
FIRE & AMBULANCE SERVICES
Wages & Benefits $3,322,863.25 $3,520,131.12 $4,947,806.70 $5,430,825.65 $483,018.95 9.76%
General Operating Budget $550,200.00 $729,328.51 $616,590.00 $717,401.44 $100,811.44 16.35%
Capital Pojects $0.00 $44,898.23 $430,000.00 $607,000.00 $177,000.00 41.16%
Total $3,873,063.25 $4,294,357.86 $5,994,396.70 $6,755,227.09 $760,830.39 12.69%
POLICE
Wages and Benefits $4,600,993.80 $4,148,941.69 $6,263,100.46 $6,835,092.51 $571,992.05 9.13%
General Operating Budget $954,142.43 $747,970.41 $739,130.00 $764,330.00 $25,200.00 3.41%
Capital Pojects $160,000.00 $242,401.73 $253,000.00 $200,000.00 ($53,000.00)-20.95%
Total $5,715,136.23 $5,139,313.83 $7,255,230.46 $7,799,422.51 $544,192.05 7.50%
STREETS AND HIGHWAYS
Proposed FY25 Budget - 11/30/2023
Wages and Benefits $1,060,488.68 $1,043,236.56 $1,966,051.04 $2,040,749.10 $74,698.06 3.80%
General Operating Budget $741,450.00 $897,726.26 $800,535.00 $893,835.00 $93,300.00 11.65%
Capital Pojects $1,595,000.00 $1,515,034.72 $1,809,000.00 $2,485,000.00 $676,000.00 37.37%
Total $3,396,938.68 $3,455,997.54 $4,575,586.04 $5,419,584.10 $843,998.06 18.45%
PARK MAINTENANCE
Wages and Benefits $293,642.54 $331,194.84 $618,434.92 $688,734.19 $70,299.27 11.37%
General Operating Budget $106,000.00 $118,303.84 $108,000.00 $116,000.00 $8,000.00 7.41%
Total $399,642.54 $449,498.68 $726,434.92 $804,734.19 $78,299.27 10.78%
TOTAL WAGES AND BENEFITS $17,653,983.93 $17,745,480.63 $19,242,071.09 $20,855,531.82 $1,613,460.73 8.39%
TOTAL GENERAL OPERATING $5,330,028.42 $5,355,287.94 $5,792,220.98 $6,294,213.88 $501,992.90 8.67%
TOTAL CAPTIAL PROJECTS $1,897,000.00 $1,960,892.48 $2,790,000.00 $3,940,000.00 $1,150,000.00 41.22%
DEBT SERVICE REPAYMENT
Principal Payment $1,211,203.30 $1,211,244.59 $1,211,203.30 $1,211,203.30 $0.00 0.00%
Interest Payment $279,090.00 $269,217.96 $233,813.00 $199,191.00 ($34,622.00)-14.81%
Total $1,490,293.30 $1,480,462.55 $1,445,016.30 $1,410,394.30 ($34,622.00)-2.40%
OTHER OPERATING SERVICES
Social Services & Other Operating Entities $867,298.11 $875,941.00 $937,809.97 $1,034,970.95 $97,160.98 10.36%
To Capital Pojects/Reserve Funds $808,200.00 $808,200.00 $933,200.00 $993,200.00 $60,000.00 6.43%
Total $1,675,498.11 $1,684,141.00 $1,871,009.97 $2,028,170.95 $157,160.98 8.40%
Total General Fund $28,046,803.76 $28,226,264.60 $31,140,318.33 $34,528,310.94 $3,387,992.61 10.88%
Proposed FY25 Budget - 11/30/2023
ACCOUNT 2023 2023 2024 2025
FY 24-25 $
Change
FY 24-25 %
Change
DESCRIPTION BUDGET ACTUAL BUDGET BUDGET $(+/-)%(+/-)
WASTEWATER
EXPENDITURES
Wages and Benefits
Salaries-Permanent $672,300.45 $711,938.32 $700,693.02 $731,965.77 $31,272.75 4.46%
PMT to Highway-wages & Benefits $250,000.00 $250,000.00 $278,354.89 $276,491.10 -$1,863.79 -0.67%
Leave Time Turn-In $7,000.00 $0.00 $7,000.00 $7,000.00 $0.00 0.00%
Salaries-Overtime $50,000.00 $77,466.20 $75,000.00 $80,000.00 $5,000.00 6.67%
PAFO Certification $29,065.71 $11,350.98 $9,000.00 $9,000.00 $0.00 0.00%
Sick bank payouts $10,000.00 $0.00 $10,000.00 $0.00 -$10,000.00 -100.00%
Nontaxable Fringe Ben. $4,135.00 $600.00 $9,300.69 $4,150.00 -$5,150.69 -55.38%
FICA/Medicare $58,780.01 $62,312.65 $60,794.02 $62,803.88 $2,009.87 3.31%
Child Care Tax $2,415.49 $2,415.49 0.00%
Payment to Highway-Benefits $33,420.18 $33,420.18 $33,289.64 $37,816.87 $4,527.23 13.60%
Vision Plan $2,829.21 $701.45 $779.69 $828.77 $49.08 6.29%
Disability Insurance (ST & AD&D) $2,175.17 $6,817.62 $2,139.12 $1,632.17 -$506.94 -23.70%
Long Term Disability $4,148.39 $0.00 $4,060.42 $4,060.42 $0.00 0.00%
Group Health Plan $196,366.10 $133,948.30 $131,970.16 $163,680.57 $31,710.40 24.03%
Group Life Insurance $2,829.21 $941.03 $2,782.32 $2,782.32 $0.00 0.00%
Group Dental Insurance $7,893.29 $7,087.00 $7,409.53 $7,801.81 $392.28 5.29%
Pension $85,733.42 $88,883.13 $94,710.61 $104,307.77 $9,597.16 10.13%
ICMA Match $29,065.71 $23,303.55 $30,067.64 $31,420.03 $1,352.39 4.50%
Pension Note Payment $39,075.00 $39,075.00 $39,075.00 $39,075.00 $0.00 0.00%
Total Wages and Benefits $1,484,816.85 $1,447,845.41 $1,496,426.74 $1,567,231.96 $70,805.22 4.73%
General Operating Budget
Payment to Sick bank Fund $6,677.02 $6,677.02 $6,677.02 $6,677.02 $0.00 0.00%
Payroll Service $1,796.41 $1,796.41 $1,692.27 $1,609.95 -$82.32 -4.86%
Office Supplies $2,000.00 $2,179.84 $2,100.00 $2,100.00 $0.00 0.00%
Plant Equipment/supplies $120,000.00 $108,807.20 $125,000.00 $125,000.00 $0.00 0.00%
Polymer $100,000.00 $159,556.16 $120,000.00 $160,000.00 $40,000.00 33.33%
Sewer Line Maint/Supplies $25,000.00 $36,060.44 $27,000.00 $30,000.00 $3,000.00 11.11%
Pumping Station Supplies $25,000.00 $196,573.65 $18,000.00 $35,000.00 $17,000.00 94.44%
Laboratory Supplies $13,000.00 $14,298.91 $14,500.00 $14,500.00 $0.00 0.00%
Caustic Soda and Lime $120,000.00 $204,121.27 $175,000.00 $195,000.00 $20,000.00 11.43%
Alum $180,000.00 $276,141.30 $280,000.00 $280,000.00 $0.00 0.00%
Water-Airport-B/B-Pump $1,600.00 $2,575.88 $1,800.00 $1,800.00 $0.00 0.00%
Generator Preventive Maint.$10,000.00 $26,042.13 $10,000.00 $10,000.00 $0.00 0.00%
Clothing Supplies $4,250.00 $4,441.78 $4,250.00 $4,550.00 $300.00 7.06%
Truck Parts $12,500.00 $12,802.58 $12,500.00 $12,500.00 $0.00 0.00%
Gas - Diesel Fuel - Oil $12,000.00 $23,608.56 $13,000.00 $13,000.00 $0.00 0.00%
Natural Gas - Airport Parkway $60,000.00 $81,497.60 $65,000.00 $70,000.00 $5,000.00 7.69%
Natural Gas - Bartlett Bay $6,000.00 $6,832.14 $6,500.00 $6,500.00 $0.00 0.00%
Telephone and Alarms $6,500.00 $11,139.49 $6,500.00 $6,500.00 $0.00 0.00%
software dues $20,000.00 $4,737.50 $39,607.80 $40,100.00 $492.20 1.24%
Discharge Permits $15,000.00 $13,650.00 $15,000.00 $15,000.00 $0.00 0.00%
Workers Comp Insurance $22,127.75 $25,264.78 $18,729.67 $19,243.97 $514.30 2.75%
Property Insurance $70,040.34 $65,938.48 $61,598.06 $66,525.90 $4,927.84 8.00%
Unemployment Insurance $902.00 $0.00 $933.57 $933.57 $0.00 0.00%
Safety Items $5,000.00 $32,487.21 $5,500.00 $8,000.00 $2,500.00 45.45%
Billing Payment to CWD $69,342.00 $69,342.00 $73,000.00 $81,135.00 $8,135.00 11.14%
Soil/Sludge Management $135,000.00 $171,425.97 $140,000.00 $150,000.00 $10,000.00 7.14%
Landfill Fees $1,000.00 $0.00 $1,000.00 $1,000.00 $0.00 0.00%
Building Improvements $2,500.00 $1,492.38 $7,500.00 $2,000.00 -$5,500.00 -73.33%
Pumps Replacements $50,000.00 $52,138.16 $55,000.00 $60,000.00 $5,000.00 9.09%
Pump Repairs $40,000.00 $54,189.35 $43,000.00 $48,000.00 $5,000.00 11.63%
Marathon cost share-WW $0.00 $22,031.39 $15,312.75 -$6,718.63 -30.50%
HVAC Maintenance $35,000.00 $44,613.11 $38,000.00 $40,000.00 $2,000.00 5.26%
Auditing/Actuary/Pension $4,246.55 $4,246.55 $3,773.86 $4,244.76 $470.90 12.48%
Engineering/Consulting $15,000.00 $15,275.87 $18,000.00 $18,000.00 $0.00 0.00%
Landfill Engineering $17,500.00 $31,358.56 $17,500.00 $22,000.00 $4,500.00 25.71%
Payment to Stormwater for GIS $0.00 $12,635.00 $0.00 -$12,635.00 -100.00%
Administrative Services $149,344.05 $149,344.05 $145,281.42 $150,273.20 $4,991.78 3.44%
Page 1
2023 2023 2024 2025
FY 24-25 $
Change
FY 24-25 %
Change
$5,000.00 $1,890.61 $2,000.00 $2,000.00 $0.00 0.00%
$6,000.00 $4,164.07 $6,500.00 $6,500.00 $0.00 0.00%
$105,000.00 $103,345.82 $105,000.00 $105,000.00 $0.00 0.00%
$0.00 $900.00 $900.00 $0.00 0.00%
$200,000.00 $231,431.04 $210,000.00 $220,000.00 $10,000.00 4.76%
$145,000.00 $157,821.25 $150,000.00 $155,000.00 $5,000.00 3.33%
$1,819,326.12 $2,409,309.12 $2,082,010.06 $2,205,906.12 $123,896.07 5.95%
$220,000.00 $306,093.84 $290,000.00 $170,000.00 -$120,000.00 -41.38%
$73,000.00 $73,649.00 $73,648.00 $0.00 -$73,648.00 -100.00%
$0.00 $299,997.00 $0.00 $0.00 0.00%
$400,000.00 $73,254.75 $600,000.00 $600,000.00 $0.00 0.00%
$0.00 $41,726.75 $350,000.00 $500,000.00 $150,000.00 42.86%
$111,786.54 $111,786.54 $112,000.00 $111,787.00 -$213.00 -0.19%
$965,647.23 $969,731.16 $970,000.00 $969,731.16 -$268.84 -0.03%
Proposed FY25 Budget - 11/30/2023
ACCOUNT
Burlington Sewer Lines
Travel & Training
Utilities-Pumping Station
Utilities--L/Fill Station
Electric-Airport Parkway
Electric-Bartlett Bay
Total General Operating Budget
Capital Budget
Fleet Replacement
Payment to SW for Hadley Loan
Airport Pkwy upgrade/texpn
Bartlett Bay Upgrades
Capital Projects - CIP
Hadley Sewer Bond Payment
Airport Parkway Bond Payment
Total Capital $1,770,433.77 $1,876,239.04 $2,395,648.00 $2,351,518.16 -$44,129.84 -1.84%
TOTAL EXPENDITURES $5,074,576.74 $5,733,393.57 $5,974,084.79 $6,124,656.24 $150,571.45 2.52%
$3,783,418.00 $3,761,917.41 $4,113,150.00 $4,515,768.00 $402,618.00 9.79%
$25,000.00 $0.00 $23,000.00 $21,850.00 -$1,150.00 -5.00%
$500,000.00 $1,147,457.40 $582,800.00 $889,499.00 $306,699.00 52.63%
$0.00 $17,490.00 $0.00 $0.00 $0.00 0.00%
$742,310.00 $742,310.00 $742,310.00 $742,310.00 $0.00 0.00%
$12,004.68 $12,005.00 $0.00 $0.00 $0.00 0.00%
$10,000.00 $168,261.27 $10,000.00 $10,000.00 $0.00 0.00%
REVENUES
Sewer User Fees
Sewer Septage Revenue
Hookup Fees
Environmental Impact
Colchester Airport PKW payment
General Fund Note Repayment
Miscellaneous Revenue
Reserve Fund Transfer in $502,824.79 $0.00 -$502,824.79 -100.00%
TOTAL REVENUES $5,072,732.68 $5,849,441.08 $5,974,084.79 $6,179,427.00 $205,342.21 3.44%
STORMWATER
EXPENDITURES
Wages and Benefits
Salaries-Permanent $545,117.10 $462,009.36 $458,034.55 $502,602.10 $44,567.55 9.73%
Salaries-Overtime $23,000.00 $11,079.06 $23,000.00 $23,000.00 $0.00 0.00%
Nontaxable Fringe Benefit $7,238.00 $300.00 $6,387.00 $3,450.00 -$2,937.00 -45.98%
FICA/Medicare $43,460.96 $38,185.48 $36,799.14 $40,667.56 $3,868.42 10.51%
Child Care Tax $1,658.59 $1,658.59 0.00%
Vision Plan $582.94 $461.61 $631.39 $582.31 -$49.08 -7.77%
Disability Long Short Term $4,878.93 $5,914.97 $4,574.64 $5,268.73 $694.09 15.17%
Group Health Plan $153,953.83 $304,275.65 $113,897.30 $143,295.63 $29,398.33 25.81%
Health Insurance FICA $2,080.03 $0.00 $459.00 $0.00 -$459.00 -100.00%
Group Life Insurance $2,360.28 $815.97 $1,906.98 $2,219.60 $312.62 16.39%
Group Dental Insurance $5,930.59 $5,323.36 $5,718.61 $6,938.47 $1,219.86 21.33%
Pension $93,238.50 $93,238.50 $88,872.21 $84,845.40 -$4,026.81 -4.53%
ICMA Match $27,189.96 $30,404.51 $23,002.64 $24,807.78 $1,805.15 7.85%
Pension Note Payment $26,910.00 $26,910.00 $26,910.00 $26,910.00 $0.00 0.00%
Total Wages and Benefits $935,941.11 $978,918.47 $790,193.46 $866,246.18 $76,052.72 9.62%
General Operating Budget
Office Supplies $1,000.00 $2,392.39 $1,500.00 $1,500.00 $0.00 0.00%
Payment to Highway-Rent $78,215.00 $78,215.00 $78,215.00 $78,215.00 $0.00 0.00%
Payment to Sick bank Fund $5,392.16 $5,392.16 $5,588.24 $5,588.24 $0.00 0.00%
Payroll Service to GF $1,347.31 $1,347.31 $1,480.74 $1,408.70 -$72.04 -4.86%
Small Equipment/Tools $2,000.00 $3,025.88 $3,000.00 $3,000.00 $0.00 0.00%
Uniforms/Supplies $6,500.00 $7,611.61 $6,500.00 $6,500.00 $0.00 0.00%
Vehicle Parts $0.00 $679.98 $0.00 $0.00 $0.00 0.00%
Gasoline $2,250.00 $3,645.12 $2,500.00 $2,875.00 $375.00 15.00%
Oil $250.00 $289.56 $275.00 $300.00 $25.00 9.09%
Diesel Fuel $4,500.00 $10,131.26 $7,500.00 $8,715.00 $1,215.00 16.20%
Page 2
2023 2023 2024 2025
FY 24-25 $
Change
FY 24-25 %
Change
$7,000.00 $6,308.95 $7,000.00 $7,000.00 $0.00 0.00%
$2,000.00 $2,783.49 $2,000.00 $2,000.00 $0.00 0.00%
$0.00 $0.00 $50.00 $50.00 0.00%
$300.00 $661.00 $600.00 $650.00 $50.00 8.33%
$18,000.00 $20,884.50 $24,000.00 $24,000.00 $0.00 0.00%
$19,554.75 $20,188.20 $16,551.80 $17,006.30 $454.50 2.75%
$16,197.44 $14,670.73 $14,245.09 $15,384.70 $1,139.61 8.00%
$902.00 $0.00 $933.57 $933.57 $0.00 0.00%
$50,000.00 $75,370.12 $75,000.00 $75,000.00 $0.00 0.00%
$200.00 $0.00 $200.00 $0.00 -$200.00 -100.00%
$15,000.00 $23,770.01 $15,000.00 $15,000.00 $0.00 0.00%
$200.00 $149.99 $200.00 $0.00 -$200.00 -100.00%
$33,420.18 $33,420.18 $33,490.07 $37,816.87 $4,326.79 12.92%
$0.00 $25,178.73 $13,398.66 -$11,780.07 -46.79%
$5,000.00 $21,330.30 $15,000.00 $15,000.00 $0.00 0.00%
$55,000.00 $113,396.04 $100,000.00 $115,000.00 $15,000.00 15.00%
$100.00 $0.00 $100.00 $100.00 $0.00 0.00%
$20,000.00 $343.13 $20,000.00 $15,000.00 -$5,000.00 -25.00%
$6,180.66 $6,180.66 $4,287.21 $3,981.34 -$305.87 -7.13%
$40,000.00 $0.00 $35,000.00 $30,000.00 -$5,000.00 -14.29%
$69,342.00 $69,342.00 $73,000.00 $81,135.00 $8,135.00 11.14%
$1,000.00 $1,564.19 $1,000.00 $1,500.00 $500.00 50.00%
$2,500.00 $2,128.43 $2,500.00 $2,500.00 $0.00 0.00%
$250.00 $0.00 $250.00 $250.00 $0.00 0.00%
$102,103.95 $102,103.95 $95,000.00 $71,114.05 -$23,885.95 -25.14%
$8,000.00 $6,479.00 $8,000.00 $8,000.00 $0.00 0.00%
$3,250.00 $4,305.72 $3,500.00 $4,500.00 $1,000.00 28.57%
$300.00 $271.19 $300.00 $300.00 $0.00 0.00%
$5,000.00 $0.00 $5,000.00 $5,000.00 $0.00 0.00%
$582,255.46 $638,382.05 $683,895.45 $669,722.43 -$14,173.02 -2.07%
$421,000.00 $94,714.38 $745,000.00 $395,000.00 -$350,000.00 -46.98%
$2,481,000.00 $1,583,378.51 $2,005,000.00 $2,251,000.00 $246,000.00 12.27%
Proposed FY25 Budget - 11/30/2023
ACCOUNT
Permit Requirement-Educat
Telephone
Postage
Membership/Dues/ CDL
Discharge Permits Renewal
Workers Comp Insurance
Property Insurance
Unemployment Insurance
GIS-Fees/Software
Sediment & Debris Disposal
Water Quality Monitoring
Building/Grounds Maint
Reimbursement to Highway-Benefits
Marathon cost share-SW
Vehicle Maintenance
Storm System Maint Materi
Printing
Legal Services
To GF-Audit/Actuary
Engineering-Watershed
Billing Payment CWD
Office Furniture/Equipmen
Office Equipment Maintena
Equipment Rental
Administrative Services
Conference/Training Expen
S/W Bldg Utilities
Stormwater Pumps Electric
Flow Restoration Plan Analysis
Total General Operating Budget
Capital Budget
Vehicles/Equipment
Stormwater capital projects
Total Capital $2,902,000.00 $1,678,092.89 $2,750,000.00 $2,646,000.00 -$104,000.00 -3.78%
TOTAL EXPENDITURES $4,420,196.58 $3,295,393.41 $4,224,088.91 $4,181,968.61 -$42,120.30 -1.00%
$826,506.98 $926,259.52 $1,189,000.00 $903,000.00 -$286,000.00 -24.05%
$2,707,767.59 $2,403,078.85 $2,779,678.00 $2,898,039.31 $118,361.31 4.26%
$0.00 $0.00 $90,743.32 $90,743.32 0.00%
$0.00 $50,543.00 $52,336.00 $1,793.00 3.55%
$40,000.00 $7,929.95 $40,000.00 $30,000.00 -$10,000.00 -25.00%
$100,000.00 $82,143.62 $0.00 $121,000.00 $121,000.00 0.00%
$30,000.00 $13,000.00 $30,000.00 $25,000.00 -$5,000.00 -16.67%
$73,000.00 $73,649.00 $73,000.00 $0.00 -$73,000.00 -100.00%
REVENUES
Intergovernmental Revenue/Grants
S/W User Fees - Water Bill
Payment for GIS services
GIS Reim from WW, Water, HW and P&Z
pmt from other towns
Land owner , ARRA, SAD payment
Miscellaneous Revenue
Hadley Sewer- from sewer fund
Reserve Transfer In $635,778.00 $0.00 $33,726.10 $72,624.78 $38,898.68 115.34%
TOTALREVENUES $4,413,052.57 $3,506,060.94 $4,195,947.10 $4,192,743.41 -$3,203.69 -0.08%
DRINKING WATER
EXPENDITURES
CWD Labor $434,995.00 $306,501.87 $350,845.00 $411,400.00 $60,555.00 17.26%
Office Salaries $223,540.00 $212,908.91 $242,940.00 $264,190.00 $21,250.00 8.75%
CWD OT $10,000.00 $13,372.91 $13,000.00 $13,000.00 $0.00 0.00%
Emergency On-Call $2,329.00 $2,808.33 $2,800.00 $2,800.00 $0.00 0.00%
Administrative Services $16,000.00 $16,000.00 $49,003.28 $52,778.67 $3,775.39 7.70%
Total Wages and Benefits $686,864.00 $551,592.02 $658,588.28 $744,168.67 $85,580.39 12.99%
Page 3
2023 2023 2024 2025
FY 24-25 $
Change
FY 24-25 %
Change
$1,000.00 $83.93 $2,000.00 $1,500.00 -$500.00 -25.00%
$2,554.71 $2,272.71 $2,648.68 $375.97 16.54%
$12,685.00 $13,084.00 $399.00 3.15%
$33,175.00 $36,141.31 $33,175.00 $33,950.00 $775.00 2.34%
$5,000.00 $6,290.00 $5,175.00 $5,175.00 $0.00 0.00%
$20,550.00 $20,549.64 $20,975.00 $21,400.00 $425.00 2.03%
$1,654,800.00 $1,802,728.48 $1,793,000.00 $1,950,000.00 $157,000.00 8.76%
$3,000.00 $3,048.92 $3,500.00 $3,500.00 $0.00 0.00%
$155,275.00 $162,191.15 $147,725.00 $188,280.00 $40,555.00 27.45%
$106,730.00 $124,869.55 $158,920.00 $185,415.00 $26,495.00 16.67%
$7,600.00 $5,785.13 $7,000.00 $20,000.00 $13,000.00 185.71%
$75,000.00 $61,776.37 $84,000.00 $85,000.00 $1,000.00 1.19%
$114,550.00 $121,968.41 $120,500.00 $120,500.00 $0.00 0.00%
$7,500.00 $0.00 $0.00 $0.00 0.00%
$2,184,180.00 $2,347,987.60 $2,390,927.71 $2,630,452.68 $239,524.97 10.02%
$103,995.00 $96,239.92 $96,969.00 $97,440.00 $471.00 0.49%
$77,770.00 $77,770.00 0.00%
$520,031.00 $327,000.00 -$193,031.00 -37.12%
$81,000.00 $320,239.05 $60,000.00 $0.00 -$60,000.00 -100.00%
Proposed FY25 Budget - 11/30/2023
ACCOUNT
General Operating Budget
Miscellaneous
Auditing Services-Water
software
Water Supply Permit Fees
Insurance
Building Rent
Water Purchase
Public Outreach
Professional Services
Equipment Rental
Computer Services
System Improvements
Materials
ROW Permit fees
Total General Operating Budget
Capital Budget
Debt Service
Dorset ST 2nd Tower bond pmt
Capital Projects
Xfer to Reserve Fund
Total Capital $184,995.00 $416,478.97 $677,000.00 $502,210.00 -$174,790.00 -25.82%
TOTAL EXPENDITURES $3,056,039.00 $3,316,058.59 $3,726,515.99 $3,876,831.35 $150,315.36 4.03%
$2,620,616.00 $2,567,060.67 $2,859,211.00 $2,993,322.00 $134,111.00 4.69%
$62,500.00 $77,557.44 $59,700.00 $61,000.00 $1,300.00 2.18%
$113,000.00 $91,875.00 $168,000.00 $98,500.00 -$69,500.00 -41.37%
$283,214.05 $360,000.00 $360,000.00 0.00%
$1,700.00 $18,719.77 $6,000.00 $16,000.00 $10,000.00 166.67%
$157,234.00 $160,827.60 $37,882.00 $25,800.00 -$12,082.00 -31.89%
$0.00 $0.00 $140,000.00 $162,270.00 $22,270.00 15.91%
$0.00 $0.00 $174,000.00 $174,000.00 $0.00 0.00%
REVENUES
Water Sales
Services
Connection Fees
Allocation fees
Investment Interest
Miscellaneous Income
SB WW & SW Dept
Grants
Transfers In $100,989.00 $100,989.00 $281,722.99 $0.00 -$281,722.99 -100.00%
TOTAL REVENUES $3,056,039.00 $3,300,243.53 $3,726,515.99 $3,890,892.00 $164,376.01 4.41%
Page 4
OVERVIEW OF GENERAL FUND
CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE
FY 2025-2034 CAPITAL IMPROVEMENT PROGRAM
I.GENERAL FUND
General Fund Capital Improvement Program Overview of Costs and Funding Sources
Overviews of Costs and Funding Types by Department
CIP Projects (Expenditures) by Department
Individual Project Detail Sheets
Administration
Bicycle and Pedestrian Improvements
City Center
Energy Projects
Fire and Ambulance Department
Highways
IT
Library
Open Space Projects
Physical Plant
Police Department
Recreation and Parks
II.WASTE WATER FUND
III.STORMWATER FUND
IV.DRINKING WATER FUND
V.DEBT REPAYMENT
A Capital Improvement Program is a tool used to improve coordination in the timing of major projects, plan for
capital replacement and major maintenance costs, and reduce fluctuations in the tax rate.
A program is not a budget, but a road map to guide budget preparation based on an estimate of future projects
and costs consistent with City priorities and fiscal outlook. The Capital Improvement Program is prepared
yearly during the budget process but is adopted after the approval of the budget.
A summary of the Capital Improvement Program (CIP) for FY25-34 is included in the annual budget book.
OVERVIEW OF GENERAL FUND
CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE
I. GENERAL FUND
A.General Fund Capital Improvement Program Overview of Costs and Funding Sources
B.Overviews of Costs and Funding Types by Department
C.CIP Projects (Expenditures) by Department
D.Individual Project Detail Sheets
a.Administration
b.Bicycle and Pedestrian
c.City Center
d.Fire and Ambulance Department
e.Highways
f.IT
g.Library
h.Open Space Projects
i.Physical Plant
j.Police Department
k.Recreation and Parks
OVERVIEW OF GENERAL FUND
CAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCE
GENERAL FUND CAPITAL IMPROVEMENT PROGRAM OVERVIEW:
SUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 Total:
Estimated Costs:
Construction 14,280 17,245 7,533 4,468 4,103 4,058 3,078 1,833 3,283 3,288 63,169
Debt Repayment - - 55 -100 -175 - - - 330
Furniture & Equipment 278 221 1,909 201 590 85 209 104 91 154 3,842
Land/ROW/Easement Acquisition -80 -30 45 - - 45 - - 200
Studies, Design, Eng, Inspection, GC, Legal 2,070 2,945 790 422 307 62 212 182 262 2 7,254
TIF District Debt Repayment - - - - - - - - - - -
To CIP Reserve Fund - - - - - - - - - - -
To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 860 8,600
Vehicles & Fleet Improvements 1,055 1,201 1,726 1,373 1,609 1,346 1,121 1,238 1,184 931 12,784
Climate Action Related 605 1,550 3,655 2,775 2,045 985 1,170 980 1,010 955 15,730
Total Estimated CIP Costs:19,148 24,102 16,528 10,129 9,659 7,396 6,825 5,242 6,690 6,190 111,909
Funding Sources:
General Fund 3,976 5,034 8,651 6,764 6,148 5,630 5,523 4,386 5,340 5,278 56,730
Secured Grants 4,650 4,155 300 383 - - - - - - 9,488
Anticipated Grants 265 5,428 5,982 2,021 2,563 1,153 901 601 800 500 20,214
Anticipated Debts - - - - - - - - - - -
CIP Reserve Fund 39 -110 25 100 80 - - - - 354
City Center Debt Proceeds - - - - - - - - - - -
ARPA 816 105 90 - - - - - - - 1,011
Developer Contributions -40 - - - - - - - - 40
Donations (In-Kind or Financial)- - - 12 - - - - - - 12
Energy Revolving Fund 123 53 122 78 3 23 18 18 - - 438
Fuel Pump Reserve Fund -25 -125 - - - - - - 150
General Debt Proceeds - - - - - - - - - - -
Highway Impact Fee 250 1,260 140 426 470 275 108 117 270 212 3,528
Open Space Debt Proceeds 135 15 15 15 - - - - - - 180
Penny for Path Proceeds 215 310 85 230 325 185 225 70 230 150 2,025
Police Impact Fee 50 50 50 50 50 50 50 50 50 50 500
Recreation Impact Fee 477 375 60 - - - - - - - 912
TIF District Financing Proceeds 8,152 7,252 923 - - - - - - - 16,327
-
Total Estimated CIP Funding:19,148 24,102 16,528 10,129 9,659 7,396 6,825 5,242 6,690 6,190 111,909
This page totals all General Fund capital expenditure (CE) costs by summed by cost types and funding sources annually. Information reflected on this page includes bond payments for prior capital projects. The
City makes cash payments for maintenance and replacement in lieu of debt where possible in order to preserve debt capacity to undertake larger City priorities, i.e. the envisioned City Center. The General Fund
has reserve fund related to capital projects: City Center Reserve Fund, for City Center expenditures. Costs below fall into three categories: project related (studies, property rights, construction, furniture &
equipment), debt (payment on financing) and funding CIP reserve funds. NOTE that this is a program of planned expenditures and revenues and all costs are estimated and time tables are tenative and subject to
change.
I. GENERAL FUND
Overviews of Costs and Funding Types by Department
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 2 2 2 2 2 2 2 2 2 220 Furniture & Equipment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 33 18 18 18 18 18 18 18 18 18195 Climate Action Related 75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:35 20 20 20 20 20 20 20 20 20 1,090 Funding Sources:General Fund 90 170 120 20 20 20 20 20 20 20195 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 20 350 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:110 520 320 20 20 20 20 20 20 20 1,090
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Bicycle/PedestrianContact:Erica QuallenSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal300 100 185 150 165 35 75 70 30 ‐ 1,110 Land/ROW/Easement Acquisition‐ 80 ‐ 30 45 ‐ ‐ 45 ‐ ‐ 200 Construction550 870 350 850 925 975 350 155 400 1505,575 Climate Action Related100 700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 Funding Sources:General Fund120 310 400 400 400 400 400 400 400 4003,630 Secured Grants510 440 300 383 ‐ ‐ ‐ ‐ ‐ ‐ 1,633 Anticipated Grants‐ 520 520 850 1,210 1,150 700 600 600 5006,650 Highway Impact Fee‐ ‐ 40 67 100 175 ‐ 100 100 ‐ 582 Penny for Path Proceeds180 310 85 230 325 185 225 70 230 1501,990 Recreation Impact Fee60 100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 160 ARPA80 30 90 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 200 Developer Contributions‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 The bicycle and pedestrian projects included in this CIP are primarily funded through Penny for Paths, State, and Federal funding. Penny for Paths brings in approximately $410,000 annually from a $0.01 tax and is used to undertake smaller internal projects and provide the match for larger grants.
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 1,508 2,568 73 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,149 Land/ROW/Easement Acquisition ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 11,011 14,189 4,544 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29,744 To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 8608,600 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Funding Sources:General Fund 860 860 860 860 860 860 860 860 860 8608,600 Secured Grants 4,140 3,715 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 7,855 Anticipated Grants ‐ 4,530 3,694 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,224 Highway Impact Fee ‐ 1,260 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,260 Recreation Impact Fee 227 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 227 TIF District Financing Proceeds 8,152 7,252 923 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 16,327 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Complete remaining Tax Increment Financing District projects approved by the State Vermont Economic Progress Council. All projects are funded to some degree with TIF District financing which allows the City to use 75% of the increase in property tax growth each year to service debt approved by the voters. Of these projects, two are substantially complete, and four remain to be constructed: Garden Street (expected to be in construction), Williston Road Streetscape, the Walk Bike Bridge over I‐89, and Phase II of City Center Park (expected to be in construction prior to FY 25).
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Fire Department and AmbulanceContact:Steve LockeSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 417 511 610 583 706 706 528 598 536 2725,467 Furniture & Equipment 175 115 775 ‐ 500 20 20 20 20 ‐ 1,645 Construction ‐ 70 570 180 ‐ ‐ ‐ ‐ ‐ ‐ 820 Climate Action Related 15 15 15 ‐ ‐ ‐ 10 20 10 ‐ 85 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:607 711 1,970 763 1,206 726 558 638 566 272 8,017 Funding Sources:General Fund 597 711 1,970 763 1,206 726 558 638 566 2728,007 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Energy Revolving Fund 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:607 711 1,970 763 1,206 726 558 638 566 272 8,017
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:HighwayContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 2,015 1,430 1,800 3,155 2,700 2,700 2,640 1,570 2,865 3,120 23,995 Studies, Design, Eng, Inspection, GC, Legal 140 45 250 20 140 25 135 110 230 ‐ 1,095 Vehicles & Fleet Improvements 445 480 680 540 675 380 360 400 400 400 4,760 To CIP Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Climate Action Related 230 20 1,990 1,585 1,050 20 40 ‐ ‐ ‐ 4,935 ‐ ‐ ‐ ‐ Total Estimated CIP Costs:2,830 1,975 4,720 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,785 Funding Sources:General Fund 1,669 1,950 3,180 3,651 2,745 3,025 2,867 2,063 3,125 3,308 27,583 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 220 ‐ 1,360 1,165 1,350 ‐ 200 ‐ 200 ‐ 4,495 Energy Revolving Fund 30 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 30 Developer Contributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CIP Reserve Fund ‐ ‐ 80 ‐ 100 ‐ ‐ ‐ ‐ ‐ 180 Fuel Pump Reserve Fund ‐ 25 ‐ 125 ‐ ‐ ‐ ‐ ‐ ‐ 150 Highway Impact Fee 250 ‐ 100 359 370 100 108 17 170 212 1,686 ARPA 661 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 661 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,830 1,975 4,720 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,785
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:ITContact:Nicholas GingrowSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment 65 73 129 39 72 47 156 46 41 76744 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:65 73 129 39 72 47 156 46 41 76 744 Funding Sources:General Fund 65 73 129 39 72 47 156 46 41 76744 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:65 73 129 39 72 47 156 46 41 76 744 IT Dept Primary Functions: * Implement and maintain technology utilized by City staff in day‐to‐day operations * Respond to IT support requests in an efficient manner * Make recommendations regarding technology and tech policy * Plan for resiliency and reliability for all City data and technology services ‐‐ IT Dept Priorities: FY25 will focus on resiliency, documentation, data backup and service delivery. FY26‐27 ‐ How to better integrate city cites, innovate on existing processes.
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:LibraryContact:Jennifer MurraySUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements ‐ ‐ 192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 192 Furniture & Equipment ‐ ‐ ‐ 14 ‐ ‐ ‐ ‐ ‐ ‐ 14 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 Funding Sources:General Fund ‐ ‐ ‐ 2 ‐ ‐ ‐ ‐ ‐ ‐ 2 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ 192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 192 Donations (In‐Kind or Financial) ‐ ‐ ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Open SpaceContact:Erica QuallenSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 200 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 245 Studies, Design, Eng, Inspection, GC, Legal 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 20 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 Funding Sources:General Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Sponsorship ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Open Space Debt Proceeds 135 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 180 Penny for Path Debt Proceeds 35 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 35 Recreation Impact Fee 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 The Open Space CIP includes projects which strive to improve passive and active recreational and natural areas in collaboration with the Recreation & Parks and Public Works Departments.
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Physical PlantContact:Greg YandowSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Construction 155 227 85 95 200 145 70 40 ‐ ‐ 1,017 Furniture & Equipment 23 33 243 148 18 18 33 38 30 30614 Studies, Design, Eng, Inspection, GC, Legal ‐ 20 80 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Climate Action Related 155 285 420 265 70 40 200 40 80 40 1,595 ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:333 565 828 508 288 203 303 118 110 70 3,326 Funding Sources:General Fund 225 484 690 424 282 177 284 99 110 702,845 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants 25 28 16 6 3 3 1 1 ‐ ‐ 83 Energy Revolving Fund 83 53 122 78 3 23 18 18 ‐ ‐ 398 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:333 565 828 508 288 203 303 118 110 70 3,326
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Police DepartmentContact:Shawn BurkeSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 170 178 184 195 203 210 223 230 238 2492,080 Furniture & Equipment ‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ 48 798 Climate Action Related 30 30 30 25 25 25 20 20 20 15240 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:200 208 964 220 228 235 243 250 258 312 3,118 Funding Sources:General Fund 150 158 914 170 178 185 193 200 208 2622,618 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Police Impact Fee 50 50 50 50 50 50 50 50 50 50 500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:200 208 964 220 228 235 243 250 258 312 3,118
OVERVIEW OF GENERAL FUNDCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:Recreation & ParksContact:Adam MatthSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment ‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 Studies, Design, Eng, Inspection, GC, Legal 100 210 200 250 ‐ ‐ ‐ ‐ ‐ ‐ 760 Construction 316 426 151 155 260 220 ‐ 50 ‐ ‐ 1,578 Furniture & Equipment 15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 To Indoor Recreation Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Vehicles & Fleet Improvements 23 32 60 55 25 50 10 10 10 10285 To CIP Reserve Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:454 668 478 460 385 270 185 60 10 10 2,980 Funding Sources:General Fund 200 318 388 435 385 190 185 60 10 102,181 Secured Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ CIP Reserve Fund 39 ‐ 30 25 ‐ 80 ‐ ‐ ‐ ‐ 174 Donations (In‐Kind or Financial) ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Energy Revolving Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Open Space Debt Proceeds ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Recreation Impact Fee 140 275 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 475 ARPA 75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:454 668 478 460 385 270 185 60 10 10 2,980
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardSUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Public Art 35 20 20 20 20 20 20 20 20 20215 Indoor Recreation Center0000000000‐ Solar Array ‐ Landfill0000000000‐ Public Transit 75 500 3000000000875 Total Estimated CIP Expenditures: 35 20 20 20 20 20 20 20 20 20 215
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public ArtJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 2 2 2 2 2 2 2 2 2 220 Furniture & Equipment‐ Construction 33 18 18 18 18 18 18 18 18 18195 Total Estimated Costs:35 20 20 20 20 20 20 20 20 20 215 Funding Sources:General Fund 15 20 20 20 20 20 20 20 20 20195 Secured Grants‐ Anticipated Grants 2015 FINANCIALS COMMENT:0Estimated Revenue Per Year: 0STATUS: Public Art Committee has identified locations for public art.DESCRIPTION: Fund temporary and permanent art installations throughout the CityStrengthen community bonds and identityEstimated Annual Operating Cost:0
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public TransitJUSTIFICATION: Operational Impacts:DEPARTMENT: AdministrationCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Furniture & Equipment‐ Construction‐ Climate Action Related 75 500 300 875 ‐ ‐ ‐ ‐ Total Estimated Costs:75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 Funding Sources:General Fund 75 150 100 325 Secured Grants‐ Anticipated Grants 350 200 550 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:75 500 300 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 875 FINANCIALS COMMENT:FY26 and FY27 assumes transit hub design and construction. Costs transition to operating budget (GMT membership dues and maintenance) in FY28.Estimated Revenue Per Year:STATUS: DESCRIPTION: Conduct Transit Improvement & Expansion Study then seek funding and coordinate with GMT or other vendors to implement new and/or improved services. Potential to design and construct transit hub.Identified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Bicycle/PedestrianContact:Erica QuallenMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Dorset Street & Songbird Road Crosswalk 15 300000000045 Spear Street & Pheasant Way Crosswalk10250000000035 Dorset Street Shared Use Path 215 30000000000515 Spear Street Shared Use Path 380 35000000000730 Spear Meadows Shared Use Path Connecti 80 25000000000330 Hinesburg Road Shared Use Path 100 95 400 4400000001,035 Lower Allen Road Shared Use Path 50 0 75 195 38000000700 Kimball Ave Potash Brook Crossing Path 0 0 60 60 350 4950000965 Queen City Park Road Shared Use Path000080515365000960 Hinesburg Road and Dubois Drive Crosswa 0 0 0 10 200000030 Airport Parkway Phase 1 0 0 0 325 30500000630 Airport Parkway Phase 2000000602002000460 Shelburne Road Shared Use Path000000070230150450 Active Transportation Projects 100 700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 950 1,750 1,435 1,930 2,035 1,910 1,325 1,170 1,330 1,050 14,885 The bicycle and pedestrian projects included in this CIP reflect the needs identified by the City and include recommendations from the South Burlington Bicycle and Pedestrian Committee. Most projects undergo a scoping study, design, and construction phase with consultant teams. Smaller projects, such as individual crosswalk installations, are typically completed in‐house.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street & Songbird Road CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal15520Land/ROW/Easement Acquisition2525Construction‐‐‐‐‐Total Estimated Costs:1530 ‐‐‐‐‐‐‐‐45Funding Sources:General Fund‐Secured Grants‐Anticipated Grants2020Highway Impact Fee‐Penny for Path Proceeds151025Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐Total Estimated Funding:1530 ‐‐‐‐‐‐‐‐45FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY25 and FY26, pending grant funding availability.DESCRIPTION: Design and construct a crosswalk with RRFB across Dorset Street to provide a safe crossing between the shared use paths on Songbird Road and Dorset SThis is an area with high usage for crossing between the 2 shared use paths byall users, many of whom are students at the middle and high schools. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Street & Pheasant Way CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10515Land/ROW/Easement Acquisition2020Construction‐‐‐‐Total Estimated Costs:1025‐‐‐‐‐‐‐‐35Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds102535Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:1025‐‐‐‐‐‐‐‐35FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY25 and FY26, pending grant funding availability.DESCRIPTION: Design and construct a section of sidewalk and crosswalk with RRFB across Spear Street to provide a safe crossing between the sidewalks on Pheasant Way and S Pointe Road.This is an area commonly used for crossing between the 2 neighborhoods. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal1515Land/ROW/Easement Acquisition‐Construction200 300500‐‐‐‐Total Estimated Costs:215300 ‐‐‐‐‐‐‐‐515 Funding Sources:General Fund‐Secured Grants200 275475Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds152540Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:215300 ‐‐‐‐‐‐‐‐515FINANCIALS COMMENT:A $661,000 grant from VTrans was received in 2019 to cover up to 80% of the total project cost.Estimated Revenue Per Year:N/ASTATUS: Finalizing ROW in FY24 with final design, bid, and construction occurring in FY25‐FY26.DESCRIPTION: Construct 10' shared use path on Dorset St between Old Cross Rd and Sadie Lane.Improve bicycle and pedestrian connectivity by closing an existing gap in the Dorset St shared use pathEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Street Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal3030Land/ROW/Easement Acquisition‐Construction350 350700‐‐‐Total Estimated Costs:380350 ‐‐‐‐‐‐‐‐730Funding Sources:General Fund‐Secured Grants250 100350Anticipated Grants‐Highway Impact Fee‐Penny for Path Debt Proceeds70 150220Recreation Impact Fee60 100160ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:380350 ‐‐‐‐‐‐‐‐730FINANCIALS COMMENT:A $300,000 grant from VTrans was received in 2021 to cover up to 80% of the total project cost.Estimated Revenue Per Year:STATUS: Final design, bid, and construction are planned for FY25‐26.DESCRIPTION: Construct 10' shared use path along Spear St between Swift St and UVM Forsetry buildingClose gap between Swift St shared use path and shared use path at UVM forestry building to improve bicycle and pedestrian access in a frequently used area.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear Meadows Shared Use Path ConnectionJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal8020100Land/ROW/Easement Acquisition1010Construction220220‐‐‐Total Estimated Costs:80250‐‐‐‐‐‐‐‐330Funding Sources:General Fund20 110130Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds60 100160Recreation Impact Fee‐ARPA‐Developer Contributions4040‐‐Total Estimated Funding:80250‐‐‐‐‐‐‐‐330FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Design and construct approximately 1,000' of shared use path to close the gap between the Spear Meadows development and Swift Street shared use paths.Upon completion of the path in the Spear Meadows development, there will be a gap between this path and the existing path on Swift Street that needs to be closed to improve functionality of the path network.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hinesburg Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10060 50 40 250Land/ROW/Easement Acquisition2525Construction350400750‐‐‐Total Estimated Costs:10085 400 440 ‐‐‐‐‐‐1,025 Funding Sources:General Fund‐Secured Grants2065 300383768Anticipated Grants‐Highway Impact Fee20 37 57Penny for Path Proceeds‐Recreation Impact Fee‐ARPA8020 80 20 200Developer Contributions‐‐‐‐Total Estimated Funding:10085 400 440 ‐‐‐‐‐‐1,025 FINANCIALS COMMENT:A $768,000 grant from VTrans was received in 2023 to cover up to 80% of the total project cost.Estimated Revenue Per Year:STATUS: DESCRIPTION: Scope, design, and replace existing 5' sidewalk with 10' shared use path on Hinesburg Rd between Williston Road and Kennedy Drive.Improve pedestrian and bicyle safety in City Center and make a connection between the future shared use path on Williston Road and existing shared use paths on Kennedy Drive and Market Street.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Lower Allen Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal5075 15 30 170Land/ROW/Easement Acquisition30 30Construction150 350 500‐‐‐Total Estimated Costs:50‐75 195 380‐‐‐‐‐700Funding Sources:General Fund‐Secured Grants4040Anticipated Grants20 150 280 450Highway Impact Fee‐Penny for Path Proceeds1055 45 100 210Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:50‐75 195 380‐‐‐‐‐700FINANCIALS COMMENT:A $40,000 grant from VTrans was received in 2023 to cover up to 80% of the scoping study. Additional grant funding will be sought for design and construction after other major path projects are complete.Estimated Revenue Per Year:STATUS: Scoping study kicked off in FY24 and will be completed in FY25. Design and construction anticipated for FY27‐FY28.DESCRIPTION: Scope, design, and construct a 10' shared use path from Shelburne Road to Farm Stand Apartments (150 Allen Road).Close the remaining gap in the path network on Allen Road connecting Spear Street and Shelburne Road.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Kimball Ave Potash Brook Crossing PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 60 60 30 20 170 Land/ROW/Easement Acquisition20 20 Construction300 475 775 ‐ ‐ Total Estimated Costs:‐ ‐ 60 60 350 495 ‐ ‐ ‐ ‐ 965 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants200 300 500 Highway Impact Fee 30 30 100 175 335 Penny for Path Debt Proceeds 30 30 50 20 130 Recreation Impact Fee‐ ARPA‐ Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 60 60 350 495 ‐ ‐ ‐ ‐ 965 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Scoping Study completed in 2022. Design not yet started.DESCRIPTION: Design and construct 10' shared use path between end of O'Brien Development path to existing shared use path west of Community Drive. Includes Potash Brook crossing.Pedestrian and bicycle facilities in the vicinity are intermittent and inconsistent.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Queen City Park Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal70 15 15 100Land/ROW/Easement Acquisition10 10Construction500 350 850‐‐‐Total Estimated Costs:‐‐‐‐80 515 365‐‐‐960Funding Sources:General Fund‐Secured Grants‐Anticipated Grants30 350 200 580Highway Impact Fee‐Penny for Path Proceeds50 165 165 380Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐80 515 365‐‐‐960FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: CCRPC Scoping study completed in 2022 with preferred alternative of shared use path. Pending grant fending, design to be completed in FY29 with construction in FY30 and FY31.DESCRIPTION: Construct a 10' shared use path on Queen City Park Road between the existing path near Shelburne Road and Central Ave. This does not include the railway bridge, which is under Burlington's jurisdiction.Improve current bicycle and pedestrian conditions which force all users to share the road. Implement preferred alternative from Scoping Study.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hinesburg Road and Dubois Drive CrosswalkJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal10 515Land/ROW/Easement Acquisition15 15Construction‐‐‐‐Total Estimated Costs:‐‐‐1020‐‐‐‐‐30Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds10 20 30Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐Total Estimated Funding:‐‐‐1020‐‐‐‐‐30FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: A scoping study was completed in 2023 with a preferred design alternative. Design and construction is expected in FY28 and FY29, pending speed limit reductions from VTrans.DESCRIPTION: Before design and construction, work with VTrans to lower the speed limit on Hinesburg Road (VT 116) to 40mph or lower, which is required for construction of the crosswalk. If speed limit reduction occurs, design a construct a crosswalk with RRFB across Hinesburg Road connecting Butler Drive and Dubois Drive.This is an area commonly used for crossing between the 2 neighborhoods. This will implement the recommendation of a scoping study.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway Phase 1JUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal25 30 55Land/ROW/Easement Acquisition‐Construction300 275 575‐‐‐Total Estimated Costs:‐‐‐325 305‐‐‐‐‐630Funding Sources:General Fund‐Secured Grants‐Anticipated Grants200 200 400Highway Impact Fee‐Penny for Path Proceeds125 105 230Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐325 305‐‐‐‐‐630FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Final design complete since July 2020 with most recent cost estimate in 2022. Temporary construction agreements have been signed by property owners. Construction was stalled due to increased cost estimate from retaining walls.DESCRIPTION: Construct 5' sidewalk from end of existing sidewalk north of Kirby Road to Berard Drive.Continue expanding pedestrian access along Airport Pkwy through a phased approach. Airport Pkwy connects low‐income and senior housing to other parts of South Burlington.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Shelburne Road Shared Use PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal60 20 80Land/ROW/Easement Acquisition25 25Construction155 200 355‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐60 200 200‐460Funding Sources:General Fund‐Secured Grants‐Anticipated Grants100 100 200Highway Impact Fee100 100 200Penny for Path Proceeds60 60Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐60 200 200‐460FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not started.DESCRIPTION: Replace existing 5' sidewalk with 10' shared use path on the east side of Shelburne Road from Imperial Drive to McIntosh Ave.Improves safety for bicyclists not comfortable riding on Shelburne Rd between neighborhoods and in the vicinity of Orchard School.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway Phase 2JUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal50 30 80Land/ROW/Easement Acquisition20 20Construction200 150 350‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐70 230 150450Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Highway Impact Fee‐Penny for Path Proceeds70 230 150 450Recreation Impact Fee‐ARPA‐Developer Contributions‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐70 230 150 450FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Sidewalk from Berard to Lime Kiln in FY33 and intersection improvements in coordination with Highway CIP project in FY34DESCRIPTION: Construct 5' sidewalk from Berard Drive to the existing sidewalk on Lime Kiln Road.This continues the Phase 1 sidewalk project and fully closes the gap in pedestrian infrastructure along Airport Parkway between Berard Drive and Lime Kiln Road.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Active Transportation ProjectsJUSTIFICATION: Operational Impacts:DEPARTMENT: Bicycle/PedestrianCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction‐ Climate Action Related100700 900 900 900 900 900 900 900 9008,000 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 700 900 900 900 900 900 900 900 900 8,000 Funding Sources:General Fund100200 400 400 400 400 400 400 400 400 3,500 Secured Grants‐ Anticipated Grants500 500 500 500 500 500 500 500 500 4,500 Highway Impact Fee‐ Penny for Path Proceeds‐ Recreation Impact Fee‐ ARPA‐ Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:100 700 900 900 900 900 900 900 900 900 8,000 STATUS: DESCRIPTION: Implementation of additional projects (on top of planned Bike/Ped projects) recommended from 2023/2024 Active Transportation Plan.Identified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Community DevelopmentContact:Ilona BlanchardMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:City Center Park 11860000000001,186 Garden Street 5400 58830000000011,283 Walk Bike Bridge over I‐89 at Exit 14 5072 10144 4617000000019,833 Williston Road Streetscape 861 730000000001,591 Transfer to City Center Reserve Fund 860 860 860 860 860 860 860 860 8608608,600 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 13,379 17,617 5,477 860 860 860 860 860 860 860 42,493 Complete remaining Tax Increment Financing District projects approved by the State Vermont Economic Progress Council. All projects are funded to some degree with TIF District financing which allows the City to use 75% of the increase in property tax growth each year to service debt approved by the voters. Of these projects, two are substantially complete, and four remain to be constructed: Garden Street (expected to be in construction), Williston Road Streetscape, the Walk Bike Bridge over I‐89, and Phase II of City Center Park (expected to be in construction prior to FY 25).
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:City Center ParkJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction 11861,186 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,186 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,186 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Highway Impact Fee‐ Recreation Impact Fee 227227 TIF District Financing Proceeds 959959 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:1,186 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,186 FINANCIALS COMMENT:Some funds left from Phase I; costs are 95% TIF District Financing eligible; TIF Debt authorized.Estimated Revenue Per Year: See TIF District Plan; revenue from growth in tax base.STATUS: Phase I complete; Phase II in final design for 2024 construction.DESCRIPTION: Phase II ‐ Boardwalk Connection + Path; Phase I ‐ Build Park (complete)Create path connections and recreation area to serve City CenterEstimated Annual Operating Cost:snow plow path, playground surface mulching/landscaping, lighting
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Garden StreetJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 850 13832,233 Land/ROW/Easement Acquisition‐ Construction 4550 45009,050 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:5,400 5,883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,283 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Highway Impact Fee 910910 Recreation Impact Fee‐ TIF District Financing Proceeds 5400 497310,373 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:5,400 5,883 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 11,283 FINANCIALS COMMENT:100% TIF eligble; also eligible for grant funding on Williston Road. TIF Debt authorized.Estimated Revenue Per Year: See TIF District Plan; revenue from growth in property tax base.STATUS: In ROW Acquisition/final designDESCRIPTION: Phase I ‐ Dorset to Midas; Phase II ‐ Williston Road intersectionsAdd transportation capacity and support non‐motorized travelEstimated Annual Operating Cost:Street lights, stormwater fee, plowing, tree maintenance, landscaping
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Walk Bike Bridge over I‐89 at Exit 14JUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 528 1,055 73 1,656 Land/ROW/Easement Acquisition‐ Construction 4,544 9,089 4,544 18,177 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:5,072 10,144 4,617 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,833 Funding Sources:General Fund‐ Secured Grants 4,057 3,715 7,772 Anticipated Grants 4,400 3,694 8,094 Highway Impact Fee‐ Recreation Impact Fee‐ TIF District Financing Proceeds 1,014 2,029 923 3,967 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:5,072 10,144 4,617 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 19,833 FINANCIALS COMMENT:30% TIF eligible; but fund is maxed. $9.769M Fed Funds secured. Seeking additional $8M in funds for construction. Estimated Revenue Per Year: See TIF District Plan; revenue from growth in property tax baseSTATUS: In ROW; will be in final design by 2024 for construction 2025‐2026.DESCRIPTION:Bridge over I‐89 with path to US 2 at Staples, QH, Umall & CVS (US 2 to Dorset)Support system capacity, active transportation, remove network barrier.Estimated Annual Operating Cost:Inspection, Stormwater, Snow plowing, lighting, capital fund
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road StreetscapeJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal 130 130260 Land/ROW/Easement Acquisition‐ Construction 731 6001,331 To City Center Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:861 730 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,591 Funding Sources:General Fund‐ Secured Grants 8383 Anticipated Grants 130130 Highway Impact Fee 350350 Recreation Impact Fee‐ TIF District Financing Proceeds 777 2501,027 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:861 730 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,591 FINANCIALS COMMENT:50% TIF Eligible; $800,000 in Fed Grant. Grant eligible. Improved space for snow storage.Estimated Revenue Per Year:STATUS: In ROW acquisition.DESCRIPTION: South side shared use path and landscape strip ‐ Dorset to Midas DriveIncrease capacity, opportunities for active transportationEstimated Annual Operating Cost:street lights; shared use path
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Transfer to City Center Reserve FundJUSTIFICATION: Operational Impacts:DEPARTMENT: Community DevelopmentCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Studies, Design, Eng, Inspection, GC, Legal‐ Land/ROW/Easement Acquisition‐ Construction‐ To City Center Reserve Fund 860 860 860 860 860 860 860 860 860 8608,600 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:860 860 860 860 860 860 860 860 860 860 8,600 Funding Sources:General Fund 860 860 860 860 860 860 860 860 860 8608,600 Secured Grants‐ Anticipated Grants‐ Highway Impact Fee‐ Recreation Impact Fee‐ TIF District Financing Proceeds‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:860 860 860 860 860 860 860 860 860 860 8,600 STATUS: DESCRIPTION:Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Fire Department and AmbulanceContact:Steve LockeMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Vehicle ‐ Fire 135 135 338 479 479 479 344 344 344 1413,218 Vehicle ‐ Ambulance 242 346 217 104 227 227 121 121 121 1311,857 Vehicle ‐ Administrative 55 45 45 0 0 0 73 153 81 0452 Station Alerting 95 9500000000190 Thermal Imaging Cameras 20 20 0 0 0 20 20 20 20 0120 Breathing Apparatus000050000000500 Fire Training Site 0 70 700000000140 Ambulance Loading System 6000000000060 Station Renovations 0 0 500 100000000600 Rescue Watercraft 0 0 25000000025 Station 2 Ramp Repair 0 0 0 8000000080 EMS Training Mannequin 0 0 25000000025 Radio Replacement 0 0 7500000000750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 607 711 1,970 763 1,206 726 558 638 566 272 8,017
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ FireJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 135 135 338 479 479 479 344 344 344 1413,218 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:135 135 338 479 479 479 344 344 344 141 3,218 Funding Sources:General Fund 135 135 338 479 479 479 344 344 344 141 3,218 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:135 135 338 479 479 479 344 344 344 141 3,218 FINANCIALS COMMENT:Required to deliver servicesEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacement schedule and cost projects for fire apparatus. This plan includes a fleet of two engines, one ladder and one rescue truck Need a reliable fleet to maintain service levels expected. Lifecycle factors include maintenance costs, reliability, mileage, condition, age and technical obsolescenceEstimated Annual Operating Cost:$90,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ AmbulanceJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 242 346 217 104 227 227 121 121 121 1311,857 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:242 346 217 104 227 227 121 121 121 131 1,857 Funding Sources:General Fund 242 346 217 104 227 227 121 121 121 131 1,857 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:242 346 217 104 227 227 121 121 121 131 1,857 FINANCIALS COMMENT:Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Three ambulance rotation. Allows to frontline ambulance and one in reserve. Need a reliable fleet to maintain service levels expected. Lifecycle factors include maintenance costs, reliability, mileage, condition, age and technical obsolescenceEstimated Annual Operating Cost:$20,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Vehicle ‐ AdministrativeJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 40 30 30 63 133 71 367 Furniture & Equipment‐ Construction‐ Climate Action Related 15 15 15 10 20 10 85 ‐ ‐ ‐ ‐ Total Estimated Costs:55 45 45 ‐ ‐ ‐ 73 153 81 ‐ 452 Funding Sources:General Fund 45 45 45 73 153 81 442 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:55 45 45 ‐ ‐ ‐ 73 153 81 ‐ 452 FINANCIALS COMMENT:Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacement schedule for small administrative vehicles used for command and control, prevention and towing of trailers as well as snow removal ‐ 6 vehicles total, 2 new vehicles in CIP: 1 deputy, 1 electrical inspectorEstimated Annual Operating Cost:$10,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station AlertingJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 95 95190 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:95 95 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190 Funding Sources:General Fund 95 95190 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:95 95 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 190 FINANCIALS COMMENT:Allows for better notification of staffEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replacing outdated station alerting software. New system with integrate with the CAD system and will be the same system used by Burlington Fire. Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Thermal Imaging CamerasJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 20 20 20 20 20 20120 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 Funding Sources:General Fund 20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:20 20 ‐ ‐ ‐ 20 20 20 20 ‐ 120 FINANCIALS COMMENT:Firefighter SafetyEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Thermal imaging cameras are a safety tool for our staff and many of our units are reaching end of life. This plan replaces two in FY24 and then one per year going forward. Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Breathing ApparatusJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment500 500 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 500 ‐ ‐ ‐ ‐ ‐ 500 Funding Sources:General Fund500 500 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 500 ‐ ‐ ‐ ‐ ‐ 500 FINANCIALS COMMENT:Required for firefightiingEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Self‐contained breathing apparatus (SCBA) replacementRequired replacement at 15 years old to follow national standardsEstimated Annual Operating Cost:$10,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Training SiteJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction 70 70 140 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ 70 70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 140 Funding Sources:General Fund 70 70 140 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 70 70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 140 FINANCIALS COMMENT:Increase training opportunities and ensure proficiencyEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Construct a training site for firefighters to practice skills.The Department currently does not have a training center. This site would allow a dedicated space to train on several skills including search, hoseline advancement, ladders, ventilation, etc. Estimated Annual Operating Cost:$5,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Ambulance Loading SystemJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 6060 Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund 60 60 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 FINANCIALS COMMENT:saftey of staff and reduced chance of injury to personnel. Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Retrofit ambulance with a powerload lift system and new cot. We are one of very few agencies that do not use the powerload system to place patients into the ambulance. New ambulance will come with this system, but this will retrofit our other ambulance. Estimated Annual Operating Cost:$2,500
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station RenovationsJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction500 100 600 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 500 100 ‐ ‐ ‐ ‐ ‐ ‐ 600 Funding Sources:General Fund500 100 600 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 500 100 ‐ ‐ ‐ ‐ ‐ ‐ 600 FINANCIALS COMMENT:ModernizationEstimated Revenue Per Year:STATUS: DESCRIPTION: Remodel living and sleeping areas in the fire stationsUpdate living areas to create space for gender diversity in the department and remodel old infastuctureEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Rescue WatercraftJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 25 25 Furniture & Equipment‐ Construction‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund25 25 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Needed capacity in order to ensure we can respond to known risk. Estimated Revenue Per Year: 0STATUS: DESCRIPTION: Replace boat, motor and trailerHave an obvious community risk that requires having quick deployment of a boat to save livesEstimated Annual Operating Cost:$1,000
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Station 2 Ramp RepairJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment‐ Construction80 80 ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 80 ‐ ‐ ‐ ‐ ‐ ‐ 80 Funding Sources:General Fund80 80 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 80 ‐ ‐ ‐ ‐ ‐ ‐ 80 FINANCIALS COMMENT:Reduces risk of damaging apparatus as it leaves the fire station.Estimated Revenue Per Year:STATUS: DESCRIPTION: Repair ramp where it meets the streetSteep angle of approach to the street damages the fire truckEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:EMS Training MannequinJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 25 25 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund25 25 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Enhanced training opportunities for the staffEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Training mannequin for EMS skills verificationNeed mannequin to train personnel and validate skillsEstimated Annual Operating Cost:0
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Radio ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment 750 750 Construction‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 Funding Sources:General Fund750 750 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 FINANCIALS COMMENT:Equipment needed to safely operateEstimated Revenue Per Year: 0STATUS: DESCRIPTION: Replace portable and mobile radiosEquipment at end of lifeEstimated Annual Operating Cost:0
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:HighwayContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Public Works Facility Expansion and Cha335000000000335 Fleet 455 500 720 575 675 400 400 400 400 4004,925 Paving 1150 1250 1250 1300 1350 1400 1450 1500 1525 155013,725 Ash Tree Replacement 50 50 50 50 5000000250 Fuel System Replacement 0 25 0 275000000300 Airport Parkway and Lime Kiln Intersect00000006020015001,760 Williston Road Signal Replacement0 0 0 20 100 1175 1175 0 0 02,470 Market St and Hinesburg Road Traffic Si 650000000000650 Patchen and White St Traffic Signal Upg 0 600000000060 Salt Shed Replacement00001080000090 Sidewalk Assessment and Improvement60 40 40 40 40 40 40 40 40 40420 Swift and Farrell Signal Upgrade0000000506500700 Kennedy Drive Traffic Signal Upgrades 0 20 60 60 6000000200 Swift and Dorset Traffic Signal Upgrade0000008006500730 Spear and Swift Street Intersection Impr0 0 620 1400 1200000003,220 Dorset Street School Zone 100000000000100 Traffic Calming 30 30 30 30 30 30 30 30 30 30300 Park and Ride 0 0 1900 1550 1050000004,500 ‐ ‐ ‐ Total Estimated CIP Expenditures: 2,830 1,975 4,670 5,300 4,565 3,125 3,175 2,080 3,495 3,520 34,735
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public Works Facility Expansion and Charging StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 115115 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related 220220 ‐ Total Estimated Costs:335 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 335 Funding Sources:General Fund 285285 General Fund‐ Secured Grants‐ Anticipated Grants 2020 Energy Revolving Fund 3030 Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPATotal Estimated Funding:335 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 335 FINANCIALS COMMENT:$200,000 was allocated to the project in FY22 and $160,000 in general fund dollars were allocated in FY24. These funds have been carried forward to cover the cost of construction activities in FY24. The current estimate suggests that more funding will be necessary to cover project costs.We do not believe that this project will increase the burden on staff resources unless the charging stations require additional management.Estimated Revenue Per Year: NoneSTATUS: An engineer was retained in FY24. We anticipate construction to take place in late FY24 into FY25. DESCRIPTION: Add a garage bay off the south end of the public works building for indoor equipment storage. Add electric vehicle charging stations at DPW so that our fleet can be electrified.Project is needed to house our expanding fleet and protect equipment from the elements. In order for DPW to move forward with items in the Climate Action Plan we will need EV charging stations.Estimated Annual Operating Cost:Increases in electrical utility costs will be offset by reduction in gas/diesel fuel use. Maintenance of the charging stations will be ~$4,000 / year so a line item increase (or creation) will be necessary.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements 445 480 680 540 675 380 360 400 400 4004,760 To CIP Reserve Fund‐ Climate Action Related 10 20 40 35 20 40 165 ‐ ‐ ‐ ‐ Total Estimated Costs:455 500 720 575 675 400 400 400 400 400 4,925 Funding Sources:General Fund 94 500 640 575 575 400 400 400 400 4004,384 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund80 100 180 Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA 361361 ‐ ‐ Total Estimated Funding:455 500 720 575 675 400 400 400 400 400 4,925 FINANCIALS COMMENT:Costs associated with upgrading to hybrid or electric fleet are included where applicable.Newer and modern equipment will require less maintenance and staff time to repair.Estimated Revenue Per Year: NoneSTATUS: On‐goingDESCRIPTION: Replacement and purchase of highway department fleet. Includes plow trucks, trailers, mowers, equipment, etc.Vehicles have a set lifespan and need to be replacedEstimated Annual Operating Cost:Maintaining a newer and more modern fleet will reduce maintenance.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:PavingJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 1150 1250 1250 1300 1350 1400 1450 1,500 1,525 155013,725 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,150 1,250 1,250 1,300 1,350 1,400 1,450 1,500 1,525 1,550 13,725 Funding Sources:General Fund 950 1,250 1,050 1,300 1,150 1,400 1,250 1,500 1,325 155012,725 Secured Grants‐ Anticipated Grants 200 200 200 200 200 1,000 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ Total Estimated Funding:1,150 1,250 1,250 1,300 1,350 1,400 1,450 1,500 1,525 1,550 13,725 FINANCIALS COMMENT:City hires a paving company. Staff resources are only needed to bid the work and oversee paving operations.Estimated Revenue Per Year: NoneSTATUS: Annual paving work managed by the department of public works. Includes any engineering or assessment work needed to inform our paving programDESCRIPTION: Annual Paving ProgramNormal road deterioration requires regular maintenance and replacementEstimated Annual Operating Cost:Maintaining pavement in good condition reduces operating costs for filling potholes, cracksealing, and similar maintenance activities.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Ash Tree ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 50 50 50 50 50 250 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:50 50 50 50 50 ‐ ‐ ‐ ‐ ‐ 250 Funding Sources:General Fund 50 50 50 50 50 250 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:50 50 50 50 50 ‐ ‐ ‐ ‐ ‐ 250 FINANCIALS COMMENT:The City arborist will manage the removal and planting of trees. The arborist will also manage injection of ash trees, but those costs are paid out of the tree care line item in the highway budget.Estimated Revenue Per Year: NoneSTATUS: Replacement program began in FY21 and will continue until all ash trees are replaced. In FY24 Council determined that the program would include pesticide injection to prolong the life of existing ash trees. Funds for injection are included in the highway divisions operating budget and not in this CIP project. An updated management plan is currently (October 2024) under develoment.DESCRIPTION: Remove and replace Ash trees in the City ROW that are vulnerable to the Emerald Ash Borer with other species.The Emerald Ash Borer will move into the City and kill our ash tree population. If we do not manage ash trees in a proactive manner we will lose canopy and be forced to addressed dead/dying/unsafe trees.Estimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fuel System ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction275 275 Studies, Design, Eng, Inspection, GC, Legal 2525 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 25 ‐ 275 ‐ ‐ ‐ ‐ ‐ ‐ 300 Funding Sources:General Fund150 150 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund 25 125 150 Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 25 ‐ 275 ‐ ‐ ‐ ‐ ‐ ‐ 300 FINANCIALS COMMENT:The fuel station reservefund had $98,000 in it at the end of FY23.NoneEstimated Revenue Per Year: NoneSTATUS: Not started. The card reader system failed in FY23 and was replaced in early FY24. We will hire a consultant to complete an assessment in FY26 and this will inform the schedule and cost for future replacement. FY28 construction costs are an estimate.DESCRIPTION: Replace the City's gasoline and diesel fueling station used by City staff and located at the department of public works.The fueling station and tanks will need age related replacementEstimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Airport Parkway and Lime Kiln IntersectionJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction15001,500 Studies, Design, Eng, Inspection, GC, Legal60 200 260 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 200 1,500 1,760 Funding Sources:General Fund48 160 12881,496 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee12 40 212264 ARPA‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 200 1,500 1,760 FINANCIALS COMMENT:Alight this intersection work with necessary water, wastewater, and stormwater improvementsWill require some additional maintenance of bike/ped facilities when they are constructedEstimated Revenue Per Year: NoneSTATUS: Not Started. Complete scoping and engineering design in FY32 and FY33. Project construction costs will be determined once more information is available.DESCRIPTION: Reconstruction of the intersection at Airport Parkway and Lime Kiln Road to improve function and safety. Add bike and pedestrian elements.Intersection needs improvement and bike/ped facilities are not currently available.Estimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road Signal ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction1,150 1,150 2,300 Studies, Design, Eng, Inspection, GC, Legal 20 100 25 25 170 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 20 100 1,175 1,175 ‐ ‐ ‐ 2,470 Funding Sources:General Fund16 80 1,075 1,075 2,246 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee4 20 100 100 224 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 20 100 1,175 1,175 ‐ ‐ ‐ 2,470 FINANCIALS COMMENT:New signals and equipment will reduce the time staff spends maintaining old equipment and responding to equipment failureEstimated Revenue Per Year: NoneSTATUS: Not Started. Conduct scoping and engineering design in FY28 and FY29. Construction costs are estimated and would be informed by engineering work completed in prior fiscal years.DESCRIPTION: Upgrade signal equipment and improve bike/ped accessibility at signalized intersections on Williston Road between Dorset Street and Kennedy Drive.Estimated Annual Operating Cost:Additional software licenses / subscriptions will be necessary
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Market St and Hinesburg Road Traffic SignalJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 600600 Studies, Design, Eng, Inspection, GC, Legal 5050 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 Funding Sources:General Fund 100100 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee 250250 ARPA 300300 ‐ ‐ Total Estimated Funding:650 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 FINANCIALS COMMENT:Requested that council consider allocating ARPA funds for design in October 2023.Adding traffic signals in the City requires more staff time for oversight, maintenance and repair.Estimated Revenue Per Year: NoneSTATUS: Not startedDESCRIPTION: Add a traffic signal at the Market St and Hinesburg Road intersection.Traffic volumes at this intersection warrant installation of a signal to improve intersection efficiency and safetyEstimated Annual Operating Cost:Minor increase in software license for the intersection
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Patchen and White St Traffic Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 6060 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund 6060 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 60 FINANCIALS COMMENT:NegligibleEstimated Revenue Per Year: NoneSTATUS: Not StartedDESCRIPTION: Add equipment to the Patchen and White Street signal so that it can be coordinated with changes at the nearby Williston Road intersections (White / Williston and Patchen / Williston).New signals at Williston Road intersection will require coordination with this nearby signal to operate most efficiently. Estimated Annual Operating Cost:Additional software licenses/subscriptions will be necessary.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Salt Shed ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction80 80 Studies, Design, Eng, Inspection, GC, Legal10 10 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 10 80 ‐ ‐ ‐ ‐ 90 Funding Sources:General Fund10 80 90 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 10 80 ‐ ‐ ‐ ‐ 90 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: The city's salt storage shed is aging and will need replacement. Complete an assessment in FY29 to inform plans for repair or replacement in future fiscal years.DESCRIPTION: Replacement of the existing salt shed at the South Burlington Public Works facilityShed requires regular replacement and maintenance.Estimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Sidewalk Assessment and Improvement ProgramJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 40 40 40 40 40 40 40 40 40360 Studies, Design, Eng, Inspection, GC, Legal 6060 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:60 40 40 40 40 40 40 40 40 40 420 Funding Sources:General Fund 60 40 40 40 40 40 40 40 40 40420 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:60 40 40 40 40 40 40 40 40 40 420 FINANCIALS COMMENT:It will take additional staff time to assess sidewalks and manage sidewalk improvement projects on an on‐going basis.Estimated Revenue Per Year: NoneSTATUS: Ad hoc sidewalk assessment work completed by DPW staff will be integrated into an overall sidewalk improvement plan. Construction costs beyond FY26 are estimated and will be revised based on the plan developd in FY25.DESCRIPTION: Evaluate sidewalks in the City and develop a plan for repair and replacement. Identify any ADA related deficiencies and correct those issues.Sidewalks require ongoing repair and replacement. Some sidewalks and crosswalks do not meet current ADA standards and are in need of upgrade.Estimated Annual Operating Cost:None.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Swift and Farrell Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction650 650 Studies, Design, Eng, Inspection, GC, Legal50 50 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 650 ‐ 700 Funding Sources:General Fund45 585 630 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee5 65 70 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 650 ‐ 700 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Not startedDESCRIPTION: Upgrade the traffic signal at Swift and Farrell Street to replace wires with mast poles and arms. Upgrade signal equipment as necessary.Mast poles and arms are more durable than wiresEstimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Kennedy Drive Traffic Signal UpgradesJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction60 60 60 180 Studies, Design, Eng, Inspection, GC, Legal 2020 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ 20 60 60 60 ‐ ‐ ‐ ‐ ‐ 200 Funding Sources:General Fund 20 60 60 60 200 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 20 60 60 60 ‐ ‐ ‐ ‐ ‐ 200 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Not started.Study completed in FY26 will inform costs for construction related improvements in future fiscal years.DESCRIPTION: Evaluate signal equipment on Kennedy Drive and upgrade to match signal technology installed on Dorset Street in FY23/FY24.Improved signal efficiency will help motorists and potentially reduce emssions from vehicles stopped at red lights.Estimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Swift and Dorset Traffic Signal UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction650 650 Studies, Design, Eng, Inspection, GC, Legal80 80 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 80 ‐ 650 ‐ 730 Funding Sources:General Fund72 585 657 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee8 65 73 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 80 ‐ 650 ‐ 730 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not StartedDESCRIPTION: Upgrade the traffic signal at Swift and Dorset Street to replace wires with mast poles and arms. Upgrade signal equipment as necessary. Reduce corner radius on Mast poles and arms are more durable than wiresEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Spear and Swift Street Intersection ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction400 1,400 1,200 3,000 Studies, Design, Eng, Inspection, GC, Legal 220 220 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ Total Estimated Costs:‐ ‐ 620 1,400 1,200 ‐ ‐ ‐ ‐ ‐ 3,220 Funding Sources:General Fund410 555 400 1,365 Secured Grants‐ Anticipated Grants 110 490 450 1,050 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee 100 355 350 805 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 620 1,400 1,200 ‐ ‐ ‐ ‐ ‐ 3,220 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Feasibility Study completed in 2021 recommended a roundabout.DESCRIPTION: Reconstruction of the Spear and Swift Street intersection.Improve intersection efficiency as recommend by the 2021 Swift & Spear Intersection Feasibility Study.Estimated Annual Operating Cost:None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dorset Street School ZoneJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 100100 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund 100100 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ Total Estimated Funding:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: An amendment to the Dorset Street Phase 4 Paving project was signed in FY24 to study and design safety improvements.DESCRIPTION: Construct recommended safety improvements on Dorset Street in the vicinity of Tuttle Middle and South Burlington High Schools.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Traffic CalmingJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 30 30 30 30 30150 Studies, Design, Eng, Inspection, GC, Legal 30 30 30 30 30150 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related‐ ‐ ‐ ‐ ‐ Total Estimated Costs:30 30 30 30 30 30 30 30 30 30 300 Funding Sources:General Fund 30 30 30 30 30 30 30 30 30 30300 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:30 30 30 30 30 30 30 30 30 30 300 FINANCIALS COMMENT:This will increase the need for staff to manage small to medium scale traffic calming and pedestrian safety projects.Estimated Revenue Per Year: NoneSTATUS: Process established in FY23 and first project rankings prepared in FY24. DESCRIPTION: Installation of traffic calming and pedestrian safety measures identified through the City's Traffic Request Evaluation ProcessProjects identified and ranked as top priorities need a source of funding for design and construction.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Park and RideJUSTIFICATION: Operational Impacts:DEPARTMENT: HighwayCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Climate Action Related 1,950 1,550 1,050 4,550 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 1,950 1,550 1,050 ‐ ‐ ‐ ‐ ‐ 4,550 Funding Sources:General Fund900 850 350 2,100 Secured Grants‐ Anticipated Grants 1000 700 700 2,400 Energy Revolving Fund‐ Developer Contributions‐ CIP Reserve Fund‐ Fuel Pump Reserve Fund‐ Highway Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 1,900 1,550 1,050 ‐ ‐ ‐ ‐ ‐ 4,500 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Study, design, and construct a park and ride or multi‐modal intercept facilityIdentified in Transportation Climate Action Implementation PlanEstimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:ITContact:Nicholas GingrowMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:IT Hardware 30 20 21 21 21 22 22 22 23 23225 IT Servers 29 47 18 12 45 19 47 18 12 47294 IT Software 6 6 90 6 6 6 87 6 6 6225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 65 73 129 39 72 47 156 46 41 76 744
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT HardwareJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment30 20 21 21 21 22 22 22 23 23225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:30 20 21 21 21 22 22 22 23 23 225 Funding Sources:General Fund 30 20 21 21 21 22 22 22 23 23225 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:30 20 21 21 21 22 22 22 23 23 225 STATUS: DESCRIPTION: Purchase computers for new employees, and replace and upgrade computers that have reached End of Life. Includes all departments except Library and Police Department.Cost to keep up with hardware replacement schedule. Hardware has a limited lifetimeEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT ServersJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment29 47 18 12 45 19 47 18 12 47294 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:29 47 18 12 45 19 47 18 12 47 294 Funding Sources:General Fund 29 47 18 12 45 19 47 18 12 47294 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:29 47 18 12 45 19 47 18 12 47 294 STATUS: DESCRIPTION: No Increases requested this year. FY26 ‐ SAN (storage area network), all data lives on it have two, 5 year replacement schedules.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:IT SoftwareJUSTIFICATION: Operational Impacts:DEPARTMENT: ITCONTACT: Nicholas GingrowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Furniture & Equipment 6 6 90 6 6 6 87 6 6 6225 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:6 6 90 6 6 6 87 6 6 6 225 Funding Sources:General Fund 6 6 90 6 6 6 87 6 6 6225 Secured Grants‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:6 6 90 6 6 6 87 6 6 6 225 STATUS: DESCRIPTION: Veeam licensing for cloud data backups. This is licensed on a per user basis and is cheaper if we buy in 3Y blocks.This backs up Office 365 cloud data onto a physical server that we own. This provides ownership over our data as it stands anything on Office 365 is directly in Microsoft's control. Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:LibraryContact:Jennifer MurrayMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Book Van 0 0 192 14000000206 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: ‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Book VanJUSTIFICATION: Operational Impacts:DEPARTMENT: LibraryCONTACT: Jennifer MurrayFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 192 192 Furniture & Equipment14 14 ‐ Total Estimated Costs:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 Funding Sources:General Fund2 2 Secured Grants‐ Anticipated Grants 192 192 Donations (In‐Kind or Financial)12 12 ‐ ‐ Total Estimated Funding:‐ ‐ 192 14 ‐ ‐ ‐ ‐ ‐ ‐ 206 FINANCIALS COMMENT:Estimate is from 2022. The Library's Foundation will solicit inkind and monetary grants and sponsorships. This project will also benefit from a crowdfunding campaign that engages residents for smaller amounts. The Friends of the Libray have already set aside funds for the project and will assist by collecting book donations and funding popular titles. This vehicle needs staff to operate and reach as many locations as is needed. I suggest a full time Specialist ($70k yearly).Estimated Revenue Per Year:STATUS: The Library expects our growing older population plus our youngest residents in daycare, to need book delivery service. The van is specially designed and would take 9‐12 months to build. The Board of Trustees and the Director have determined that the libray focus should currently remain on doing outreach to bring people in to the library. But demographics and an emphasis on service parity lead them to recommend that this project be revisited for the FY 27 budget. Depending on the schedule of stops, the book van could be designed to allow the Recreation Dept. to use it during off hours to take fitness and recreation materials to parks and events. DESCRIPTION: A van with removable carts allowing the Library to get materials into the community. The Book Van has been included in the Board's long term plans and has been included in the CIP for several years. A book van is essential to equity, allowing us to reach out to diverse communities who may not be able to get to the libray or the senior center. The Library would target daycare centers, senior living, immigrant communities and outreach events. The quote from 2022 includes an auxiliary battery bank charged off of alternator so the van can have some power when van isn’t on, instead of a gas generator, in keeping with our Climate Action plan. The emphasis on mobile service to underserved populations makes this a very relevant project down the road.Estimated Annual Operating Cost:Gas, staffing and maintenance will lead to an estimated annual operating cost of $72,000, increasing incrementally as the vehicle ages.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Open SpaceContact:Erica QuallenMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Hubbard Recreation & Natural Area Path 135000000000135 Red Rocks Trail & Stormwater Improveme 7000000000070 Tree Management 15 15 15 1500000060 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 220 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 265 The Open Space projects included in this CIP reflect the needs identified by Master Plans for each recreation and natural area. These projects have both been ongoing for multiple years and are anticipated to be fully constructed in FY25.
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Hubbard Recreation & Natural Area PathJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 125125 Studies, Design, Eng, Inspection, GC, Legal 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Open Space Debt Proceeds 5050 Penny for Path Debt Proceeds 3535 Recreation Impact Fee 5050 ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:135 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Design and permitting is anticipated to be complete in FY24 after updated public engagement and design.DESCRIPTION: Complete construction of a 10' paved shared use path, improved parking area, signage, and lighting according to 2018 Underwood (previous name) Master Plan.This project is the continuation of efforts since 2021 to construct a shared use path connecting South Pointe to Nowland Farm Road as part of the north‐south path network parallel to Spear Street.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Red Rocks Trail & Stormwater ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 6060 Studies, Design, Eng, Inspection, GC, Legal 1010 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 70 Funding Sources:General Fund‐ Secured Grant‐ Anticipated Grants‐ Open Space Debt Proceeds 7070 Penny for Path Debt Proceeds‐ Recreation Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:70 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 70 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Permitting will be complete in FY24 and construction will continue into FY25.DESCRIPTION: Improve park access and parking redesign, accessibility improvements, major erosion repairs, and trail improvements.Red Rocks needs major upgrades to its trail systems, corrections to erosion issues both on trails and on the beach, and access offerings. Projects originally identfied as part of the Open Space Task Force priority list.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Tree ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 15 15 15 15 60 Studies, Design, Eng, Inspection, GC, Legal‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:15 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 60 Funding Sources:General Fund‐ Secrured Grants‐ Anticipated Grants‐ Open Space Debt Proceeds 15 15 15 15 60 Penny for Path Debt Proceeds‐ Recreation Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:15 15 15 15 ‐ ‐ ‐ ‐ ‐ ‐ 60 STATUS: Focus on work in and around Szymanksi in FY25, Farrell in FY26, along Spear near I‐189 in FY27, Wheelock in FY28.DESCRIPTION: Manage tree limbs and remove large dead, dying, and dangerous trees. Trees along paths in and around parks need to be managed for safety. This includes paths near Szymanski, Farrell, Wheelock, and along Spear near I‐189.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Physical PlantContact:Greg YandowMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Wheeler House 30 40 205 75 35 5 65 35 10 10510 Police Station 115 235 120 120 50 100 15 20 20 20815 Fire Station 1 88 53 273 53 53 53 58 18 40 0689 Fire Station 2 0 97 50 220000000367 DPW Facility 100 140 180 40 150 45 165 45 40 40945 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 333 565 828 508 288 203 303 118 110 70 3,326
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Wheeler HouseJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 10 10 5 5 65 35 130 Furniture & Equipment 115 60 10 10195 Studies, Design, Eng, Inspection, GC, Legal 20 60 80 Climate Action Related 30 10 30 5 30 105 ‐ ‐ ‐ Total Estimated Costs:30 40 205 75 35 5 65 35 10 10 510 Funding Sources:General Fund 12 30 175 65 33 3 50 20 10 10408 Secured Grants‐ Anticipated Grants 5 5 5 2 2 19 Energy Revolving Fund 18 5 25 5 15 15 83 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:30 40 205 75 35 5 65 35 10 10 510 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Install HVAC hot water heater/mixing valve, weatherize basement, replace windows, replace boiler, design of septic system.Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police StationJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 90 90 50 50 100 380 Furniture & Equipment 15 15 110 70 15 20 20 20285 Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related 10 130 10 150 ‐ ‐ Total Estimated Costs:115 235 120 120 50 100 15 20 20 20 815 Funding Sources:General Fund 58 178 70 50 50 80 15 20 20 20561 Secured Grants‐ Anticipated Grants 22 22 10 54 Energy Revolving Fund 35 35 40 70 20 200 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:115 235 120 120 50 100 15 20 20 20 815 STATUS: DESCRIPTION: Replace windows, install heat pumps, install cooling tower, replace HVAC boilers, and install EV chargersweatherization and modernization Estimated Annual Operating Cost:FINANCIALS COMMENT:modernization of equipment must be done in the cityEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Station 1JUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 65 30 35 35 35 35 235 Furniture & Equipment 8 18 18 18 18 18 18 18 134 Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related 15 5 220 40 40 320 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:88 53 273 53 53 53 58 18 40 ‐ 689 Funding Sources:General Fund 67 49 230 49 49 49 54 14 40 601 Secured Grants‐ Anticipated Grants 1 1 1 1 1 1 1 1 8 Energy Revolving Fund 20 3 42 3 3 3 3 3 80 ‐ ‐ ‐ Total Estimated Funding:88 53 273 53 53 53 58 18 40 ‐ 689 STATUS: DESCRIPTION: FY 25 ‐ Window Replacement, Garage Door Replacement; FY 26 ‐ Garage Door Replacement; FY 27 ‐ EV Charging Stations; FY 31 ‐ Electric Hot Water Heater; FY 33 ‐ Electric Hot Water HeaterReplace 1 HVAC unit per yearEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Station 2JUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction 97 50 147 Furniture & Equipment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Climate Action Related220 220 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ 97 50 220 ‐ ‐ ‐ ‐ ‐ ‐ 367 Funding Sources:General Fund 97 50 220 367 Secured Grants‐ Anticipated Grants‐ Energy Revolving Fund‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 97 50 220 ‐ ‐ ‐ ‐ ‐ ‐ 367 STATUS: DESCRIPTION: FY 26 ‐ Front Door Replacement, Garage Door Replacement; FY 27 ‐ Window Replacement; FY 28 ‐ EV Charging Stations; FY 33 ‐ HVAC Heat PumpEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:DPW FacilityJUSTIFICATION: Operational Impacts:DEPARTMENT: Physical PlantCONTACT: Greg YandowFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Construction110 5 5 5 125 Furniture & Equipment‐ Studies, Design, Eng, Inspection, GC, Legal 20 20 Climate Action Related 100 140 160 40 40 40 160 40 40 40800 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:100 140 180 40 150 45 165 45 40 40 945 Funding Sources:General Fund 88 130 165 40 150 45 165 45 40 40908 Secured Grants‐ Anticipated Grants 22 Energy Revolving Fund 10 10 15 35 ‐ ‐ ‐ Total Estimated Funding:100 140 180 40 150 45 165 45 40 40 945 STATUS: DESCRIPTION: FY 25 ‐ Window Replacement; FY 26 ‐ Window Replacement, Garage Door Replacement; FY 27 ‐ Window Replacement, Garage Door Replacement, RTU; FY 28 ‐ FY 30 ‐ Garage Door Replacement; FY 31 ‐ Garage Door Replacement, EV Charging Stations; FY 32 ‐ FY 34 ‐ Garage Door ReplacementAge of equipment and climate action planEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Police DepartmentContact:Shawn BurkeMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Cruiser Replacement 150 158 164 170 178 185 193 200 208 2141,820 Firearm Replacement0000000004848 Police Station Stewwardship 50 50 50 50 50 50 50 50 50 50500 Radio Replacement 0 0 7500000000750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 200 208 964 220 228 235 243 250 258 312 3,118
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Cruiser ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 120 128 134 145 153 160 173 180 188 1991,580 Furniture & Equipment‐ Climate Action Related 30 30 30 25 25 25 20 20 20 15240 ‐ ‐ ‐ ‐ Total Estimated Costs:150 158 164 170 178 185 193 200 208 214 1,820 Funding Sources:General Fund 150 158 164 170 178 185 193 200 208 2141,820 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:150 158 164 170 178 185 193 200 208 214 1,820 STATUS: Ongoing replacement function.DESCRIPTION: Routine fleet replacementThe Department maintains a fleet of 25 vehicles used in carrying out the public safety mission. The Department is projecting the need to replace two cruisers each fiscal year. Additionally, the proposed funding in based on hybrid vehicle technology.Estimated Annual Operating Cost:$70,000 FINANCIALS COMMENT:Climate action ‐ Hybrid technologyEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Firearm ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements‐ Furniture & Equipment4848 Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 48 Funding Sources:General Fund4848 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 48 STATUS: Periodic replacement of the department's firearm assets.DESCRIPTION: Routine equipment replacementFirearm replacement schedule based on projected end of serviceable life.Estimated Annual Operating Cost:FINANCIALS COMMENT:Officer / Public SafetyEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police Station StewardshipJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet Improvements 50 50 50 50 50 50 50 50 50 50500 Furniture & Equipment‐ Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:50 50 50 50 50 50 50 50 50 50 500 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Police Impact Fee 50 50 50 50 50 50 50 50 50 50500 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:50 50 50 50 50 50 50 50 50 50 500 STATUS: On going maintenance of 19 Gregory Drive.DESCRIPTION: Special fund to maintain, repair, and replace building systems and components as needed. Regular maintenance and timely replacement of system components reduce the risk of emergency repair or complete system replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Reduce the likelihood of unanticipated, unbudgeted expensesEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Radio ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Police DepartmentCONTACT: Shawn BurkeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Vehicles & Fleet ImprovementsFurniture & Equipment 750 750 Climate Action Related‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 Funding Sources:General Fund750 750 Secured Grants‐ Anticipated Grants‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 750 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 750 STATUS: DESCRIPTION: Routine equipment replacementMobile and portable radio infrastructure will be at the end of serviceable life. Additionally, the public safety radio infrastructure will be at end of life. This includes; repeaters, microwave hardware, back up battery systems, etc. Estimated Annual Operating Cost:5,000FINANCIALS COMMENT:Critical component of public safety operations.Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:Recreation & ParksContact:Adam MatthMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Parks Master Plan 75 7500000000150 Veterans Memorial ‐ New Multi‐Use (Soccer) Fie2527500000000300 Veterans Memorial ‐ Multi‐Use (Soccer) Field Re 0 25 75 75 50 500000275 Veterans Memorial ‐ Baseball Field Refurbishme 110 8500000000195 Veterans Memorial ‐ Parking Lot Pavement Repla0 0 55 0 100 0 175 0 0 0330 Red Rocks ‐ Bath House Replacement 0 110 200 225000000535 Jaycee Park ‐ Parking Lot Pavement Replacemen 0 0 0 3000000030 Jaycee Park ‐ Playground Replacement and Pavil 0 0 0 10 9500000105 South Village Recreation Space 100000000000100 Szymanski Park ‐ Playground Replacement0000650000065 Park Signage 40 0 600000000100 Dugout Replacement 50 50 0 50 0 50 0 50 0 0250 Bleacher Replacement 16 16 16000000048 Dog Park Amenities 15 0 12000000027 Fleet 23 32 60 55 25 50 10 10 10 10285 Veterans Memorial ‐ Bandshell Restoration 0 0 0 15 50 1200000185 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 454 668 478 460 385 270 185 60 10 10 2,980
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Parks Master PlanJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 75 75150 Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ Total Estimated Costs:75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA 75 75150 ‐ Total Estimated Funding:75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 150 STATUS: DESCRIPTION: Asses current parks and open space in South Burlington and plan for future growth.In order to make informed decisions about investments in the City's parks and open space we need to develop a master planning document to guide future decision making.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:City Council approved ARPA funds in FY24 for creation of this master plan. Funding included in FY25 and forward is for any further refinement of this plan that is necessary.NoneEstimated Revenue Per Year: None
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ New Multi‐Use (Soccer) Field & Storage BuildingJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 2525 Construction 275275 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:25 275 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 Funding Sources:General Fund 2525 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 275275 ARPA‐ Total Estimated Funding:25 275 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 300 STATUS: Not started. Anticipated planning and permitting in FY25 and construction in FY26.DESCRIPTION: Construct a new multi‐use field at Veterans Memorial Park. Construct a storage building. Construction of a new field will allow the recreation departmetn to take the other soccer fields out of service for a summer and complete desired drainage, irrigation, Estimated Annual Operating Cost:Will result in an increase in materials for maintenance and add a building to the facilities that the City needs to manage.FINANCIALS COMMENT:Increasing the amount of field space available will increase the amount of time it takes City staff to maintain (mow, layout, repair, etc) faciltiies at Veterans memorial. An additional building will increase facilities maintenance needs in the City.Estimated Revenue Per Year: Once constructed the field can be rented out
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Multi‐Use (Soccer) Field RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 2525 Construction75 75 50 50 250 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 25 75 75 50 50 ‐ ‐ ‐ ‐ 275 Funding Sources:General Fund 25 75 75 50 50 275 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ 25 75 75 50 50 ‐ ‐ ‐ ‐ 275 STATUS: Conduct planning and permitting in FY26. Refurbish one field in FY27 and another in FY28. Complete drainage improvements on rec soccer fields on east side of park in FY29. Improve drainage near bandshell in FY30.DESCRIPTION: Refurbish the existing two large multi‐use fields at Veterans memorial. This includes Fields are in need of refurbishment and improvement after years of heavy use. Estimated Annual Operating Cost:Reduction in maintenance costs for irrigation system.FINANCIALS COMMENT:No impact. Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Baseball Field RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 110 85195 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:110 85 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 195 Funding Sources:General Fund 110 85195 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:110 85 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 195 STATUS: In FY25 install a french drain in the areas around the baseball fields and near the first base line of little league field 2. Repair fences and backstop. In FY26 install additional drainage as needed at the other fields and replace irrigation systems.DESCRIPTION: Install subsurface drainage in and around baseball fields at Veterans Memorial Park. Replace irrigation systems. Repair and replace baseball backstops and fence as needed.Fields do not drain well after heavy rain and are difficult to mow. Improved draiange will allow fields to be used more often.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Parking Lot Pavement ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment55 100 175 330 Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 Funding Sources:General Fund55 100 175 330 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 55 ‐ 100 ‐ 175 ‐ ‐ ‐ 330 STATUS: DESCRIPTION: Repave parking area to the south of the restrooms in FY27. Repave roads / access drives in FY29. FY31 pave gravel parking area south of Cairns.Pavement needs regular maintenanceEstimated Annual Operating Cost:FINANCIALS COMMENT:Repaving assumes an asphalt price of $110/ton and a mill and fill of 1.5" depthEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Red Rocks ‐ Bath House ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 110 200 225 535 Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ 110 200 225 ‐ ‐ ‐ ‐ ‐ ‐ 535 Funding Sources:General Fund 110 200 200 510 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund25 25 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ 110 200 225 ‐ ‐ ‐ ‐ ‐ ‐ 535 STATUS: Complete project planning and permitting in FY26. Construction over FY27 and FY28.DESCRIPTION: Replace the bath house at red rocks park.The bath house at Red Rocks is many years old and is in need of replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Jaycee Park ‐ Parking Lot Pavement ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction30 30 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 30 ‐ ‐ ‐ ‐ ‐ ‐ 30 Funding Sources:General Fund30 30 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 30 ‐ ‐ ‐ ‐ ‐ ‐ 30 STATUS: DESCRIPTION: Repave Jaycee Park lotPavement needs regular maintenanceEstimated Annual Operating Cost:FINANCIALS COMMENT:Repaving assumes an asphalt price of $110/ton and a mill and fill of 1.5" depthEstimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Jaycee Park ‐ Playground Replacement and Pavillion RoofJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 10 10 Construction95 95 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 10 95 ‐ ‐ ‐ ‐ ‐ 105 Funding Sources:General Fund10 95 105 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 10 95 ‐ ‐ ‐ ‐ ‐ 105 STATUS: DESCRIPTION: Replace playground at Jaycee park.Playgournd is old and in need of replacement with a modern play structure.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:South Village Recreation SpaceJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 100100 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 100100 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 STATUS: DESCRIPTION: Create a usable recreation space in South VillageLand was set aside in the development for recreation space.Estimated Annual Operating Cost:FINANCIALS COMMENT:The FY24 budget set aside $200,000 for creation of a recreation space in South Village.Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Szymanski Park ‐ Playground ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction65 65 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 65 ‐ ‐ ‐ ‐ ‐ 65 Funding Sources:General Fund65 65 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 65 ‐ ‐ ‐ ‐ ‐ 65 STATUS: DESCRIPTION: Replace playground in Szymanski ParkPlayground is old and needs replacement with a modern play structureEstimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Park SignageJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 40 60 100 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:40 ‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee 40 60 100 ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:40 ‐ 60 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 100 STATUS: Install signage in O'brien Hillside and Rye in FY25, and in Obrien East View in FY27DESCRIPTION: Park signage necessary to welcome and inform park users.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dugout ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 50 50 50 50 50 250 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:50 50 ‐ 50 ‐ 50 ‐ 50 ‐ ‐ 250 Funding Sources:General Fund115050 50 50 211 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund3939 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:50 50 ‐ 50 ‐ 50 ‐ 50 ‐ ‐ 250 STATUS: Vet Memorial Little League Field 2 dugouts were scheduled for replacement in FY24. Replace dugouts at lower farrell in FY25, at upper farrell in FY26, Jaycee park in FY28, Vet Memorial Little League 1 in FY30, and Vet Memorial Babe Ruth in FY32. Includes funds for wood replacement and painting, as needed.DESCRIPTION: Replace dugouts at baseball fieldsExisting dugouts have reached the end of their useful life and are in need of replacement.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Bleacher ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction 16 16 16 48 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:16 16 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 Funding Sources:General Fund161616 48 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:16 16 16 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48 STATUS: Bleachers in Jaycee Park were programmed for replacement in FY24. Replace bleachers at lower Farrell in FY25. Install new bleachers at Veterans memoria at new soccer field in FY26 and behind rink in FY27.DESCRIPTION: Replace old bleachers with new.Old bleachers have reached the end of their useful life and may present safety issues.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Dog Park AmenitiesJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment 15 12 27 To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 Funding Sources:General Fund 15 12 27 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ Total Estimated Funding:15 ‐ 12 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 27 STATUS: DESCRIPTION: Improve South Burlington dog parks by installing amenities (benches, trees, play structures, etc)South Burlington has two dog parks and another is planned within the proposed O'Brien development. Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements 23 32 60 55 25 50 10 10 10 10285 To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:23 32 60 55 25 50 10 10 10 10 285 Funding Sources:General Fund 23 32 30 55 25 20 10 10 10 10225 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund30 30 60 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ ‐ ‐ ‐ Total Estimated Funding:23 32 60 55 25 50 10 10 10 10 285 STATUS: DESCRIPTION: Replace the vehicles and equipment used by recreation staffRecreation staff need vehicles and equipment.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Veterans Memorial ‐ Bandshell RestorationJUSTIFICATION: Operational Impacts:DEPARTMENT: Recreation & ParksCONTACT:Adam MatthFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Studies, Design, Eng, Inspection, GC, Legal 15 15 Construction50 120 170 Furniture & Equipment‐ To Indoor Recreation Reserve Fund‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ Total Estimated Costs:‐ ‐ ‐ 15 50 120 ‐ ‐ ‐ ‐ 185 Funding Sources:General Fund15 50 70 135 Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund50 50 Donations (In‐Kind or Financial)‐ Energy Revolving Fund‐ Open Space Debt Proceeds‐ Recreation Impact Fee‐ ARPA‐ ‐ Total Estimated Funding:‐ ‐ ‐ 15 50 120 ‐ ‐ ‐ ‐ 185 STATUS: The bandshell beam was previously capped to extend it's useful life. Roof will be approaching the end of its useful life.DESCRIPTION: Replace roof, beam, and any other age related maintenance that is necessary to ensure the ongoing safety and usefullness of the band shell. Beams are rotting at each end where they are exposed to the weather (FY23).Structures need regular maintenance to ensure their safe and on‐going use.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:
II. WASTE WATER FUND
OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:SewerContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 1,082 1,082 3,175 3,175 3,175 3,446 3,446 3,446 3,530 256028,117 Construction255 465 470 250 490 219 469 509 534 4694,130 Furniture & Equipment‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Land/ROW/Easement Acquisition‐ ‐ 160 20 50 ‐ 140 ‐ ‐ 0370 Studies, Design, Eng, Inspection, GC, Legal725 400 ‐ 90 480 ‐ 65 20 85 01,865 Vehicles & Fleet Improvements170 210 ‐ 146 116 371 20 305 220 01,558 To CIP Reserve Fund120 520 200 200 200 200 200 200 200 802,120 ‐ ‐ ‐ Total Estimated CIP Costs:2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160 Funding Sources:General Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ 010 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ 211 ‐ 159 ‐ 0370 Energy Revolving Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ 10 ‐ 010 Wastewater Enterprise Fund1,610 1,935 3,263 3,139 3,769 3,283 3,598 3,559 3,827 3,109 31,092 Developer Contributions742 742 742 742 742 742 742 742 742 06,678 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:SewerContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Airport Parkway 2011 Upgrade 970 970 970 970 970 970 970 970 970 08,730 Hadley Road Pump Station1121121121121121121121121121121,120 Bartlett Bay 2025 Upgrade600200 1604 1604 1604 1604 1604 1604 1604 160413,632 Airport Parkway Solids Handling20201421421421421421421421421,176 Phase 1 ‐ Commerce Avenue Force Main12012012012012012012012012001,080 Phase 2 ‐ Commerce Avenue Force Main00000020208484208 Queen City Park Pump Stations15153473473473473473473473472,806 Williston Road Pump Station4044080808080808080801,120 Pump Station Refurbishment210215220024002502502502501,885 Lane Press Pump Station03000309797979797545 Market Street Pump Station Generator 4500000000045 Hinesburg Road Pump Station000402202192192192192191,355 Dorset Street Force Main Reconstruction 050001809797979797715 Bartlett Bay Solids Management5000000000050 Airport Parkway Outfall00050507777777777485 Swift and Shelburne Road Gravity Sewer0000000065065 EV Charging Stations0000000400040 Fleet17021016016616637116030522001,928 Airport Parkway 20 Year Evaluatiion0000004500045 Airport Parkway Preliminary Engineering R0000000085085 Landfill Leachate Management0450000000045 Anaerobic Digestor Refurbishment0250250250250000001,000 ‐ ‐ Total Estimated CIP Expenditures: 2,352 2,677 4,005 3,881 4,511 4,236 4,340 4,480 4,569 3,109 38,160
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway 2011 UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 970 970 970 970 970 970 970 970 9708,730 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:970 970 970 970 970 970 970 970 970 ‐ 8,730 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 228 228 228 228 228 228 228 228 2282,052 Developer Contributions 742 742 742 742 742 742 742 742 7426,678 ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:970 970 970 970 970 970 970 970 970 ‐ 8,730 STATUS: The Airport parkway wastewater treatment facility underwent a planned upgrade in 2011. This is the ongoing debt payment associated with the loan taken for this work. This payment goes until FY33.DESCRIPTION: Upgrade to the Airport Parkway wastewater treatment facility.Planned 20 year upgrade of the Airport Parkway wastewater treatment facility.Estimated Annual Operating Cost:NAFINANCIALS COMMENT:Last payment occurs in FY33. Colchester makes an annual payment of ~$742,310.NAEstimated Revenue Per Year: NA
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hadley Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 112 112 112 112 112 112 112 112 112 1121,120 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:112 112 112 112 112 112 112 112 112 112 1,120 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund1121121121121121121121121121121,120 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:112 112 112 112 112 112 112 112 112 112 1,120 STATUS: STATUS: Project is complete. This represents the on‐going debt payment, which ends in FY41.DESCRIPTION: Project collected wastewater from locations in South Burlington north of swift street and sent them to a new pump station. This pump station sends the collected wastewater to the Bartlett Bay wastewater treatment facility.Payment on a loan for a previously completed projectEstimated Annual Operating Cost:NAFINANCIALS COMMENT:NAEstimated Revenue Per Year:NA
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay 2025 UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 1,604 1,604 1,604 1,604 1,604 1,604 1,604 160412,832 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 600 200800 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 1,604 13,632 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 160413,632 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:600 200 1,604 1,604 1,604 1,604 1,604 1,604 1,604 1,604 13,632 STATUS: Project completed preliminary engineering in FY23. A bond vote was passed on Town Meeting Day 2023. Project engineering will take place from FY23 into FY24. Construction will range from FY24 through FY26 and the first payment on the bond to occur in FY27.DESCRIPTION: Planned 20 year upgrade of the Bartlett Bay wastewater treatment facility.Planned 20 year upgrade of the Bartlett Bay wastewater treatment facility.Estimated Annual Operating Cost:TBD by future engineering work.FINANCIALS COMMENT:TBD by future engineering work. The Bartlett Bay wastewater treatment plan is currently run by a single operator. Anticipate the need to add one additional staff person once the facility is upgraded.Estimated Revenue Per Year: NA
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway Solids HandlingJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment142 142 142 142 142 142 142 1421,136 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal202040 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:20 20 142 142 142 142 142 142 142 142 1,176 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund2020 142 142 142 142 142 142 142 1421,176 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:20 20 142 142 142 142 142 142 142 142 1,176 STATUS: Project completed preliminary engineering in FY23. Bond vote passed on Town Meeting Day in 2023. Engineering will take place in FY24. Construction planned for FY25 through FY26, and the first bond payment made in FY27. DESCRIPTION:Design and construction of an additional clarifier at the Airport Parkway WWTF. This clarifier was value engineered out in the 2011 upgrade.Current solids loading at Airport Parkway, including those solids coming from the Bartlett Bay WWTF, necessitate construction of this additional capacity.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Phase 1 ‐ Commerce Avenue Force MainJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund 120 120 120 120 120 120 120 120 120 1,080 ‐ ‐ ‐ Total Estimated Costs:120 120 120 120 120 120 120 120 120 ‐ 1,080 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 120 120 120 120 120 120 120 120 120 1,080 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:120 120 120 120 120 120 120 120 120 ‐ 1,080 STATUS: Project is under design starting in FY23 and was estimated to be $1M at that time. Building funds up so that it can be bid and constructed at the same time as phase 2. Phase 2 work is aligned with reconstruction of the Lime Kiln and Airport Parkway.DESCRIPTION: Replacement of the force main in the Ethan Allen Industrial Park from the pump station to the intersection with Lime Kiln Road.This force main fails 1 to 2 times annually and has reached the end of its useful life. Replacement will stop expensive repairs.Estimated Annual Operating Cost:Completion of this project will reduce material and contractor costs associated with responding to emergency repair situations.FINANCIALS COMMENT:Project estimated to cost ~$1MCompletion of this project will reduce City labor costs and overtime associated with responding to emergency repair situationsEstimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Phase 2 ‐ Commerce Avenue Force MainJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment84 84168 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal20 20 40 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 20 20 84 84 208 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund20 20 84 84208 Developer Contributions‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 20 20 84 84 208 STATUS: Project is under design. Assumes a positive bond vote for $1.3M in FY31 with a first payment made in FY33. DESCRIPTION: Replacement of the force main in the Ethan Allen Industrial Park from Lime Kiln Road intersection to the Airport Parkway WWTF.Replacement of the force main from the Commerce Avenue pump station to the Airport Parkway WWTF has been broken into two phases for funding purposes. The portino of this force included in phase 1 experiences failure 1 to 2 times annually. Replacement of the phase 2 portino of this line has been aligned with the Estimated Annual Operating Cost:Completion of this project will reduce material and contractor costs associated with responding to emergency repair situations.FINANCIALS COMMENT:Completion of this project will reduce City labor costs and overtime associated with responding to emergency repair situationsEstimated Revenue Per Year:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Queen City Park Pump StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment347 347 347 347 347 347 347 3472,776 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 15 1530 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:15 15 347 347 347 347 347 347 347 347 2,806 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 15 15 347 347 347 347 347 347 347 3472,806 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:15 15 347 347 347 347 347 347 347 347 2,806 STATUS: Project completed preliminary engineering in FY23. A bond vote was passed on Town Meeting Day in 2023. Engineering will take place in FY24 and FY25, withc construction taking place in FY25 and YF26. The first bond payment will be made in FY27. DESCRIPTION: There are three pump stations in the Queen Park Neighborhood and one additional pump station near the Bartlett Bay wastewater treatment plant that need age related upgrades.These facilities have reached the end of their design life and are showing signs of failure.Estimated Annual Operating Cost:New pump stations and force mains will reduce the emergency repairs that we have recently experienced.FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Williston Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 40 4080 Vehicles & Fleet Improvements‐ To CIP Reserve Fund 400 80 80 80 80 80 80 80 801,040 ‐ ‐ ‐ Total Estimated Costs:40 440 80 80 80 80 80 80 80 80 1,120 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund4044080 80 80 80 80 80 80 801,120 Developer Contributions‐ ‐ ‐ Total Estimated Funding:40 440 80 80 80 80 80 80 80 80 1,120 STATUS: Not started. Assumes preliminary engineering will be completed in FY25. Once the project is scoped we can properly assess project cost and schedule.DESCRIPTION: Williston Road Pump Station was built in 1977. The pump station collects flow from a large drainage area across the City, including areas of growth near City Center. This pump station has minimal storage, which will be necessary as flows increase.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Pump Station RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 210 215 220 240 250 250 250 2501,885 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:210 215 220 ‐ 240 ‐ 250 250 250 250 1,885 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 210 215 220 240 250 250 250 2501,885 Developer Contributions‐ ‐ Total Estimated Funding:210 215 220 ‐ 240 ‐ 250 250 250 250 1,885 STATUS: Work to identify, design, and upgrade existing pump stations is on‐going.DESCRIPTION: The City owns 32 pump stations. The large pump station refurbishment/reconstruction projects have their own CIP project sheet. The smaller pump stations also require upgrade / replacement and they are captured within this line item.Aging infrastructure needs to be replaced to maintain permit compliance and prevent environmental impacts from WW discharges.Estimated Annual Operating Cost:Costs already built into existing wastewater line items.FINANCIALS COMMENT:Costs already built into existing wastewater line items.Estimated Revenue Per Year: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Lane Press Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment97 97 97 97 97485 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal3030 60 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 30 ‐ ‐ 30 97 97 97 97 97 545 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund30 30 97 97 97 97 97545 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ 30 ‐ ‐ 30 97 97 97 97 97 545 STATUS: Not started. This project assumes a scoping study and limited design in FY26, a successful $1.5M bond vote in FY29, and a first bond payment in FY30.DESCRIPTION: The Lane Press pump station and force main have limited capacity. Development from the Dorset Street area has increased, requiring an increase in size of the existing force main, which runs under I‐89.The upgrade is necessary to handle increased flows.Estimated Annual Operating Cost:FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Market Street Pump Station GeneratorJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 4545 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund4545 Developer Contributions‐ ‐ ‐ Total Estimated Funding:45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 STATUS: Design and permitting work underway in FY23.DESCRIPTION: The Market Street pump station will see increased flow as city center is built out. In order to comply with state wastewater regulations it will need a generator for backup in case of power outages.In order to comply with state wastewater regulations it will need a generator for backup in case of power outages.Estimated Annual Operating Cost:FINANCIALS COMMENT:Estimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hinesburg Road Pump StationJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction219 219 219 219 2191,095 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal40 220 260 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 40 220 219 219 219 219 219 1,355 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund40 220 219 219 219 219 2191,355 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 40 220 219 219 219 219 219 1,355 STATUS: Not started. This project assumes a scoping study in FY28, a successful bond vote for $3.4M in FY29, and a first bond payment in FY30DESCRIPTION: The Hinesburg Road pump station is the City's largest pump station and requires regular maintenance and repair to operate properly. Regular maintenance of aging infrastructure ensures proper operation, permit compliance, and reduces the risk of discharge to the environment.Estimated Annual Operating Cost:FINANCIALS COMMENT:Repair and replacement of aging infrastructure reduces labor related to maintenance and overtime call‐outs.Estimated Revenue Per Year:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Dorset Street Force Main ReconstructionJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment97 97 97 97 97485 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal50 180 230 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 50 ‐ ‐ 180 97 97 97 97 97 715 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund50180 97 97 97 97 97715 Developer Contributions‐ ‐ Total Estimated Funding:‐ 50 ‐ ‐ 180 97 97 97 97 97 715 STATUS: Not started. This project assumes a scoping study in FY26, a successful bond vote for $1.5M in FY29, and a first bond payment in FY30. This project will anticipate and precede the Bartlett Bay Solids Force Main project.DESCRIPTION: The existing force main serving properties adjacent to Dorset Street is constrained due to the size of the current force main. This force main will need replacement and upsizing.Increasing population and wastewater volume will require this upgrade. This project would also serve the City's ability to pump solids from the Bartlett Bay WWTF to Airport Parkway WWTF.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay Solids ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 5050 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 5050 Developer Contributions‐ ‐ ‐ Total Estimated Funding:50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 STATUS: It was determined that pumping solids to the AP WWTF using a combintation of new and existing forcemain would not be feasible. Additional work is necessary to determine the most cost effective and environmentally responsible solution.DESCRIPTION: Wastewater staff currently trucks solids from the Bartlett Bay WWTF to the Airport Parkway WWTF for processing into a class A biosolid. This project will review options for managing solids at BB WWTF.Significant staff time and fuel are utilized moving solids from one WWTF to the other.Estimated Annual Operating Cost:TBD by future engineering studyFINANCIALS COMMENT:TBD by future engineering study.Estimated Revenue Per Year: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway OutfallJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment77 77 77 77 77385 Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 50 50 100 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 50 50 77 77 77 77 77 485 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund50 50 77 77 77 77 77485 Developer Contributions‐ ‐ Total Estimated Funding:‐ ‐ ‐ 50 50 77 77 77 77 77 485 STATUS: Preliminary engineering design has been completed to demonstrate that this project is necessary and can be completed with or without a micro‐hydro turbine. Costs included here do not include the turbine because the City has currently reached its limit for electric power that can be sent to the grid. The project assumes final engineering in FY28, a successful $1.2M bond vote in FY29 and a first bond payment in FY30.DESCRIPTION: Repairs to the Airport Parkway outfall pipe are necessary. The pipe has suffered two major leaks in the past decade. It was constructed in 1968 and is reaching the end of its useful life. The project contemplates installation of a micro‐hydro turbine to generate electrical power.The outfall pipe is near the end of its useful life and needs repair/replacement.Estimated Annual Operating Cost:TBDFINANCIALS COMMENT:TBDEstimated Revenue Per Year: TBD
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Swift and Shelburne Road Gravity SewerJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction65 65 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 65 ‐ 65 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund65 65 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 65 ‐ 65 STATUS: Project scoping was completed in FY23.DESCRIPTION: The existing gravity line on Swift street reaches capacity when the Hadley Road and corrections facility pump stations run during large storm events. A section of the gravity pipe on Swift Street needs to be upsized.Reduce the potential for wastewater discharges to the environment.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:EV Charging StationsJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction40 40 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ 40 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants10 10 CIP Reserve Fund‐ Energy Revolving Fund10 10 Wastewater Enterprise Fund20 20 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ 40 ‐ ‐ 40 STATUS: Not StartedDESCRIPTION: In order to reduce our reliance of fossil fuels we will need to design and construct electric vehicle charging stations that can be used by wastewater fleet.Reducing emissions from our vehicles is a goal of the City and included in the climate action plan approved by City Council.Estimated Annual Operating Cost:TBDFINANCIALS COMMENT:TBDEstimated Revenue Per Year: TBD
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition 160 20 50 140 370 Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements170210146 116 371 20 305 220 1,558 To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:170 210 160 166 166 371 160 305 220 ‐ 1,928 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund211 159 370 Energy Revolving Fund‐ Wastewater Enterprise Fund170210 160 166 166 160 160 146 220 1,558 Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:170 210 160 166 166 371 160 305 220 ‐ 1,928 STATUS: On‐going.DESCRIPTION: Replacement of existing vehicles used by the wastewater department.In order to operate our wastewater system we need reliable vehicles.Estimated Annual Operating Cost:Replacement of aging vehicles with new reduces maintenance costs.FINANCIALS COMMENT:No impact on staffingEstimated Revenue Per Year:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway 20 Year EvaluatiionJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal45 45 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ 45 ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund45 45 Developer Contributions‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ 45 ‐ ‐ ‐ 45 STATUS: Not started.DESCRIPTION: After ~20 years since it was last reconstructed the AP WWTF will need to be assessed for refurbishment needs.Required reassessment every 20 years.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Airport Parkway Preliminary Engineering ReportJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal85 85 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 85 ‐ 85 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund85 85 Developer Contributions‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 85 ‐ 85 STATUS: Not startedDESCRIPTION: Based on the 20 year Evaluation, we will need to conduct a preliminary engineering study for the AP WWTF.Required reassessment every 20 years.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Landfill Leachate ManagementJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction‐ Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 4545 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund 4545 Developer Contributions‐ Total Estimated Funding:‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 STATUS: Not startedDESCRIPTION: The closed South Burlington landfill has a leachate collection system. This collected leachate is pumped to the AP WWTF. This project proposes to evaluate alternative methods for managing this leachate and ensure that surface runoff is not comingling with the leachate.The city has made a significant investment in the APWWTF's ability to produce a class A biosolid. In order to protect the quality of this product we should evaluate the chemicals of emerging concern that may be present in landfill leachate.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:NoneEstimated Revenue Per Year: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Anaerobic Digestor RefurbishmentJUSTIFICATION: Operational Impacts:DEPARTMENT: SewerCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Construction 250 250 250 2501,000 Furniture & Equipment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Costs:‐ 250 250 250 250 ‐ ‐ ‐ ‐ ‐ 1,000 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ CIP Reserve Fund‐ Energy Revolving Fund‐ Wastewater Enterprise Fund2502502502501,000 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:‐ 250 250 250 250 ‐ ‐ ‐ ‐ ‐ 1,000 STATUS: Planning for one unit per year starting in FY26.DESCRIPTION: The Airport Parkway WWTF has four anaerobic digesters. These units need to be periodically emptied, cleaned, and evaluated.Ongoing maintenance ensures the safety and reliability of the anaerobic digesters.Estimated Annual Operating Cost:NoneFINANCIALS COMMENT:Minor.Estimated Revenue Per Year:None
III. STORMWATER FUND
OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:StormwaterContact:Dave WheelerSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 1,725 2,895 4,810 3,108 2,428 2,850 2,097 2,393 1,610 54624,462 Land/ROW/Easement Acquisition5 ‐ 80 50 70 60 50 100 20 20455 Studies, Design, Eng, Inspection, GC, Legal191 475 415 430 333 305 430 355 95 903,119 Vehicles & Fleet Improvements433 220 84 315 ‐ 220 245 ‐ ‐ ‐ 1,517 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553 Funding Sources:General Fund‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 50 Secured Grants898 877 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,775 Anticipated Grants5 545 1,865 1,213 842 1,355 1,005 1,190 474 2668,760 Secured/Existing Debts‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Stormwater Enterprise Fund1,330 1,594 2,305 1,884 1,189 1,659 1,456 1,658 1,251 39014,716 Developer Contributions121 524 1,219 806 800 421 361 ‐ ‐ ‐ 4,252 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:StormwaterContact:Dave WheelerMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Flow Restoration Plan Projects 1525 2757 4595 3448 2811 3195 2555 2706 81863225,042 Bartlett Bay Road Culvert8549500000000580 Butler Farms Culverts00670\000000670 Outfall Upgrade 17 18 20 20 20 20 22 22 22 24205 Fleet 433 220 84 315 0 220 245 0 0 01,517 Logwood Sinkhole244000000000244 Kimball Ave Culvert 0000000000‐ Dorset Street Culvert 000000012088501,005 Spear Street Multi Use Path Sinkhole0020120000000140 Updated Culvert Inventory0500000000050 Flow Restoration Plan Updates505000000000100 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 2,354 3,590 5,389 3,903 2,831 3,435 2,822 2,848 1,725 656 29,553
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Flow Restoration Plan ProjectsJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction1,490 2,427 4,140 2,988 2,408 2,830 2,075 2,371 738 52221,989 Land/ROW/Easement Acquisition‐ ‐ 80 50 70 60 50 100 20 20450 Studies, Design, Eng, Inspection, GC, Legal35 330 375 410 333 305 430 235 60 902,603 Vehicles & Fleet Improvements‐‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐‐‐‐‐‐‐Total Estimated Costs:1,525 2,757 4,595 3,448 2,811 3,195 2,555 2,706 818 632 25,042 Funding Sources:General Fund‐ 50 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 050Secured Grants813 662 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 01,475 Anticipated Grants‐540 1,410 1,158 837 1,350 1,000 1,185 369 2618,110 Secured/Existing Debts‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 0‐Stormwater Enterprise Fund591 981 1,966 1,484 1,174 1,424 1,194 1,521 449 37111,155 Developer Contributions121 524 1,219 806 800 421 361 ‐ ‐ 04,252 ‐‐‐‐Total Estimated Funding:1,525 2,757 4,595 3,448 2,811 3,195 2,555 2,706 818 632 25,042 FINANCIALS COMMENT:It is assumed that grant funding will be available to assist with the implementation of these projectsSignificant operational impacts in totalEstimated Revenue Per Year:NoneSTATUS: There are approximately *NUM* stormwater treatment practices currently in design with additional projects in the conceptual phaseDESCRIPTION: Stormwater projects necessary for permit complianceFRP ComplianceEstimated Annual Operating Cost:Maintenance costs will increase as the City builds more systems
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Bartlett Bay Road CulvertJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction450450 Land/ROW/Easement Acquisition55Studies, Design, Eng, Inspection, GC, Legal8045125 Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:85495 ‐‐‐‐‐‐‐‐580 Funding Sources:General Fund‐Secured Grants85 215300 Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund280280 Developer Contributions‐‐‐‐Total Estimated Funding:85495 ‐‐‐‐‐‐‐‐580 FINANCIALS COMMENT:A $300,000 VTrans Transportation Alternatives Program grant has been secured for Final Engineering and ConstructionNoneEstimated Revenue Per Year:NoneSTATUS: Preliminary Engineering for this project was completed in FY16. A grant has been secured for Final Engineering and Construction. Final Engineering to take place in FY24.DESCRIPTION: Replacement of existing culvert on Bartlett Bay RoadCulvert is currently undersized, resulting in flooding during medium to large storm eventsEstimated Annual Operating Cost:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Butler Farms CulvertsJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction650 650 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal20 20Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐670 ‐‐‐‐‐‐‐670 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants450 450 Secured/Existing Debts‐Stormwater Enterprise Fund220 220 Developer Contributions‐‐‐‐Total Estimated Funding:‐‐670 ‐‐‐‐‐‐‐670 FINANCIALS COMMENT:This project will not move forward without grant fundingNoneEstimated Revenue Per Year:NoneSTATUS: Project is currently at final design. Waiting for funding through a grant program to move to construction.DESCRIPTION: Replacement of two culverts in the Butler Farms neighborhoodCulverts are not sized to meet the City's current 25‐year storm standard and near the end of their useful lifeEstimated Annual Operating Cost:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Outfall UpgradeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction1718 20 20 20 20 22 22 22 24205 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:17182020202022222224205 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants555 5 5 5 5 5 5 550Secured/Existing Debts‐Stormwater Enterprise Fund1213 15 15 15 15 17 17 17 19155 Developer Contributions‐‐‐‐‐Total Estimated Funding:17182020202022222224 205 FINANCIALS COMMENT:The majority of this work can be done by municipal staffEstimated Revenue Per Year:NoneSTATUS: OngoingDESCRIPTION: Repair and upgrade of eroded outfalls in the CityMS4 Permit RequirementEstimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:FleetJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements433 220 84 315 220 245 1,517 ‐‐‐‐‐‐Total Estimated Costs:433 220 84 315 ‐220 245 ‐‐‐1,517 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund433 220 84 315 220 245 1,517 Developer Contributions‐‐‐‐Total Estimated Funding:433 220 84 315 ‐220 245 ‐‐‐ 1,517 FINANCIALS COMMENT:Newer equipment will require less maintenance and staff time to repair and also prevent down timeEstimated Revenue Per Year:NoneSTATUS: OngoingDESCRIPTION: Replacement and purchase of stormwater department fleet. Includes street sweepers, vactor truck, trucks, mowers, etc.Vehicles have a set lifespan and need to be replacedEstimated Annual Operating Cost:New equipment will require less maintenance
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Logwood SinkholeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction 218218 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 2626 Vehicles & Fleet Improvements‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:244 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 244 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Secured/Existing Debts‐ Stormwater Enterprise Fund 244244 Developer Contributions‐ ‐ ‐ ‐ Total Estimated Funding:244 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 244 FINANCIALS COMMENT:Estimated Revenue Per Year: NoneSTATUS: Currently in easement acquisition, final design is completeDESCRIPTION: Replace pipe and add a swirl separator in location of persistent sinkholeEstimated Annual Operating Cost:$250.00
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Kimball Ave Culvert JUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal‐Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐‐‐‐‐Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund‐Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐‐‐‐‐FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Dorset Street Culvert JUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction850 850 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal120 35 155 Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐‐‐‐‐‐120 885 ‐1,005 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants100 100 Secured/Existing Debts‐Stormwater Enterprise Fund120 785 905 Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐‐‐‐‐‐120 885 ‐ 1,005 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Spear Street Multi Use Path SinkholeJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction100 100 Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal20 20 40Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐‐20 120 ‐‐‐‐‐‐140 Funding Sources:General Fund‐Secured Grants‐Anticipated Grants50 50Secured/Existing Debts‐Stormwater Enterprise Fund20 70 90Developer Contributions‐‐‐‐‐Total Estimated Funding:‐‐20 120 ‐‐‐‐‐‐140 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Updated Culvert InventoryJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal5050Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:‐50 ‐‐‐‐‐‐‐‐50Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund5050Developer Contributions‐‐‐‐‐Total Estimated Funding:‐50 ‐‐‐‐‐‐‐‐50FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Flow Restoration Plan UpdatesJUSTIFICATION: Operational Impacts:DEPARTMENT: StormwaterCONTACT: Dave WheelerFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Construction‐Land/ROW/Easement Acquisition‐Studies, Design, Eng, Inspection, GC, Legal5050100Vehicles & Fleet Improvements‐‐‐‐‐‐‐Total Estimated Costs:5050 ‐‐‐‐‐‐‐‐100Funding Sources:General Fund‐Secured Grants‐Anticipated Grants‐Secured/Existing Debts‐Stormwater Enterprise Fund5050100Developer Contributions‐‐‐‐‐Total Estimated Funding:5050 ‐‐‐‐‐‐‐‐100FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
IV. DRINKING WATER FUND
OVERVIEW OF ENTERPRISE FUNDSCAPITAL IMPROVEMENT PROGRAM EXPENDITURES TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:WaterContact:Tom DiPietroSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 176 496 496 496 496 496 496 496 496 4964,640 Land/ROW/Easement Acquisition‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Studies, Design, Eng, Inspection, GC, Legal252 ‐ 45 25 155 ‐ ‐ ‐ 500 ‐ 977 Construction75 80 320 320 80 320 320 335 835 3853,070 Vehicles & Fleet Improvements‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ To CIP Reserve Fund‐ ‐ ‐ ‐ 75 75 75 100 ‐ ‐ 325 ‐ ‐ ‐ ‐ Total Estimated CIP Costs:503 576 861 841 806 891 891 931 1,831 881 9,012 Funding Sources:General Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants252 422 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 674 Developer Contributions‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Drinking Water Enterprise Fund251 153 861 851 806 891 891 931 1,431 8817,947 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 0400 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:503 575 861 851 806 891 891 931 1,831 881 9,021
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTCIP PROJECTS OVERVIEWDepartment:WaterContact:Tom DiPietroMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:High Service Storage Tank 137 496 496 496 496 496 496 496 496 4964,601 University Mall Flow Control Valve 0 0 0 0 150 0 75 100 500 0825 National Guard Ave PRV Vault 0 0 0 25 0 0 0 0 0 025 AMR and Meter Replacement 75 80 80 80 80 80 80 85 85 85810 Hydraulic, Infrastructure, and Asset Manag0045000000045 University Mall South Entrance Water Line 0 0 0 0 80 75 0 0 500 0655 Lead Service Line Replacement Project 193 0 0 0 0 0 0 0 0 0193 Water System Storage and Distribution Sys9800000000098 Valve and Hydrant Replacement Pre‐Paving0 0 240 240 0 240 240 250 250 3001,760 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures:503 576 861 841 806 891 891 931 1,831 881 9,012
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:High Service Storage TankJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 78 496 496 496 496 496 496 496 496 4964,539 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 5959 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ Total Estimated Costs:137 496 496 496 496 496 496 496 496 496 4,598 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants77.7 422.3500 Developer Contributions‐ Drinking Water Enterprise Fund5973 496 496 496 496 496 496 496 4964,100 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:137 496 496 496 496 496 496 496 496 496 4,600 FINANCIALS COMMENT:Figures based on costs provided 100% preliminary engineering report (Jan 2023). The city will be receiving a $500,000 grant from CRRP for this project.None. The tank will be transferred to CWD upon construction.Estimated Revenue Per Year:Will allow us to sell additional water allocations.STATUS: Preliminary engineering was completed in FY23. Final engineering taking place in FY24/FY25. Construction will take place in FY25/FY26. This schedule anticipates a successful bond vote for $5.25M in FY24 with the first bond payment due in FY26. Assumes the project receives a $500,000 grant. Assumes a bond over 20 years at ~4.44%DESCRIPTION:Construction of a new tank to store drinking water for the high service water distribution system. Additional water storage is necessary to meet regulatory requirements and accommodate future growth.Estimated Annual Operating Cost:None. The tank will be transferred to CWD upon construction.
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:University Mall Flow Control ValveJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal75 500 575 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund75 75 100 250 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 150 ‐ 75 100 500 ‐ 825 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund150 75 100 175 500 CIP Reserve Fund325 325 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 150 ‐ 75 100 500 ‐ 825 FINANCIALS COMMENT:Figures based on final preliminary engineering report.None.Estimated Revenue Per Year:None.STATUS: Preliminary engineering was completed in FY23. Final engineering is scheduled to begin in FY29. This schedule anticipates a construction cost of $475,000 in FY29.DESCRIPTION:This interconnection between the CWD transmission main and the City of South Burlington's water distribution system will enhance fire and domestic flows to City Center and the surrounding high service distribution area.This project will provide fire protection and drinking water to City Center and the surrounding area. It will also allow us to draw water from the CWD main instead of the Burlington system when water pressure drops.Estimated Annual Operating Cost: None.
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:National Guard Ave PRV VaultJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal2525 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ 25 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund25 25 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ 25 ‐ ‐ ‐ ‐ ‐ ‐ 25 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Not started. Will do a feasibility and need study in FY28.DESCRIPTION:Construct a new interconnect between the CWD 24" transmission main with an accompanying pressure reducing valve vault.Reduces the City's dependence on aging infrastructure within the Air Guard property. We currently rely on this infrastructure to supply water to residents off of National Guard Road.Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:AMR and Meter ReplacementJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction75808080808080858585810 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:75 80 80 80 80 80 80 85 85 85 810 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund75808080808080858585810 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:75 80 80 80 80 80 80 85 85 85 810 FINANCIALS COMMENT:Project reduces staff labor during meter reading.Estimated Revenue Per Year:The project improves the accuracy of meter reading and reduces the amount of unbilled water delivered to customers.STATUS: Project is on‐going.DESCRIPTION:Ongoing program to replace aging meters and upgrade to radio meter reading system.Residential meter life expectancy is typically 25 years and requires replacement. The radio meter reading equipment reduces the staff time needed to read meters and improves data accuracy.Estimated Annual Operating Cost:No. Costs are already built in to line items.
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Hydraulic, Infrastructure, and Asset Management StudyJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 45 45 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund45 45 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 45 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45 FINANCIALS COMMENT:None.NoneEstimated Revenue Per Year:NoneSTATUS: Not started.DESCRIPTION: Complete aHydraulic, Infrastructure and Asset Management study for water infrastructure.Studies of this type evaluate our existing infrastructure and help us plan for future investments.Estimated Annual Operating Cost:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:University Mall South Entrance Water LineJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal80 80 Construction500 500 Vehicles & Fleet Improvements‐ To CIP Reserve Fund75 75 ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ 80 75 ‐ ‐ 500 ‐ 655 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund80 75 425 580 CIP Reserve Fund75 75 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ 80 75 ‐ ‐ 500 ‐ 655 FINANCIALS COMMENT:NoneEstimated Revenue Per Year: NoneSTATUS: Preliminary engineering completed in FY23. Final engineering will begin in FY29. This schedule anticipates a $500,000 project construction cost in FY33.DESCRIPTION:Extension of a water line from the west end of Garden Street (at Dorset) to the existing City owned water line that flows through the University Mall property. This extention will loop the existing water line, provide redundancy, and improve fire and domestic flow into City center and the high service area.Estimated Annual Operating Cost: None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Lead Service Line Replacement ProjectJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal 193193 Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:193 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 193 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants173.7174 Developer Contributions‐ Drinking Water Enterprise Fund19.319 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:193 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 193 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: Engineering work will begin in FY24. The need for replacement of lead service lines will depend on whether or not we identify any in our system.DESCRIPTION:Complete an investigation to determine if there are any lead service lines in South Burlington.Identification and removal of lead service lines is important to protect public health. This work is also required by existing regulation.Estimated Annual Operating Cost:
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Water System Storage and Distribution System ImprovementsJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment 9898 Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction‐ Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:98 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 98 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund9898 CIP Reserve Fund‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:98 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 98 FINANCIALS COMMENT:Last payment occurs in FY25NoneEstimated Revenue Per Year:NoneSTATUS: Payment on existing debt for previous investment in water storage and distribution system.DESCRIPTION:Payments started circa 2010Estimated Annual Operating Cost:None
FY25 ‐ 34 CAPITAL IMPROVEMENT PROGRAMOVERVIEW OF ENTERPRISE EXPENDITURES BY FUNDING SOURCE AND PROJECTPROJECT:Valve and Hydrant Replacement Pre‐PavingJUSTIFICATION: Operational Impacts:DEPARTMENT: WaterCONTACT: Tom DiPietroFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:Debt Repayment‐ Land/ROW/Easement Acquisition‐ Studies, Design, Eng, Inspection, GC, Legal‐ Construction240 240 240 240 250 250 3001,280 Vehicles & Fleet Improvements‐ To CIP Reserve Fund‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ 240 240 ‐ 240 240 250 250 300 1,280 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ Developer Contributions‐ Drinking Water Enterprise Fund240 250240 240 250 250 3001,280 CIP Reserve Fund‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ 240 250 ‐ 240 240 250 250 300 1,280 FINANCIALS COMMENT:Planned replacement of aging infrastructure is less expensive than emergency repair of failed infrastructure. Reducing the number of pavement cuts extends the life of pavement.Planned replacement of aging infrastructure reduces emergency callouts.Estimated Revenue Per Year:NoneSTATUS: Not started.DESCRIPTION: Replacement of aging main line gate valves and fire hydrants prior to road paving.Old / Aging valves do not hold tightly when closed, which results in more difficulty during repairs and increases the number of customers impacted by shut offs. Replacing aging valves ahead of planned paving reduces the likelihood that we will need to cut into new pavement to make routine or emergency repairs. It also minimizes the number of customers impacted by shut‐offs during emergency repairs. Estimated Annual Operating Cost:No increase. My reduce water losses due to leakage.
V. DEBT REPAYMENT
OVERVIEW OF GENERAL FUNDDEBT REPAYMENT TOTALED BY EXPENDITURE COSTS AND FUNDING SOURCECIP DEPARTMENT OVERVIEWDepartment:VariousContact:VariousSUMMARY FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 1,185 1,592 1,579 1,601 3,296 3,210 3,123 3,035 2,947 285924,427 Debt Repayment1,823 1,712 1,681 1,336 1,305 1,272 1,238 852 835 81712,871 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Costs:3,008 3,304 3,260 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,298 Funding Sources:General Fund281 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 672 Secured Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Anticipated Grants‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ TIF District Revenues (Increment)1,185 1,592 1,579 1,601 3,296 3,210 3,123 3,035 2,947 285924,427 Open Space Debt Proceeds125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 CIP Reserve Fund947 933 922 913 900 885 869 852 835 8178,873 Police Impact Fee110 97 80 68 45 27 9 ‐ ‐ ‐ 436 Local Options Tax (General Fund)360 360 360 355 360 360 360 ‐ ‐ ‐ 2,515 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Funding:3,008 3,304 3,260 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,298
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTCIP PROJECTS OVERVIEWDepartment:VariousContact:VariousMajor Department Updates:SUMMARY CIP EXPENDITURES (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Projects:Garden Street Debt Repayment 495 495 495 495 1889 1834 1779 1724 1669 161412,489 Williston Road Streetscape Debt Repayme494949491891831781721671611,246 Market Street Debt Repayment3593533463383313233143062972893,256 Public Library and City Hall Debt Repayme1043 1444 1431 1453 1435 1413 1389 1363 1336 130913,616 Fire Department Communications Debt Re2011971940000000592 Open Space Debt Repayment1251251250000000375 Police Station Debt Repayment4734574404234053873690002,954 City Center Park Debt Repayment1861841811793523423323223133032,694 I‐89 Walk Bike Bridge Debt Repayment0000000000‐ Multi‐Project Debt Repayment7700000000077 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated CIP Expenditures: 3,008 3,304 3,261 2,937 4,601 4,482 4,361 3,887 3,782 3,676 37,299
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Garden Street Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 495 495 495 495 1889 1834 1779 1724 1669 161412,491 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:495 495 495 495 1,889 1,834 1,779 1,724 1,669 1,614 12,491 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 495 495 495 495 1889 1834 1779 1724 1669 161412,491 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:495 495 495 495 1,889 1,834 1,779 1,724 1,669 1,614 12,491 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Williston Road Streetscape Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 49 49 49 49 189 183 178 172 167 1611,249 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:49 49 49 49 189 183 178 172 167 161 1,249 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 49 49 49 49 189 183 178 172 167 1611,249 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:49 49 49 49 189 183 178 172 167 161 1,249 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Market Street Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 359 353 346 338 331 323 314 306 297 289 3,256 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:359 353 346 338 331 323 314 306 297 289 3,256 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 359 353 346 338 331 323 314 306 297 289 3,256 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:359 353 346 338 331 323 314 306 297 289 3,256 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Public Library and City Hall Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 96 511 508 540 535 528 520 511 501 492 4,740 Debt Repayment 947 933 922 913 900 885 869 852 835 817 8,875 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:1,043 1,444 1,431 1,453 1,435 1,413 1,389 1,363 1,336 1,309 13,615 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 96 511 508 540 535 528 520 511 501 492 4,740 Open Space Debt Proceeds‐ CIP Reserve Fund 947 933 922 913 900 885 869 852 835 817 8,875 Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:1,043 1,444 1,431 1,453 1,435 1,413 1,389 1,363 1,336 1,309 13,615 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Fire Department Communications Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: Fire Department and AmbulanceCONTACT: Steve LockeFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 201 197 194 592 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:201 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 592 Funding Sources:General Fund 201 197 194 592 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:201 197 194 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 592 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Open Space Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: Open SpaceCONTACT: Erica QuallenFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 125 125 125 375 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds 125 125 125 375 CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:125 125 125 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 375 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Police Station Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 473 457 440 423 405 387 369 2,954 ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:473 457 440 423 405 387 369 ‐ ‐ ‐ 2,954 Funding Sources:General Fund 33 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee 110 97 80 68 45 27 9 436 Local Options Tax (General Fund) 360 360 360 355 360 360 3602,515 ‐ ‐ ‐ ‐ Total Estimated Funding:473 457 440 423 405 387 369 ‐ ‐ ‐ 2,954 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:City Center Park Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: City CenterCONTACT: Ilona BlanchardFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment 186 184 181 179 352 342 332 322 313 3032,693 Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:186 184 181 179 352 342 332 322 313 303 2,693 Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment) 186 184 181 179 352 342 332 322 313 3032,693 Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:186 184 181 179 352 342 332 322 313 303 2,693 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:I‐89 Walk Bike Bridge Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT:CONTACT:FINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Funding Sources:General Fund‐ Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION:Estimated Annual Operating Cost:
FY25 ‐ FY34 CAPITAL IMPROVEMENT PROGRAMDEBT REPAYMENT EXPENDITURES AND FUNDING SOURCES BY DEPARTMENT AND PROJECTPROJECT:Multi‐Project Debt RepaymentJUSTIFICATION: Operational Impacts:DEPARTMENT: VariousCONTACT: VariousFINANCIALS (in $1,000)FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34Total:Estimated Costs:TIF District Debt Repayment‐ Debt Repayment 7777 ‐ ‐ ‐ ‐ ‐ Total Estimated Costs:77 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 77 Funding Sources:General Fund 7777 Secured Grants‐ Anticipated Grants‐ TIF District Revenues (Increment)‐ Open Space Debt Proceeds‐ CIP Reserve Fund‐ Police Impact Fee‐ ‐ ‐ ‐ ‐ ‐ Total Estimated Funding:77 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 77 FINANCIALS COMMENT:Estimated Revenue Per Year:STATUS: DESCRIPTION: Taken out 2004 for Fire Station Improvements, Kennedy Drive Reconstruction, Lime Kiln Road Bridge and Dorset Street Fire Station Renovation.Estimated Annual Operating Cost:
Special Funds FY 2025 BudgetFund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses207 Police Department Police Forfeiture Equitable sharing funds from drug case seizures Equipment, training, unplanned police expenses $3,500.00 $0.00211 Ambulance Department EMT-P Training Reserve FundReserve for recurrent training/recertification of Emergency Medical Technicians and ParamedicsPayment to certified EMT-P instructors/facilities $30,000.00 $30,000.00214 City Manager Housing Trust FundPublic/Private Partnership for affordable housing initiativesSpecific projects for affordable housing $150,000.00 $0.00216 City Clerk Clerk's Computerization & Restoration FFund clerk's computerization and restorationMajority of the funds are spent on the program for Land Records. Also for restoration of the records in the vault.$75,000.00 $130,000.00219 Police Community Justice CenterFunded by the VT Department of Corrections, the Vermont Center for Crime Victim Services and the Governor's Highway Safety ProgramFor restorative justice $170,000.00 $170,000.00220Planning & Zoning & Recreation and ParksRecreation Impact FeesMoney collected from developers as per the Impact Fee OrdinancePurchase of land for recreation purposes, recreation development, recreation path$275,000.00 $377,000.00221 Planning & Zoning Highway Impact FeesFund for receipt of Highway Impact Fees for new development in accordance with Impact Fee OrdinanceFor capital projects identified within the Impact Fee Ordinance$220,000.00 $250,000.00222 Planning & Zoning Police Station Impact FeesImpact fees for Police Station based on Impact Fee Ordinance Payment of Police Station bond $105,000.00 $105,000.00226 Recreation and Parks Community GardensRegistration fees for the community gardens are held for continued upkeepSupport and improvement of the community garden plots$2,500.00 $500.00240 Recreation and Parks Recreation Camp ProgramsCamp programs- to include Day Camps, Adventure Camps and Specialty, Sport & Technology CampsMajority of money is spent on salaries, other spent on supplies, equipment, programming and transportation$28,000.00 $34,000.00242 Energy Committee Energy Project Reserve FundSolar Credits and Disbursements associated with the Landfill Solar Array. Disbursements made to Altus-partner in project-as well as possible improvements & efficiencies$175,000.00 $123,000.00243Planning & Zoning & Recreation and ParksSouth Village REC Impact Fees Money collected from developers as per the Impact Fee OrdinanceUse for the construction of South Village Soccer Field $6,000.00 $100,000.00251 Recreation and Parks Field Use FeesCharges for use of fields to user groups based on the Facility Use & Fee Policy set by City CouncilMoney is put back into the maintenance of fields for equipment & supplies, and PT salary expenses$40,000.00 $30,000.00280 City Manager City Center-TIF District Capture all TIF District revenues/expensesCapital expenditures and related costs for the TIF District$5,105,072.00 $12,519,000.00290 Police Department Highway Safety GrantFunds from the VT Governor's Highway Safety program for time spent on highway safety initiativesPurchase of highway safety equipment and supplies $5,000.00 $5,000.00Special Funds
Special Funds FY 2025 BudgetFund # Department Fund Description Fund Purpose How is Money Spent Projected Revenue Projected Expenses298 City Manager Sick Bank Reserve FundReserves needed to offset the turn in of accumulated sick timeDisbursements to current and retired employees for approved sick time turn in.$125,000.00 $120,000.00309 City Manager Open Space Reserve FundVoter approved appropriation for the acquisition and maintenance of open space landPurchase of land, maintenance of currently held open space and special projects $422,936.00 $0.00312 City Manager Capital Improvement Reserve FundDepository for budgeted reserves designated for City Center and indoor recreation buildingNon TIF eligible capital costs including debt payments and anticipation notes for future debt$860,000.00 $960,000.00604 City Manager Bike and Ped-Penny for PathsAnnual appropriation of one cent on the tax rate earmarked for bike & ped projects.Priorities established by committee & staff for bike & ped improvements and maintenance.$422,963.00 $215,000.00618 Recreation and Parks Dog Park Donations Donations on behalf of Friends of the Dog ParkMoney is spent on improvements to the park not funded by operations$100.00 $0.00619 Recreation and Parks Illuminate Vermont Host a winter festival in City CenterFunds are spent on expenses related to organizing, promoting, and putting on the event.$64,000.00 $78,000.00TOTAL $8,285,071.00 $15,246,500.00
180 Market Street, South Burlington, VT 05403 tel 802.658.7961 fax 802.658.7976 www.southburlingtonvt.gov
Physical Address: 104 Landfill Road, South Burlington, VT 05403
To: South Burlington City Council
From: Erica Quallen, DPW Deputy Director of Capital Projects
Paul Conner, Director of Planning & Zoning
Cc: Jessie Baker, City Manager
Tom DiPietro, Director of Public Works
Date: October 2, 2023
Re: Climate Action Implementation Plan for Transportation Update
On September 14, 2022, you received a presentation from City Manager Jessie Baker on the Climate
Action Implementation Plans (CAIPs) for the Transportation and Land Use, Government Operations, and
Buildings and Thermal sectors. Work on the CAIP for Transportation and Land Use began in November
2022 with funding and technical support from the Chittenden County Regional Planning Commission
(CCRPC) and the consultant team from VHB.
Project Background
This effort has primarily involved development of step-by-step plans for implementing the 10 High
Impact Actions (and 1 Supporting Action which was deemed high impact by the Advisory Group) that were
included in the 2022 Climate Action Plan (CAP). The plans for each action identify the lead City department,
key partners and stakeholders, steps for implementation, equity considerations, opportunities for innovation,
and relevant case studies. The remaining 14 Supporting Actions are structured in a matrix which provides a
higher-level overview of the information presented in the High Impact Action plans. The last component of
this effort is a memorandum outlining proven and promising practices in land use policy and planning to
encourage high-density mixed-use development, as called for in the CAP.
The CAIP has been developed in coordination with an Advisory Group (AG) appointed by the City
Manager which includes representatives from City Committees, Green Mountain Transit, Green Mountain
Power, Drive Electric Vermont, Chittenden Area Transportation Management Association, Local Motion,
Vermont Interfaith Action, and Cathedral Square. These organizations represent experts in local policy,
technical specialties, education, and advocacy. The AG has convened 3 times over the course of the project
and has provided feedback on all High Impact Action implementation plans. Input was also gathered from
the public using an online questionnaire (which received 269 responses), and 2 focus groups.
2
Staffing Estimates
In coordination with the project team, the Consultant has developed a staffing estimate for each of
the 24 actions based on approximate yearly hours required to complete the implementation steps. The
staffing time was broken out into: (1) Scoping, Planning, Funding, and Design; and (2) Bids, Procurement,
Construction, and Maintenance for FY24 – FY31. The hourly estimates were translated into Full-Time
Equivalents (FTEs) and are summarized in Table 1, organized by the overarching pathways under which
each action falls. The highest new workload is anticipated to occur in FY28 and has been estimated to be 4.4
FTEs. Assuming that 1 FTE is approximately $115,000 per year in the City’s budget, 4.4 FTEs is would cost
$506,000 which would need to be added to the City’s budget by FY28.
Table 1: New FTE Estimate by CAP Pathway from FY24 – FY31
Cost Estimates
As shown in the attached Implementation Plans and Supporting Action Matrix, costs associated with
each action were scored from 1 – 5 (1: Less than $100,000; 2: $100,000 - $500,000; 3: $500,000 -
$1,000,000; 4: $1,000,000 - $5,000,000; 5: More than $5,000,000). Based on these scores, we have assigned a
cost as described in Table 2. All Supporting Actions, except Bike/Ped Infrastructure Maintenance, fell in the
lowest cost category, which is estimated at $50,000. Bike/Ped maintenance was estimated at $250,000.
3
Table 2: Cost Estimates for High Impact Actions
The costs for each action have been assigned to a fiscal year using the FTE estimates as an
approximation of the portion of the total cost spent each year. Based on this, the estimates for FTE and
project costs for FY24 – FY31 are presented in Table 3. As previously mentioned, 1 FTE is estimated to cost
$115,000. The breakdown of all actions is attached to this memo. Costs are anticipated to increase steadily
between FY24 and F27 (peaking at $4,550,000) and then slowly decreasing and leveling off in FY31. These
costs are primarily associated with Capital Projects required to complete each action. These costs would be
used for studies and project designs completed by consultants, construction projects, and project
management.
Table 3: Yearly Cost Estimates by FTE and Project Costs
The completed Transportation and Land Use CAIP will be presented to the City Manager for final
approval after a final public meeting and review by the project team. After receiving that approval, staff will
be presenting City Council with budget and CIP recommendations and seek guidance on appropriately
allocating funding to each action.
Enclosures
4
Draft High Impact Action Implementation Plans
Draft Supporting Action Matrix
Cost Estimate Spreadsheet
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY
2030 SCIENCE-BASED TARGET:
Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42%
TITLE:
ACCELERATING THE INSTALLATION OF EV CHARGING AT EXISTING MULTI-FAMILY BUILDINGS
ACTION T.1.1:
Work with a consultant to inventory current multi-family electric vehicle charging network
needs/capabilities to inform a policy for existing multi-family properties to install electric vehicle
charging equipment. The policy could include an incentive program for rental owners to allocate space
for charging stations.
PLANNED ACHIEVEMENTS:
New Incentive and Regulatory Programming, Citywide Program to Assist in Installation of EV Charging in
Multi-family Housing
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: City Manager’s Office, City Council, Green Mountain Power (GMP), Drive
Electric Vermont (DEV), Multi-Family Property Owners, Homeowners’ Associations (HOAs)
IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years)
RELEVANT CAP ACTIONS:
T.1.1, T.1.2, T.1.3, T.1.4, T.1.5, T.1.6
FUNDING:
Operating or Capital Budget Requirements: Operating
External Funding Sources: Vermont Community EV Charger Program
(State/GMP), Electric Vehicle Charging Station
and Workplace Charging Station Loan Programs
(Vermont Economic Development Authority),
Charging and Fueling Infrastructure
Discretionary Grant Program (Federal Highway
Administration)
Estimated Costs (1 [Low] to 5 [High]):1 3
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): 16 to 24
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]):2 4
CO-BENEFITS:
• Economic Value
• Mobility/Accessibility Enhancement
• Public Health
KEY IMPLEMENTATION STEPS
Step 1: Enact EVSE Charging Policies
A. Hire a consultant to analyze the current and projected EV charging network capabilities and
needs amongst the City’s multi-family developments.
B. Understanding these capabilities and needs, review the City’s existing Land Development
Regulations (LDRs) to ensure they appropriately include specific allowances, regulations, and
incentives (e.g., density bonuses, priority parking) for EV charging stations. Ensure that siting
standards, including ADA accessibility, fire protection, and other traffic safety features, are
adequately addressed in the City’s codes and ordinances. Ensure this is aligned with CAP Action
T.1.2.
C. Offer expedited permitting and inspection processes for existing multi-family property owners
proposing to install residential, workplace, or public charging stations. Ensure this is aligned with
CAP Action T.1.2.
D. Explore supporting a state, or enacting a local, “right-to-charge” policy that would require
HOAs/property managers to consider reasonable requests for adding EV charging.
Step 2: Develop and Distribute a ‘Guide to EV Charging in Existing Multi-Family Developments’
A. Engage owners and residents of multi-family developments to understand and document their
questions and concerns related to EVSE procurement, installations, and operations.
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
B. Work with GMP and DEV to develop a reference document that addresses these questions and
concerns, as well as provides practical implementation guidance (e.g., conducting a building
level EVSE needs assessment). Refer to relevant resources provided by the Alternative Fuels
Data Center available at: https://afdc.energy.gov/fuels/electricity_charging_multi.html.
C. Engage the target audiences to build awareness of this guidance document and explain its
purpose and applications. Conduct this engagement through targeted workshops and/or
roadshows. Ensure the document is readily accessible in both digital and printed formats.
D. Plan for regular updates to ensure the guidance document is current based on the latest
regulations and other requirements, funding sources, and technologies, amongst other
considerations.
Step 3: Form a City EVSE Technical Assistance Team
A. Using the City’s Stormwater Utility as a model, develop a team of staff that can perform direct
outreach to encourage property owners to install EVSE as well as provide on-call support to
those that decide to proceed with an EVSE installation.
Step 4: Pilot a Program that Allows EV Owners to Charge EVs Across the Public Sidewalk
B. Establish the goals and objectives of the pilot program, aligned with the problem and needs it
aims to address.
C. Prepare a detailed plan for the execution and evaluation of the pilot program (e.g., scope,
timeline, required resources, and performance indicators). In this plan, include any partnerships
necessary, for example, with multi-family property owners and GMP.
D. Work with partners to secure funding for the pilot program.
E. Prepare program guidelines, requirements, and resources aligned with its goals and objectives.
F. Identify and recruit multi-family property owners and EV owners residing in multi-family
developments, particularly where off-street parking is limited, to participate in the pilot
program. Note that this pilot would need to address the City’s winter on-street parking ban.
G. Implement the pilot program. Monitor its effectiveness, including through participant and other
stakeholder feedback, and refine it as necessary.
H. At the close of the pilot, analyze its impact and outcomes, and decide whether to scale the pilot
across the City (where appropriate), iterate it to address areas of improvement, or close it out.
OPPORTUNITIES FOR INNOVATION:
• Funding can be made available to support EV-Readiness through local match and/or support for
grant applications like the Multiunit Dwelling Electric Vehicle Charging Grant that prioritizes
affordable housing developments.
• Networked charging stations are capable of robust data collection, which could assist multi-
family property owners in understanding when and how often their EVSE is utilized as well as to
4
quickly identify and troubleshoot maintenance issues. However, these are more expensive to
own and maintain than non-networked charging stations.
• Integrated load management software enables power output/charging speed reductions during
times when the regional electrical grid is stressed. Such software could be applied to minimize
the need for multi-family property owners to upgrade upstream electrical infrastructure and
help avoid peak demand charges (applicable to EVSE tied to a meter with a commercial rate).
• Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send
power back to the grid during times of peak power demand. Alternatively, such technology
could be utilized to make multi-family developments more resilient during power outages.
• New EVSE installations could be coupled with solar photovoltaic (PV) systems and/or renewable
energy financing to increase the composition of clean energy the EVs consume.
• New EVSE installations could be coupled with battery storage capabilities to provide back-up
power to the charging stations and/or the buildings in which they are contained.
• Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more
convenient way to travel longer distances than are readily accessible by walking, especially for
persons with mobility limitations. Incorporation of charging infrastructure for e-bikes can
support the growth of this zero or low emission mode type.
FOCUS ON EQUITY
• The costs of EVSE installations and maintenance are likely to be passed onto residents through
either minimum use fees, higher than approved GMP charging rates, or amenity fees.
Accordingly, the City should explore mechanisms – perhaps requiring a change to the City’s
Charter – that would place limits on such cost pass-throughs to minimize having them impact
low-income households disproportionately.
• Robust usage of EV charging stations will depend, in part, on the availability of standardized,
multi-language signage and education.
• The deployment of EVSE should consider that more affordable, used EVs may have less
prevalent connector types (e.g., CHAdeMO).
IMPLEMENTATION CONSIDERATIONS
Property Owner/HOA Engagement
The success of this CAP action is dependent on the support and contributions of owners and property
managers of multi-family properties as well as HOAs. Accordingly, engage these stakeholders early the
implementation of the above-described steps, where appropriate. In doing so, convey the common
purpose of these steps and their benefits. Address perceptions of added costs directly by placing EVSE in
the context of available incentives and potential cost recovery.
5
Electrical Grid Capacity
Property owners may need to coordinate with GMP to ensure that EVSE installations are feasible with
respect to local utility infrastructure, baseload electricity supply, and upstream safety considerations
(e.g., compliance with fire codes). This can be accomplished by requesting an “ability to serve” letter
from the utility. The City may need to provide special allowances to accommodate site capacity
constraints.
Charging Standards
New charging stations in multi-family developments should consider the various Level 2 connectors
available, including CHAdeMO and J1772. Further, the U.S. DOT recently released National Electric
Vehicle Infrastructure Standards and Requirements applicable to EV charging stations supported by
federal funds. Consider emerging standards, such as the megawatt charging system (MCS).
Municipal Inspections and Training
Infrastructure associated with EV-Capable, EVSE-Ready, and EVSE-Installs will require specialized training
for municipal staff carrying out new building and fire inspections.
Charging Session Fees
Owners of existing multi-family buildings will need to establish fee structures for occupant use of
installed EV charging stations. As it may not be possible or advantageous to connect individual EVSE to
unit electricity meters, if choosing to charge consumption fees, developers could install electrical
metering devices at the charging stations themselves or invest in stations that have the ability to collect
payments. Alternatively, they could enact a flat or scaled rate for persons using the charging stations.
ADA Compliance
Multi-family property owners should be made aware that current ADA guidance points to the need for
accessible EV charging spaces, but notes that they cannot count toward required ADA spaces. The City
should track and share evolving regulations, as well as consider recommending charging stations be
installed at planned ADA spaces as well as making EV charging spaces ADA-compliant but not exclusive.
CASE STUDIES:
IMPLEMENTATION PROCEDURE
Chelan, WA and City of Atlanta, GA – Removed barriers to EV adoption within the city codes.
Quincy, WA – Provides density bonuses for the installation of EVSE.
6
City of Orlando, FL and City of Atlanta, GA – Developed guidebooks on “EV Readiness” that provide
locally-relevant information on EVSE deployment (e.g., installation best practices, incentives,
regulations, etc.)
San Diego, CA – Worked with property owners to install curbside EVSE in front of multi-family
developments.
City of Cambridge, MA – Approved a pilot program to allow residents without access to a driveway or
off-street parking the ability to cross public sidewalks to charge their EVs. Participants must obtain a
permit for the activity, and are required to provide an accessible ramp over the cord to ensure the
sidewalk remains accessible for pedestrians.
EQUITY APPROACH
Seattle, Washington - Explores removing barriers to EV adoption by increasing access to charging
infrastructure.
OTHER RESOURCES:
Summary of Right-to-Charge Laws - Northeast States for Coordinated Air Use Management – NESCAUM
Siting Electric Vehicle Supply Equipment (EVSE) with Equity in Mind - ACEEE
Electric Vehicle Charging Equipment Municipal Permitting Information – CCRPC
Electric Vehicle Charging for your Multi-Family Dwelling – Drive Electric Vermont
Multi-Unit Dwelling Electric Vehicle Charging - CCRPC
Electric Vehicle Charging for Multi-Family Housing - U.S. Department of Energy
Electric Vehicle Charging Station Guidebook – Drive Electric Vermont
Charging Installation Guide – Drive Electric Vermont
Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board
National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked about personal impacts related to transitioning to EVs, charging and cost were concerns widely
expressed.
From the Senior Center Focus Group: “EV charging stations need to have the same convenience factor as
current gas stations.”
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY
2030 SCIENCE-BASED TARGET:
Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42%
TITLE:
NEW BUILDING EV CHARGING
ACTION T.1.2:
Adopt a policy to require (e.g., building code or zoning regulation) all new buildings have the
appropriate amount of electric vehicle (EV) charging equipment and 200-amp electric service. Work with
Drive Electric Vermont and/or Green Mountain Power to determine the appropriate amount.
PLANNED ACHIEVEMENT(S):
Amended Land Development Regulations, Permit Fee Schedule, and Expedited Permitting Processes for
EV-Readiness
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington City Council,
Development Community, Vermont Agency of Transportation (VTrans), Green Mountain Power (GMP),
Drive Electric Vermont (DEV), University of Vermont Transportation Research Center
IMPLEMENTATION TIMELINE: 2025 to 2030 (6 Years)
RELEVANT CAP ACTIONS:
T.1.1, T.1.3, T.1.4, T.1.5, T.1.6
FUNDING:
Operating or Capital Budget Requirements: Operating
External Funding Sources: Agency of Commerce and Community
Development – Municipal Planning Grant
Program
Estimated Costs (1 [Low] to 5 [High]):1 1
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week):2 Less than 8
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]):3 3
CO-BENEFITS:
• Economic Value
• Mobility/Accessibility Enhancement
• Public Health
KEY IMPLEMENTATION STEPS
Step 1: Establish Electric Vehicle Supply Equipment (EVSE)-Ready Space Targets
A. Engage a consultant to understand the level of EV charging required in new construction to
meet the established CAP target of replacing 75% of gas vehicles with EVs and plug-in hybrid
vehicles.
B. Coordinate with VTrans to understand the statewide EV adoption curve through 2030 and work
with the consultant to scale that down to the local level.
C. Using the findings of Steps 1.A and 1.B, work with DEV to develop EV-Capable, EVSE-Ready, and
EVSE-Installed space targets by land use type and charging level (i.e., Level 1 [AC], Level 2 [AC],
Level 3 [DC Fast Charge]). Refer to the Case Studies section below for examples of how other
communities set their own space targets.
Step 2: Build upon the Residential Building Energy Standards (RBES) Stretch and Commercial Building
Energy Standard (CBES) Codes
A. Update the City’s Land Development Regulations (LDRs) to include the EV-Capable, EVSE-Ready,
and EVSE-Installed space targets defined under Step 1. Ensure that targets for new multi-family
developments comprising between 2 and 10 dwelling units are included, as this is a
development type that is not currently covered by the RBES. Note that amendments to the RBES
have been proposed, which would increase requirements to one Level 2 capable EV charging
parking space per dwelling unit and then 25% of any remaining spaces not utilized by dwelling
units.4 These amendments are expected to become effective in July 2024.
2 “Estimated Ongoing Level of Effort” associated with T.1.2, Step 5 covered under CAP Action T.1.1.
3 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
4 Administrative Procedures – Proposed Filing (vermont.gov)
3
Step 3: Evaluate and Implement Municipal Incentives to Support EV-Readiness
A. Explore reducing permitting fees and/or expediting permit approvals.
B. Develop criteria for exceedances and related permit fee reductions and/or expedited approvals
based on building and land use types.
Step 4: Monitor EV Adoption Rates and Revise LDR Space Targets As Necessary
A. As market conditions for EVs are continuously evolving, regularly monitor local EV adoption
rates to ensure the LDR space targets remain appropriate. An accelerating EV adoption curve
may necessitate further LDR amendments.
Step 5: Leverage the City’s EVSE Technical Assistance Team (Planned as part of T.1.1)
A. Utilize the City’s EVSE Technical Assistance Team to support proponents of new construction
with EVSE installations and navigating the outcomes of Steps 2 through 4, as applicable.
OPPORTUNITIES FOR INNOVATION:
• Funding can be made available to support EV-Readiness through local match and/or support for
grant applications like the Multiunit Dwelling Electric Vehicle Charging Grant that prioritizes
affordable housing developments.
• The City could partner with property developers to allow for the installation of curbside/on-
street EV charging stations. This could support CAP Action T.2.11 (Parking Management).
• Networked charging stations are capable of robust data collection, which could assist
developers in understanding when and how often their EVSE is utilized as well as to quickly
identify and troubleshoot maintenance issues. However, these are more expensive to own and
maintain than non-networked charging stations.
• Integrated load management software enables power output/charging speed reductions during
times when the regional electrical grid is stressed. Such software could be applied to minimize
the need for developers to upgrade upstream electrical infrastructure and help avoid peak
demand charges (applicable to EVSE tied to a meter with a commercial rate).
• Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send
power back to the grid during times of peak power demand. Alternatively, such technology
could be utilized to make multi-family developments more resilient during power outages.
• New EVSE installations could be coupled with solar photovoltaic (PV) systems and/or renewable
energy financing to increase the composition of clean energy the EVs consume.
• New EVSE installations could be coupled with battery storage capabilities to provide back-up
power to the charging stations and/or the buildings in which they are contained.
• Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more
convenient way to travel longer distances than are readily accessible by walking, especially for
4
persons with mobility limitations. Incorporation of charging infrastructure for e-bikes in new
construction can support the growth of this zero or low emission mode type.
FOCUS ON EQUITY
• The costs of EV-Readiness could be passed onto low-income households, for example, through
minimum use fees, higher than approved GMP charging rates, and amenity fees. Accordingly,
the City should explore mechanisms that place limits on these cost pass-throughs.
• Robust usage of EV charging stations will depend, in part, on the availability of standardized,
multi-language signage and education.
• The deployment of EVSE should consider that more affordable, used EVs may have less
prevalent connector types (e.g., CHAdeMO).
IMPLEMENTATION CONSIDERATIONS
Developer Community Support
Engage developer stakeholders early in the development and adoption of new LDRs for their ideas on
implementation. In the process, overcome potential apprehension regarding new requirements and
associated costs by developing a common understanding of purpose and benefits driving the new
codifications, as well as education on implementation with tangible examples (see Case Studies).
Address perceptions of added costs directly by placing EV-Readiness in the context of overall
development costs, additional costs for retrofits, available incentives, and potential cost recovery.
Parking Management
The City may receive feedback related to the management of dedicated EV parking spaces, particularly
early on when demand for such spaces may be low. This can be particularly problematic in combination
with developing parking maximums (Action T.2.11). Phasing in space targets can mitigate this issue to an
extent. However, the City could also work with the developer community to identify short-term
workarounds, for example, dedicating spaces to EVs only during certain times of the day.
Electrical Grid Capacity
The City should coordinate with GMP to ensure that the LDR targets are feasible with respect to local
utility infrastructure, baseload electricity supply, and upstream safety considerations (e.g., compliance
with fire codes). Note that specific sites may need to conduct their own coordination by requesting an
“ability to serve” letter from GMP.
Charging Standards
New charging stations should consider the various connectors available, including CHAdeMO, J1772, CCS
Type 1, and Tesla/NACS. Further, the U.S. DOT recently released National Electric Vehicle Infrastructure
5
Standards and Requirements applicable to EV charging stations supported by federal funds. Consider
emerging standards, such as the megawatt charging system (MCS).
Municipal Inspections and Training
Infrastructure associated with EV-Capable, EVSE-Ready, and EVSE-Installs will require specialized training
for municipal staff carrying out new building and fire inspections. Such training should also address the
RBES stretch and CBES codes more broadly.
Solar Photovoltaic (PV) Design Capacity
Ensure consistency between the LDR targets for EV-Capable, EVSE-Ready, and EVSE-Installs with any
existing (e.g., LDR-23-01) or new requirements for on-site solar PV generation. EV charging loads should
be appropriately considered in system design.
Charging Session Fees
Developers will need to establish fee structures for occupant use of installed EV charging stations. As it
may not be possible or advantageous to connect individual EVSE to unit electricity meters, if choosing to
charge consumption fees, developers could install electrical metering devices at the charging stations
themselves or invest in stations that have the ability to collect payments. Alternatively, they could enact
a flat or scaled rate for persons using the charging stations.
ADA Compliance
Current ADA guidance points to the need for accessible EV charging spaces, but notes that they cannot
count toward required ADA spaces. The City should track evolving regulations, as well as consider
recommending charging stations be installed at planned ADA spaces as well as making EV charging
spaces ADA-compliant but not exclusive.
CASE STUDIES:
IMPLEMENTATION PROCEDURE
City of Boston, MA – Adopted in 2019, all new development projects that require the Boston
Transportation Department’s TAPA approval and/or the Article 80 Large Project Review must equip 25%
of their total parking spaces to be EV-Installed and the remaining 75% of the total spaces to be EV-
Ready.
Portland, ME – The Southern Maine Planning and Development Commission and Maine Clean
Communities Coalition developed a Municipal EV Readiness Toolkit in 2021 to guide ordinance
development and implementation. In 2022, the City of Portland Technical Manual Transportation
Systems and Street Design Standards implemented updated minimum thresholds for spaces that are EV-
Capable (Level 2 or higher in 20%) and EV-Ready (50%) in new structured or surface parking.
6
TARGET SETTING
Lakewood, CO – 1. Single or Two-Family Dwellings: one EV-Capable space (i.e., electrical capacity,
though no junction box or charging outlet) per dwelling unit; 2. Multi-Family Unit Dwellings: 2% EVSE-
Installed (i.e., charging station installed), 18% EV-Capable (10+spaces); and 3. Commercial: 2% EVSE-
Installed, 13-18% EV-Capable (10+spaces).
San Jose, CA – 1. Single or Two-Family Dwellings: one EV-Ready space per dwelling unit; 2. Multi-Family
Unit Dwellings: 10% EVSE-Installed, 20% EVSE-Ready, 70% EV-Capable; and 3. Commercial: 10% EVSE-
Installed, 40% EV-Capable.
St. Louis, MO – 1. Single or Two-Family Dwellings: one EV-Ready space per dwelling unit; 2. Multi-Family
Unit Dwellings: 2% EVSE-Installed, 5% EVSE-Ready (to increase to 10% in 2025); and 3. Commercial: 2%
EVSE-Installed, 5% EVSE-Ready.
EQUITY APPROACH
State of Colorado – Charge Ahead Colorado provides grants for 80% of cost for EV charging for
multi-family or workplace based installations.
Bay Area Aire Quality Management District – The Clean Cars for All Program provides grants for home
charging , portable charging, and public charging cards.
OTHER RESOURCES:
South Burlington Solar Ready
Residential Building Energy Standards
Commercial Building Energy Standards
Electric Vehicle Charging Equipment Municipal Permitting Information – CCRPC
Electric Vehicle Charging for your Multi-Family Dwelling – Drive Electric Vermont
Multi-Unit Dwelling Electric Vehicle Charging - CCRPC
Electric Vehicle Charging for Multi-Family Housing - U.S. Department of Energy
Electric Vehicle Charging Station Guidebook – Drive Electric Vermont
Charging Installation Guide – Drive Electric Vermont
Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board
National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT
7
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked what about their concerns regarding requiring new buildings to have EVSE, the majority of
concerns received involved increasing the cost of housing and development. It should be noted that 72%
of respondents did not express any concerns.
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.1 VEHICLE ELECTRIFICATION AND EFFICIENCY
2030 SCIENCE-BASED TARGET:
Replace 75% of gas vehicles with EVs and plug-in hybrid vehicles to reduce emissions by 42%
TITLE:
CLOSING GAPS IN THE CITY’S PUBLICLY ACCESSIBLE EV CHARGING STATION NETWORK
ACTION T.1.3:
Partner with GMP to speed up EV adoption in South Burlington including siting, make-ready
infrastructure, fast charging stations, and incentives.
PLANNED ACHIEVEMENT(S):
New Publicly Accessible EV Charging Deployments; New Incentive Programming
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: Public Works, City Manager’s Office, Finance, City Council, Green
Mountain Power (GMP), Drive Electric Vermont (DEV), Vermont Department of Transportation, Private
Property Owners, South Burlington Business Association (SBBA)
IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years)
RELEVANT CAP ACTIONS:
T.1.1, T.1.2, T.1.3, T.1.4, T.1.5, T.1.6, GO.2.3, GO2.4
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: Community EV Chargers Incentive Program
(GMP), Vermont Community EV Charger
Program (State/GMP), Electric Vehicle Charging
Station and Workplace Charging Station Loan
Programs (Vermont Economic Development
Authority), Charging and Fueling Infrastructure
Discretionary Grant Program (Federal Highway
Administration)
Estimated Costs (1 [Low] to 5 [High]):1 2
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): Less than 8
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]):2 4
CO-BENEFITS:
• Economic Value
• Living Affordability
• Mobility/Accessibility Enhancement
• Public Health
KEY IMPLEMENTATION STEPS
Step 1: Determine Gaps in the Local EV Charging Network
A. Engage CCRPC and/or a Consultant to map the existing, publicly-accessible EV charging network
(by location, level of charging, and ownership) within and proximate to the City’s boundaries.
B. Quantify the required number of publicly-available EVSE of various types by City geographies
(e.g., blocks, neighborhoods). This should be based on the number of expected EVs (i.e.,
75 percent of registered vehicles by 2030), where those EVs are expected to charge (i.e., home,
workplace, or public), how much energy will be required, and average length of charging
sessions.
C. Determine the City geographies where there are gaps in the charging network. These
geographies are likely to coincide with the locations of multi-family housing developments.
Step 2: Identify and Develop Sites for Public EVSE Deployment
A. Within areas with identified gaps in the EV charging network, conduct a geospatial assessment
to determine optimal, publicly-owned properties for new EVSE deployments. Work with GMP
and DEV to develop the evaluation criteria to be used in this analysis. Suggestions for these
criteria include:
I. Level II Charging Stations
i. Sites with high visibility (e.g., near major collector roads and trip generators).
ii. Sites affording low difficulty, cost-effective connections to the electrical grid.
iii. Existing or planned parking facilities that are or will be in high-use.
iv. Sites that have nearby amenities, such as cafés and other retail locations.
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
II. Level III (DC fast charge) Stations
i. Sites within 1 travel mile of a major highway (i.e., I-89) exit or intersection.
ii. Sites that are publicly accessible 24 hours per day, 7 days per week.
iii. Sites near long-range destinations (e.g., hospital facilities, the Patrick Leahy
Burlington International Airport).
iv. Sites that are capable of providing power to the charging station(s) (i.e.,
480 volt, 3-Phase AC-input) and can accommodate their size.
B. Conduct a fatal flaw analysis on the identified sites that could preclude them from EVSE
installations. For example, land use and/or environmental constraints.
C. For sites that pass the fatal flaw analysis, coordinate with GMP to confirm previous assumptions
regarding connections to the electrical grid and assess local infrastructure capacity. Determine
whether infrastructure upgrades are necessary and advantageous.
D. For publicly-owned priority sites, begin a solicitation process to install the EVSE. For privately-
owned priority sites, coordinate with property owners, landlords, and/or tenants and provide
necessary guidance and informational resources to support EVSE installations; explore public-
private partnerships in the process.
Step 3: Build Financial Incentive Programming and Awareness/Education
A. In association with GMP, explore developing new or enhancing existing incentive programming
for EVSE installations, particularly as new funding sources are made available at the federal and
state levels.
B. Investigate City-sourced incentives for EVSE installations (e.g., preferential tax rates) and/or
charging station use (e.g., free charging sessions).
C. Centralize and share information on existing and new incentive programs that offset the cost of
EVSE installations, such as Vermont Community EV Chargers
(https://www.vermontevchargers.com/).
D. Conduct education events within the community, in partnership with GMP and others (as
appropriate), to build awareness and understanding of the available incentives, as well as EVSE
more broadly.
E. Target new incentive programming and education events in areas where there are gaps in the
EV charging network, particularly in areas with disadvantaged populations, where there is high
multi-family development density, and emerging commercial centers.
Step 4: Develop Charging Guidance
A. As necessary, work with GMP and Drive Electric Vermont to update the “Electric Vehicle
Charging Station Guidebook” to provide the public with guidance, information, and resources on
EVSE and EVSE installations. Include in the aforementioned centralized website and education
events.
4
OPPORTUNITIES FOR INNOVATION:
• Networked charging stations are capable of robust data collection, e.g., frequency of use, which
could assist the City in understanding when and how often their EVSE is utilized as well as to
quickly identify and troubleshoot maintenance issues. However, these are more expensive to
own and maintain than non-networked charging stations.
• Integrated load management software enables power output/charging speed reductions during
times when the regional electrical grid is stressed. Such software could be applied to minimize
the need for upstream electrical infrastructure and help avoid peak demand charges (applicable
to EVSE tied to a meter with a commercial rate).
• Vehicle-to-grid (V2G) or other V2X bidirectional charging technologies could allow EVs to send
power back to the grid during times of peak power demand.
• Couple EV charging stations with solar panels/canopies and battery storage capabilities for
backup power purposes.
• Curbside charging options, particularly where there are power lines and adequate sidewalk
widths, could support more ubiquitous EVSE availability as well as save money by retrofitting
existing infrastructure (i.e., lamp post) compared to standalone stations.
• Along with EVs, electric bikes (e-bikes) are growing in popularity. E-bikes provide another, more
convenient way to travel longer distances than are readily accessible by walking, especially for
persons with mobility limitations. Incorporation of charging infrastructure for e-bikes at planned
EV charging hubs can support the growth of this zero or low emission mode type, particularly
when they are located along or near bike paths.
FOCUS ON EQUITY
• Lower-income households and households within multi-family housing developments are more
likely to be reliant on publicly accessible charging stations or may not have the ability install
their own charging compared to wealthier, single-family households. The installation of EVSE
that is publicly-accessible or at existing multi-family housing developments should therefore be
prioritized.
• Lower-income EV drivers may be adversely and disproportionately impacted by the cost of
charging, particularly at DC fast chargers, and any future state-mandated road usage fees (i.e.,
mileage-based fees instead of the gas tax). The City should explore policies with GMP and the
Department of Motor Vehicles and/or subsidies that make charging more affordable for these
drivers.
• Robust usage of EV charging stations will depend, in part, on the availability of standardized,
multi-language signage and education.
5
• The deployment of EVSE on publicly owned locations should consider that more affordable,
used EVs may have less prevalent connector types (e.g., CHAdeMO) and slower fast charging
capabilities.
IMPLEMENTATION CONSIDERATIONS
Ownership Options
In developing the public solicitations under Step 2.D, consider the City’s preferred ownership model. In
other words, does the City want to own the EVSE or have third-parties own the systems enabled via
lease. Factors to consider include maintenance responsibilities, revenue sharing, and data sharing.
Site Considerations
For stations at publicly-owned locations, the City should ensure that there is signage and pavement
markings that adequately guide and inform EV drivers to charging stations, particularly from major
highways. Further, the City should take into consideration site safety and evolving ADA requirements
pertaining to EV-dedicated spaces.
Charging Standards
New charging stations should consider the various connectors available, including CHAdeMO, J1772, CCS
Type 1, and Tesla/NACS. Further, the U.S. DOT recently released National Electric Vehicle Infrastructure
Standards and Requirements applicable to EV charging stations supported by federal funds. Consider
emerging standards, such as the megawatt charging system (MCS).
Community Education
The deployment of new EVSE at publicly-owned locations should be accompanied by an education
campaign to bring awareness to the availability of the new infrastructure and inform potential EV drivers
on their use.
ADA Compliance
Current ADA guidance points to the need for accessible EV charging spaces, but notes that they cannot
count toward required ADA spaces. The City should track evolving regulations, as well as consider
recommending charging stations be installed at planned ADA spaces as well as making EV charging
spaces ADA-compliant but not exclusive.
CASE STUDIES:
IMPLEMENTATION PROCEDURE
6
City of Albany, NY – Undertook an assessment to make the city “EV Ready.” This included policy
recommendations and a feasibility study that identified priority sites for publicly-accessible Level 2 and
Level 3 EVSE.
City of Orlando, FL and City of Atlanta, GA – Developed guidebooks on “EV Readiness” that provide
locally-relevant information on EVSE deployment (e.g., installation best practices, incentives,
regulations, etc.)
Chelan, WA and City of Atlanta, GA – Removed barriers to EV adoption within the city codes.
Quincy, WA – Provides density bonuses for the installation of EVSE.
Seattle, Washington – The City and Seattle City Light initiated a pilot program for curbside EV charging,
including pole-mounted stations.
Oregon – Conducted a Transportation Electrification Infrastructure Needs Analysis that recognized
charging equipment for e-bikes represents a key contributor to achieving the state’s greenhouse gas
emissions reduction goals under the transportation sector.
EQUITY APPROACH
Seattle, Washington - Explores removing barriers to EV adoption by increasing access to charging
infrastructure.
OTHER RESOURCES:
Siting Electric Vehicle Supply Equipment (EVSE) with Equity in Mind - ACEEE
Electric Vehicle Charging Station Guidebook – Drive Electric Vermont
Charging Installation Guide – Drive Electric Vermont
Design Recommendations for Accessible Electric Vehicle Charging Stations – U.S. Access Board
State of Vermont National Electric Vehicle Infrastructure Plan
National Electric Vehicle Infrastructure Standards and Requirements – U.S. DOT
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked about personal impacts related to transitioning to EVs, charging and cost were concerns widely
expressed.
From the Senior Center Focus Group: “EV charging stations need to have the same convenience factor as
current gas stations.”
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%
TITLE:
MICROTRANSIT OPPORTUNITIES
ACTION T.2.3:
Research the applicability for microtransit programs in South Burlington.
PLANNED ACHIEVEMENTS:
Microtransit Pilot Projects
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: Green Mountain Transit (GMT), Chittenden County Regional Planning
Commission (CCRPC)
IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years)
RELEVANT CAP ACTIONS:
T.2.7, T.2.8, T.2.10, T.2.13, T.2.14, T.2.16, T.2.19, GO.3.1
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: Unified Planning Work Program (CCRPC),
Municipal Planning Grant Program (Agency of
Commerce and Community Development),
Mobility and Transportation Innovations Grant
Program (Vermont Agency of Transportation)
Estimated Costs (1 [Low] to 5 [High]):1 4
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): Less than 8
External Technical Support Required: Yes
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
Implementation Complexity (1 [Easy] to 5 [Hard]):2 3
CO-BENEFITS:
• Energy Conservation and Efficiency
• Economic Value
• Living Affordability
• Equality, Equity, and Justice
• Public Health
• Mobility/Accessibility Enhancement
KEY DEFINITION:
• Microtransit – Form of shared transportation that provides on-demand, flexible transit services
operating within a defined area and typically using vans or minibuses. These services are often
tech-enabled.
KEY IMPLEMENTATION STEPS:
Step 1: Support GMT in its development of the Chittenden County Microtransit Feasibility Study, and in
the process, advocate for microtransit services within the City and connecting South Burlington to other
core Chittenden County communities.
A. Participate in GMT’s planning process by serving as a key stakeholder with continuous input
opportunities, particularly related to the identification of service areas, service populations
(special and general), and the identification and evaluation of pilot projects. The evaluation of
pilot projects should include a focus on quantifying VMT reduction benefits and serving
historically disadvantaged communities.
B. Concurrent with Step 1.A, in coordination with GMT, conduct public outreach targeting the City’s
stakeholders (e.g., residents, property owners, businesses, employees) to understand their needs
(e.g., service areas) and barriers to understand where pilot projects or future service(s) should be
targeted.
Step 2: Work with this action’s implementation partners in preparing grant applications to secure funds
to support prioritized pilot project(s) within the City.
A. GMT will need to determine whether they will operate the service or seek a vendor to provide
the service.
Step 3: Once funding is secured, support the implementation and monitoring of the pilot project(s).
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
OPPORTUNITIES FOR INNOVATION:
• There may be opportunities to streamline or replace fixed route service with microtransit,
potentially reducing transit costs.
• Costs can be reduced by implementing a volunteer-based microtransit system. However,
organizational needs and oversight of this system could be challenging. In addition, reliance on
volunteer availability and unpaid labor for this vital resource could challenge reliability of
service.
• Vendors continue to update their dispatching and user software to improve matching,
information, dispatch, and overall experience. A request for proposals (RFP) should require
vendors to emphasize the user and operator benefits of their software package and how these
improve workflow, user experience, and save time and/or money.
• There are opportunities to use transportation network companies (TNCs), such as Uber and Lyft,
to provide supplemental service, either to reduce crowding at peaks or to replace service in low-
demand hours.
• Right-sizing vehicles based on demand can help to deploy vehicle equipment that does not
require a Commercial Driver’s License (CDL) to operate, expanding opportunities for drivers
without a CDL to operate vans or smaller buses.
• Zero-emission vehicles are available and should be considered for new service as there are
grants to assist with their purchase. This would minimize the carbon impact of new/expanded
services.
o Vehicle-to-grid (V2G) charging stations could enable electric microtransit fleets to send
power back to the regional grid during times of peak power demand.
FOCUS ON EQUITY:
• Microtransit has the potential to reach a wider range of riders and destinations by providing
service to moderate or low-density areas, allowing more equitable access to jobs and services.
• When implementing microtransit, it is important that service planning consider overall quality of
service for all populations, considering elements such as service span, transfers, response time,
coverage, and accessibility that could change if replacing fixed route service with microtransit.
• Many microtransit implementations require payment via an app or, occasionally, over the
phone, via credit card to eliminate cash transactions. This can disproportionately affect low-
income populations who are less likely to have a credit card or seniors who may be unfamiliar
with or more hesitant to use the technology. Best practice includes the microtransit fares
matching the fixed-route fare policy, including the use of multi-ride passes and fare media.
• Education and the availability of resource materials on new microtransit services will be
important, particularly for senior populations and non-English speakers. A lack of understanding
the new services will be a barrier to ridership.
4
• Public engagements conducted in the development of the Chittenden County Microtransit
Feasibility Study should include focus groups representing disadvantaged populations and follow
the City’s upcoming “equity in planning” outreach toolkit.
• In pursuing micro-transit, the City should also be mindful dilute successful fixed-route transit
services.
IMPLEMENTATION CONSIDERATIONS:
• Vehicles, software, drivers, and related support facilities will need to be procured by GMT
and/or a vendor.
o A shortage of drivers may be a prevalent issue. However, depending on the vehicle size
and number of passengers, microtransit drivers often do not need a CDL, which opens
up labor opportunities. Regardless, the City could play a role in driver recruitment and
retention.
• Microtransit works best when coupled with an app on a smart phone but can also work via
phone by offering call-in reservations. Consider smart phone ownership and access to phones
when planning service and costs.
• Service area and average wait times are inversely related to the number of vehicles serving the
area. It will be important to work closely with the service planners to align the areas at the
outset of service so as not to result in excessive wait times while balancing vehicle productivity
and providing a response time that is similar to area fixed-route headways. Flexibility early in
implementation is important as service demand can be hard to predict when implementing a
new service.
• Many of the companies who evaluate microtransit feasibility are also vendors who provide
turnkey operations. This gives them a very strong understanding of the cost and operations
model, but may predispose them to recommend microtransit.
• GMT currently operates a range of vehicle types, including cutaway buses, vans, and minivans.
Its smaller fleet vehicles may be well suited to microtransit services, though such services may
require a fleet expansion and additional maintenance investments. Alternatively, these services
could be vendor contracted.
• Special Services Transportation Agency (SSTA), Senior Van Services, and Age Well may be
potential partners; however, their ability to participate may be constrained due to capacities
and limitations on how they can expend their funding sources.
• Battery electric vehicles are available for suitable vehicle types, but few manufacturers may
offer an appropriate vehicle/chassis. Additionally, range must be carefully considered when
designing the service if an EV is planned to ensure appropriate charging time and battery
buffers given winter reductions in range. Procurement lead times may be longer for EVs than
for traditional vehicles.
5
o Note that GMT’s Transit Asset Management Plan details replacement plans that
transition its fleet to electric alternatives.
CASE STUDIES:
FEASIBILITY STUDIES
• Montpelier, Vermont – Completed an evaluation of microtransit to replace the existing fixed
route service. The microtransit service began January 2021 and is operated by GMT and
marketed as “MyRide”.
• Williston, Vermont – Completed a feasibility study for a microtransit service to provide on-
demand transportation that complements current public transit options.
• Tri-Town Area (Jericho, Underhill, Cambridge), Vermont – Conducted a study to develop a
comprehensive “alternative” transportation system for their residents.
• Southwest Regional Planning Commission, New Hampshire – Recently completed a
comprehensive study of the suitability of microtransit including an in-depth look at operating
models and vehicles.
IMPLEMENTATION & EVALUATIONS
• Wilson, North Carolina – The FTA recently released an evaluation of the city’s transition to
microtransit. The system has won several awards and the report offers several lessons-learned
and recommendations when implementing microtransit in small cities and rural areas.
• Montgomery County, Maryland – The county implemented a microtransit pilot in a medium
density suburb aimed at replacing traditional fixed-route service. The evaluation provides a
comprehensive analysis of a wide range of customer satisfaction and cost-effectiveness metrics.
• Bay Transit Express/Met Go, Virginia – The Virginia Department of Rail and Public Transportation
recently released a comprehensive review of two grant funded pilots for small city/rural
microtransit. The report includes lessons-learned as well as a rural microtransit suitability
checklist and implementation toolkit.
• Porterville, CA – The city has contracted with Uber to allow microtransit appear as an option in
the Uber app, though riders can book over the phone and pay cash on-board. Those using the
app without a credit card can add funds at any CVS. The fleet consists of 12 all-electric,
wheelchair accessible vans.
OTHER RESOURCES:
• Microtransit Definitions, Trends, and Application - CALSTART
• 2022-2026 Transit Asset Management Plan - GMT
6
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked about bus and SSTA operational factors, operating schedules, route options, access to bus stops,
and convenience were rated the most important.
From the Senior Center Focus Group: “[We] need more flexibility in SSTA services, e.g., last minute or
emergency use cases.”
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%.
TITLE:
HIGHER DENSITY MIXED-USE DEVELOPMENT
ACTION T.2.8:
Prioritize higher density, mixed use development and affordable housing through the land development
regulations in areas with existing or planned reliable transit options, services, and infrastructure
(including bike/ped) within the transit overlay district.
PLANNED ACHIEVEMENT(S):
Amended Land Development Regulations
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington City Council,
Development Community
IMPLEMENTATION TIMELINE: 2024 to 2026 (3 Years)
RELEVANT CAP ACTIONS:
T2.3, T.2.4, T.2.6, T.2.7, T.2.9, T.2.10, T.2.11, T.2.12, T.2.17, T.2.18, GO.3.1
FUNDING:
Operating or Capital Budget Requirements: Operating
External Funding Sources: Agency of Commerce and Community
Development – Municipal Planning Grant
Program
Estimated Costs (1 [Low] to 5 [High]):1 2
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): N/A
External Technical Support Required: Yes
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
Implementation Complexity (1 [Easy] to 5 [Hard]):2 4
CO-BENEFITS:
• Natural Resource Protection and Enhancement
• Energy Conservation and Efficiency
• Economic Value
• Living Affordability
• Equality, Equity, and Justice
• Mobility/Accessibility Enhancement
KEY IMPLEMENTATION STEPS
Note: This implementation plan recognizes that encouraging thoughtful higher-density development in
the City has been an ongoing effort of the community for several decades and will continue into the
future. The following steps and considerations below provide recommendations for the next stage of this
work and discourse.
Step 1: Foster Higher Residential Development Density
A. Within the boundaries of the transit overlay (TO) district or similar priority areas, map: (a)
existing residential densities (i.e., housing units per acre) and (b) existing and planned public
transit and bicycle/pedestrian infrastructure and associated levels of service (transit) and stress
(bicycle/pedestrian).
B. Reference available resources and case studies to determine appropriate increases to existing
minimum residential development densities – at least 15 units per acre. Measure these
increases against the outputs of Step 1.A.
C. Explore the various ways that higher density development can physically take shape and
evaluate how these various options can contribute to, and whether they are appropriate for, the
TO district or relevant priority area.
D. Review the Land Development Regulations (LDRs) to determine how they currently either
support or inhibit the desired level(s) of residential density. For example, leverage the LDRs to
require a variety of unit sizes and live-work units.
E. Draft LDR amendments to require the type(s) of development that are deficient within and
appropriate for the TO district, as well as to address the opportunities and/or inhibitors
identified under Step 1.D.
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
Step 2: Incentivize Mixed-Use Developments
A. Review the LDRs to determine how they either support or inhibit mixed-use development in the
TO district. For example, leverage the LDRs to further incentivize infill development, require
active use of street frontages, and right-size parking requirements.
B. Draft LDR amendments that incentivize mixed-use walkable zoning (i.e., a mix of uses within a
single building and across neighboring parcels), addressing the opportunities and/or inhibitors
identified under Step 2.A. For example, establishing pedestrian focused overlay zones, limiting
driveway access points, and providing greater allowances for light industrial uses (e.g., small
scale manufacturing/construction shops).
Step 3: Address Neighborhood Completeness
A. Within the boundaries of the City’s Transit Overlay (TO) district, study neighborhood
completeness. In other words, geographically map key amenities and services (e.g., schools,
open spaces, grocery stores, coffee shops, etc.) and calculate their surrounding walkable and
bikeable areas (i.e., areas accessible within 15 minutes by walking and/or biking). Consider non-
use factors, such as streetscape quality.
B. Using the results of the neighborhood completeness study, identify the amenities and services
that are missing or otherwise deficient within the district.
C. Review the Land Development Regulations (LDRs) to determine how they either support or
inhibit complete neighborhood development.
D. Draft LDR amendments that incentivize or require the types of development that are deficient
within the TO district, as well as to address the opportunities and/or inhibitors identified under
Step 3.C.
E. Concurrent with Step 3.D, explore non-regulatory actions that support neighborhood
completeness, such as business recruitment and the provision of tax incentives.
OPPORTUNITIES FOR INNOVATION:
• Review the LDRs to identify opportunities and remove barriers in zoning processes that could
delay development timelines, increase their costs, or prevent them entirely. For example, it may
be worth reviewing the City’s height standards, as compared to density targets and preferred
physical forms.
• In amending the LDRs, incentivize or require diverse housing types focused on the “missing
middle” (i.e., housing types in scales between single-family homes and multi-family buildings
with 20 or more dwelling units).
• The City should take a proactive approach and give project developers the expectation that they
should build their projects around the core idea that people using their properties will want to
reach destinations on foot or on wheels, and that supporting infrastructure should be provided
4
that is accessible by all ages and abilities. Such project design should also consider ideas around
enabling greater outdoor activity during all seasons.
• Regulatory tools can and should be paired with non-regulatory implementation, such as public-
private partnerships for affordable housing and businesses development, acquisition and
development of public amenities such as parks, recreation / cultural facilities, and state &
federal programs to support private sector investment
FOCUS ON EQUITY
• Attempts to increase housing supply should consider affordability. The City can review and
revise its inclusionary zoning provisions, as necessary. Further, ensuring a variety of housing
types and sizes also supports housing affordability, as does connecting developers with available
incentives.
• The costs of living in new and existing housing developments can be further offset by educating
residents on available income-based incentives, for example, energy efficiency services.
• Ensure that all EVSE are handicap accessible.
IMPLEMENTATION CONSIDERATIONS
Public Service and Infrastructure Capacities
Increases in residential densities and mixed-use development should consider existing capacities of
municipal services and infrastructure. The City should integrate plans to invest in such resources, as
needed, into the development of future Capital Improvement Plans that align with the LDR amendments
associated with this action.
Impact Mitigation
Increased development intensities have the potential for adverse impacts, such as those affecting
pedestrian safety. These impacts may differ by the target audience of individual developments, for
example, higher income households are likely to have one or more automobile. The City should review
new developments and require appropriate mitigation of the developers (e.g., transportation demand
management measures), as applicable – ensuring that there is a demonstrated connection between the
development impacts and the nature of the mitigation being required. Further, the City should consider
its own mitigation, for example, supplementing active transportation infrastructure.
Neighborhood and Developer Community Engagement
The City should engage the existing property owners, residents, and employers within the TO district, as
well as the Vermont development community, early in the preparation of new LDRs. The City’s
observations and intentions should be clearly explained so that all stakeholders have a common
5
understanding of terms and concepts. Feedback should be integrated, where feasible, or otherwise
provided with an explanation of dismissal.
Relatedly, as noted above, dense residential development can take many forms, from multiplexes, to
mid-rise or high-rise apartment buildings – standalone or in combination with other land uses. In
conjunction with Step 1.C., the City could consider engaging stakeholders in a visual preference exercise
to get feedback on physical design alternatives to inform the LDR amendments.
With respect to neighborhood completeness, it will be important to work with the business community
to help identify what makes people start the types of businesses that are lacking within the TO district,
who typically starts them, what are capital requirements, and what population numbers and
demographics are required to make them work.
CASE STUDIES:
IMPLEMENTATION PROCEDURE
Portland, Maine – Undertook the Complete Neighborhoods Program, which mapped areas of the city
that are underserved as determined by walking distances to select amenities and services.
Cambridge, MA – Requires certain infill developers to prepare an Infill Development Concept Plan that,
among other requirements, must include a Retail Plan demonstrating how the development will
enhance the existing retail environment, including through the provision of target uses (e.g., grocery
stores, pharmacies).
San Francisco, California – Implemented ground floor standards that limit pedestrian interactivity with
street frontages.
Seattle, Washington - Allows for smaller, more compact dwelling unit types in its Municipal Code.
TARGET SETTING
Metropolitan Council – Establishes target residential densities for shared rights-of-way, local bus routes
on a high frequency network at 15 to 60+ dwelling units per acre.
CRCOG – Found sharp increases in public transit ridership as average residential densities approach
30 units per acre.
Massachusetts Executive Office of Housing and Economic Development – The Multi-Family Zoning
Requirement for MBTA Communities requires a minimum gross density of 15 units per acre within a
half-mile of a commuter rail station, subway station, ferry terminal or bus station.
6
EQUITY APPROACH
Harnessing Upzones as a Redistributive Policy Tool - Explores alternative land use policies to ensure
equitable housing.
OTHER RESOURCES:
RSG and VHB. (2022). VMT & Land Use: Literature Review. Vermont Agency of Transportation.
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked about factors that could influence respondents to consider living in a mixed-use, high-density
neighborhood, stated top factors included increased housing affordability, more opportunities for
walking and biking, greater accessibility to green space, amenities, and other services.
From the Senior Center Focus Group: “I would like to see...a community corner store that [offers a]
variety of the stuff that you want and have that corner store close by.”
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%.
TITLE:
PARKING MANAGEMENT
ACTION T.2.11:
Develop parking maximums.
PLANNED ACHIEVEMENT(S):
Amended Land Development Regulations, Parking Maximum Formulas, and Parking Fee Structure
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning
IMPLEMENTATION PARTNERS: South Burlington Planning Commission, South Burlington Development
Review Board, South Burlington City Council, Chittenden County Regional Planning Commission (CCRPC),
Development Community
IMPLEMENTATION TIMELINE: 2025 to 2027 (3 Years)
RELEVANT CAP ACTIONS:
T.1.2, T.2.3, T.2.4, T.2.6, T.2.7, T.2.8, T.2.9, T.2.12, T.2.13, T.2.16, T.2.17, T.2.18, GO.3.1
FUNDING:
Operating or Capital Budget Requirements: Operating
External Funding Sources: CCRPC – Unified Planning Work Program
(UPWP); Agency of Commerce and Community
Development – Municipal Planning Grant
Program
Estimated Costs (1 [Low] to 5 [High]):1 1
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): N/A
External Technical Support Required: Yes
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
Implementation Complexity (1 [Easy] to 5 [Hard]):2 3
CO-BENEFITS:
• Economic Value
• Living Affordability
• Public Health
KEY IMPLEMENTATION STEPS
Step 1: Engage in a Parking and Transportation Management Study
A. Identify overlay or zoning districts that would benefit from parking maximums, parking fees, or
other requirements. Leverage the study already conducted for City Center.3
B. Ascertain existing parking conditions (public and private) within each district. This should include
parking occupancy, turnover, uses, regulations, etc.
C. Develop goals and/or recommendations for parking requirements based on district context. This
could include context appropriate parking maximums for new development based on use
categories or formulas, potential parking caps for a district to encourage shared parking based
on adjacent uses, paid on-street or public lot parking, or other mechanisms.
Step 2: Develop Appropriate Parking Maximums
A. Develop appropriate parking maximum formulas or tables as a function of current and
anticipated land uses. This can include leveraging results from the parking study to inform
demonstrated oversupply associated with current uses and/or reviewing best practices to
inform formulas or use categories.
B. Adjust parking maximum formulas or tables to generate context appropriate regulations for new
development within different districts that help to meet goals and/or recommendations.
Step 3: Develop Parking Management District and Fee Structure, as appropriate
A. Identify parking management district(s), if appropriate, for implementing parking fee structure
for paid public on-street or public lot parking. Leverage recommendations from City Center
study.
B. Develop parking fee structure appropriate for the current and anticipated occupancy and
turnover based on the parking and transportation management study results.
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3 South Burlington, VT (ccrpcvt.org)
3
Step 4: Amend Land Development Regulation and Parking Ordinance
A. Draft Land Development Regulation (LDR) amendments for City Council’s approval that reflect
recommendations from the parking and transportation management study, including parking
districts and parking maximum requirements.
B. If appropriate, draft LDR amendments to establish parking management district(s) and parking
fee structure. Amend parking ordinance as needed to reflect parking management district, fee
structures, and enforcement.
OPPORTUNITIES FOR INNOVATION:
• Consider requiring and/or incentivizing shared parking arrangements to maximize parking
efficiency.
• The City could prioritize types of parking, for instance, by favoring bike parking, followed by
electric vehicle (EV) parking, high occupancy vehicles/carpool, carshare vehicles, and then all
others.
• With respect to EVs, incentivize parking spaces with charging infrastructure in coordination with
parking maximums and fee structures, which may entail waivers, TDM incentives, or other
mechanisms to align with EV charging goals (refer to CAP Actions T.1.1, T.1.2, and T.1.3).
• Engagement with existing property owners, businesses, employers, and the development
community should occur early in the implementation process, starting with the parking study
and through the process of preparing LDR amendments for parking maximums and/or new
ordinances for parking fee structures.
FOCUS ON EQUITY
• Limiting new parking enables development of more housing units, contributing to affordability
and availability of needed housing.
• Excessive use of space attributed to parking can be better allocated to more equitable land uses
including needed housing units, other modes of transportation, and open space.
• Public parking fees shift the cost of parking to the driver, making it more equitable for non-
drivers and users of other modes.
• For parking infractions, consider implementing sliding scale fines based on income.
IMPLEMENTATION CONSIDERATIONS
Parking Minimums
The City has already removed parking minimums in recognition of the costs (monetary and otherwise)
associated with an oversupply of parking. A shift to parking maximums enables improved, context-
sensitive management of land dedicated to parking.
4
Transit Overlay
Consider using the Transit Overlay districts as a guide to the parking and transportation management
study development.
Context Sensitive Parking Management
Consider adjustments to parking maximums within certain districts to align with goals and
recommendations of the parking study. These adjustments should consider the impacts of spill-over
parking, such as the presence or absence of public parking, its characteristics, etc.
Public Parking Management
In considering the impacts of maximum parking on adjacent areas, the City should examine the need for
management of nearby public parking in residential areas.
CASE STUDIES:
Burlington, VT – Identified the need to revise parking as part of a policy reform goal to generate more
affordable housing and meet net zero goals with improved transportation options. The updated policies
are embedded in the Comprehensive Development Ordinance.
Denver, CO – Details maximum parking requirements for the Downtown Neighborhood Context in its
zoning code. Additionally, a process to request excess parking beyond the maximum is detailed in the
Denver Municipal Code under the Landmark Preservation chapter.
Portland, OR – Details parking maximum requirements by zone in City Code Chapter 33.266 “to promote
alternative forms of transportation, to promote efficient use of land and to protect air and water
quality.”
Hartford, CT - Eradicated parking minimums and the City’s Zoning Regulations identify maximum
parking requirements based on use.
Charlotte, NC – Amended its zoning ordinance to establish minimum and maximum allowable parking
based on use only within Transit Oriented Development Districts.
Vancouver, BC, CA – Enacted a parking by-law that identifies parking maximums and implements a total
parking capacity in downtown.
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles travel by 2.5% annually to reduce emissions by 19%.
TITLE:
WALK BIKE PLAN
ACTION T.2.12:
Create a walk/bike master plan, recommend investments in retrofits of infrastructure, including
widening or narrowing where needed and consideration of making bike/pedestrian infrastructure safer.
LEAD RESPONSIBLE CITY ORGANIZATION:
Planning & Zoning, Public Works, South Burlington Bicycle and Pedestrian Committee (SBBPC)
IMPLEMENTATION PARTNERS:
Chittenden County Regional Planning Commission (CCPRC), Vermont Agency of Transportation (VTrans),
Local Motion, Neighborhood and Business Associations, Major Employers, Blue “Bird” Bikeshare
IMPLEMENTATION TIMELINE: 2023 to 2030 (8 Years)
PLANNED ACHIEVEMENTS:
Walk Bike Master Plan; Prioritized Projects and Programs Included in Capital Improvement Plan;
Established Progress Monitoring Approach
RELEVANT CAP ACTIONS:
T.2.1, T.2.3, T.2.4, T.2.5, T.2.6, T.2.7, T.2.8, T.2.9, T.2.11, T.2.13, T.2.15, T.2.17, T.2.18, GO.3.1
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: CCRPC – Unified Planning Work Program
(UPWP); VTrans – Transportation Alternatives
Program; VTrans – Bicycle and Pedestrian
Program; ANR – American Rescue Plan Act
(ARPA); U.S. DOT – Safe Streets and Roads for All
(SS4A) Grant Program; Penny for Paths (South
Burlington); Traffic Impact Fees
Estimated Costs (1 [Low] to 5 [High]):1 5
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Upfront Level of Effort (Hours/Week): 32 to 60
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]):2 3
CO-BENEFITS:
• Economic Value
• Energy Conservation and Efficiency
• Equality, Equity, and Justice
• Living Affordability
• Mobility/Accessibility Enhancement
• Public Health
• Public Safety
KEY IMPLEMENTATION STEPS:
Step 1a: Engage in the Plan Development Process.
A. Procure a consultant to provide technical and outreach assistance in plan development.
B. Inventory and map the existing pedestrian and bicycle networks (e.g., sidewalks, roadways, and
dedicated pathways), along with existing and future land use patterns. Review existing data on
pedestrian and bike infrastructure (including the Bird “Blue” Bikeshare and Local Motion’s bike
lending library), transit routes and stops, crash data, destinations and desire lines, amenities
(including benches and bike parking), level of traffic stress (LTS), user trends and patterns, etc.
Enhance or supplement these data, as needed.
C. Conduct a gap analysis to identify project alternatives informed by existing conditions and
community input (see Step 1b).
I. This analysis should have a specific focus on areas with historically disadvantaged and
underserved populations, such as low-income households, communities of color,
seniors, and households with limited access to vehicles, etc.
II. This analysis should also prioritize the creation of Level of Traffic Stress (LTS) 1 facilities
(i.e., all ages and abilities).
D. Develop plan goals and evaluation criteria. Rank proposed project alternatives based on
evaluation criteria.
E. Develop recommended projects to address needs, including network and design treatments.
F. Develop recommended management, maintenance, operations, and programming to support
walking and biking in alignment with shared vision and goals.
G. Prioritize projects and develop implementation plan with timeline, lead agency, conceptual cost,
and funding opportunities.
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
H. Develop plan documentation and present it for endorsement by the Bicycle and Pedestrian
Committee and City Council.
Step 1b: Concurrent with Step 1a, Obtain and Incorporate Public Feedback.
A. Engage with the public and other stakeholders to craft and refine:
I. A shared vision, needs, opportunities, and high-level priorities
II. Needs, goals, evaluation criteria, and potential rankings
III. Projects, programs, prioritization, and implementation
Step 2: Program Projects and Secure Funding.
A. Develop targets for capital improvement and maintenance activities for walking and biking
infrastructure that align with Walk Bike Plan goals and recommendations.
B. Program projects through the capital improvement program process.
C. Develop grant proposals for projects based on plan-identified funding opportunities.
Step 3: Implementation & Monitoring.
A. In partnership with SBBPC, once funding is secured, procure consultant for design on a project-
by-project or bundled project basis.
B. Upon final design, develop bid materials to procure contractor for construction.
C. Coordinate with the Bicycle and Pedestrian Committee to track progress and milestones on the
plan implementation on an annual basis.
OPPORTUNITES FOR INNOVATION:
• Consider quick build projects, where street space is realigned or reassigned with painting or
object installations.
• In coordination with T.2.16 (Invest in Public Transit), integrate bike infrastructure into a central
transit center/mobility hub within the City’s transit overlay district or distributed amongst
several mini hubs to be located across the City, as applicable.
• Consider digital community input maps as one outreach tool to enable community members to
identify issues and opportunities for walking, wheeling, and biking.
• Consider digital maps and GIS for tracking walking/wheeling/biking assets, including
management, maintenance, projects, and plan progress. These tools can be used internally for
management and externally for process transparency and public information purposes.
• Consider installing permanent data collection devices in new infrastructure to enable ongoing
utilization tracking to help inform future decisions.
• Emerging technologies in electric bikes and broadening market of different types of bikes (e.g.,
cargo bikes) are rapidly expanding the feasibility of biking for different trip purposes, along
routes with more challenging topographies, and longer trip lengths. This evolving bicycle
marketplace and its influence on trip trends and safety should be considered in the evaluation of
future networks and in defining and prioritizing projects.
• The acceleration of e-bike adoption can be supported through the provision of
strategically placed charging infrastructure (e.g., along the bicycle networks and near
amenities, such as ”fix-it” stations and areas with shelters) and incentive programming
(e.g., free cargo baskets for persons making e-bike deliveries). Relatedly, the City should
consider expanding its partnership with the Bird “Blue” Bikeshare.
FOCUS ON EQUITY:
• Accessibility for all should be at the forefront of plan development and subsequent construction
of bike/ped infrastructure. For example, the LTS analysis should be related to LTS network
expectations (recommended LTS 1 – all ages and abilities). Further, use inclusive language like
"wheeling" or "rolling" with every mention of walking in the plan.
• Ensure that the Walk Bike Plan adheres to the recently issued federal guidelines3 regarding
pedestrian accessibility in public rights of way, including crosswalks, sidewalks, and shared use
paths.
• Investments in walking, wheeling, and biking serve to provide transportation options more
equitably to the community, particularly for the non-driving population.
• Priority for first and last mile connections should be given to transit users, who are often
persons from historically disadvantaged communities.
• Engagement through the plan development, project prioritization, and implementation should
seek to reach overburdened and underserved communities to address barriers and gaps unique
to their experience.
• Ensure walking/biking infrastructure is well connected to transit stops and other modal options,
and with adequate bike parking.
• Robust usage of the local pedestrian and bicycle network will depend, in part, on the availability
of standardized wayfinding and multi-language signage and education.
IMPLEMENTATION CONSIDERATIONS:
• Pair with the implementation of CAP Actions T.2.8 (Higher Density Mixed Use Development),
T.2.11 (Parking Maximum), T.2.13 (CATMA Membership), and T.2.18 (Lane Reduction).
• Funding is programmed for the Walk Bike Plan development in the CCRPC UPWP for FY 2024.
• SBBPC has an existing prioritized list of needs that should be considered for incorporation into
the Walk Bike Plan.
• Ensure that maintenance is considered as part of project designs, with the end purpose of
creating a four-season network. Ensuring user safety (e.g., via path lighting) should also be a
condition of satisfaction for project delivery.
• The Walk Bike Plan should recommend, reinforce or is otherwise synergistic with
complementary land use goals (e.g., higher density developments that are close together) and
other community goals (e.g., transportation demand management).
3 New Accessibility Guidelines for Public Rights-of-Way | Vermont League of Cities and Towns (vlct.org)
• The Americans with Disabilities Act (ADA) assessment or audit is in progress. This can identify
another input of potential needs, projects, and/or harmonization of projects where accessibility
issues can be addressed alongside infrastructure improvements
CASE STUDIES:
• City of Burlington, VT – Developed the PlanBTV Walk Bike Plan in 2017. The City’s Department of
Public Works and the Burlington Walk/Bike Council annually evaluate this plan to monitor
progress.
• City of Winooski, VT – Is currently engaged with CCPRC in the development of its Walk Bike Plan.
They have had success reaching underserved populations through a series of informal
engagement efforts.
• Burlington and Winooski, VT – Developed multi-modal transportation hubs within their
respective downtowns, inclusive of CCTA transit stops, Carshare Vermont pods, and Bike Link™
secure bike lockers.
• City of Kingston, NY – With a population similar in size to South Burlington, developed a
Pedestrian and Bicycle Master Plan that includes a fairly extensive set of potential treatments
and their impacts as well as prioritized improvement projects.
OTHER RESOURCES:
• Chittenden County Active Transportation Plan Update - CCRPC
• Best Practices for Bicycle Master Planning and Design – Sacramento Transportation & Air Quality
Collaborative
• Creating Walkable + Bikeable Communities – Ibpi and alta Planning + Design
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: Many
open-ended responses identified more sidewalk/shared use path infrastructure, safer pedestrian
crossings, and more lighting/snowplowing as improvements that would make it easier to walk to
destinations; and more bike lanes/shared use path infrastructure as improvements that would make it
easier to bike to destinations.
From the Senior Center Focus Group: “Sidewalks are not friendly – ensure they are paved and smoothed
so that they do not pose a trip hazard.”
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%.
TITLE:
TDM AND INCREASE CATMA MEMBERSHIP
ACTION T.2.7 & ACTION T.2.13:
T.2.7 – Adopt a Transportation Demand Management requirement for development/redevelopment.
Include incentives or requirements for multi-modal transportation or parking maximums where feasible,
parking disincentives or other tools. Include bike share, car share, and supporting city policies.
T.2.13 – Partner with Chittenden Area Transportation Management Association (CATMA) to increase
membership among employers (City Government, Senior Center, School District, and large
employers/collection of employers) in the City to reduce driving alone to work and encourage transit
use through reduced fares, carpooling, telecommuting, and walking/biking/bike sharing, bike storage,
and showers. Offer rewards for employees who do this.
PLANNED ACHIEVEMENTS:
Engage and increase transportation demand management (TDM) practices, including joining CATMA’s
network; Engage with sustainable TDM programming for existing and future businesses, employers,
institutions, residential developments; Amended Land Development Regulations (LDRs) with
Transportation Demand Management (TDM) requirements for new development or redevelopment.
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works
IMPLEMENTATION PARTNERS:
CATMA, Go! Vermont, CarShare Vermont, Green Mountain Transit, Vermont Agency of Transportation
(VTrans), Chittenden County Regional Planning Commission (CCPRC), South Burlington Business
Association (SBBA), Bird Bikeshare, Local Motion, Vermont Clean Cities Coalition, Net Zero Vermont
IMPLEMENTATION TIMELINE: 2023 to 2027 (5 Years)
RELEVANT CAP ACTIONS:
T.2.1, T.2.3, T.2.5, T.2.7, T.2.8, T.2.9, T.2.19, GO3.1
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: CCRPC Unified Planning Work Program (UPWP),
Municipal Planning Grants, or Mobility and
Transportation Innovation Grants; Traffic Impact Fees
Estimated Costs (1 [Low] to 5 [High]):1 3
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): N/A
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5
[Hard]):2
4
CO-BENEFITS:
• Economic Value
• Living Affordability
• Mobility/Accessibility Enhancement
• Public Health
KEY DEFINITIONS:
• Transportation Demand Management (TDM) – Strategies, initiatives, and/or incentives that
encourage the use of alternatives to driving single occupancy vehicles, expanding the use of
other modes and means of travel.
• Transportation Management Association (TMA) – An organization that supports and promotes
transportation demand management strategies, initiatives, and/or incentives by offering travel
planning and services to partnering entities including employers.
KEY IMPLEMENTATION STEPS:
Step 1: Engage with Existing Businesses, Employers, Institutions, Residents (Phase 1: Voluntary TDM)
A. Coordinate with CATMA, SBBA, and other employer, institutional, or residential networks to
host educational workshops to educate and share information on the benefits of TDM, CATMA’s
Transportation Coordinator Network (TCN), and value of CATMA membership. Consider
establishing workshop host locations based on geography or interested core businesses.
Leverage additional TDM services and resources such as Go! Vermont, CarShare Vermont, Bird
Bikeshare, Local Motion Bike Library, Net Zero Vermont Walk to Shop Program, etc. Note that
Local Motion provides assistance to public and private entities for bike parking siting and design.
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000) 2 For implementation complexity ratings: 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
B. Encourage existing businesses, employers, institutions, and residential developments to
designate a Transportation Coordinator and join CATMA’s TCN. This is currently a free program.
Consider incentivizing involvement in the TCN with a targeted campaign, one-time raffle, or
similar reward opportunity.
C. Encourage existing businesses, employers, institutions, residential developments to audit their
existing TDM strategies by completing CATMA’s Worksite Assessment and explore suitable
effective TDM strategies for their employees, users, potential patrons, etc. This should include
individual strategies and/or CATMA membership. Consider incentivizing involvement with a
targeted campaign, one-time raffle, or similar reward opportunity.
D. Identify incentives (e.g., raffles for new strategies) or other resources (e.g., discounted bike
parking installation) that the City could support and offer to businesses, employers, and
institutions engaged in voluntary TDM. Consider this as ongoing service for regular, successful
TDM programming including target setting, strategy deployment, monitoring, and evaluation.
This could be done standalone or within TMA membership, but would require staff management
for standalone.
E. Consider leveraging traffic impact fees or other funding resources (e.g., metered parking) to
offer discounted TMA memberships or scholarships. Ensure that the use of these funds for TDM
purposes is transparent.
F. Develop network of local businesses to sponsor rewards or raffle prizes for membership Reward
Programs.
Step 2: Develop TDM Requirements for New Development and Redevelopment (Phase 2: Required TDM)
A. Amend LDRs to require TDM programming and/or equivalent services through TMA
membership for new development and redevelopment.
B. Develop a schedule of requirements based on project type, size, and location, with particular
attention on proximity to transit access, bikeshare, bike facilities, and pedestrian facilities.
Consider flexibility in TDM programming by developing a menu of applicable strategies
acceptable to meet City standards and/or expectations so the approach can be right sized for
the development’s particular needs.
Step 3: Engage in TDM Program Plan Development (Phase 3: Expand TDM)
A. Solicit proposals for the development of a city wide TDM Program Plan that sets in motion a
community driven approach to TDM in South Burlington and encourages community ownership
of resulting, recommended TDM policies and strategies for the City.
B. The scope of the TDM Program Plan should consider engaging in the following elements:
I. Review previous plans and studies and identify successes, deficiencies, and
opportunities for TDM in South Burlington.
II. Review best practices and identify relevant case studies, context appropriate examples,
and measures of effectiveness.
III. Engage with stakeholders including CATMA, developers, businesses, employers,
institutions, residential developments, city staff, and the public.
IV. Set community driven goals and objectives for TDM programming in South Burlington.
V. Evaluate feasibility of various policies and strategies for South Burlington community.
VI. Draft recommendations to enact policies and strategies that detail implementation,
identify program monitoring requirements, and evaluate based on criteria and/or
targets.
Step 4: Enact Policies and Implement Strategies Recommended from Study (Phase 4: Implement TDM)
A. Depending on the outcomes of the study, enact policies and implement strategies to require
TDM for a range of new developments, redevelopments, existing businesses, employers,
institutions, and residential developments in South Burlington.
B. It is anticipated that refinements to the short-term approaches in Phase 1 and Phase 2 will be
recommended in Phase 3 and implemented in Phase 4.
C. Develop an annual City-wide monitoring program to track progress towards goals and objectives
identified in Phase 3. Leverage individual program monitoring requirements and coordinate with
entities engaged in TDM programming (including through CATMA membership or voluntary
programs) to inform metrics and performance.
D. Leveraging outcomes and recommendations from the study in Step 3, identify and codify
enforcement approach for TDM requirements.
OPPORTUNITES FOR INNOVATION:
• Driving Change, a policy guidance developed by CATMA for South Burlington in 2014,
emphasized the importance of “language, buy-in, and management” as the three key policy
elements for successful TDM programming.
• Consider Transportation Coordinator cooperatives, where a group of businesses, employers, or
residences in close proximity to one another could assign one coordinator for multiple entities.
This could be advantageous for smaller businesses, employers, or residences that have limited
staff capacity. The City could provide the framework for this by designating areas where entities
can join cooperatives and template agreements on sharing the Transportation Coordinator role
and responsibilities across entities.
• There is a broad and expanding menu of practices that can enable increased TDM through
financial incentives, programs, and services, including but not limited to subsidized transit,
carpools and vanpools, telework, walking/biking, micromobility (carshare, bikeshare), bike
parking, and showers.
• Public/private partnerships can be leveraged to install active transportation infrastructure that
provides access to its employment centers. The City could engage its largest employers in these
types of projects.
FOCUS ON EQUITY:
• TDM strategies encourage the use of alternatives to driving single occupancy vehicles,
expanding the use of other modes and means of travel. This expansion of use provides critical
mass to enable further investments in modes and means that serve residents and visitors with
more sustainable and equitable transportation options.
• TDM practices available through a TMA or through TDM programming need to consider
accessibility. For instance, Section 508 compliance can be a guidepost for entities in the
development of materials and information sharing that are not necessarily mandated to comply
(i.e., federal agencies).
• As language diversity expands, TDM programming and partnering entities and agencies need to
provide information and support across languages to eliminate language barriers to use. For
instance, transit route and stop information needs to be simple and interpreted across
languages with additional multilingual support and consistent messaging and/or symbology.
IMPLEMENTATION CONSIDERATIONS:
• TDM plan development is programmed to start in Fall 2023.
• Consider a phased approach to TDM, as outlined above, where voluntary, required, expanded,
and implemented TDM policies and strategies are adopted over time for South Burlington.
• Engage with developers, employers, institutions, CATMA, South Burlington Business Association,
the public, and other stakeholders early in the TDM program development process, but also
consistently on a quarterly or semiannual basis to establish two-way communication on
programming, successes, and challenges.
• Consider waiver or credit schedules for assessing local traffic impact fees. Currently an approved
TDM Plan can yield up to a 25% credit for the fee based on South Burlington Impact Fee
Ordinance.
• Leverage framework for TDM credits through Act 250 Permitting or Act 145 Impact Fee
processes. Currently, the TDM adjustment for Act 250/Act 145 purposes is capped at 20% made
up of a mix of various strategies with assigned percentage adjustments. In areas with existing
transit, bike, and pedestrian facilities, the only eligible applicants must join a TMA or have an
existing or planned TDM program. Updates to the Act 250 Program are anticipated with a
Stakeholder Steering Committee currently conducting a legislative report and should be
considered upon approval.
• Expand eligible projects or programs to leverage traffic impact fees in support of multimodal
capacity expansion and TDM, including infrastructure, equipment, and TDM programming (e.g.,
program incentives or membership subsidies) as well.
• Consider both voluntary and mandatory aspects of TDM programming and the feasibility for
developers, employers, businesses, and institutions.
• Consider, and plan for, the demand TDM will place on other infrastructure including transit
service, bike facilities, and pedestrian facilities.
CASE STUDIES:
City of Burlington, VT – Has a TDM requirement embedded in Article 8: Parking of its Comprehensive
Development Ordinance. A TDM program is required based on the type and size of development, such
that development requires TDM programming as follows:
• 10 or more dwelling units, non-residential or mixed use >8,000 sq ft, or 15,000 sq ft GFA require
all provisions of TDM programming
• Affordable projects containing 75% of dwelling units meeting or exceeding affordability criteria
require outreach and education components of the provision and signed commitment to the
City
• 5 to 9 dwelling units the cost of parking is unbundled from the leases or deeds associated with
the units.
City of Winooski, VT – Is proposing to update its draft parking regulations with some TDM incentives.
OTHER RESOURCES
TDM Guidance – VTrans
South Burlington Impact Fee Ordinance
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
asked about interest in utilizing CATMA, 22% indicated “Yes,” while 36% expressed that they were
“Unsure” or “Not familiar with CATMA.”
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%
TITLE:
INVEST IN PUBLIC TRANSIT
ACTION T.2.16:
Invest in Green Mountain Transit to increase transit ridership on existing routes, identify new routes,
and increase frequency.
PLANNED ACHIEVEMENTS:
Study for Improved and Expanded Public Transit Service
LEAD RESPONSIBLE CITY ORGANIZATION:
Planning & Zoning
IMPLEMENTATION PARTNERS:
Vermont Agency of Transportation (VTrans), Green Mountain Transit (GMT), Chittenden County
Regional Planning Commission (CCRPC)
IMPLEMENTATION TIMELINE: 2024 to 2030 (7 Years)
RELEVANT CAP ACTIONS:
T.2.1, T.2.3, T.2.7, T.2.8, T.2.10, T.2.11, T.2.12, T.2.13, T.2.14
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: State and Federal Transit Funds to GMT
Estimated Costs (1 [Low] to 5 [High]):1 4
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): Less than 8
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]): 2 3
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
2
CO-BENEFITS:
• Economic Value
• Living Affordability
• Equality, Equity, and Justice
• Public Health
• Mobility/Accessibility Enhancement
KEY IMPLEMENTATION STEPS:
Step 1: Working with CCPRC and GMT, as appropriate, prepare and implement a Public Transit
Improvement and Expansion Study.
A. Collect data on public transit ridership, routes, and schedules within the City.
i. Analyze the data to identify areas within the City that have existing high ridership levels,
where increased service (i.e., greater frequency and/or expanded hours) could yield
additional riders, and areas with low ridership levels, where services could be reduced.
ii. Identify emerging higher density residential and commercial/employment centers
within the City that would benefit from increased service and/or potential new routes or
stops.
B. Using Origin-Destination data (e.g., ridership, mode split, transit transfers, first- and last-mile
distances, travel duration by mode, and peak hours), evaluate GMT’s existing transit system for
service gaps and inefficiencies, as well as opportunities to attract “choice riders” (i.e., individuals
with access to personal vehicles).
C. Conduct a rider survey and focus groups to better understand usage patterns, the appeal of
service expansion(s), and ridership barriers.
D. Based on the findings of Steps 1.A through 1.C, develop improvement and expansion options
that not only include extended schedules, increased frequency, and potential new or modified
routes, but also new modes of transportation (e.g., light rail and bus rapid transit). A focus of
these options should be intra-city travel.
E. Evaluate the improvement and expansion options based on potential ridership gains, VMT
reduction potential, cost, wealth generation potential, and environmental impacts (among other
factors). Prioritize them based on their relative performance as measured against these criteria.
F. Obtain public input on the prioritized options and refine them, as necessary.
G. Prepare an implementation plan for the refined options. This should include identifying
implementation responsibilities, funding sources, and timelines.
i. Engage GMT to explore and identify funding mechanisms (e.g., congestion fees, dynamic
tolling) that would supply the system with additional revenue to support the expanded
services in the City. In the process, explore regional collaborations, where applicable and
appropriate.
3
H. Implement the Public Transit Improvement and Expansion Study (i.e., secure funding, designing
and building new infrastructure, and launching new services).
Step 2: Coordinate with GMT in monitoring system ridership for continuous improvement opportunities.
OPPORTUNITIES FOR INNOVATION
• Pair with the implementation of CAP Actions T.2.3 (Microtransit), T.2.8 (Higher Density Mixed
Use Development), T.2.11 (Parking Maximums), T.2.12 (Walk Bike Plan), and T.2.13 (CATMA
Membership).
• Leverage the Public Transit Improvement and Expansion Study to explore the need and
feasibility of a central transit center/mobility hub within the City’s transit overlay district or the
distribution of mini hubs across the City. These hubs should be strategically located near large
origin and destination centers and well connected to existing and planned walk/bike paths.
• Giving transit prioritized signaling will reduce trips lengths, which would improve the
competitiveness of transit compared to other modes of transportation.
• The City should advocate to the Vermont Legislature for the implementation of funding
alternatives identified in the CCRPC's Transit Financing Study.
• Zero-emission buses (e.g., electric or hydrogen) are available and should be considered for new
service as there are grants to assist with their purchase. Note that GMT’s Transit Asset
Management Plan details replacement plans that transition its fleet to electric alternatives.
o The City can support GMT’s fleet electrification through shared or dedicated EVSE
accessible from the agency’s existing bus routes.
o Vehicle-to-grid (V2G) charging stations could have electric buses send power back to the
regional grid during times of peak power demand.
• Encouraging GMT to provide regular updates to City leaders and residents on the progress of
public transit improvements and expansion will improve accountability and transparency of this
action’s implementation.
FOCUS ON EQUITY
• Existing services likely focus on households with limited vehicle ownership and lower incomes
(“captive” riders). Adding additional services to attract “choice” riders will need to be balanced
against service improvements which improve equity for currently targeted populations.
• Late-night and early morning service often has lower ridership, but can be important for certain
workers. Limited service during these periods if aligned with major employers can be successful
and improve overall mobility and equity. The same applies to weekend service.
• GMT was fare free from March 2020, and through additional funding secured, will remain fare
free until January 2024. Fares on South Burlington routes are expected to return in the future,
4
and accordingly, the City should explore and advocate for funding that would eliminate such
costs to riders.
• Public engagements conducted in the development of the Public Transit Improvement and
Expansion Study should include focus groups representing disadvantaged populations and follow
the City’s upcoming “equity in planning” outreach toolkit.
• Conduct education events for seniors to increase their understanding of the GMT system.
• Consider providing hard copy route information to seniors and other populations with limited
access to technology.
IMPLEMENTATION CONSIDERATIONS
• The identified improvement and expansion options should be coordinated with GMT’s
Microtransit Study as part of CAP Action T.2.3 to ensure no overlap of future service and to
align funding requests.
• Route and system reconfiguration can optimize service and allow for more effective
deployment of transit resources. This may result in reduced geographic coverage but faster and
more frequent service along key corridors and result in a net increase in ridership.
• If a zero-emissions bus is desired, this will likely increase procurement time and costs though
may result in operational savings. Additionally, refueling/recharging infrastructure and related
costs must be considered when planning for such vehicles. Range must be carefully considered
when designing the service as it can be lower than a traditional diesel or hybrid bus.
• The rider survey and focus groups can help concentrate service improvements. For example,
riders may want direct service or need service outside of current service span. Additionally, for
many riders, frequency is not as important as directness of route and having reliable real-time
arrival information.
• Route modifications are subject to GMT’s public participation plan (PPP) in addition to funding
approval and related processes. New routes will also need to comply with GMT’s established
service standards.
• Route modifications and new routes should be done in conjunction to make sure changes are
easily understood by the public. Consider tailoring these communications to target audiences,
including both “captive” and “choice” riders.
• Changes to span are most likely successful if they apply to multiple routes to reduce confusion
about different span across different routes.
• Public transit expansion may require GMT to hire additional drivers. A shortage of drivers may
be a prevalent issue. South Burlington could play a role in driver recruitment and retention.
• The provision of amenities at bus stops (e.g., shelters) can promote the use of public transit
service. Such amenities may be necessitated by extreme weather conditions (e.g., urban heat).
5
CASE STUDIES:
• Green Mountain Transit – The NextGen Transit Plan sought to change public transportation
across GMT’s service areas to make it more convenient and attractive. Improvement
recommendations were identified, including for Chittenden County and South Burlington.
• Burlington and Winooski, VT – Developed multi-modal transportation hubs within their
respective downtowns, inclusive of GMT transit stops, Carshare Vermont pods, and Bike Link™
secure bike lockers.
OTHER RESOURCES:
• Transit Financing Study – CCPRC
• Urban Transit Development Plan – Chittenden County Transportation Authority (Now GMT)
• 2022-2026 Transit Asset Management Plan - GMT
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When
respondents were asked whether they would take public transportation for frequent trips if all their
public transit concerns were addressed, only 47 percent indicated “Somewhat Likely” or “Very Likely”.
From the Senior Center Focus Group: “[We] need more bus routes that connect to places within the City.”
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles travel by 2.5% annually to reduce emissions by 19%.
TITLE:
REDUCE TRAVEL LANES
ACTION T.2.18:
Where feasible and safe, reduce travel lanes to accommodate bike lanes.
LEAD RESPONSIBLE CITY ORGANIZATION:
Planning & Zoning, Public Works
IMPLEMENTATION PARTNERS:
Vermont Agency of Transportation (VTrans), Chittenden County Regional Planning Commission (CCPRC)
IMPLEMENTATION TIMELINE: See Action T.2.12
PLANNED ACHIEVEMENTS:
Lane reduction or lane narrowing pilots or projects
RELEVANT CAP ACTIONS:
T.2.1, T.2.4, T.2.5, T.2.7, T.2.8, T.2.12, T.2.15, T.2.16, T.2.17, T.2.18
FUNDING:
Operating or Capital Budget Requirements: Operating and Capital
External Funding Sources: CCRPC – Unified Planning Work Program;
Agency of Commerce and Community
Development - Municipal Planning Grant
Program
Estimated Costs (1 [Low] to 5 [High]):1 1 – Short-term Demonstration Projects
4 – Long-term Implementation Projects
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Accounted for Under Action T.2.12
Estimated Ongoing Level of Effort (Hours/Week): Accounted for Under Action T.2.12
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
External Technical Support Required: Yes
Implementation Complexity (1 [Easy] to 5 [Hard]):2 3
CO-BENEFITS:
• Equality, Equity, and Justice
• Mobility/Accessibility Enhancement
• Public Health
• Public Safety
KEY IMPLEMENTATION STEPS:
Step 1: Establish a Project Purpose and Need.
A. The purpose and need should clearly identify the objectives of the project. Foundational
assumptions of this purpose and need should include: 1) that vehicle congestion is not a limiting
factor in the determination of lane reduction and/or lane narrowing projects, and 2) that bike lanes
installed as part of lane narrowing/reduction projects should strive to provide adequate
vertical/buffered protection be provided to create accessibility for all.
Step 2: Identify and inventory candidate roadways for lane reduction and/or lane narrowing.
A. Primary screening should focus on roadways with existing four-lane (or more) cross-sections, as
shown in Table 1, that could be candidates for lane reduction. Gather data on existing conditions
including roadway widths, lane widths, vehicular and bicycle volumes, and vehicle speeds, etc.
B. Secondary screening should focus on existing roadway widths that could be adaptively repurposed
through lane narrowing and bike lane or other edge line striping (e.g., shoulders or advisory lanes).
C. Tertiary screening should focus on intersections, particularly those with auxiliary lane configurations,
which could be candidates for improved bike or pedestrian facility connections through adaptively
repurposed turn lanes or pavement widths. Gather data on existing conditions including lane
configuration, lane widths, turning radii, volumes (vehicular, bicycle, and pedestrian), and
intersection control (signal timing/phasing, stop conditions, etc.).
Step 3: Evaluate feasibility of lane reduction and/or lane narrowing.
A. For the primary screening, traffic analysis should be conducted with a focus on the throughput,
metering, and intersection capacity limitations. For roadways with less than 15,000 vehicles per day
(vpd), consider signal retiming and other possible adjustments as part of traffic analysis. For
roadways with greater than 15,000 vpd, conduct a corridor analysis to further assess potential
adjustments or improvements to be made in conjunction with the lane reduction.
B. For the secondary screening, inventory pavement widths and lane widths starting with arterials and
collectors. Compare to allowable lane widths and necessary pedestrian and bike accommodations
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
based on the Land Development Regulations (LDRs) Article 11A: Street Typologies, which are moving
to the soon-to-be published Department of Public Works’ Standards and Specifications (no change
from currents LDRs). Use the inventory to identify lane width reduction and edge line or bike lane
striping opportunities.
C. For the tertiary screening, evaluate intersection capacity and design vehicle limitations associated
with reconfiguration and repurposing of intersection geometry and existing pavement widths. For
locations with auxiliary lanes, right turn slip lanes, or other configurations (e.g., jug handle),
screening level evaluations should focus on capacity and design vehicle implications of lane
reduction or removal. Project teams should also assess opportunities for quick builds, where street
space is realigned or reassigned with painting or object installations.
Step 4: Prioritize projects.
A. Coordinate with the implementation of CAP Action T.2.12 (Walk Bike Plan) to identify priority
locations for lane reduction or lane narrowing based on needs identified in the plan development.
Focus on the City Center, as well as areas that lack safe walk/bike accommodations to connect
between neighborhoods and to/from key destinations (e.g., schools, parks, services, dense housing
or mixed-use areas, etc.).
B. Cross reference with planned asset management and maintenance activities to identify
opportunities for coordination/harmonization with repaving/restriping.
C. Identify opportunities for pilot projects and/or educational demonstrations.
Step 5: Implement priority pilot projects and program projects according to prioritization/harmonization.
A. Implement priority pilot projects in coordination with Public Works.
B. Program lane narrowing and lane reduction projects as part of capital plan development.
Table 1. 4-Lane (or more) Corridor Segments with 2019 and 2021 AADT
Roadway Segment 2019 AADT 2021 AADT
Williston Road Spear Street to Exit 14 44,556 41,089
Williston Road Exit 14 to White Street 30,032 27,707
Williston Road White Street to Hinesburg Road 24,529 22,620
Kennedy Drive Hinesburg Road to Williston Road 12,759 12,273
Kennedy Drive Dorset Street to Hinesburg Road 16,799 15,499
Dorset Street Kennedy Drive to Market Street 14,211 13,111
Dorset Street Market Street to Williston Road 23,552 21,728
Shelburne Road* South of IDX Drive 26,734 25,606
Shelburne Road* IDX Drive to Laurel Hill Drive 34,641 31,960
Shelburne Road* Laurel Hill Drive to Swift Street 38,277 35,298
* State Highway
OPPORTUNITES FOR INNOVATION:
• Coordinate with other construction activities or repaving projects for project harmonization.
4
• Consider pilot projects as an avenue to demonstrate lane reduction and collect data to support
feasibility.
• Coordinate with yearly road re-striping for lane narrowing efforts as this is an existing budget line
item.
FOCUS ON EQUITY:
• The reallocation of right-of-way to dedicate space to uses other than driving makes for a more
equitable transportation system that can better serve younger and older community members,
zero car households, low-income households, and others. Ensure that such spaces are designed
to accommodate all types of mode (pedestrian or bicyclist) and users (e.g., kids, older adults,
persons with physical impairments, etc.)
• Prioritize lane reduction and lane narrowing connecting to neighborhoods that lack safe and
comfortable walk, bike, and roll accommodations.
IMPLEMENTATION CONSIDERATIONS:
• Consider collecting new traffic volume data to inform the base condition and future projections
based on post-pandemic (COVID-19) travel activity.
• Leverage existing planning and corridor studies, like the Williston Road Network Transportation
Study Phase I and Phase II.
• Foster community buy-in through educational opportunities, safety metrics, pilot projects, and other
outreach.
• Coordinate with the implementation of CAP Action T.2.12 (Walk Bike Plan) to identify and prioritize
lane reductions that could address gaps in walking/biking network connectivity.
• Class 1 Town Highway Reclassification may be one avenue to pursue when considering the range of
possible treatments to the candidate corridors. Shelburne Road (US 7) is state-owned and operated,
whereas a large portion of Williston Road (US 2) is Class 1 Town Highway.
• Revisit Land Development Regulations to consider Citywide policy to limit lane expansion on
“Avenue” street typologies, which allow for 2 to 4 lane configurations.
• Where appropriate, consider traffic calming measures (e.g., installing bumps outs) as enhancements
or alternatives to lane reduction projects, particularly in the City’s older neighborhoods with wider
streets.
• The removal of pavement through lane reductions can benefit natural resources through the
removal of impervious surfaces as well the City’s operating budget, for example, through lower
maintenance and paving costs.
• Lane reductions can take place with or without moving curbs. When curbs are moved, there is an
opportunity to invest in the streetscape to transform the character of the area and to consider
undergrounding of overhead utilities. These actions could be considered as phases of long-term
projects.
5
CASE STUDIES:
• Colchester Avenue, Burlington, VT – The Colchester Avenue Complete Street Demonstration Project
saw the conversion of a four-lane cross-section to a three-lane cross section with bike lanes and
dedicated turn or shared left turn lanes. This enabled the repurposing of the curb-to-curb width and
additional accommodations like safe midblock crossing installations.
• North Avenue, Burlington, VT – The North Avenue Pilot Project saw the reconfiguration of 4-lane
segments to 3 lanes, as well as the installation of bike lanes and other changes to enhance safety for
pedestrians, bicyclists, and motorists.
• Williston Road, South Burlington, VT – The section of Williston Road from Cottage Grove Ave to
Milham Court was reduced from 4 vehicular lanes to 2 lanes, 2 bike lanes, and a center turn lane
(except at the Hinesburg Road and Kennedy Drive intersections) in the early 2010s. In 2023, the City
is constructing mid-block pedestrian crossing with refuge islands to connect the Chamberlin and
Mayfair Park neighborhoods. Internal coordination with the managers of these projects should be
conducted to obtain any lessons learned.
• Nickerson Street, Seattle, WA – This project entailed the reconfiguration of a 4-lane corridor with
parking stalls on both sides into a corridor with single travel lanes in each direction, shared left turn
lane, bicycle lanes, and retention of parking stalls. The project enabled strategic curb bulb outs and
pedestrian refuge islands in order to retain midblock crossings that were, by policy, being removed
from 4-lane roadways due to safety concerns.
• Indianapolis Cultural Trail, Indianapolis, IN – This lane reduction project entailed reconfiguration of 5
and 6 lane cross sections and reduction of lane widths in downtown Indianapolis to enable the
addition of an 8-mile, separated walking and biking facility. The space gained within the right of way
was reallocated to curb, treebelt, and/or parking separated trail facilities. Though these trail facilities
were shared in most places, with the space reallocation separate biking and walking facilities were
incorporated into the design in some locations.
• C Street NE, Washington, D.C. – A project along C Street NE in Washington, D.C. re-envisioned the
corridor from a median separated 5-lane travel way with bike lanes and parking on both sides to a
multimodal complete street with 3 travel lanes, sidewalk level, separated bike facilities, enhanced
bus transit stops, and significant streetscape improvements.
• U.S. Department of Transportation (U.S. DOT), Federal Highway Administration (FHWA) – Compiled
road diet case studies across the U.S.
OTHER RESOURCES:
• Road Diets – U.S. Department of Transportation, Federal Highway Administration
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire: When asked
about reducing the number of travel lanes to accommodate bikes, a majority of responses expressed concerns
or apprehension about reducing vehicular travel lanes, with 36% expressing no concerns.
1
South Burlington Climate Action Plan – Transportation Sector Implementation
T.2 REDUCE VEHICLE MILES TRAVELED (VMT)
2030 SCIENCE-BASED TARGET:
Reduce vehicle miles traveled by 2.5% annually to reduce emissions by 19%.
TITLE:
PARK AND RIDE
ACTION T.2.11:
Establish Park & Ride / carpool lots to connect with public transportation, (e.g., I-189 Exit, Chittenden
County Park and Ride Plan). Identify synergies with I-89 Corridor Project.
PLANNED ACHIEVEMENT(S):
New park and ride and/or intercept facilities within South Burlington
LEAD RESPONSIBLE CITY ORGANIZATION: Planning & Zoning, Public Works
IMPLEMENTATION PARTNERS: Vermont Agency of Transportation (VTrans), Chittenden County Regional
Planning Commission (CCRPC), Green Mountain Transit (GMT), Potentially Private Parcel Owners
IMPLEMENTATION TIMELINE: 2025 to 2030 (6 Years)
RELEVANT CAP ACTIONS:
T.1.3, T.1.6, T.2.4, T.2.7, T2.12, T.2.13, T.2.14, T.2.16, T.2.17, T.2.18, GO.3.1
FUNDING:
Operating or Capital Budget Requirements: Operating
External Funding Sources: CCRPC – Unified Planning Work Program
(UPWP); VTrans - Municipal Park and Ride
Grant Program, Agency of Commerce and
Community Development – Municipal Planning
Grant Program
Estimated Costs (1 [Low] to 5 [High]):1 5
LEVEL OF EFFORT:
Estimated Upfront Level of Effort (Hours/Week): Less than 8
Estimated Ongoing Level of Effort (Hours/Week): Less than 8
External Technical Support Required: Yes
1 For cost ratings: 1 (Less than $100,000), 2 ($100,000 to $500,000), 3 ($500,000 to $1,000,000), 4 ($1,000,000 to $5,000,000), 5 (Greater than $5,000,000)
2
Implementation Complexity (1 [Easy] to 5 [Hard]):2 3
CO-BENEFITS:
• Economic Value
• Living Affordability
• Public Health
KEY IMPLEMENTATION STEPS
Step 1: Conduct a feasibility study to further site and scope potential locations for park and ride and/or
intercept facilities in South Burlington.
A. Locations identified in the 2022 Chittenden County Park and Ride Plan should be the focal areas
for study, including the US-2 / Williston Road corridor north of the I-89 Exit 14 interchange and
US-7 / Shelburne Road corridor south of the I-189 interchange.
B. For I-89 Exit 14 at US-2 / Williston Road, it has been over a decade since the Exit 14 Intermodal
Facility scoping process declined to select a preferred alternative. Refinements to the scoping to
meet current purpose and need should be pursued.
C. For US-7 / Shelburne Road, site feasibility and scoping should be pursued to develop purpose
and need, identify criteria for selection, conduct analysis to identify suitable sites, assess
feasibility of sites, evaluate alternatives, identify a preferred alternative, and develop a
conceptual design.
Step 2: Pursue public/private partnership and/or VTrans Municipal Park and Ride Grant Program funds to
support design and construction.
Step 3: Issue Request for Proposals for the design and bids for the construction of park and ride
facility(ies).
2 1 (Easy - No Barriers), 2 (Some Difficulty – Internal Capability), 3 (Some Difficulty – External Capability), 4 (Multiple Barriers Exist or Dependent on Third-Parties), 5 (Regulatory or Other Highly Challenging Barriers Present)
3
OPPORTUNITIES FOR INNOVATION:
• Given the park and rides could serve South Burlington residents connecting to multimodal
transportation options, transit connections, carpooling, or ridesharing, as well as serve as
intercept facilities for those connecting to destinations in South Burlington or neighboring
Burlington (e.g., from Bristol, Hinesburg, Charlotte, and Shelburne), considerations for
multimodal and transit connections should be prioritized.
• Co-locating park and rides with destinations, such as grocery stores or other services with
surface lots, could improve user convenience.
• Coordinate with GMT to serve these locations with existing, fixed route services while exploring
options to serve with more frequency and flexibility through on-demand transit services.
• The 2022 Chittenden County Park and Ride Plan notes the opportunity for electric vehicle (EV)
charging at new and existing facilities. Currently, the state is not installing EV charging
equipment at new or upgraded state facilities as they are unable to assess fees for charging. The
implementation of this action should be coordinated with CAP Actions T.1.3 (EV Adoption) and
T.1.6 (EV Carshare).
• Other emerging technologies, like e-bikes, should be carefully considered in the siting and
design of new intercept or park and ride facilities.
• Consider sustainability in design by limiting impervious surfaces in stormwater management,
collocating with solar canopy projects to produce energy, or mitigating heat island effects
through landscaping.
FOCUS ON EQUITY
• Park and ride and intercept facilities provide an opportunity for accessing transportation options
regardless of proximal access at home, work, or other destination locations, creating more
equitable access to transportation choices to more of the population.
• Park and ride lots can be offered as a free amenity. If parking fees are to be collected, the City
should consider offering a discounted fee for qualifying low-income earners.
• Park and ride lots can minimize the usage, and therefore the costs, of vehicle ownership. This
enables low-income earners to redirect monies to other household needs.
IMPLEMENTATION CONSIDERATIONS
• The feasibility study that identifies and evaluates potential locations for new park and ride
and/or intercept facilities in South Burlington should consider the travel patterns of South
Burlington residents as well as those traveling into the City. For example, many travelers to
South Burlington originate from Bristol, Hinesburg, Charlotte, and Shelburne.
4
• The park and ride grant program enables municipalities to establish park and rides on
municipally owned or leased land. These park and rides are included in the state inventory and
display signage consistent with the broader park and ride system.
• Coordinate with GMT to enable connection to transit. Assess with GMT the transit access and
circulation needs at each potential site.
• As potential hubs of multimodal connection, consider infrastructure and amenities, such as
dedicated bike and pedestrian network connections, transit service connections, bike parking, e-
bike charging, transit shelters, etc. in the site feasibility and conceptual design phases.
Depending on scale, comfort amenities such as restrooms or vending machines may be
considered.
• Consider collocating with land uses needed in the surrounding community. Refer to CAP Action
2.8 (Higher Density Development).
• Coordinate with the Chittenden County Transportation Demand Management planning effort to
align with TDM targets identified in the I-89 2050 Study, including tripling transit services and
improving frequency.
CASE STUDIES:
• Burlington, VT – Supported by CCRPC, the City of Burlington is currently conducting a feasibility
study of a multimodal intercept facility in the South End of Burlington
• Kitsap Transit – Conducted a feasibility study of a new park and ride facility along SR 16 using
multilayer screening methods to identify a recommended site and conceptual design.
• Charlotte, VT – Conducted a Park and Ride feasibility study in collaboration with CCRPC to
identify a new site along the US 7 corridor.
• Portland, OR – Details parking maximum requirements by zone in City Code Chapter 33.266 “to
promote alternative forms of transportation, to promote efficient use of land and to protect air
and water quality.”
5
OTHER RESOURCES:
• 2022 Chittenden County Park and Ride Plan - CCRPC
• 2011 Chittenden County Park-and-Ride & Intercept Facility Plan - CCRPC
• Decision-Making Toolbox to Plan and Manage Park-and-Ride Facilities for Public Transportation:
Guidebook on Planning and Managing Park-and-Ride – National Academies of Sciences,
Engineering, and Medicine
From the South Burlington Climate Action Plan – Transportation Implementation Questionnaire:
Although only 4% indicated they use a park and ride when they carpool, 23% offered locations in South
Burlington where they would use a park and ride, including near I-89 Exit 14 and Shelburne Road near
I-189.
1
South Burlington Climate Action Plan – Transportation Sector Implementation
Supporting Action Implementation
Pathway 2030 Target Identifier Description Key Supporting Actions Lead
Department
Partners Connected
High Impact
Actions
Estimated
Costs
Complexity Timeframe Average
Estimated
Weekly Staff
Hours
T.1: Vehicle
Electrification
and
Efficiency
Replace 75% of gas
vehicles with all
electric vehicles
(EVs) and plug-in
hybrid vehicles to
reduce emissions by
42%
T.1.4 Educate student drivers about eco-
driving, electric and high efficiency
vehicle and transportation options
including electric bikes.
1. Develop and/or adapt relevant
educational programming and materials
and distribute in both centralized (e.g.,
through a dedicated webpage on the
City’s website) and decentralized (e.g.,
sharing with partners for their own
distribution) manners.
2. Work with the South Burlington School
District and other educational
administrations to hold in-school
education roadshows.
3. Continuously update the programming
and materials as the context around the
subject matter changes, for example, as
relevant technologies mature.
Planning &
Zoning
• Vermont Energy
Education
Program
• Drive Electric
Vermont
• Local Motion
• Safe Routes to
School
• South Burlington
School District
• National Summer
Transportation
Institute
• Go! Vermont
• Local Driver
Training Schools
T.1.1, T.1.2,
T.1.3, T.2.3,
T.2.12, T.2.16,
T.2.17
1 2 2024 to 2030
(7 Years)
Less than 8
T.1.5 Utilize Drive Electric VT resources and
car dealerships to offer the
community education opportunities
about electric vehicles. Educate
consumers about EV incentives being
offered by utilities, Mileage Smart,
and other programs.
1. Develop and/or adapt relevant
educational programming and materials
and distribute in both centralized (e.g.,
through a dedicated webpage on the
City’s website) and decentralized (e.g.,
sharing with partners for their own
distribution) manners.
2. Work with local car dealerships, as
applicable, to hold on-site ride-and-drive
events and to integrate them into other
City-sponsored events (e.g., SB NiteOut).
Planning &
Zoning
• Drive Electric
Vermont
• Mileage Smart
• Car Dealerships
• Vermont Clean
Cities Coalition
• Energy
Committee
T.1.1, T.1.2,
T.1.3
1 3 2024 to 2030
(7 Years)
Less than 8
2
Pathway 2030 Target Identifier Description Key Supporting Actions Lead
Department
Partners Connected
High Impact
Actions
Estimated
Costs
Complexity Timeframe Average
Estimated
Weekly Staff
Hours
T.1: Vehicle
Electrification
and
Efficiency
(Cont.)
Replace 75% of
gas vehicles with
all electric vehicles
(EVs) and plug-in
hybrid vehicles to
reduce emissions
by 42% (Cont.)
T.1.6 Work with CarShareVT to consider
expanding EV car share program to
South Burlington.
1. Identify potential public locations to
host CarShareVT vehicle(s).
2. Incentivize private host locations
through reduced impact fees for new
development and redevelopment to
host a CarShareVT vehicle.
3. Leverage programming for co-locating
CarShareVT pods with affordable
housing.
4. Work with CarShareVT to place
electric vehicles at new pods at
preferred public and private host
locations.
5. Work with CarShareVT to promote use
of car share in community.
Planning &
Zoning
• CarShareVT
• Private property
owners
T.1.1, T.1.2,
T.1.3, T.2.11,
T.2.19
1 4 2025 to 2030
(6 Years)
Less than 8
T.2: Reduce
Vehicle Miles
Traveled
(VMT)
Reduce vehicle
miles traveled by
2.5% annually to
reduce emissions
by 19%
Plan for compact
high density to
reduce emissions
by 4%
T.2.1 Work with the school district to
develop a policy for discouraging
driving to school (disincentives) and
encouraging students to ride the bus,
bike, or walk to reduce single
occupancy driving to school.
1. Identify a School District champion for
developing policies and procedures.
2. Conduct school transportation studies
and outreach to identify safety issues
and barriers to access. Incorporate
findings into Walk Bike Master Plan
priorities.
3. Develop and distribute educational
materials to students and families.
4. Track mode share for students and
staff.
5. Develop incentive program for walk,
bike, and bus use.
Planning &
Zoning
• School District
• Safe Routes to
School
• Local Motion
• Bicycle &
Pedestrian
Committee
T.2.8, T.2.12,
T.2.16, T.2.18
1 3 2024 to 2025
(2 Years)
Less than 8
T.2.2 Create policy to reduce duplication
of service from solid waste haulers.
Include enforcement mechanism.
1. In collaboration with solid waste
haulers, develop routes for efficiency.
2. In coordination with homeowner
associations and/or developers,
encourage contracting with single
provider for efficiency.
3. Identify mechanism for enforcement
and/or incentive to utilize most
efficient route(s).
4. Encourage electrification of solid
waste hauler equipment.
Public Works • Planning & Zoning
• Solid Waste
Haulers (Myers,
Casella, Gauthier,
etc.)
• Vermont Clean
Cities Coalition
N/A 1 4 2026 to 2028
(3 Years)
Less than 8
3
Pathway 2030 Target Identifier Description Key Supporting Actions Lead
Department
Partners Connected
High Impact
Actions
Estimated
Costs
Complexity Timeframe Average
Estimated
Weekly Staff
Hours
T.2: Reduce
Vehicle Miles
Traveled
(VMT) (Cont.)
Reduce vehicle
miles traveled by
2.5% annually to
reduce emissions
by 19%
Plan for compact
high density to
reduce emissions
by 4% (Cont.)
T.2.4 Maintain existing bike/ped
infrastructure used for transportation
purposes including snow removal to
ensure it can be utilized during all
seasons.
1. Set annual targets for number of feet
of sidewalk replaced, number of feet
of bike lanes restriped, and number of
feet of crosswalks restriped.
2. Develop policy and standard operating
procedure for prioritizing snow and ice
control of sidewalks, multi-use paths,
bike lanes.
3. Adopt and promote maintenance
policies.
Public Works • Planning & Zoning
• Bicycle &
Pedestrian
Committee
T.2.12,
T.2.13, T.2.18
2 2 2023 to 2030
(8 Years)
40 to 80
T.2.5 Work with the School District and
Safe to Routes to School to adopt a
policy to encourage more
biking/walking to school.
1. Conduct school transportation studies
and outreach to identify safety issues
and barriers to access. Can be
combined with T.2.1, Step 2.
2. Develop mechanism for incorporating
projects, with priority, into the Walk
Bike Master Plan.
Planning &
Zoning
• School District
• Safe Routes to
School
• Local Motion
• Bicycle &
Pedestrian
Committee
T.2.8, T.2.12,
T.2.18
1 1 2024 to 2025
(2 Years)
Less than 8
T.2.6 Foster basic services to exist within ½
mile of neighborhoods.
Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development).
T.2.7 Adopt a Transportation Demand
Management (TDM) requirement for
development/ redevelopment.
Include incentives or requirements
for multi-modal transportation or
parking maximums where feasible,
parking disincentives or other tools.
Include bike share, car share, and
supporting city policies.
Implement as part of CAP Action T.2.13 (TDM Requirement and Increase CATMA Membership).
T.2.9 Create higher density housing to
minimize vehicles miles traveled from
employees commuting to South
Burlington by creating denser
housing in the transit overlay
district.
Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development).
4
Pathway 2030 Target Identifier Description Key Supporting Actions Lead
Department
Partners Connected
High Impact
Actions
Estimated
Costs
Complexity Timeframe Average
Estimated
Weekly Staff
Hours
T.2: Reduce
Vehicle Miles
Traveled
(VMT) (Cont.)
Reduce vehicle
miles traveled by
2.5% annually to
reduce emissions
by 19%
Plan for compact
high density to
reduce emissions
by 4% (Cont.)
T.2.10 Decrease pressure to build on
undeveloped land, encourage
conversion of existing
single family homes to multi-family
homes and renovations to add
studios or one-bedroom apartments
to existing homes. Prioritize use of
this new housing for long-term
rentals over short-term rentals.
Implement as part of CAP Action T.2.8 (Higher Density Mixed-Use Development).
T.2.14 Survey residents on approaches for
encouraging bus ridership.
Approaches could include advocating
for free ridership.
Implement as part of CAP Action T.2.16 (Public Transit).
T.2.15 City events reinforce transportation
goals, such as Open Streets event
(perhaps closing northbound lane of
Dorset Street and/or Market Street)
or showcase bike path with an
annual event (marathon/half
marathon/5k)
.
1. Develop and/or adapt relevant
educational programming and
materials for use at standalone events
or as part of other City-sponsored
events.
2. Identify and plan a series of short-
term (e.g., tied to project
demonstrations) and recurring (e.g.,
annual open streets events) events.
3. Inventory all City-sponsored events
and ascertain the appropriateness of
integrating materials on the CAP’s
transportation goals and objectives.
4. Continuously update the programming
and materials as the context around
the subject matter changes, for
example, as relevant technologies
mature.
Planning &
Zoning
• Public Works
• Recreation &
Parks
Department
• Vermont Energy
Education
Program
• Drive Electric
Vermont
• Local Motion
• Go! Vermont
• Bicycle &
Pedestrian
Committee
• Recreation
Committee
T.1.1, T.1.2,
T.1.3, T.2.3,
T.2.11,
T.2.12,
T.2.13,
T.2.16,
T.2.18, T.2.19
1 2 2023 to
2030
(8 Years)
Less than 8
T.2.17 Increase bike/ped infrastructure
(routes, bike parking, signage, and
striping) city wide to connect all
neighborhoods in South Burlington
and to adjacent communities in
support of a Walk Bike Master Plan.
Implement as part of CAP Action T.2.12 (Walk Bike Plan).
FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31TOTAL COSTFTE$11,500 $11,500 $69,442 $49,317 $49,317 $49,317 $49,317 $289,712Project Cost$1,985 $1,985 $11,985 $8,511 $8,511 $8,511 $8,511 $50,000FTE$11,500 $11,500 $5,750 $663 $663 $663 $30,740Project Cost$18,705 $18,705 $9,353 $1,079 $1,079 $1,079 $50,000FTE$17,250 $17,250 $23,000 $23,000 $7,519 $7,519 $7,519 $103,058Project Cost$41,845 $41,845 $55,794 $55,794 $18,240 $18,240 $18,240 $250,000FTE$2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $20,125Project Cost$7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $50,000FTE$2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $2,875 $20,125Project Cost$7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $7,143 $50,000FTE$2,875 $5,750 $11,500 $11,500 $5,750 $2,875 $40,250Project Cost$3,571 $7,143 $14,286 $14,286 $7,143 $3,571 $50,000FTE$2,875 $2,875$5,750Project Cost$25,000 $25,000$50,000FTE$2,875 $23,000 $11,500 $37,375Project Cost$3,846 $30,769 $15,385 $50,000FTE$11,500 $11,500 $5,750 $5,750 $2,875 $2,875 $2,875 $43,125Project Cost$666,667 $666,667 $333,333 $333,333 $166,667 $166,667 $166,667 $2,500,000FTE$17,692 $115,000 $115,000 $115,000 $172,500 $172,500 $172,500 $230,000 $1,110,192Project Cost$3,984 $25,896 $25,896 $25,896 $38,845 $38,845 $38,845 $51,793 $250,000FTE$2,875 $2,875$5,750Project Cost$25,000 $25,000$50,000FTE$11,500 $11,500 $11,500 $34,500Project Cost$83,333 $83,333 $83,333 $250,000FTE$17,250 $11,500 $5,750 $34,500Project Cost$25,000 $16,667 $8,333 $50,000FTE$6,635 $23,000 $92,000 $172,500 $172,500 $172,500 $172,500 $172,500 $984,135Project Cost$50,562 $175,281 $701,124 $1,314,607 $1,314,607 $1,314,607 $1,314,607 $1,314,607 $7,500,000FTE$11,500 $11,500 $5,750 $2,875 $2,875 $34,500Project Cost$250,000 $250,000 $125,000 $62,500 $62,500 $750,000FTE$663 $663 $663 $663 $663 $663 $663 $663 $5,308Project Cost$6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $6,250 $50,000FTE$2,875 $11,500 $5,750 $5,750 $2,875 $2,875 $2,875 $34,500Project Cost$208,333 $833,333 $416,667 $416,667 $208,333 $208,333 $208,333 $2,500,000FTE$23,000 $20,125 $14,375 $14,375 $14,375 $2,875 $89,125Project Cost$1,935,484 $1,693,548 $1,209,677 $1,209,677 $1,209,677 $241,935 $7,500,000Spending TypeFY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31FTE$36,490 $216,288 $342,788 $463,981 $498,481 $452,038 $434,788 $477,913Project$310,796 $1,523,877 $4,532,480 $4,064,560 $3,523,211 $3,016,166 $2,993,638 $2,035,273TOTAL$347,286 $1,740,165 $4,875,268 $4,528,541 $4,021,692 $3,468,204 $3,428,427 $2,513,187Action2.15 City Events2.16 Invest in Public Transit2.4Bike/Ped Infrastructure Maintenance2.5 School Walk/Bike2.8 Higher Density Development2.1 School Alt. Mode2.2 Waste Hauler Efficiency2.32.19 Park and Rides2.11 Parking Management2.12 Walk Bike Plan2.13TDM Requirement and Increase CATMA MembershipMicrotransit1.4 Student EV Education1.5 Community EV Education1.6 CarShareVTExisting EV Charging1.11.2 New EV Charging1.3 EV Adoption
South Burlington Climate Action Plan
Transportation Sector Implementation Plan
City Council Presentation
October 2, 2023
Summary of Tonight’s Presentation
Project Background and Goals
Public Outreach
Review of High Impact Action Implementation Plans
Supporting Action Matrix
Staffing and Budget Estimates
Project Background
City Council
Resolution on Climate
Change
August
2017
July
2021
City Council
Resolution to
Develop Climate
Action Plan
Climate Action
Plan Task Force
Charter Established
August
2021
September
2022
Climate Action
Plan Task Force
Approves CAP
City Council
Adopts Climate
Action Plan
October
2022
November
2022
Transportation
Climate Action
Implementation
Plan Begins*
Draft Implementation
Plans and Matrix
Complete
September
2023
*Funding support from the Chittenden County Regional Planning Commission unified planning work program
Project Goals
Develop step-by-step plans for the implementation of the High Impact Actions for the
Transportation Sector adopted in the Climate Action Plan.
Provide a memorandum of land use practices and recommendations for encouraging
high-density mixed-use development.
Engage with key stakeholders (City Manager appointed Advisory Group) and the public
to gather input on how best to implement these actions considering equity,economic
and technical feasibility, and community priorities.
Develop an Implementation Plan which includes the step-by-step plans for the High
Impact Actions, a high-level implementation matrix of the Supporting Actions, and a
summary of the anticipated costs and workload requirements.
Project Team and Advisory Group
Project Leads: City Public Works and City Planning & Zoning
Project Support: Chittenden County RPC, VHB
Advisory Group*
LOCAL POLICY TECHNICAL EDUCATIONAL ADVOCACY
•Planning Commission
•Energy Committee
•Bike/Ped Committee
•Economic Development
Committee
*Advisory Group was appointed by the City Manager after 9/19/2019 City Council discussion
Summary of Outreach -Questionnaire
269 respondents who live and/or work
in South Burlington
Many respondents indicated they were
interested in living in compact
neighborhoods, using transit, or
travelling by active transportation
modes if certain factors were addressed
51% of respondents were interested in
owning an EV, 13% already owned an
EV, and 24% expressed no interest in
owning an EV
“The increase in traffic locally has
been a deterrent to biking.”
“Vehicles [EVs] are too expensive.”
Summary of Outreach –Focus Groups
Senior Lunch at City Hall
–Transit Education (GMT, SSTA)
–User friendly sidewalks
–EV Range Anxiety + Expensive
–Live proximity to corner store
Retail Service Workers, United Way
Northwest VT
–Offered Stipends
–Widely Promoted
–Lack of Participation*
* The City has been funded to separately develop a new
“equity in planning” outreach toolkit for future projects.
Focus Group Questions
–How do you usually get around? If all options were available,
how would you prefer to get around?
–What would make it easier and more likely for you to ride the
bus, walk, or bike for trips you make?
–Would you consider living in a high-density neighborhood with
shops and services within ½ mile? Are there things that
would make this more appealing to you?
–Would you consider purchasing or leasing an EV? What factors
contribute to your decision-making process on EVs?
“Have a paper [bus] schedule.”“Need more [bus] routes that
connect to other places [than
Burlington] directly.”
“[EV charging should] have the
convenience of gas stations .”
“In Vermont –sidewalks are not
friendly [avoid trip hazards].”
Land Use Memorandum
Land Use Greenhouse Gas Emissions
Planning Concepts
–Transit Oriented Development
–Mixed-Use Development
–15-Minute City
–20-Minute Suburb
Promising Practices
–Studying Neighborhood Completeness
–Requiring active use of frontage
–Instituting maximum size for single-family dwellings
–Enacting a variety of unit sizes (VUS)
–Promoting live-work units
Implemented Practices
–Infill development
–Accessory dwelling units (ADUs)
–Transfer of development rights
–Right-size off-street parking
–Bike parking minimums
Figure 1: 15-Minute City Illustrated
Credit: moveBuddha
Figure 2: 20-Minute Suburb Illustrated
Credit: Skidmore, Owings & Merrill
High Impact Action Implementation Plans
T.1.2 New Building EV Charging
T.1.3 EV Adoption
T.2.3 Micro-Transit
T.2.8 Higher Density, Mixed-Use Development
T.2.11 Parking Maximums
T.2.12 Walk Bike Plan
T.2.13 Increase CATMA Membership
T.2.16 Invest in GMT
T.2.18 Reduce Travel Lanes
T.2.19 Park & Ride
High Impact Action Implementation Plans
Information from Principal CAP
–Associated target, action, planned achievement(s)
Lead City organization and Implementation Partners
Timelines
Funding (i.e., Operating and/or Capital, external funding sources)
Level of Effort (i.e., Upfront and/or Ongoing, external technical support needs, complexity)
Key Implementation Steps
Opportunities for Innovation
Focus on Equity
Implementation Considerations
Resources and Case Studies
Example High Impact Action Implementation Plan
2030 Target: Reduce VMT by 2.5% annually.
Planned Achievements: Amended LDRs, Parking Maximum
Formulas, Parking Fee Structure
Partners:Planning Commission, DRB, City Council,
CCRPC, Development Community
Timeline:2025 –2027
Funding:Operating
Funding Sources: CCRPC UPWP, Agency of Commerce and
Community Development
Estimate Costs (1 [Low] to 5 [High]):1
Upfront Level of Effort: <8 hours/week
Ongoing Level of Effort:N/A
External Technical Support:Yes
Parking Management/Maximums
Key Implementation Steps: (1) Engage in Parking and
Transportation Management Study; (2) Develop
Appropriate Parking Maximums; (3) Develop Parking
Management District and Fee Structure, as appropriate;
(4) Amend LDRs and Parking Ordinance
Opportunities for Innovation:Consider shared parking;
prioritized parking for bike parking, EVs, carpool, etc.
Focus on Equity:Limiting parking can increase density
and availability of housing, consider sliding scale parking
infraction fines based on income, shifting costs to drivers
makes it more equitable for users of other modes.
Implementation Considerations:Context sensitivity;
Coordinate with Transit Overlay District, Public parking
management.
Supporting Action Matrix
Pathway 2030 Target Identifier Description Key Supporting Actions Lead
Department
Partners Connected
High Impact
Actions
Estimated
Costs
Complexity Timeframe Average
Estimated
Weekly Staff
Hours
T.1: Vehicle
Electrification
and Efficiency
Replace 75% of gas
vehicles with all
electric vehicles
(EVs) and plug-in
hybrid vehicles to
reduce emissions by
42%.
T.1.6 Work with CarShareVT
to consider expanding
EV car share program to
South Burlington.
1.Identify potential public locations to host
CarShareVT vehicle(s).
2.Incentivize private host locations through
reduced impact fees for new development and
redevelopment to host a CarShareVT vehicle.
3.Leverage programming for co-locating
CarShareVT pods with affordable housing.
4.Work with CarShareVT to place electric vehicles
at new pods at preferred public and private host
locations.
5.Work with CarShareVT to promote use of car
share in community.
Planning &
Zoning
•CarShareVT
•Private
property
owners
T.1.1, T.1.2,
T.1.3, T.2.11,
T.2.19
1 4 2025 to 2030
(6 Years)
Less than 8
T.2: Reduce
Vehicle Miles
Traveled
(VMT)
Reduce vehicle
miles traveled by
2.5% annually to
reduce emissions
by 19%
Plan for compact
high density to
reduce emissions
by 4%.
T.2.1 Work with the school
district to develop a
policy for discouraging
driving to school
(disincentives) and
encouraging students to
ride the bus, bike, or
walk to reduce single
occupancy driving to
school.
1.Identify a School District champion for
developing policies and procedures.
2.Conduct school transportation studies and
outreach to identify safety issues and barriers to
access. Incorporate findings into Walk Bike
Master Plan priorities.
3.Develop and distribute educational materials to
students and families.
4.Track mode share for students and staff.
5.Develop incentive program for walk, bike, and
bus use.
Planning &
Zoning
•School
District
•Safe Routes
to School
•Local
Motion
•Bicycle &
Pedestrian
Committee
T.2.8, T.2.12,
T.2.16,
T.2.18
1 3 2024 to 2025
(2 Years)
Less than 8
Staffing Estimates
Considers capital and ongoing workload requirements in addition to already planned projects
Broken out into workloads for:
(1)Scoping, Planning, Funding, and Design
–Internal scoping and planning studies
–Management of consultant-supported scoping and planning studies
–Funding acquisition
–Internal conceptual, preliminary, and final design (infrastructure projects)
–Management of consultant-supported conceptual, preliminary, and final design (infrastructure projects)
(2)Bids, Procurement, Construction, and Maintenance for FY24 –FY31.
–Solicitation and procurement of contractor or vendor bids
–Internal construction projects
–Management of contractors, vendors, and/or construction-related efforts
–Ongoing maintenance by DPW
Staffing Estimates by Pathway
Scoping, Planning, Funding, and Design
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7
SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2
Bids, Procurement, Construction, and Maintenance
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9
SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0
TOTAL
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6
TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1
Staffing Estimates by Pathway
Scoping, Planning, Funding, and Design
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7
SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2
Bids, Procurement, Construction, and Maintenance
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9
SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0
TOTAL
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6
TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1
Staffing Estimates by Pathway
Scoping, Planning, Funding, and Design
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7
SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2
Bids, Procurement, Construction, and Maintenance
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9
SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0
TOTAL
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6
TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1
Staffing Estimates by Pathway
Scoping, Planning, Funding, and Design
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 0.9 0.6 0.5 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 0.6 1.4 1.1 1.1 0.9 0.8 0.7
SUBTOTAL 0.2 0.9 1.8 2.0 1.7 1.4 1.3 1.2
Bids, Procurement, Construction, and Maintenance
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.1 0.3 0.1 0.0 0.0
T.2: Reduce Vehicle Miles Traveled (VMT)0.2 1.0 1.2 1.9 2.4 2.4 2.4 2.9
SUBTOTAL 0.2 1.0 1.2 2.0 2.7 2.6 2.5 3.0
TOTAL
Pathway FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
T.1: Vehicle Electrification and Efficiency 0.3 0.4 1.0 0.9 0.6 0.5 0.5
T.2: Reduce Vehicle Miles Traveled (VMT)0.3 1.6 2.6 3.0 3.5 3.3 3.2 3.6
TOTAL 0.3 1.9 3.0 4.0 4.4 3.9 3.7 4.1
Assuming $115k per FTE $506,000
Budget Estimates
Actions ranked 1 –5 in Implementation Plans and Supporting Action Matrix
–1: Less than $100,000
–2: $100,000 -$500,000
–3: $500,000 -$1,000,000
–4: $1,000,000 -$5,000,000
–5: More than $5,000,000
Project cost considers capital and ongoing costs in addition to already planned projects (ONLY
costs borne by the City).
–Studies and project designs by consultants
–Construction projects
–Project management and stakeholder coordination
FTE cost reflects staffing estimates at $115,000 per FTE
Budget Estimates by Pathway
High Impact Action < $100K $100K -$500K $500K -$1M $1M –$5M > $5M
T.1.1 EVSE in Existing Buildings X
T.1.2 New EV Charging X
T.1.3 EV Adoption X
T.2.3 Microtransit X
T.2.8 High Density Development X
T.2.11 Parking Management X
T.2.12 Walk/Bike Plan X
T.2.13 Increase CATMA Membership X
T.2.16 Green Mountain Transit X
T.2.18 Lane Reductions Xa Xb
T.2.19 Park and Rides X
Number of Actions 3 2 2 3 2
Estimated Cost c $150,000 $500,000 $1,250,000 $7,500,000 $14,000,000
a Short-Term Demonstration Projects
b Long-Term Permanent Projects
c Estimated as $50,000, $250,000, $750,000, $2,500,000, and $7,500,000 per action, respectively.
Budget Estimates by FTE and Project Costs
Spending Type FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31
FTE $36,490 $216,288 $342,788 $463,981 $498,481 $452,038 $434,788 $477,913
Project $310,796 $1,523,877 $4,532,480 $4,064,560 $3,523,211 $3,016,166 $2,993,638 $2,035,273
TOTAL
(rounded)$350,000 $1,750,000 $4,900,000 $4,550,000 $4,050,000 $3,500,000 $3,500,000 $2,520,000
Next Steps
Public meeting on October 12th
Finalize components of Implementation Plan
Consider implementation costs as compared to other City goals and community
affordability
Provide direction to staff prior to budget and CIP presentations
Budget for individual actions and additional staff
Consider needs for Government Operations and Buildings/Thermal Implementation
Plans and coordinate efforts and staffing, as appropriate
Present Final Implementation Plan to City Manager for approval
MEMORANDUM
To: City Council
From: Louis Bresee, Energy Project Manager
Date: November 2, 2023
Re: Status Report – Climate Action Plan – Government Operations Sector
The attached presentation documents the work accomplished to date on the Government Operations
Sector of the Climate Action Plan. This work was started in July 2023 and has involved conversation
with almost all City employees to generate ideas as to how the City could meet the targets of the Climate
Action Plan. The CAP documented two major actions related to City government: the reduction of Green
House Gases (GHG) and increasing the generation of renewable energy.
The GHG target reductions are to reduce the metric-ton carbon dioxide equivalent, mtCO2e, from the
1431 mtCOe2 baseline in 2019 to 572 by 2030 and 72 by 2050. These reductions will require the City
government to virtually eliminate the use of gasoline, diesel fuel and natural gas and seek almost all
energy from various sources of electricity. Work to date indicates that the use of current technology
would allow the City to meet 69% of the 2050 target and a series of projects have been defined in
pursuit of that objective. There are several obstacles to reaching the 2030 target because of the size of the
projects involved. Weatherization and heating projects require careful planning and the work force to do
that work is limited currently. There is also a financial concern regarding the replacement of a piece of
equipment or vehicle well before the end of its useful life. The plan currently pursued addresses both
concerns and recognizes that the FY CIP anticipated equipment replacement at a rate that would cover
80% of the planned project cost.
The action to increase the generation of renewable energy is being addressed in two ways. The City has
had two studies conducted to address the feasibility of placing a water turbine in the outflow of the
Airport Parkway WWTP. It is known that the outflow pipe is in need of replacement and that is the
logical time to incorporate a turbine in the flow. The City has already incorporated a requirement that
future commercial buildings need to have solar panels installed and the upgrade of the Bartlett Bay
WWTP will provide several solar opportunities. A preliminary study has been done to address the
potential for solar on other City buildings. The evaluation of each roof structure will be required to
assess the viability of each potential project.
The proposed plan provides projects that will result in concrete reductions in GHG over a time frame
that is financially responsible and takes advantage of anticipated technology advances in the future.
South Burlington Climate
Action Plan
Government Operations Sector Implementation Plan
City Council Presentation
November 6, 2023
1
Tonight’s Agenda: A Report on the Status of the Plan
Background History & Plan Outline
2019 Baseline and Targets
2023 Status
Action Plan Facilities
Vehicles
Policy Considerations
Current Actions
2
This is a continuation of and an increased prioritization of climate protection activities
2019 Baseline & Targets
2019 Baseline = 1431 mt CO2e
Targets
•Reduce Green House Gases (GHG)
•60% by 2030 to 572 mt CO2e
•95% by 2050 to 72 mtCO2e
•Electrify City owned equipment &
facilities
3
Baseline is clearly defined from documented data
WWTP Solid Waste
Processing, 316
Police, 243
Public Works Fleet, 223
Fire, 172
WWTP Building
Heating, 130
Highway Building, 112
City Hall, 57
WWTP Electricity, 56
Wastewater Vehicles, 37
Heavy
Equipment, 19
Storm Water Vehicles, 19
Library, 14
Traffic & Street
Lights, 14
Misc., 9
Lite Equipment, 5
Mowers, 5
Recreation, 1
2019 GHG City Gas Emissions - mt CO2e
2019 Baseline 1,431 mt CO2e
2030 Target 572 mt CO2e
2050 Target 71 mt CO2e
Status Summary
4
2050 Target is 72
mtCO2e – a 95%
reduction
South Burlington should
be able to reduce the 2019
baseline emissions of 1431
mtCO2e to 440 by 2050.
CIP FY24 thru FY30
identified 80% of
estimated required funds
proposed thru FY 30
All current assets
burning fossil fuels will
be replaced prior to 2050.
A 991 mtCO2e reduction ( 69% ) identified
Remaining challenges
280 mtCO2e Airport Parkway WWTP digester
80 mtCO2e ½ of the current diesel fleet less known opportunities
80 mtCO2e gas radiant heat – vehicle bays
2050 Target 72 mtCO2e – a 95% reduction
Gasoline powered vehicles
Diesel powered vehicles
Natural gas powered heating systems
Plan Outline
Introduction
Executive Summary
Climate Action Plan Targets
Planned Actions
Procedure
•Data Collection
•Status Reporting
•Plan Updating –This Will Be A Living Plan
Appendices
•Generated Ideas
•Cost Benefit Analysis
5
The plan will be a living document – planned periodic changes
Progress to Date
6
Climate Actions Started Years Ago
•Multiple Solar Arrays
•Thermophilic Digester at APWWTP
•LED Light Transition – Everywhere
•Wheeler House Insulation
Since 2019 Baseline
•180 Market Street
•GMP Declared Carbon Free
•Police Hybrid Patrol Cars
•Fire Station 2 Fuel Access – Shelburne Rd
•Battery Replacement of Small Engines
Completed, 160
Remaining, 1271
mtCO2e Reductions thru 2023
Planned Status by 2030
Completed,
160
FY 30 Known
Technology,
377
Remaining,
894
mtCO2e Reductions thru 2030
Short of 2030
Goal by 322
Short of 2030
Goal by 322
Short of 2030
Goal by 322
Make Bartlett Bay WWTP Upgrade Fossil Free
•Water Source Heat Pumps
•Maximize Solar Opportunities
Begin to Convert Fleet to Electric Vehicles
•Charging Stations at All Municipal Buildings
•Grant in Place – Public Works & Police Station
•Procure Hybrid and All Electric Vehicles as:
•Technology is Demonstrated
•Normal Replacement Schedules
•Follow Technology for Specific Application
Begin to Convert Natural Gas Heating Systems to Heat Pumps
•Develop a Planned Conversion Schedule
•Replace Prior to Failure
•Grant for 3 Roof Top Units in Process
Weatherization
•Insulation as Needs Are Identified
•MERF Grant for Wheeler & Fire Station 2
•Windows – Police & Public Works
7
Average Cost Per Year Above FY 24 CIP - $0.6M
Shortfall a result of workforce availability and aging of current equipment
Program Continuation
8
Completed, 160
FY 30 Known
Technology, 377
Remaining Known
Technology, 454
Further Study, 440
mtCO2e Reductions
Short of 2030 Goal
by 322
70%
Confident of
Identifying
Projects to
meet 2050
Target
2050 Target
0
200
400
600
800
1000
1200
1400
1600
mtCO2ePotential Positions
2030 Target
Further Study of Limiting Technology
280 mtCO2e Thermophilic Digester
80 mtCO2e ½ of Current Diesel Fleet
80 mtCO2e Vehicle Bay Gas Radiant Heat
Cost of doing all known technology projects: $45M
Project Funding
Proposed thru FY 30
9
10
Project funding proposed thru FY 30
11
Project Funding Proposed thru FY 30 Continued
Difference
GO. 2.1 & 2.8 Increase Renewable Energy Production
Water Turbine at Airport Parkway
•Feasibility studies completed
•To be incorporated with outflow pipe replacement
Additional Solar Arrays
•13 Sites identified on public buildings
•Potential capacity 250 Kw - twice 180 Market St.
•State restrictions on municipal energy credits need revision
Power distribution is an important issue
•Airport Parkway and Bartlett Bay additions would provide more power to school district
12
Additional Electrical Generation Capacity Does Not Reduce Green House Gases
Policy
Considerations
(from CAP and
staff discussions)
13
Adopt green operations, purchasing and investment policies
Change fleet deployment patterns for EMS calls to reduce mileage
No idling policy for City vehicles as a transition to EV acquisition
Preposition vehicles
Limit mowing in the City
Municipal use of electric bikes, carts and scooters
Employee education on composting, recycling and minimizing waste
Enhance transportation options in partnership with GMT
Publish results as an example of clean investment potential
Actions Underway14
Complete Initial Version of Government Operations PlanComplete
Replace 3 Roof Top Units at Public Works
•Grant in Process
•Lead time is up to 6 months
Replace
Replace 2 field mowers
•Rebates available
•Procurement specification being prepared
Replace
Join CATMAJoin
Apply for fleet assessment through VTCCCApply
Use MERP grant to weatherize Fire Station #2 and Wheeler HouseUse
Proceed with charging stations
•Grant approved for Public Works and Police StationProceed
September 28, 2023 Dear SB City Council,
Trinity Educational Center, Inc.
University Mall
Suite D25
155 Dorset Street
South Burlington, VT 05403
tec@trinityedcenter.org
802.777.8080 (Office)
802.419.8248 (Fax)
www.trinityedcenter.org
For the past 3 years, Trinity Educational Center, Inc. (TEC) has received donations from the
City of South Burlington. The donations were allocated using the city’s surplus funding but there is no guarantee that in the following years, the City will have surplus funds. TEC is a 501(c)(3) tax-exempt organization, and a Vermont registered Domestic Non-profit Corporation.
Trinity Educational Center, Inc.'s mission is to provide youth and young adults in the community with a safe, inclusive, educational, and empowering space. At TEC, young people are encouraged to develop their strengths and talents to better themselves and our
larger community.
TEC strives to empower youth to find their strength, giving them the ability to say no to drug and alcohol use versus just telling them that the right thing to do is to say no. TEC believes there is an extreme and powerful difference between the two. Nearly everyone understands that drugs have negative consequences. Still, not all youth recognize that they have a
choice, especially in Chittenden County communities where drug (opioids, marijuana) and alcohol use continue to increase, contributing to lifetime use of drugs and alcohol. Soon it will be three years since we began operations, and TEC has had some good and difficult days. As the founder, I have increased my presence in the school district through substituting, selling game tickets (students must enter through me), visiting school, riding the school buses to away games, and connecting to more marginalized youth. Last night I was selling game tickets, a girl student in a group reeked of alcohol. I say all of this because the number of youths becoming alcohol and drug abusers is increasing and I am concerned. Also, I did not realize that my connection with the board made a tremendous difference in SB until after the election. Their fears were my fears that students of color would be forgotten because of the lack of assimilation of the board, which I am grateful that I am not. I have been in constant communication with Superintendent Nichols and Mr. Burke in the hope that the youth of color will have a safe space at school.
We need additional monetary support to continue serving SB youth (increasing participation and drug and alcohol abuse). TEC asks the City of SB for annual funding of $13,000. Those funds allow TEC to focus on operational support, and use other funding for youth emergencies, such as buying household groceries and personal hygiene items, monies for washing their clothes and a hotel stay because of abuse. We do a lot more than people realize.
We are grateful because your prior donations have allowed TEC to provide SB with a haven for our youth, where they are safe, can socialize, eat, take home personal hygiene items, school supplies and clothes.
Thank you for reviewing TEC’s request and please let me know if you have additional
questions. Warmest Regards,
Dr. Travia Childs
Individual Donations (Including In-kind)21,080.00 $
Trust Donation 1,000.00 $
Corporate Donations
Town Fair Tire 4,000.00 $
Reddus Chartered Foundation 2,500.00 $
Conley Construction &Property Management Inc.200.00 $
Corporate Donations Subtotal 6,700.00 $
Grants
United Way ADAP 1,500.00 $
United Way Summer Meals 8,900.00 $
SB Rotary 2,499.00 $
The Vermont Coummity Foundation (Spark Grant)2,500.00 $
City of South Burlington(13,000 total, divided in 2)6,500.00 $
Grants Subtotal 21,899.00 $
Events and Fundraising 1,824.00 $
Board Membership Fees 2,100.00 $
Total Income 54,603.00 $
Postage (138.78) $
Printing (22.19) $
Marketing - Flyers (81.12) $
ADAP T-shirts (714.42) $
Insurance (1,200.00) $
Events and Fundraising (148.11) $
Internet (1,211.00) $
Business Cellphone (2,397.00) $
Ring Security (120.00) $
Snacks (3,011.99) $
Food (12,098.44) $
Supplies
Crafts (3,480.02) $
Infinite (8,277.12) $
Games (287.23) $
Supplies Subtotal (12,044.37) $
Storage Unit (1,668.00) $
Kitchen Equipment (1,879.55) $
Infinite Help (8,000.00) $
Youth Emergency Fund (4,890.00) $
Total Expenses 49,624.97 $
Balance $4,978.03
Trinity Educational Center, Inc.
Final Budget January 1 - December 31, 2022
Income
Expenses